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CHAPTER 1

L i g h t E n g i n e e r O p e r a t i o n s a n d t h e

B r i g a d e B a t t l e f i e l d

US Army light divisions—airborne, airassault, and light infantry—add a newdimension to strategic mobility. Fromthe continental United States (CONUS)and outside the continental United States(OCONUS), these forces can rapidly projectto either reinforce forward-deployed forcesor to satisfy contingencies in regions of theworld that lack a developed structure. Theirdeployability enables them to arrive in a cri-sis area even before the conflict begins, oftenprecluding the later necessity for a largerforce.

The light brigade forms the foundation ofthis force. When properly task-organized,augmented, and deployed, the light brigadecan fight anytime, anywhere, and againstany enemy. This level of warfare demandscombat-ready units comprised of skilled

soldiers who can deploy anywhere in theworld. These units are established throughtough, thorough, and demanding combinedarms training programs conducted andmanaged by leaders that fully understandthe effective employment of the light com-bined arms force.

The light engineer company is the smallestengineer unit necessary to support thelight brigade. With additional support fromechelons above division (EAD) engineerunits, the light engineer company can sup-port light brigades for extended periods oftime. It is organized to fight as part of acombined arms team anywhere in theworld and win. Our war-fighting doctrineat the engineer company level equates toenhancing the capabilities of maneuverwarfare.

THE LIGHT BRIGADE

Today’s modern battlefield requires aggres-sive and quick-thinking leaders who usetheir initiative to its fullest extent and canmake quick and skillful decisions on thebattlefield. To support the combined armsteam, light engineer companies must be themost physically fit, the most disciplined, andthe most aggressive unit that undergoesdemanding training. The inherent strategicmobility of the force dictates that thelight engineer company prepare itself forno-notice, worldwide deployment in supportof the full spectrum of military operations.The light engineer company establishes and

maintains a high state of readiness for thenext enemy it will face or the next locationto which it will deploy.

This chapter provides a general overviewof the brigade engineer and the engineercompany’s integration to support the lightinfantry brigade. It also provides a gen-eral overview of light engineer organiza-tions and how they integrate into thebrigade. Throughout this manual, lightforces and their supporting engineers referto airborne, air-assault, and light infantrydivisions and their division engineers(DIVENs) unless otherwise specified.

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MISSIONS, CAPABILITIES, AND LIMITATIONSThe mission of light engineers correspondsto those missions normally conducted by alight infantry brigade. Their greatest advan-tage is that they have great strategic mobil-ity which results in the rapid resolution ofcrisis situations. They can be used to con-duct combat operations anytime and any-where. They also can be used to—

Reinforce forward-deployed forces.

Conduct peacekeeping operations.

Operate in restrictive terrain, such asforests, jungles, mountains, and urbanareas.

Because of their austere, organic mobilityassets, light engineers have limited tacticalmobility once they are deployed. To compen-sate for this, light engineers train to operatein a decentralized manner. Like their sup-ported maneuver force, they operate bestunder conditions of limited visibility. Lightengineers are—

Expert in terrain use and camouflage.

Skilled in countermobility.

Quick in supporting the brigade toallow it to seize the advantage.

Light forces are offensively oriented units.The light engineer’s focus is mobility.They are experts in supporting infiltra-tions, air assaults, parachute assaults,ambushes, and raids. In this role, the lightengineer may conduct covert breaches,route reconnaissance, and obstacle reduc-tion. They may also identify potentialenemy counterattack routes to establishcountermobility measures, such as scatter-able mines (SCATMINEs), to protect theforce. Light engineers train in infantry skillsand are able to move undetected when closeto the enemy. Light forces seize the initia-tive through the indirect approach, stealth,

and surprise, attacking the enemy on its ter-rain. This offensive perspective carriesthrough to defensive operations as well. Inclose terrain or built-up areas, light forceshabitually ambush, attack, and counterat-tack.

COMBAT POWERLight engineer forces are most effectivelyused by the commander who thoroughlyunderstands how they affect the elements ofcombat power and the tactical imperativesfor their employment.

Maneuver

Light engineers create maneuver opportuni-ties by crossing natural obstacles and pre-paring landing zones (LZs), assault airfields,and Low Altitude Parachute Extraction Sys-tem (LAPES) zones. They also conduct closecombat operations for assault breaching andfor the assault of fortified positions andensure the light forces’ freedom of maneu-ver.

FirepowerLight engineers assist in preparing direct-and indirect-fire weapons positions andfighting positions for other crew-servedweapons. Their greatest contribution toeffective firepower is the ability to analyzeand alter terrain so as to place the enemywhere the maneuver force can concentratemaximum firepower.

Protection

Light engineers are used as an economy-of-force measure to allow combat power to beconcentrated at a decisive time and place.They lay mines and create flank obstacles to

1-2 Light Engineer Operations and the Brigade Battlefield

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protect the force. They also provide physicalprotection to the force by preparing fightingpositions and protective positions for logis-tics.

LIGHT ENGINEER ORGANIZATION ANDOPERATIONS

The light engineer organization is tailored tofight as part of the combined arms team inthe light divisions. It focuses on mobility butalso provides limited countermobility andsurvivability engineer support. The lightengineer company can be task-organizedwith equipment augmentation from its ownengineer battalion and/or the corps to pro-vide the necessary engineer functions to fightthe battle. The light brigade normallyrequires augmentation from EAD engineerunits to sustain beyond 72 hours (mission,enemy, terrain, troops, and time available(METT-T) dependent). Depending on thelevel of intensity and the duration of the mis-sion, the light brigade can require theequivalent of an engineer battalion to sus-tain its operations and enhance its capabili-ties. Engineer leaders who can accept knownrisks in pursuit of mission accomplishmentin line with the higher commander’s intent

intensify these capabilities. (See Table1-1 for rules of thumb for engineer organiza-tion allocation.)

Brigade EngineerThe brigade engineer is an importantmember of the brigade battle staff. Unlikethe heavy force structure where the bri-gade engineer is a lieutenant colonel, thelight brigade engineer is a captain whoworks closely with the light engineer com-pany commander to support the brigade.He—

Provides the brigade commander withexpertise in all aspects of engineersupport, including the five engineerbattlefield functions:

Mobility.

Countermobility.Survivability.General engineering.Topographic engineering.

Focuses his attention on the integra-tion of engineer functions to support


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the maneuver brigade commander’sintent and the synchronization ofengineer mission support to the schemeof maneuver.

Identifies the best use of engineerassets for the brigade commander andrecommends the task organization ofengineers that are allocated to the bri-gade and the missions they are to per-form.

Tracks the engineer effort throughoutthe brigade sector, keeping the brigadecommander and staff advised of allengineer activity.

Engineer CompanyThe task-organized engineer company nor-mally executes engineer missions that areidentified by the brigade commander. Whilea habitual training and deployment relation-ship is established between a company and alight brigade, their ultimate employmentdepends on the division commander’s analy-sis of METT-T. The light engineer companycommander may receive augmentation fromhis own battalion or from corps units. Hedirects his unit in the execution of missionsupport to the brigade.

Engineer SoldiersLight engineers must be proficient in marks-manship, demolitions, light infantry skills,and field-expedient engineering. Because ofthe austere conditions in which they oper-ate, light engineers must have knowledge ofall weapons in their unit, an intimate under-standing of the weapons systems of theforces they support, and a working knowl-edge of the enemies' weapons. The close com-bat skills of light engineers must beunequaled. They must hold total confidencein their abilities to apply these skills andtools.

Engineer OperationsTo integrate, synchronize, and execute thefive engineer battlefield functions, it isimportant to understand the capabilitiesand limitations of light engineers. The needfor external augmentation of engineers isreadily apparent. Planners need to antici-pate the requirement for more assets earlyin the deployment sequence. This includes arecommendation on the command and con-trol (C2) relationship that best supports themaneuver commander without overburden-ing his support system.

Mobility. The primary focus for engineersin light divisions is mobility support to com-mitted maneuver forces. Light forcesbypass obstacles as a first option. When abypass is not possible or tactically sound,light engineers support the lead maneuverelements to develop obstacle breaches.Bridging, while usually not critical for lightforces in the close fight, can quickly becomevital when conducting the close fight withlight/armor operations. Route-clearanceoperations are also vital to light forces.

Extensive engineer reconnaissance is essen-tial to light forces. It can be conducted withinfantry scouts or any of the other recon-naissance elements of the brigade. Lightengineers use their field expertise to iden-tify enemy obstacles and any engineerresources required to bypass or breachthrough obstacles. They can also—

Conduct covert obstacle breaching oninfiltration lanes or breach protectiveobstacles to attain surprise.

Assault breach through obstacles.

Clear and construct helicopter pickupzones (PZs), LZs, and forward arearearm/refuel points (FARPs).

Clear airfields of mines or equipment.


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However, light engineers have limited capa-bilities to construct combat trails, quicklyrepair runways, clear routes, and movethemselves around on the battlefield.Without heavy equipment augmentation,light engineers lack the ability to performheavy engineer work.

Countermobility. Light brigades perform-ing countermobility missions rely heavily onmaneuver forces to assist in obstacleemplacement while engineers provide tech-nical expertise. The brigade commanderuses obstacle belts to focus the efforts of thebrigade. Once established, these belts pro-vide his subordinate commanders with themaximum flexibility to employ obstaclesthroughout the depth of their sector. Lightengineers have the capability to—

Create road craters and expedientobstacles.

Destroy bridges.

Emplace tactical obstacles, such aswire and minefield (conventional andscatterable).

Situational obstacles require detailed plan-ning because of the flexibility they providethe maneuver commander. Vital to this pro-cess is the full range of logistics manage-ment. The brigade Supply Officer (US Army)(S4) must make thorough plans for the dis-tribution of materials to the obstacle sites,when possible. The brigade uses helicopterairlift and container delivery system (CDS)bundles, if available. Limited organic haulcapabilities frequently require light forces todeploy with palletized Class IV/Class Vmaterials (mines and demolitions) in precon-figured unit loads for obstacles and mine-field. This ensures the efficient andeffective use of resources.

Survivability. Survivability in light bri-gades is critical because of the vulnerabilityof light forces to the effects of direct and

indirect fires. When light forces stop, theymust immediately dig in. In a stationaryposition, everything requires protection.Light engineers can provide limited supportto maneuver forces in preparing survivabil-ity positions. The brigade requires augmen-tation from EAD engineers to preparesurvivability positions and protect the force,especially during defensive operations.Engineers are experts at making maximumuse of on-site materials. Maneuver forcesroutinely use standard platoon packages torapidly construct survivability positions,with little engineer involvement. Engineersalso prepare survivability positions for keyassets, such as artillery, crew-served weap-ons, and C2 elements within the brigadesupport area.

General Engineering. Light brigadesdepend on corps engineers for general engi-neering support. General engineering ismore important in an underdeveloped areawhere lines of communication (LOC) are notestablished or developed. Typical require-ments for general engineering of light divi-sions include airfield maintenance,lodgment-support-facility construction, andmain supply route (MSR) maintenance.DIVENs normally support maneuver forcesin mobility, countermobility, and survivabil-ity missions in a close fight.

Topographic Engineering. Light brigadesdepend on the division terrain detachmentfor topographic products. The terraindetachment is collocated with the AssistantChief of Staff, G2 (Intelligence) (G2)/Assis-tant Chief of Staff, G3 (Operations andPlans) (G3) planning and operations staff.The detachment provides each brigade withspecial or tailored topographic products.Examples are as follows:

Area of operations (AO) analysis.

Cover and concealment.

LOC.


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Cross-country mobility (CCM).

Combined obstacle overlays.

Helicopter LZ/drop zone (DZ) analysis.

Air-assault packets.

Target folders.

Infiltration routes to an objective.

Possible weapons placements.

River-crossing sites.

These products are produced with digitalterrain elevation data (DTED). Direct coor-dination with the terrain detachment resultsin products tailored specifically to meet theusers needs.

Engineer Support of theCombined Arms Team

Engineers supporting the light brigade mustbe integrated into all aspects of the battle-field framework. Most engineer missionsconcentrate on mobility and survivability(M/S) functions. However, engineers musthave a fundamental understanding of theirrole in supporting all of the members of thecombined arms team. More importantly,they must understand their impact on therest of the maneuver team in terms of engi-neer planning, preparation, and execution.The relationship between the BattlefieldOperating System (BOS) framework andengineer functions provides a unique tool toanalyze the interaction of the engineer withthe other members of the combined armsteam.

Intelligence. The brigade intelligence andintelligence and electronic warfare unitsprovide the capability to locate and attackthe enemy in support of the brigade’s cur-rent and future battles. The intelligencepreparation of the battlefield (IPB) processprovides the products that drive all aspectsof planning and execution. The brigade engi-neer—

Uses the engineer battlefield assess-ment (EBA) to provide input andenhance the brigade’s overall IPB.

Focuses on the terrain analysis and itsimpact on enemy and friendly opera-tions.

Analyzes threat and friendly mobil-ity, countermobility, and survivabilitycapabilities.Analyzes host-nation (HN) capabili-ties and limitations and other factorsaffecting the mission.

Nominates named areas of interest(NAIs) and priority intelligencerequirements (PIR) to the IntelligenceOfficer (US Army) (S2) to confirm ordeny critical engineer characteristicsof the terrain, enemy, and HN situa-tion.

Engineer forces can act as intelligence-collection assets for technical and tacticalreconnaissance. Technical reconnaissancefocuses on collecting engineer informationabout a potential resource, target area, orroute. For light forces, the most importanttarget is the primary LOC into the AOwhether it is a port facility, an improvedairport, or an unimproved airstrip. Techni-cal reconnaissance gathers engineer infor-mation about the target with minimalregard to the enemy. It is usually conductedunder a low-level threat with outside secu-rity or in secure areas. Engineer forcesshould anticipate conducting technicalreconnaissance at—

Ports.River-crossing sites (unopposed).

Bridges.

Routes and roads.

Airfields.

Flight landing strips (FLSs).


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Tunnels.

Fords and ferries.

Bodies of water.

Tactical reconnaissance is conducted againsttargets in areas where enemy contact islikely or where information is needed to con-firm the enemy situation template. Eitherengineers or nonengineer reconnaissanceunits can conduct tactical reconnaissance oftargets with engineer significance. Brigadeengineers can anticipate reconnaissance of—

Enemy obstacles.

Enemy engineer activities.

Rivers.

LZs/PZs.

Situational obstacle locations.

Reserve or directed obstacles (bridgedemolitions and road craters).Buildings for military operations onurbanized terrain (MOUT).

For tactical reconnaissance, engineers nor-mally augment maneuver or specific recon-naissance elements.

Maneuver. Maneuver at brigade level is themovement of battalions and companies, sup-ported by fire, to achieve positional advan-tage from which to destroy or threatendestruction of the enemy. The relationship ofengineer functions in support of maneuverdiffer significantly in deployment, offensive,and defensive operations.

During deployment, the brigade engineerfocuses on establishing, defending, and sus-taining the port, the airhead, or other facili-ties. The initial lodgment is critical as a linkwith the higher HQ. Once the higher HQhas established itself in theater, it gener-ally relieves the brigade of this mission.Engineer requirements of the lodgmentoften include corps engineer assets to

move with or immediately follow the deploy-ment of the initial brigade. Another key con-sideration during this phase is theestablishment of the commander’s force-protection plan. The engineer planners pro-vide critical input and also execute portionsof the plan. Forward aviation combat engi-neering (FACE) is another important con-cern for aviation units in the unimprovedenvironment in support of contingency oper-ations.

In the offense, the brigade engineer focuseson mobility support requirements. The mostcommon ones are—

Route sweeps/clearance.

Obstacle breaching.River crossing.

Mobility support enables the brigade tomove freely, to concentrate combat poweragainst a weakness, or to create a weakness.The engineer’s planning and integrationhave an impact on the total scheme ofmaneuver. For example, the allocation ofengineers for the breach force and the syn-chronization of the breaching fundamentals(suppress, obscure, secure, and reduce(SOSR)) have a direct impact on task organi-zation. The brigade engineer also must planfor countermobility support to protect theflanks with situational obstacles and toassist with a possible hasty defense near theobjective.In the defense, the brigade engineer focuseson mobility, countermobility, and survivabil-ity operations (M/CM/S). This allows the bri-gade to fight from survivability positionsagainst the enemy's fires and to use obsta-cles and terrain to turn, fix, disrupt, andblock the enemy. The combination of thetwo allows the brigade to mass fires to com-plete the enemy destruction. The brigadeengineer plans obstacle belts and groupsthat are tied directly to the brigade’s maneu-ver scheme. The brigade commander’sintent provides focus to the countermobility


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effort. It also provides the necessary obsta-cle control for tactical repositioning.Engineer forces breach obstacles (enemy andfriendly), clear routes, construct tactical andprotective obstacles, build fortifications, andconstruct vehicle fighting and protectivepositions. They also provide engineer exper-tise to brigade forces. All activities directlyrelate to and support the commitment ofcombat power.Fire Support. Fire support integrates thefull range of indirect-fire systems to supportthe brigade’s scheme of maneuver anddestroy the enemy. It includes US and alliedair forces, army aviation, naval support, andartillery. The engineer’s challenge is to pro-vide timely and effective integration of theengineer battlefield functions to enhancetheir effectiveness.In the offense, the brigade engineer cell,working with the fire-support coordinator(FSCOORD), focuses its fire-support-integration efforts on—

Suppression.

Neutralization.

Destruction.

For breaching operations, all available firesfocus on suppressing enemy personnel,weapons, and equipment to preventeffective fires on friendly forces. The brigadeengineer coordinates with the brigade fire-support officer (FSO) for indirect fires tosupport the breaching force. The brigadecommander ensures that the FSCOORDplans well-synchronized fire-control mea-sures for timely massing, lifting, or shifting.Obscuration hampers the enemy’s observa-tion and target acquisition and concealsfriendly activities and movement. The engi-neer cell coordinates with the fire-supportcell for screening or deception smoke to pro-tect the obstacle reduction effort and thepassage of assault forces. Counterfires are

crucial in protecting the force as it closeswith the enemy and makes the initial pene-tration. The engineer cell coordinates withthe fire-support cell for counterfires forbreaching and river-crossing operationsduring critical periods of vulnerability.

In the defense, the engineer cell focusesintegration efforts on the link betweenobstacle effects and indirect fires. Eachobstacle effect requires specific integrationtechniques of indirect fires. For exam-ple, to achieve a disrupt obstacle effect, theengineer cell coordinates indirect fires tocover the obstacles while direct fires targetthe bypass. In contrast, to achieve a turneffect, mass indirect-fire groups at thebeginning point of the turn and thenthroughout the rest of the obstacle. The bri-gade engineer and brigade FSO worktogether to ensure that the scheme of firesand obstacles are mutually supportive. Theplanning of indirect-fire assets to deliverSCATMINEs for a situational obstacle isanother major countermobility integrationconcern for the brigade engineer and theFSCOORD.

Engineer forces assist fire-support assets inseveral ways. They provide mobility supportfor battery movement, and they constructbattery and Q-36 radar survivability posi-tions for protection against direct and indi-rect fires. The latter is a very high priorityfor light forces due to the lack of mobility fortowed artillery forces.

Air Defense (AD). AD thwarts or reducesthe effects of enemy air attacks on friendlyunits, supplies, and facilities. The brigadeengineer focuses integration efforts in twodistinct areas. He coordinates for AD pro-tection—

For critical engineer assets, such asClass IV and Class V supply points,engineer equipment, and bridgingassets.


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For his forces, when they are workingwell forward.

Engineer forces construct fighting positionsfor forward AD assets to protect them fromdirect and indirect fires and to ensure thatthe enemy does not restrict our AD opera-tions.

Combat Service Support (CSS). CSSsustains the fight. The brigade engineerand staff focus their integration efforts onthree different areas of CSS operations.The first area is the sustainment of engineerbattlefield functions. Logistics requirementsmust be anticipated based on the estimateprocess and then transported to the theaterand pushed forward to the fight. The secondarea is the engineer mission support tothe brigade’s CSS operations. This mayinclude the general engineering functionsof MSR maintenance, the construction ofroute bypasses, and the clearance of routes.Finally, engineer unit sustainment mustbe integrated. In light infantry, airborne,and air-assault forces, early and accuratelogistics planning is critical due to theshortage of haul assets. The brigade engi-neer must be thoroughly integrated into theS4’s planning process. He must also betotally familiar with the different haul tech-niques appropriate for his unit, from strate-gic haul and corps throughput down toinfantry task-force- (TF) level capabilities.Chapter 6 further explains the CSS chal-lenge.

Command and Control. C2 is the alloca-tion, prioritization, and synchronization ofassets to employ and sustain combatpower. The brigade engineer must inte-grate C2 of all engineer battlefield func-tions into the C2 process for all operationalsupport in the brigade AO. This integrationmust take place at every command post (CP)within the brigade to ensure a responsive,synergistic relationship between the engi-neers and the brigade units. It must use

brigade and engineer company C2 channelsto achieve responsive support and timely,accurate battle tracking. Because light oper-ations are decentralized, the C2 systemmust be flexible enough to allow proper exe-cution at the lowest level. Productive engi-neer task organizations, annexes, operationorders (OPORDs), and operational updatesare all products of the effective integrationof engineer missions and C2. The C2 assetsmust be prepared for and capable of incorpo-rating external engineer support from thedivision, the corps, and allied nations.Chapter 2 further explains the C2 challenge.

LIGHT INFANTRY AND ENGINEERORGANIZATIONS

DIVEN organizations are tailored to matcheach division’s mission, capabilities, andemployment.

Light Infantry BrigadeThe light infantry brigade provides the flexi-bility to accomplish missions globally due toits ability to deploy. The brigade combatteam frequently finds itself as one of thefirst units on the ground at the forefront oflarger operations. It can operate in anyterrain and against a variety of forces. Thebrigade conducts operations that exploit theadvantages of restricted terrain and limitedvisibility. It uses its technological and orga-nizational advantages to overcome thethreat’s deficiencies in these areas. Based onthe factors of METT-T, a light infantry bri-gade with appropriate CS and CSS augmen-tation can be task-organized to an armoredor mechanized infantry division or havethese forces task-organized to them, The bri-gade is also designed to conduct autonomousoperations for short periods of time with-out external support. The brigade typicallydeploys with three light infantry battalions,one forward support battalion (FSB), andother supporting units.


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The light engineer company provides thebase organization for engineer support to thelight infantry brigade. It maintains a habit-ual training and deployment relationshipwith the brigade it supports. Normally, thecompany is augmented with equipmentfrom the assault and obstacle (A&O) platoonof the engineer battalion HQ company.METT-T is the critical component drivingengineer task organization. As an austereresource, light engineers are normally con-centrated at the critical time and placeunder centralized control. For example, twoor more companies could be massed to onemaneuver brigade or one company could bemassed to one infantry battalion if METT-Tdictates this level of support. Light engineercompanies require external engineer aug-mentation for extended operations.

Airborne Infantry BrigadeThe airborne infantry brigade can rapidlydeploy anywhere in the world. It conductsairborne assaults in the enemy’s rear tosecure terrain, interdict supply routes, orinterdict withdrawal routes. It is ideallysuited to seize, secure, and repair airfieldsand provide secure lodgment for follow-onforces. Normally, the airborne brigade isemployed as the initial assault force for con-tingency operations, securing the lodgmentfor force buildup. It consists of three air-borne infantry battalions and generallydeploys with the full range of support unitsto include a task-organized FSB.

The airborne engineer company usuallyprovides the base organization for engineersupport to the airborne infantry brigade.While the company maintains a habitualtraining and deployment relationshipwith the brigade it supports, its employ-ment and task organization in the AO isMETT-T dependent. Normally, the companywill be augmented with equipment from theA&O platoon of the engineer battalion HQ

company. However, it could also be aug-mented with equipment from a light equip-ment company (LEC) (corps) (airborne).Based on the tactical situation, one platoonis normally enough to support an airborneinfantry battalion. Although airborne engi-neer companies have more resources thanlight engineer companies, they must still beconcentrated at the critical time and placeunder centralized control. For example, twoor more airborne engineer companies couldbe massed to one maneuver brigade or oneairborne engineer company could be massedto one infantry battalion if METT-T dictatesthis level of support. Airborne engineercompanies are often augmented by lightcorps engineer assets for extended opera-tions.

Air-Assault Infantry BrigadeThe air-assault infantry brigade combinesstrategic mobility with extremely high tacti-cal mobility within its AO. It can rapidlydeploy anywhere in the world. The brigadeconducts air assaults in the enemy’s rear tosecure terrain or interdict supply or with-drawal routes. Its air mobility permits rapiddeployment and redeployment. The brigadeis suited to seize or secure airfields andkey facilities. It can also provide a forwardoperating base (FOB) for follow-on forces.Like the airborne infantry brigade, theair-assault infantry brigade can beemployed as the initial assault force for con-tingency operations. It secures the neces-sary lodgment for force buildup. The air-assault infantry brigade consists of threeair-assault infantry battalions and gener-ally deploys with an aviation TF and thefull range of support units, to include aFSB.

The air-assault engineer company providesthe base organization for engineer supportto the air-assault infantry brigade. It too


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maintains a habitual training and deploy-ment relationship with the brigade it sup-ports. Normally, the company is augmentedwith equipment from the A&O platoon ofthe engineer battalion HQ company. How-ever, it could also be augmented with equip-ment from a LEC (corps). METT-T drivesengineer task organization. Although engi-neers have more resources than light units,they must still be concentrated at the criti-cal time and place under centralized control.

External Engineer SupportExternal engineer augmentation is requiredfor the brigade to accomplish its most funda-mental engineer missions. This augmenta-tion can be—

Other DIVEN platoons and companies.

Engineer equipment from the parentbattalion A&O platoon.Corps engineer platoons or companies.Corps equipment, including specializedpackages such as LARP or bridge com-panies.Armored engineers in support of anarmored force working in the brigadearea.

Other engineer assets working in the bri-gade AO may be provided by topographic,well drilling, or other specialized engineerteams. Furthermore, the brigade engineermay be the staff representative for nonengi-neer augmenting units, such as explosiveordnance disposal (EOD) teams. The brigadeengineer must be fully familiar with theavailable assets and capable of integratingthem into the brigade scheme.

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CHAPTER 2

C o m m a n d a n d C o n t r o l

Modern warfare demands a responsive C2system that protects the force, enforces disci-pline, establishes the warrior spirit, andmotivates the soldier to fight. Its essenceinvolves applying leadership; transmittingand receiving information; predicting battle-field events; and synchronizing combat, com-bat support (CS), and CSS assets.Leadership is one of the essential compo-nents of the C2 system. It provides purpose,direction, and motivation in combat. Theleader must be a resourceful, tenacious, anddecisive warrior. He must be innovative andflexible in the employment of his unit. Hemust also have the mental agility to quicklygrasp the situation and the initiative to takeindependent action based on the higher com-mander’s intent.

The engineer C2 system must workquickly. The cycle of receiving information,completing instructions, and settingactions in motion must be well organizedand efficient. Engineers supporting thelight infantry brigade must have a flexible,synchronized, and totally integrated C2system that allows the military decision-making process to remain ahead of theenemy's actions.The brigade engineer and the engineercompany are the two primary componentsof engineer C2 in support of the brigadethat are examined in this chapter. It alsocovers the brigade engineer’s relationshipwith the brigade staff and the supportinglight engineer company’s internal C2 sys-tem and process and how the two synchro-nize their efforts in support of the brigade.

C2 SYSTEM

C2 is the balanced process of directing, coor-dinating between, and controlling units toaccomplish the mission. The brigade com-mander executes missions through a C2 sys-tem consisting of three interrelatedcomponents:

Organization.

Process.

Facilities.

The engineer C2 system in support of the bri-gade is composed of two distinct, yet mutu-ally dependent, participants. They are the—

Brigade engineer.

Company commander(s) supportingthe brigade.

A properly established and functioningengineer C2 system is a prerequisite to theintegrating of other division and EAD engi-neers into the brigade.Successful engineer support on the bri-gade battlefield requires a balanced com-bination of C2 by the brigade engineerand the company commander. The bri-gade commander relies on both his bri-gade engineer and the supporting

Command and Control 2-1

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engineer unit commanders as the engi- of engineer C2. However, an effective C2neer functional-area planners and exec- balance that the brigade engineer and theutors for all engineer-related missions in company commander establish will fostersupport of the brigade. The capabilities subordinate engineer leader’s initiative.and flexibility of the engineer C2 system This allows subordinate leaders the maxi-determine the role and effectiveness of mum flexibility to apply initiative on thesupporting engineer units as combat mul- brigade battlefield in support of the com-tipliers. METT-T determines the best mix manders' intent.

BRIGADE C2

The brigade C2 process is one of planningand preparing for and executing of the bat-tle. The brigade commander ensures thathis intent is clearly understood by his sub-ordinate commanders throughout the C2process. The principal component of the bri-gade C2 process is the military decision-making process.

MILITARY DECISION-MAKING PROCESSThis process begins and ends with the bri-gade commander and is as simple or asdetailed as time permits. The brigade com-mander plays the central role in the pro-cess, with the staff providing advice andinformation related to its respective areas.The results of the process are preparingsynchronized, detailed orders and, ulti-mately, executing the operation. Figure 2-1details the military decision-making pro-cess.

ENGINEER ESTIMATEEngineer input into the brigade’s militarydecision-making process is primarilythrough the use of the engineer estimate.Figure 2-2, page 2-4, shows the relationshipbetween the military decision-making pro-cess and the engineer estimate. The engi-neer estimate begins at higher echelons(division and above) and progresses down tosupporting engineer companies. Its effec-tiveness requires continuous interaction andfrom-the-bottom-up feedback. Figure 2-3,

pages 2-5 through 2-7, shows key aspects ofthe engineer estimate as it relates to the mil-itary decision-making process at themaneuver brigade, the battalion TF, andthe engineer company level. Appendix Adescribes the engineer estimate process.

FACILITIES AND FUNCTIONSThe light brigade is controlled by C2 organi-zations containing more than one echelon.Staff participation varies at each echelon.These organizations include a—

Tactical CP.

Main CP.

Rear CP.

Command group.FM 7-30 provides details on the exact com-position, function, and layout of the com-mand group and each CP.The key to establishing an effective engi-neer C2 organization is to complement thebrigade’s existing structure. The brigadeengineer and the supporting company com-mander(s) must have a thorough under-standing of the brigade C2 structure andthe responsibilities of each CP. More impor-tantly, to complement the C2 structure,they must recognize the engineer func-tions required at each CP. These func-tions become the driving force behind theengineer C2 structure and system. The bri-gade C2 organization and process and the

2-2 Command and Control

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corresponding engineer functions in supportof the brigade are discussed in this chapter.

Tactical CP

When active, the tactical CP controls theclose operation and is established in themain battle area (MBA) near the forwardbattalions. This allows the commander to beclose to his subordinate commanders wherehe can directly influence operations. The tac-tical CP is structured to synchronize andcoordinate—

Maneuver.

Fire support.

Engineer operations in the brigadeclose battle.

When fully active and staffed, the tacticalCP serves as the net control station (NCS)for brigade and battalion reports. Itreceives, posts, and analyzes reports fromthe maneuver battalions and responds toimmediate tactical requirements. The tacti-cal CP analyzes and disseminates combatintelligence for the close operation. It alsoprovides centralized synchronization of firesto committed forces within the brigade.When the tactical CP is not active, the mainCP assumes all its C2 responsibilities.

Main CP

The heart of the brigade C2 organization isthe main CP. The main CP is designed toprovide the brigade with the capability of“seeing the total battlefield” in the currentoperation and simultaneously plan futureoperations. While conducting the currentoperation, the main CP—

Prepares and issues fragmentaryorders (FRAGOs).

Tracks operations.

Coordinates the allocation of resources.

Establishes priorities.

The main CP sees the battle throughreports from the tactical CP, rear CP, andsubordinate units. When there is an activetactical CP, most information that arrivesat the main CP is assumed to be historicaland of insufficient amount to help maketimely tactical maneuver decisions. There-fore, the role of the main CP in currentoperations is to respond to requests forimmediate support by the tactical and rearCPs. The main CP also ensures that deci-sions made by the tactical and rear CPs arerapidly coordinated and effectively con-ducted. The main CP monitors the opera-tions of higher and adjacent units andprovides this information to the tactical andrear CPs. The main CP assumes C2 of closeoperations if the tactical CP is moving,destroyed, or inactive.

Rear CP

The rear CP focuses on the C2 of all unitslocated within the brigade rear area. It syn-chronizes and sustains rear operations forthe brigade battle. The rear CP is only anextension of the main CP because it is notmanned or equipped to conduct currentoperations and simultaneously plan futurerear operations. The rear CP is located inthe brigade support area (BSA) and ismanned by the brigade Adjutant (US Army)(S1) and S4 and the coordinating elementsof the FSB.

The rear CP’s primary C2 role is to ensurethat rear operations are synchronized andintegrated with close and deep operations.Units operating in the rear area provideoperation and unit status reports to the rearCP. The rear CP controls movement withinthe brigade rear area. It also forwards thestatus of rear operations and units to themain CP.

The rear CP analyzes future brigade plansfor their impact on current and future rear


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operations. This allows the rear CP toensure that the necessary sustainment sup-port is available. The rear CP is also respon-sible for planning, coordinating, andsynchronizing rear security. It assigns unitsto bases and base clusters and appoints com-manders for each. The rear CP also developsand controls the total rear defensive plan.The rear CP monitors activities in the bri-gade’s rear areas to prevent potential con-flicts. Lastly, the rear CP may assumecontrol of the current close fight, if aug-mented, when the main and tactical CPs canno longer function.

Command GroupThe command group consists of the brigadecommander and selected members of his

staff. It is not a fixed organization but istailored to meet the C2 needs of the missionand the current tactical situation. The com-mander identifies the critical events requir-ing his personal influence. He alsoanticipates the rapid decisions and ordersthat will be required and tailors the com-mand group to provide the necessary exper-tise. The command group normally movesforward from the tactical CP and initiallypositions itself with the main effort. Thisforward position allows the brigade com-mander and selected staff to see the battle,directly influence the action, and makeface-to-face contact with battalion com-manders, as required. When the brigadecommander needs to make critical engineerdecisions, he may require the brigade engi-neer to be part of his command group.

ENGINEER C2 AT BRIGADE LEVELThe essence of effective engineer C2 is theuninterrupted integration of engineer plan-ning for and the functional control of engi-neer assets supporting the light brigade.The engineer staff presence at each of thebrigade CPs serves two primary functions.They provide the—

Expertise at the brigade staff level tointegrate engineers into all facets ofbrigade planning and execution.

Functional control for engineer units toexecute the engineer missions in sup-port of deep, close, and rear operations.

Functionally, the maneuver brigade tactical,main, and rear CPs are the same in everylight brigade. For each of the three brigadeCPs the brigade commander establishes, cor-responding engineer functional responsibili-ties exist, regardless of the tacticalsituation. These responsibilities are thesame in each CP. The staff engineer workswith the CP staff to set priorities for

these responsibilities, based on the situa-tion, determining the ones on which to focushis available resources. Rarely will all of theresponsibilities be addressed because of timeand manpower constraints.

Engineer C2 within the brigade must beresponsive to changes in engineer capabili-ties, limitations, and sustainment require-ments caused by changing engineer taskorganizations. It must also be capable ofexpanding or reducing its control capabili-ties to remain proactive to a changing engi-neer force size and organization in thebrigade AO. The functions and responsibili-ties of the engineer cells established to sup-port the brigade C2 process are discussed inthe following paragraphs.

ENGINEER CELLSThere are three engineer cells established toprovide engineer support to the light infan-try brigade C2 organization. They are the—


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Tactical engineer cell in the tactical CP. brigade CP depend on the brigade com-

Brigade main engineer cell (BMEC) in mander’s needs, the current operational sta-

the brigade main CP. tus of the brigade, and the level of engineersupport needed by the brigade.

Brigade rear engineer cell (BREC) inthe BSA, which is linked to the brigade The BMEC and BREC are the two principal

rear CP. cells; however, as the situation requires, thetactical CP and the supporting tactical engi-

The actual size, composition, and organiza- neer cell are established. Figure 2-4 showstion of the engineer cells supporting each a sample laydown of these engineer cells. It


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also shows the positioning of key leaders of asupporting light engineer company.Although the figure shows a division lightengineer company, the engineer C2 organi-zation is established so that it allows the useand integration of any engineer companyproviding support to the brigade for anextended period.The BMEC and BREC each have an officerin charge (OIC). Both cells must have thecapability to sustain 24-hour operations.The BMEC must also be capable of providingsituational staff support to the brigade tacti-cal CP without degrading mission perfor-mance at the brigade main or rear CPs.The BMEC and BREC serve as the nucleusfor all future and current engineer opera-tions planning and execution within the bri-gade C2 organization. As more engineer unitsare task-organized to support the brigade,the brigade engineer’s capability to track,monitor, plan, and control engineer activi-ties must also expand. This ensures that theengineer C2 system remains proactive to thechanging brigade battlefield. The ability ofthe BMEC and BREC to expand their C2capabilities is derived from the assets and C2capabilities of supporting engineer units. Toestablish and integrate engineer C2 with theexisting brigade C2 organization requires anunderstanding of the brigade engineer’s keyC2 duties and responsibilities.

Tactical Engineer CellThe tactical engineer cell assumes control ofthe current close engineer fight when thebrigade tactical CP deploys. The tacticalengineer provides information about theengineer current close operation to the bri-gade commander so he can make timelydecisions. In this position, the tactical engi-neer must—

Track the status of engineer missionsand units in current close operations.

Provide engineer expertise to the bri-gade commander.

Pass critical engineer requirementsthat affect the current close fight to thebrigade main CP, as necessary.

Depending on the commander’s require-ments, the tactical engineer cell will bederived from the BMEC or the supportingengineer company. Normally, the brigadeengineer or the company commander exe-cutes the duties as the brigade tactical engi-neer.

Brigade Main Engineer CellThe BMEC is the nucleus for all M/S plan-ning and synchronization to support brigadeoperations. The division light engineer bat-talion detaches its brigade engineers tohabitually associated brigades to—

Provide engineer staff support to theinfantry brigade’s planning and execu-tion process.

Establish the BMEC and the base forengineer C2 for the brigade.

Conduct uninterrupted 24-hour opera-tions.

The primary missions of the BMEC are to—

Integrate and synchronize engineerbattlefield functions into future bri-gade plans.

Track the current battle.

Develop the necessary input to brigadeorders, annexes and, as required, engi-neer unit orders.

Its major functions are to—

Develop a scheme of engineer opera-tions concurrently with the brigademaneuver COAs.


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Prioritize and recommend the alloca-tion of engineer personnel, equipment,logistics, and units.

Provide timely input to the brigade onrequests from the TF engineers, recom-mending immediate tactical support.

Issue timely instructions and orders tosubordinate engineer units through thebrigade base order to simplify subordi-nate planning, preparation, execution,and battlefield integration.

Monitor the execution of engineerorders and instructions in the brigadesector.

Track all M/CM/S and general engi-neering aspects of all current opera-tions.

Establish a direct link to task-organizedTF engineers.

Track current engineer operationsaccording to brigade directives.

Work closely and continually with thebrigade S2 in the IPB.

Current Operations. The BMEC isresponsible for providing the main CP withcurrent engineer information that is neededto see the total battlefield. To accomplishthis, the BMEC relies heavily on reportsfrom supporting engineer companies, thetactical engineer, and the BREC. Because ofthis functional requirement, the BMEC isthe central C2 node for all engineer reports.There are two basic categories of reportsconsolidated at the BMEC:

Engineer-mission status reports.

Engineer-unit combat-power reports.

The information that is gathered is normallyhistorical; and the BMEC uses it to analyzethe current scheme of engineer operations,anticipate conflicts, and form the basis forplanning transitions to future operations.

The BMEC maintains its own situationmaps. It also ensures that mission-criticalengineer information posted on mapswithin the brigade main CP is accurate, per-tinent to current operations, and up to date.

As the current battle develops, the tacticalCP receives requests for immediate supportfrom the maneuver battalions. The brigadecommander makes decisions in response tothese requests and issues FRAGOs to thebattalions. His decisions are then for-warded to the main CP for coordination.When the decisions involve engineer opera-tions or engineer forces, the tactical engi-neer ensures that the BMEC receives themand any support requirements. The BMECthen works closely with the main CP tocompletely resource and synchronize thecurrent operation.

Another source of requests for immediatetactical support is the brigade rear CP. Itmakes decisions for adjustments to the cur-rent rear operation. Likewise, when theserequests involve adjustments to the schemeof engineer rear operations or engineerforces, the BREC forwards requirements tothe BMEC for coordination and, asrequired, resourcing.

The BMEC must also track combat intelli-gence reports from the division and brigadetactical CPs and the rear CP. The tacticalengineer and the BREC must anticipateintelligence information that impacts cur-rent and future close and rear operations.They also ensure that the information ispassed directly to the BMEC. Similarly, theBMEC must aggressively track the intelli-gence reports received by the S2 cell in themain CP and forward information affectingthe current operation to the tactical engi-neer and the BREC.

Finally, the BMEC is responsible for moni-toring current engineer operations andcoordinating with adjacent engineer units


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and the parent engineer battalion HQ. TheBMEC maintains the necessary data basefor the transfer of critical engineer informa-tion to adjacent or relieving units, asrequired.

Future Operations. When the brigadereceives a FRAGO, the brigade engineerassists the main CP in processing the orderand gathering the information necessary forfuture planning (see Figure 2-5). It is vitalthat the brigade engineer also notify the sup-porting company commander, as soon as pos-sible, to ensure his early involvement in the

Critical information and engineer inputon the current fight from the tacticalengineer cell.

Logistical considerations and engineerinput on the current rear fight from theBREC.

The brigade engineer and the company com-mander develop the scheme of engineeroperations for COAs produced by the mainCP. In developing the scheme of engineeroperations, the BMEC considers the engi-neer requirements to support the total

planning process. The BMEC receives— future operations (deep, close, and rear).


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The BMEC works closely with the main CPin identifying critical engineer missions,allocating the necessary engineer forces, andrecommending an engineer task organiza-tion. The brigade engineer prepares engi-neer input for the brigade base OPORD orFRAGO, as well as the engineer annex,when required. Once the brigade engineerdevelops the scheme of engineer operations,the company commander completes his unitplanning. To simplify parallel planning, thebrigade engineer issues warning orders(WARNORDS) and updates the tactical engi-neer, the BREC, and subordinate engineerunits as the plan develops.

Under this C2 structure, the location, focus,and span of control of the company com-mand team (commander and first sergeant(lSG)) remain flexible. The command teamnormally focuses on engineer control of thecurrent operation to—

Provide information to the brigade staffon future operations.

Ensure engineer unit integration.

Ensure that the brigade commander’sintent is reflected in the engineer plan.

Brigade Rear Engineer CellThe BREC is the nucleus for M/S planningand synchronization to support brigade rearoperations. The task-organized engineercompany (or larger unit) provides C2 aug-mentation support to engineer C2 at the bri-gade level by establishing the BREC.Depending on mission requirements, thesupporting engineer unit can also providesupport to the infantry battalions' TF engi-neers.

Frequently, the BREC operates out of theengineer unit CP that is located in the BSA,close to the brigade rear CP. As engineerunits are task-organized to the brigade, the

level of engineer battlefield functionsincreases. This requires either full-timeengineer support or some level of engineerstaff support to the brigade rear CP.

Current Operations. The primary mis-sion of the BREC is twofold. It—

Integrates and synchronizes M/S bat-tlefield logistical requirements withthe brigade rear CP.

Provides required data to the BMECfor future brigade plans.

Its major functions are to—

Monitor the current close battle(through mission and unit combat sta-tus reports of its subordinate platoonsand the BMEC) and track the currentrear battle.Develop the necessary input to brigadeorders, annexes and, as required, engi-neer unit orders.

Coordinate future engineer missionsustainment needs of the unit with thebrigade rear CP and the FSB.

Assist the BMEC in developing anengineer estimate of the work neededin the brigade rear area.

Provide the brigade rear CP with theengineer information and expertiseneeded to make immediate tacticaldecisions on the current rear opera-tion. When decisions involve engineeroperations in the rear area, the BRECrecommends the necessary adjust-ments in engineer support.

Monitor, analyze, and troubleshootcurrent rear-area engineer operationsand forward reports to the BMEC, asrequired. Engineer units working inthe brigade rear report the status ofengineer missions directly to theBREC.


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Future Operations. The BREC is alsoresponsible for assisting the rear CP in ana-lyzing future plans to ensure that the neces-sary sustainment support is planned forfuture operations. Specifically, the BREClooks at the engineer missions required inthe rear area to sustain the brigade. TheBREC also provides the rear CP with coun-termobility, survivability, and force protec-tion expertise in planning base and base-cluster defenses. It helps identify resourcerequirements for future general engineering,base-cluster defenses, and force protection,forwarding them to the BMEC. Further-more, the BREC identifies engineer logisticissues for the brigade engineer, the brigadeS4, and the FSB that affect the ability ofengineer units to perform missions forfuture operations.

Finally, the BREC assists the brigade rearCP in tracking all engineer aspects of thecurrent fight in the event that the brigaderear CP has to assume control of the battle.The BREC must maintain situation mapsand track critical engineer information par-allel with that of the BMEC. The BRECmust be capable of assuming the duties ofthe BMEC, if required.

ENGINEER FUNCTIONSThe following paragraphs explain in detailthe duties and responsibilities of each engi-neer staff element of the engineer cells.

Duties and Role of the Brigade EngineerThe brigade engineer is the primary engi-neer staff planner for the brigade com-mander. He is task-organized from thedivision light engineer battalion by the divi-sion engineer and is responsible to the bri-gade commander for—

Providing organizational focus.

Synchronizing cohesive engineer sup-port for the entire brigade.

As a special staff officer, the brigade engi-neer is the principal engineer advisor to thebrigade commander and the rest of his staff.The brigade engineer is responsible for inte-grating specified and implied engineer tasksinto the brigade plan. He also ensures thatsupporting engineer units are completelyintegrated into the brigade’s mission plan-ning, preparation, and execution. This taskis usually one of the most challenging and isonly successful with the full support of thesupporting company commanders.Staff Responsibilities. The brigade engi-neer’s primary duty is to plan, coordinate,and facilitate the execution of engineer mis-sions in support of the commander’s schemeof maneuver. In this role, he must—

Integrate engineer battlefield functionsinto future brigade plans and developthe necessary input to brigade orders,annexes and, as required, engineerunit orders.Make time-sensitive engineer decisionson requests received from the TF engi-neers for immediate tactical support.

Train the brigade engineer cell locatedat the brigade main CP.

Establish the BMEC and integrate theBREC into brigade C2 operations.

Formulate ideas for engineer supportto meet the brigade commander’sintent.Visualize the future state of engineeroperations in the brigade.Recommend to the brigade commanderthe engineer priorities of effort andsupport and the acceptable missionrisks.

Determine and evaluate criticalaspects of the engineer situation.Decide what engineer missions must beaccomplished to support the brigade’scurrent and future fights.


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Integrate the necessary orders andinstructions into division plans andorders.

Issue timely instructions and orders tosubordinate engineer units through thebrigade base order to simplify prepara-tion and integration.

Monitor the execution of engineerorders and instructions by tracking thecurrent fight.

Alter the engineer plan using the feed-back received from the maneuver bat-talions and engineer units, as required.

Coordinate with the division engineeron the following:- DIVEN plans. .

- Status of brigade engineer missions.

- Identification of any brigade require-ments for division or EAD engineerassets to support the brigade.

Make the brigade commander aware ofthe capabilities, limitations, andemployment considerations of support-ing engineers.

Functional Control Responsibilities.Regardless of the task organization, the bri-gade engineer is responsible for the func-tional control, through the brigadecommander, of all engineer units in supportof the brigade. The brigade engineer exer-cises functional control by—

Regulating the functions of the engi-neer organization (this is done byidentifying the engineer missions that

are necessary to support the brigadeplan).

Establishing and maintaining a con-tinuous and open link between allengineer cells, TF engineers, and sup-porting engineer CPs.

Using his mission analysis and contin-uous link with the supporting companycommander(s) to compute resource andforce requirements and to recommendengineer task organization.

Developing specific engineer missionsand conveying them to subordinatesthrough the brigade order and engi-neer annex.

Using the brigade engineer cell andsupporting engineer unit C2 organiza-tions to hear, see, and understand allengineer battlefield functions withinthe brigade.

Using supporting engineer unit CPs tomeasure, report, and analyze engineerperformance and anticipating changeand unforeseen requirements.

Duties and Role of the Brigade RearEngineer

The brigade rear engineer is normallythe XO of the company habitually task-organized to the brigade. His primary func-tions are—

Engineer staff representative to thebrigade rear CP.

Company XO (detailed later in thischapter).

The brigade rear engineer’s principal focusis monitoring rear-area engineer opera-tions; anticipating future engineer rearrequirements; ensuring the execution ofengineer mission sustainment; and coordi-nating engineer future mission logistic


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requirements with the BMEC, the brigaderear CP, and the FSB. The brigade rearengineer is also responsible for—

Providing engineer expertise in the bri-gade rear area and effecting direct coor-dination with all brigade rear-area CSand CSS elements.

Establishing and running the BREC(normally the engineer company CP),which provides a 24-hour operationalcapability.

Assisting the brigade engineer in devel-oping an engineer estimate of the workneeded in the brigade rear area by ana-lyzing the division FRAGOs and pre-paring logistics estimates (theseestimates define engineer require-ments for rear operations to supportfuture missions and unit logisticsrequirements based on the unit’s cur-rent and projected CSS posture).

Monitoring and providing the status ofengineer missions done in the brigaderear to the BMEC.

Providing functional control for engi-neer units committed to rear-area engi-neer missions by the brigade.

Providing the rear CP with the infor-mation and expertise needed to makeimmediate tactical decisions on the cur-rent rear operation.

When decisions involve engineer operationsin the rear area, the BREC recommends thenecessary adjustments in engineer support.The BREC ensures that the decisions of therear CP are forwarded to the BMEC for coor-dination and implementation. When therear operation requires other engineerresources, the BREC estimates this require-ment and forwards the request to the BMECfor action.

Engineer C2 ProcessThe engineer C2 process in support of thebrigade is one of planning, directing, coordi-nating, and controlling the battle. It is initi-ated through the brigade commander’sintent, concept of the operation, and missionplans. The process depends on assigningtasks to subordinate and supporting engi-neer units to accomplish assigned missions.The cycle of acquiring information, makingdecisions, and issuing instructions mustallow the brigade to seize the initiative andmaintain momentum over the enemy. Thebrigade engineer and the company com-mander, through the support of the engineerCPs, must be able to decipher the flood ofinformation and determine which informa-tion is necessary for the brigade com-mander’s decision making.

Two vital components of the brigade-levelengineer C2 process are the—

Brigade engineer.Company commander.

Together, they must establish a synchro-nized and continuous procedure of informa-tion management and exchange. Theymust also establish a proactive C2 process toeffect C2 for engineer assets supporting thebrigade. Engineer C2 cannot exist withinthe brigade without this joint effort employ-ing all available assets to help the commonC2 goal.

C2 CommunicationsCommunications between the brigade engi-neer and the company commander must beopen and direct. The brigade engineer exer-cises functional control over the engineerassets in the brigade area following the bri-gade commander’s intent, with input fromthe company commanders. Functional con-trol means that the brigade engineer plans,manages, directs, and tracks engineeractivities and assets in the brigade area.


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However, he does not execute command over Additionally, it receives battlefield infor-these assets. mation from within the brigade main CPCommunications and information manage- through spot reports. The BMEC organizes,ment are key to the C2 process. The BMEC updates, and manages all engineer-mission-receives engineer mission and status reports related information within the brigade sec-directly from the TF engineers, the BREC, and tor. It must have the most currentthe engineer commanders (see Figure 2-6). update of engineer operations within the


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brigade sector. The brigade engineer isresponsible for submitting all operationalreports to the next higher engineer HQ. Thecompany CP is responsible for submitting allnoncritical administrative and logisticsreports to the next higher engineer HQ.

Communications between all engineersenable the brigade engineer and engineerunit commanders to influence the battle.Influencing the battle is the effect of C2.Journals are maintained at each engineercell to record the events that portray the bat-tle. By receiving and managing engineermission and status reports, the engineerunit commander is able to make informeddecisions that influence the battle.

While the brigade engineer establishes thebase for the engineer C2 process at the bri-gade, the company commander provideshim with an assessment of the current fight.The brigade engineer’s vision of the battle-field is limited to the accuracy and the fre-quency of situation reports coming to thebrigade main CP. The company commanderprovides quality control to all planning fig-ures that the brigade engineer has inte-grated into the brigade’s plan. He alsomakes recommendations on the task organi-zation and the employment of corps engi-neers in the brigade sector. The corpsengineer units must provide an engineerliaison officer (LO) to the BMEC if they areoperating in a direct support (DS) or generalsupport (GS) role within the brigade sector.However, if they are under operational con-trol (OPCON) or attached, the establishedDIVEN chain of C2 should be sustained.The DIVEN commander may establish a sit-uational C2 organization when there aremore than two engineer companies task-organized to the brigade.

Engineer Input to the Brigade OPORDA critical by-product of the brigade engi-neer’s and the company commander’s

coordination and synchronization during thebrigade’s military decision-making processis integrating engineer missions andinstructions into the brigade OPORD andthe engineer annex. Engineer informationand instructions are not just consolidated inthe engineer annex. The brigade engineermust ensure that the necessary M/S mis-sions and instructions are included in theappropriate areas throughout the brigadeOPORD. This ensures that critical M/Sinformation and instructions are not hiddenfrom subordinate commanders. For exam-ple, if it is critical to the brigade plan toidentify and mark two lanes to enable a cov-ering force to pass through the brigade sec-tor, then it may appear as a specified task tothe battalion(s) that the lanes pass through.Likewise, the enemy’s recent integration ofSCATMINEs into its preattack fires mayindicate its intentions. This should beincluded in the enemy situation paragraphof the FRAGO.

The scheme of engineer operations isanother example of engineer informationcontained in the brigade OPORD. Itdescribes the general concept for engineersupport to the brigade operation, usuallyconcentrating on the close battle. Theengineer estimate identifies critical M/Sinformation and mission-essential tasks forinclusion in the base order. Figure 2-7, page2-20, illustrates how key components of theengineer estimate process drive engineerinput into the brigade OPORD.

At the brigade level, most OPORDs anddetailed FRAGOs have an engineer annexattached. The annex conveys critical engi-neer information and engineer-specificinstructions that are either too large or notappropriate for inclusion in the base order.The annex may take the form of writteninstructions, matrices, overlays, or a combi-nation of these. Appendix B covers the for-mat and content of the annex in more detailand provides some sample matrices and


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overlays. Figure 2-8 illustrates how the con-tent of the annex is derived from the engi-neer estimate process.

facilitate deliberate planning. It providesthe brigade commander with a robust andcomplete staff. In short, it temporarilyplaces the nucleus for current and futureoperations at the brigade main CP. The bri-gade S1 and S4 and key members of theFSB usually relocate to the main CP duringcritical planning times. There are cases

Staff Surge

Massing or surging the brigade staff isonly a temporary technique used to quickly


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when the staff will mass at the brigade mainto facilitate a more deliberate planning pro-cess. For example, the brigade staff mayconsolidate at the brigade main during theinitial development of the brigade OPORD.

During a staff surge, the brigade engineerand the company commander(s) must bepresent at the planning session. The com-pany commander may opt to have his XOand/or lSG present to speed up companyplanning. Otherwise, the commander mayopt to communicate with his XO and/or lSGby wire, radio, or other means at the com-pany CP.

Command and Support RelationshipsEngineer units are normally task-organizedto the brigade in either a command or sup-port relationship. Command relationshipsprescribe the supporting engineer unit’schain of command and the degree of author-ity that a commander exercises over it. Sup-port relationships show the manner ofsupport that the supporting engineer com-mander receives.

Command Relationship. Commandauthority over engineer units is given to themaneuver commander when he requiresresponsive engineer forces. Command rela-tionships can be attached or OPCON.

An attachment is appropriate when a subor-dinate maneuver commander needs taskorganization or direct-command authorityover engineer units and when time, distance,or communications prevent the parent engi-neer HQ from providing adequate logisticalsupport. Contingency operations are anexample of when the light engineer companyis attached to the maneuver brigade. Time,distance, and communications all play a partin this decision. A key factor to attachmentsis ensuring that they are accomplished asearly as possible to ensure full integrationinto the maneuver force.

OPCON is appropriate when a subordinatemaneuver unit needs task organization ordirect-command authority over engineerunits; however, the parent engineer HQcan still provide logistical support. This isalso a method of giving the maneuver com-mander authority over a unit when theduration of the operation is short and itcan be supported without impacting theestablished logistics infrastructure. It is theparent engineer unit’s responsibility to coor-dinate CS and CSS for subordinate units.An example of OPCON within the light bri-gade is multiple corps engineer units beingused to support the brigade during asearch-and-attack operation. The brigadecommander requires task-organizationauthority over the corps units when he can-not sustain its logistical requirements andsearch-and-attack operations are not goingto be over an extended period of time.

Support Relationship. Command,administrative, and logistical responsibili-ties remain with the parent engineer unit ina support relationship. The engineer unitcommander organizes the unit and suballo-cates tasks in a manner that most effec-tively meets the needs of the maneuvercommander. Support relationships can beDS or GS.

ADS relationship is appropriate when thesubordinate maneuver commander needs ahigh degree of responsiveness from engi-neers but does not need task-organizationauthority. A higher HQ often uses this rela-tionship when it anticipates a change to theengineer task organization that requires theshifting of engineer units to other locations.

A GS relationship is appropriate when thehigher HQ requires central control and flex-ibility in employing limited engineer forces.Engineers in the rear areas are usuallyemployed in GS.


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ENGINEER COMPANY C2The engineer company’s C2 system must bereliable, responsive, and durable. It mustwithstand crises, even the loss of the com-mander, and continue to function and pro-vide support to the brigade. The engineercompany’s C2 system is the most complexsystem in the company. However, its outputmust be clear and concise instructions thatfocus the entire unit toward the goals andobjectives of the company and the brigadecommander.One of the challenges facing the engineercompany and its commander is achiev-ing the proper mix of C2. While this mix issituation-dependent, the commander muststrive to emphasize command and reducecontrol measures that restrict his subordi-nate’s freedom of action.

COMMANDCommand is the process that instills thecommander’s will among his subordinates.It provides focus and direction to the com-pany. The commander’s leadership is anintegral part of command.

CONTROLControl, as the counterpart of command, fol-lows up a decision and minimizes deviationfrom the commander’s concept. It also pro-vides supervision to the operations whilesynchronizing all systems and activities.

SYNCHRONIZATIONThe commander must avoid dependingon close control of his platoons to achievesynchronization. This slows execution andlimits his subordinates’ initiative. Synchro-nization initiated at the brigade is main-tained during execution by the properdecision of subordinates. A clear under-standing of the commander’s intent and a

simple effective concept are the keys tomaintaining engineer-company synchroni-zation on the brigade battlefield.

C2 PRINCIPLESTo achieve his C2 goal, the commander con-tinually applies the following principles dur-ing operations:

Expect uncertainty.

Minimize leader intervention.

Maximize subordinate planning time.

Give subordinates maximum freedomof action.

Command/lead well forward.

Expect UncertaintyThe commander must understand the envi-ronment of the battlefield. Force-projectionoperations are inherently dynamic, decen-tralized, and nonlinear. The battlefield envi-ronment frequently degrades thecommander’s ability to communicate withhis subordinates. This fact, combined withthe violence and nature of war, often pre-vents the commander from knowingwhat is transpiring beyond his immediatespan of control. The tactical situation usedas a basis for planning always changesbefore execution; therefore, flexibility isessential.

Minimize Leader InterventionThe decentralized nature of the light bri-gade battlefield requires the absolute mini-mum of leader intervention duringexecution. Not only is this important to mis-sion accomplishment, but common decen-tralized engineer task organizationsnecessitates nonintervention of leaders


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during an operation. When the company’ssubordinate leaders expect the commanderto make a decision or initiate an action onthe battlefield, they are reluctant to takeaction. In those instances where precise con-trol is required (for example, an on-ordermission), the commander’s goal is to providethe subordinate with the criteria and theinformation necessary to make the decisionand execute.

Maximize Subordinate Planning TimeThis is one of the biggest challenges to thecompany commander. While most planningtakes place at the engineer company and thebrigade, the squads and platoons alsorequire time to conduct troop-leading proce-dures (TLP) (for example, precombat inspec-tions (PCIs) and rehearsals). This isespecially critical when a subordinate unit istask-organized away from the company.SOPs and WARNORDs are essential tacticaltime-management tools.

Give Subordinates MaximumFreedom of Action

Given the expected battlefield conditions,leaders at every level avoid unnecessary lim-its on their soldier’s freedom of action. Theleader at the point of decision must have theknowledge, the training, and the freedom tomake a decision that best supports the com-mander’s intent.

Command/Lead Well ForwardThe company commander must positionhimself where he can best direct the fight ofhis company. The commander’s leadershipis most effective face-to-face, in other words,when he can see the tactical situation andhis soldiers can see him. Since he cannot beeverywhere on the brigade battlefield, thecommander focuses his attention on the

decisive actions of his unit. During the exe-cution, this may be with the main effort orpossibly with the brigade commander in thetactical CP. During the initial stages of anew brigade plan, the commander’s place isusually at the brigade main CP, workingwith the brigade engineer. This serves toensure that the—

Plan is executable.

Commander’s company is briefed earlyon the future operation.

Engineer plan is adapted to the condi-tions that truly exist on the battlefield.

COMMANDER’S INTENT

The commander’s intent describes thedesired end state of the mission. It is aclear and concise expression of the purposeof the operation. The ultimate purpose ofan intent is to help subordinates pursue themission’s desired end state without furtherorders, even when the operation does notunfold as planned. Knowing the com-mander’s intent enables subordinates to usetheir initiative during the execution of anoperation. It must be clearly and completelyunderstood by the entire company throughthe following means of communication:

Written.Face-to-face.

Radio.

Any other communications technologyavailable to the unit.

The company commander begins to form hisintent as he analyzes the mission assignedto him by the brigade. The company com-mander’s intent is the focus for the entireengineer planning process. His intent isrefined as the planning process evolves andas information is gained and evaluated.


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KEY PERSONNEL DUTIES ANDRESPONSIBILITIES

The engineer company must be able toaccomplish a number of tactical, logistical,and administrative tasks. To accomplishthese, the duties and responsibilities of keypersonnel in the company must be definedand understood. The duties and responsibil-ities of the company commander, the XO,and the 1SG are covered in the followingparagraphs. The remainder of the companyHQ is covered in Appendix C.

Company Commander

The company commander is responsible foreverything the company does or fails to do.This includes the tactical employment,training, administration, personnel manage-ment, and sustainment of his company. Thecompany commander must fully understandthe capabilities of his soldiers and know thebest method of employing them. He mustalso completely understand the capabilitiesof the light brigade and battalions and howthey fight.

Company Responsibilities. The companycommander is the engineer executor on thebrigade battlefield. He has unit control andcommand responsibility over his unit. Oneof his greatest challenges is maintaining anexecution focus for the brigade commanderwhile sustaining his staff-level input to thebrigade engineer. The company commanderis ultimately responsible for—

Writing the company OPORD that sup-ports the brigade commander’s intentand concept of the operation and thebrigade’s engineer annex.

Providing mission-oriented C2 to hisengineer company.

Supervising the execution of his units’engineer support within the brigadearea.

Achieving integration with the sup-ported brigade through his link withthe brigade engineer and the brigadecommander’s C2 organization. (C2assets from the company are key infacilitating this process.)

Dividing duties among the key leadersof his company. Each subordinatemust know his job and how the com-pany functions while executing its mis-sions. The decentralized nature of lightbrigade operations dictates that thecompany and its subordinate unitsmust be able to function in any missionor situation with minimal guidanceand control from higher HQ. Althoughevery situation is different, the com-pany SOP standardizes the way tasksare accomplished and simplifies theexecution of decentralized operations.Remaining focused on engineer mis-sions rather than the method of hissubordinates’ execution. The companycommander must not give his subordi-nates missions and guidance that con-flict with those of the maneuverbrigade and the supported battalioncommanders.

Assuming the duties of the brigadeengineer, as required. He is also anadvisor on his unit’s capabilities, limi-tations, and current operational status;however, he normally passes this infor-mation through the brigade engineer.In the absence of the brigade engineer,the company commander’s focus ismore on brigade planning and less onunit command.

Providing mission and status reports tothe brigade commander and the bri-gade engineer (and his immediate engi-neer commander). These report shouldbe current and accurate so the brigadecommander and the brigade engineer


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can make decisions that could influencethe battle.

The company commander must often dele-gate authority to subordinates. This processreinforces and strengthens the entire chainof command. Commanders must ensurethat they do not abuse this delegation ofauthority. Responsibility can never be dele-gated.Brigade Responsibilities. The companycommander supporting the brigade is theprimary executor of engineer missions thatthe brigade develops. The brigade engineer,with the brigade staff’s assistance, ulti-mately develops the engineer missions. Thecompany commander plays a vital role inmission identification and development andin establishing engineer mission priorities.He accomplishes this by integrating with thebrigade engineer during the military deci-sion-making process concurrently with hisTLP. This ensures that fundamental consid-erations about mission execution are syn-chronized with the brigade plan and thesupporting engineer annex. This early andcontinuous involvement also serves toensure that the company commander andhis subordinates remain proactive duringmission planning, preparation, and execu-tion. Figure 2-9 shows an example of thecompany commander’s integration into thebrigade staff’s planning process.

This parallel work and the synchronizationof the company commander and the brigadeengineer serve to accomplish two primaryfunctions. They provide—

An executor-level input that enhancesthe brigade engineer’s input into thebrigade’s military decision-making pro-cess and his engineer estimate.

The company commander with de-tailed insight into future operations,decisions, scheme of maneuver, and

ultimately, the engineer plan to sup-port these operations.

The company commander and the brigadeengineer must weigh the mission require-ments with the supporting engineer unit’scapabilities and design a COA to accomplishthe brigade mission. If the requirementsexceed the engineer unit’s current capabili-ties, the brigade engineer sets priorities andrequests additional support from theDIVEN battalion or supporting corps engi-neer units.

When the tactical situation allows the com-pany commander to conduct his TLP paral-lel to the military decision-making process,it helps synchronize key activities providingmission support to the brigade as a whole.When the brigade order is issued, the engi-neer company and its platoon already knowthe task organization of engineers. The pla-toon leaders can then initiate their TLP andstill be present with their supported battal-ion to receive the brigade’s OPORD. Thisplaces the three key echelons of engineer C2together at one time (brigade engineer, com-pany commander, and platoon leaders),which facilitates coordination and clears upany discrepancies or changes to the brigadeplan.

Figure 2-9 depicts the mutually supportingefforts of the brigade engineer and the com-pany commander. The company com-mander’s level of involvement in theplanning process is situation-dependent. Itis vital, however, that he is involved fromthe beginning and as much as possible dur-ing the planning process.

The company commander returns to thecompany CP after receiving the brigadecommander’s decision on the mission. Hefinalizes his plan and issues the companyOPORD. The platoons can then finalize andrefine their TLP based on this OPORD and


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their pending task organization to themaneuver battalions. The company com-mander and the platoon leaders displaceto the brigade main CP to receive the bri-gade OPORD. Platoon leaders link up withtheir supported battalion and then subse-quently move to the battalion CP to inte-grate with the battalion’s military decision-making process. In the platoon leader’sabsence, the platoon sergeant continues theplatoon’s TLP, awaiting any further guid-ance from the platoon leader (such as mis-sion-essential rehearsals, displacement ofthe platoon, or PCI). Once the battalionplan is finalized, the platoon OPORD can befinalized and issued to the platoon.

The platoon sergeant’s role during thebattalion’s planning process is vital. Theplatoon leader is totally consumed withproviding staff input to the battalion’splanning process. To provide the platoonwith insight into the upcoming mission, theplatoon sergeant conducts the actionsrequired to ensure mission readiness, toinclude involvement in the battalion’s plan-ning process. (The platoon’s TLP can beginwith issuing the company commander’sWARNORD early in the battalion’s planningprocess. However, this is usually not possi-ble because of on-going mission support tothe brigade.)

The XO has a secondary role as the brigade

Executive OfficerThe XO is second in command. His primaryrole is to help the company commanderdirect the fight of the company and ensureits seamless integration into the brigadecombat, CS, and CSS structure. His respon-sibilities include—

Receiving and consolidating unit andmission reports from the platoons andsubmitting them to the BMEC, the bri-gade rear CP, and the parent engineerbattalion commander, as required.

Assuming command of the company,as required.

Establishing and operating the com-pany CP. This CP has two primarytasks:

- Facilitate the C2 process of the company.

- Augment and synchronize the engi-neer C2 organization in support ofthe brigade.

Planning and supervising the engineercompany CSS.

Ensuring that PCIs are completethroughout the company.

Planning and coordinating all logisti-cal support with the FSB, the parentengineer battalion, and other agenciesoutside the company.

Preparing or assisting in the prepara-tion of the company OPORD, specifi-cally focusing on paragraph 4.

Coordinating with higher, adjacent,and supporting units. This function isvital when the company receives sup-port from other units of the parent bat-talion (equipment, maintenance, ormedical assets) or corps engineers.

rear engineer. In this role, he accomplishesthose tasks required to integrate and syn-chronize engineer support for rear opera-tions. These tasks include—

Monitoring rear-area engineer opera-tions.

Anticipating unit-specific future engi-neer requirements.

Executing engineer unit sustainmentand coordinating future unit sustain-ment needs with the brigade rear CPand the FSB.


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Providing engineer expertise in the bri-gade rear area and coordinatingdirectly with all brigade rear-area CSand CSS elements.

Working closely with the brigade engi-neer to facilitate brigade-level engineerC2.

First SergeantThe lSG is the senior NCO and usually themost experienced soldier in the company.He is the commander’s primary tacticaladvisor and expert on individual and NCOskills. He assists the commander in plan-ning, coordinating, and supervising all ac-tivities that support the unit mission. Heoperates where the commander directs orwhere his duties require him. His responsi-bilities include—

Being involved early in the planningprocess to provide quality control in theexecution of engineer missions andlogistics operations.Checking on the welfare of the soldier,as a second set of eyes for the com-mander. He may be located with thecompany commander.Enforcing the tactical SOP.

Planning and coordinating training.

Coordinating and reporting personneland administrative actions.Supervising supply, maintenance, com-munications, field hygiene, and medicalevacuation (MEDEVAC) operations.Ensuring that CSS priorities are requi-sitioned and replenished.

Monitoring logistics status and submit-ting reports to the company XO and thebrigade rear CP, as required.

Supervising, inspecting, andobserving matters the commander

designates. He may observe and reporton the status of obstacles and surviv-ability within the brigade.

Assisting and coordinating with theXO. He should also be prepared toassume the XO’s duties, as required.

Succession of Command

The engineer company’s chain of commandexercises the succession of command if lead-ers become casualties. The normal succes-sion of command is commander, XO, platoonleaders (by seniority), 1SG, and then NCOs(by seniority).

To reestablish the chain of command, thenew commander immediately establishescommunications with the supported brigadecommander, the parent engineer battalion,and subordinate units of the company.Information that is passed focuses on the—

Current unit situation (mission andunit).

Receipt and passing of status reportsand any changes to the mission.

Issuing any FRAGOs, as required.

Once the information is passed, the unit con-tinues operations. Company tactical SOPscover reestablishing the chain-of-commandrequirements, addressing items such ascommunications requirements and criticalactions key leaders take.

COMPANY CP

The engineer company CP has two primarymissions. It—

Commands and controls the companyand any other task-organized ele-ments.

Establishes, or functions as, the BREC.


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The company CP’s primary purpose, in addi-tion to those outlined under the BREC, is to—

Provide communications with higher,lower, supporting, and adjacent units.Support the commander in planning,coordinating, and issuing the companyOPORDs.Support continuous company opera-tions.

The company CP does not have a set organi-zation. It is normally configured with theXO, 1SG, and other personnel and equip-ment required to support the C2 process andthe mission. When supporting the light bri-gade, the company CP is normally located inthe BSA and is physically linked to the bri-gade rear CP. This facilitates its C2 andsustainment missions and its role as theBREC. C2 requirements for the companyCP are explained in Mission Training Plan(MTP) 5-025-31.The

The

company CP—Provides the engineer unit with C2 ofits organic engineer assets in the bri-gade sector.Manages and maintains equipmentassets task-organized to it while work-ing in the brigade sector.brigade commander commits engineer

The sequence of individual TLP are not

assets and assigns mission prioritieswhile the company CP (according to task-organization standards) ensures its subordi-nate platoons are provided unit sustain-ment.

COMPANY C2 PROCESSEngineer leaders use the C2 process to—

Ascertain the current situation.Make decisions.Track operations.

The military decision-making process andthe engineer estimate are the commander’sprimary planning tools, whereas, the TLP

are the process by which he receives, plans,and executes a mission. Two other toolsthat are part of the C2 process are the—

Estimate of the situation.

METT-T analysis.

Figure 2-10 shows the relationship betweenTLP, the estimate of the situation, and theMETT-T.

Troop-Leading ProceduresTLP begin when a mission is received andend when that mission is completed. Theyare as follows:

Receive the mission.Issue the WARNORD.Make a tentative plan.Initiate movement.

Conduct reconnaissance.Complete the plan.Issue the order.

Supervise.

rigid. TLP can be modified to meet the mis-sion situation and the available time. Somesteps are done concurrently while othersmay go on continuously throughout theoperation. Ultimately, TLP are time-savers(see Figure 2-10). The leader conducts themin the order that most effectively uses theavailable time.Receive the Mission. A mission may bereceived as either a written or verbal WAR-NORD, OPORD, or FRAGO. There will betimes when the leader deduces a change inthe mission based on the current situa-tion.

Once the commander identifies an up-coming mission, he begins to prepare thecompany for it. The company commander


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conducts an initial METT-T analysis todetermine the requirements for his WAR-NORD. With the information available, thecommander sets his time schedule by identi-fying the actions that must be done to pre-pare the company for the operation. Thesepreparatory actions are identified by apreliminary consideration of the informa-tion on the mission, enemy, terrain, andtroops (METT). (It is key that the com-pany commander includes his lSG and XO,when available, in this process. This

ensures continuity in the planning processfor the company when the commander goesto the brigade main CP for the military deci-sion-making process. ) As time allows, aninitial reconnaissance is conducted to allowthe commander to better understand theeffects of the terrain on the operation. Thisinitial reconnaissance will prove vital to thebrigade staff’s planning process. The com-mander then develops his time schedule byreverse planning, starting with the missionexecution time and working backwards.


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The commander must ensure that his subor-dinates have sufficient time for their ownplanning needs. The “one-third, two-thirdsrule” is used whenever possible. This leavesthe bulk of the time available for subordi-nate leaders to use for their planning andpreparation. This is a tentative time sched-ule that may require an adjustment as theTLP process continues.

Issue the WARNORD. It is imperative thatthe commander issue the WARNORD imme-diately or as soon as possible; he should notwait for more detailed information. TheWARNORD can be updated, as needed, withmore WARNORDs. The WARNORD letsunits prepare for combat as soon as possibleafter being alerted of an upcoming mission.As a minimum, the WARNORD includesthe—

Situation.

Mission type (attack, defend, or delay).

Start time of the operation.

Time and place to issue the OPORD.

The WARNORD normally involves severalstandard actions that should be addressed inthe engineer company SOP.

Make a Tentative Plan. Tentative plansare the basis for the OPORD. The leaderuses the commander’s estimate of the situa-tion to—

Analyze METT-T information.

Develop and analyze COAs.

Compare COAs.

Decide on a COA.

There may not be enough information todecide on which COA is best at this point.The leader uses the time available to com-plete the parts of the plan that are sureto be used when the brigade order is issued.The commander from the brigade main CP

can update the tentative plan during themilitary decision-making process. Thisallows the XO to continue to develop thecommander’s tentative plan, collect infor-mation for it, and receive additional instruc-tions from the commander.

Initiate Movement. Based on the initialplan, immediate movement of the com-pany or some of its units may be required.Movement instructions can be given in aWARNORD. The commander coordinatessecurity and fire support for all companymoves.

Conduct Reconnaissance. Reconnais-sance must be a continuous process duringTLP. It should be planned and conducted toadjust or confirm the tentative plan. Whenpossible, the commander and platoon lead-ers reconnoiter the terrain where the opera-tion will be conducted. (It is essential thatthe reconnaissance is synchronized with thecurrent operations of the maneuver battal-ions.) While this is being done, the 1SG andthe platoon sergeants supervise the com-pany’s preparations for the upcoming opera-tion. Information gained throughreconnaissance will prove vital to the bri-gade’s military decision-making process.Frequently, the brigade engineer will not beable to conduct an on-site reconnaissanceand will rely on a map reconnaissance.

Complete the Plan. The brigade com-mander gives the company commanderguidance on the upcoming mission. Afterthe company commander has gathered allavailable facts, he revises his tentativeplan. Usually, the company commander’sinvolvement in the development of the bri-gade plan precludes significant changes tohis tentative plan. The engineer companyCP is able to update or modify the com-pany’s plan during the military decision-making process due to its continuous com-munications with the BMEC.


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Mission-essential tasks listed in the planshould be covered in either the OPORD, theFRAGO, or the SOP. See Appendix B for anexample of an OPORD. The executionmatrix is a tool to help complete and executethe plan. However, it is not designed toreplace a verbal order, an overlay, a sketch,or a terrain model. It is designed to help thecompany commander develop and executethe order. The execution matrix also helpsthe engineer company CP, as well as the bri-gade engineer, track the actions of the com-pany. See Appendix B for an example of anexecution matrix.

Issue the Order. Preferably, the companycommander issues the order while viewingthe terrain on which the operation will beconducted. This allows the company com-mander to maximize the use of the terrain.Maximum use of visual aids, such assketches or terrain models, enhances theunderstanding of the order by subordi-nates. In those instances where the com-pany commander has issued a tentative planbefore the leader’s reconnaissance, he canissue a FRAGO to complete his plan beforeexecution.

Supervise. After the company commanderissues the order, subordinate leaders shoulduse the remaining time to complete theirTLP. No matter how good the brigade andsupporting engineer company plans are,they will fail if they are not managed prop-erly. Subordinate leaders conduct inspec-tions and rehearsals and continuallycoordinate their plans, both internal andexternal to the unit.

During PCIs, check the following:

Weapons and ammunition.

Uniforms and equipment.

Special engineer equipment requiredfor the mission.

Other mission-essential equipment(MEE).

Soldiers’ knowledge and understandingof the mission and their specificresponsibilities.

Communications.Rations and water.Camouflage.

Rehearsals are always conducted. They areessential to ensure mission success, com-plete coordination, and subordinate under-standing. The company WARNORD shouldprovide subordinate leaders with enoughdetail for them to schedule and conductrehearsals of drills and SOPS before receiv-ing the company OPORD. Rehearsals con-ducted after the company OPORD can helpthe leaders focus on mission-specific tasks.In those instances where the platoons willbe closely supporting a maneuver unit (forexample, during assault or covert breaches),rehearsals are very important. Theserehearsals facilitate and focus the combinedarms rehearsals that will be conducted oncethe engineers link up with the maneuverforces.Rehearsals should be conducted on terrainthat is similar to the objective area. Whenpossible, mock-ups of the objective should beused, with the actual rehearsals being con-ducted under the same light and weatherconditions. Rehearsals include—

Soldier and leader back briefs of indi-vidual tasks.Sand tables, or sketches. to portray theexecution of the plan.

Orders

All commanders issue timely, clear, and con-cise orders to give purpose and direction tosubordinate planning, preparation, and exe-cution. The company commander issuesorders to his subordinate units to execute


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the scheme of engineer operations for bri-gade operations, as necessary. Orders trans-form the brigade commander’s scheme ofengineer operations into clear, concise engi-neer missions. They combine the concept ofengineer support with engineer unit-specificplans needed to accomplish engineer mis-sions and sustain the engineer force. Inshort, they bind the entire engineer plantogether and ensure unity of engineer effort.

The company commander uses clear, conciseunit and supported brigade orders to providethe necessary engineer C2. As a com-mander, he uses his own unit orders to com-mand engineer forces remaining under hiscontrol for the operation. These orders alsoallow him to provide functional control overhis organic or task-organized engineers.However, the bulk of the engineer missionsin the close operation are conducted by engi-neers supporting the maneuver battalions.

Regardless of the command support rela-tionship, the company commander must pro-vide the brigade commander with functionalcontrol of his task-organized engineerswithin the brigade and the maneuver battal-ion’s sectors to ensure unity of effort. Theroutine decentralized nature of engineersupport to the brigade (combined with thechallenges of command support relation-ships to the battalions) and the overall com-mand authority of the brigade commandercomplicate giving orders directly to support-ing engineers. Therefore, the company com-mander exercises functional control ofsubordinate engineer efforts through hisinvolvement in the development and use ofbrigade orders and supporting engineerannexes.

Engineer unit orders are used to focus subor-dinate units’ planning and preparation andto increase their integration at the begin-ning of the brigade’s and the maneuver bat-talion’s planning. These orders are notissued to undermine the authority of the

supported commander; ultimate commandauthority lies with the supported com-mander. Therefore, engineer unit ordersmust be coordinated with the brigade com-mander and his staff. These orders enablethe subordinate units’ planning to be moreresponsive to the rapid decision cycle of thebrigade. For example, the engineer com-pany and the engineer platoons may receiveWARNORDs before their supported com-mander because of their direct link to thebrigade staff. The company commandermust use this as an asset and not allow it togrow into a liability. These orders are infor-mation on which to base planning. They arenot to be executed without the coordinationand the consent of the supported com-mander.There are essentially three types of ordersissued by the company commander. Theyare—

WARNORDs. They give subordinatesadvance notice of operations that areto come and the time to prepare forthem. WARNORDs should be brief butcomplete.OPORDs. They give subordinates theessential information needed to carryout an operation. OPORDs are pre-pared in a five-paragraph format toorganize thoughts and ensure com-pleteness. When possible, the OPORDis issued while observing the AOs.

FRAGOs. They provide timelychanges to existing orders. FRAGOsare normally used to issue supplemen-tal instructions or changes to a currentOPORD while the operation is inprogress.

On the fluid battlefield, the company com-mander most frequently uses the WAR-NORD and the FRAGO. His intent is togive his subordinate leaders the necessaryframework within which to take initiative.


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Freedom of subordinate action, mission detail and does not restate doctrine or estab-focus, and clear intent are all vital compo- lished SOPs. He ensures that SOPs arenents of effective engineer unit orders. The developed that simplify the use of essentialcompany commander avoids unnecessary planning time during TLP.


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CHAPTER 3

O f f e n s i v e O p e r a t i o n s

The primary purpose of the offense is todestroy the enemy and its ability to resist.Offensive operations are designed to defeat,disrupt, and destroy the nucleus of theenemy’s operations. They may also be con-ducted to—

Secure key or decisive terrain.

Deceive or misdirect uncommittedenemy forces.

Fix or isolate units.

Gain information.

Spoil an enemy’s offensive preparation.

Gaining and retaining the initiative and forc-ing the enemy to fight and react at a time andplace not of its choosing is critical to the suc-cess of offensive operations.

Although light brigades are employed as anentity, their normal method of operationis to disperse throughout an area and conductsynchronized but decentralized operationsprimarily at night or during periods of limited

visibility. Mass is achieved through thecombined effects of synchronized, small-unit operations and fires rather thanthrough the physical concentration offorces on the battlefield. Massing of forcesonly occurs when the risk is low and thepayoff is high.

Engineer offensive doctrine and consider-ations for the airborne, air-assault, orlight infantry brigades are described inthis chapter. It also serves as an exten-sion of FM 7-30. The purpose of this chap-ter is twofold. It—

Explains how brigade engineersintegrate into the brigade’s militarydecision-making process for plan-ning future operations and for track-ing and controlling the currentbattle.

Defines the role of the company com-mander (and his company) in execut-ing engineer missions in support ofthe maneuver commander.

OFFENSIVE CHARACTERISTICS

Offensive operations are the brigade’s pri- Surprise.mary means of gaining and maintaining the Concentration.initiative. Successful engineer support of thebrigade attack depends on the brigade engi- Tempo.neer’s and supporting engineer company com- Audacity.manders’ understanding of enemy doctrineand the following offensive characteristics:

Offensive Operations 3-1

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SURPRISE

Surprise is achieved by attacking theenemy where it least expects. The brigadeachieves surprise by avoiding the enemy’sstrength and attacking its weaknesses.During the military decision-making pro-cess, engineers provide input on terrainand enemy M/S capabilities. This allowsthe attack forces to bypass enemy forcesor minimize the effects of enemy fortifi-cations, natural and man-made, and coun-termobility effects. Engineer recon-naissance forces verify infiltration lanesand breach points, with follow-on engineerforces conducting assault and covert breach-ing to rapidly pass the maneuver forces tothe objective.

CONCENTRATION

Concentration is achieved by massing com-bat power at the point of attack. The bri-gade engineer recommends taskorganizations and develops a scheme ofengineer operations that masses the righttype of engineer support at the right placeand time. The engineer task organizationmust provide the most responsive supportat the point of attack. The focus of engi-neer planning and execution is normallymobility (maintaining the speed of theattack and providing the force with pro-tection during movement and whilestatic).

TEMPO Tempo is vital to infantry offensive opera-tions. It prevents the enemy from usingeffective countermeasures against theforce. Tempo, synchronized with sur-prise, can effectively compensate forthe lack of mass by denying the enemythe time to recover or identify the maineffort and react effectively. Well- thought-out engineer planning and synchronizedengineer C2 facilitate quick and decisiveengineer actions in support of the bri-gade. As part of the combined armsteam, engineers perform drills andrehearsed movement techniques toenhance tactical mobility and to allowrapid movement.

AUDACITY

Audacity is the willingness to risk boldaction to achieve decisive results. The com-mander’s audacity is tempered and bal-anced with the knowledge of the—

Capabilities of his engineers.Terrain.

Enemy.

This allows him to take an informed risk togain an advantage over the enemy.Informed and well-trained engineers, whocomprehend the commander’s intent, aidthe commander in his ability to see the bat-tlefield and anticipate future operations.

BRIGADE OFFENSIVE FRAMEWORK

All tactical actions are based on a simple these five components. Understandingand complete concept of the operation. how engineers support the brigade’sIn planning and conducting the offense, offensive framework is imperative tothe brigade concentrates on synchroniz- effective integration. Figure 3-1 shows theing the offensive battlefield framework— offensive framework and considerationsdeep, close, rear, security, and reserve for each component. Additional details onoperations. Brigade engineer planners, the offensive framework are found incommanders, and units each have a role in FM 7-30.

3-2 Offensive Operations

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BRIGADE OFFENSIVE MANEUVERS AND ENGINEER CONSIDERATIONSThe five basic forms of maneuver in theoffense are—

Envelopment.

Penetration.

Frontal attack.

Turning movement.

Infiltration.

The brigade can conduct an envelopment, apenetration, and a frontal attack. Normally,the brigade only participates as one elementof a turning movement conducted by alarger force; therefore, this form of maneu-ver will not be discussed in this chapter.Subordinate infantry units can conduct aninfiltration as part of the brigade’s largermission. The brigade commander deter-mines which form of maneuver to use basedon his METT-T analysis.

The majority of light brigade combat opera-tions are conducted under limited visibilityconditions. These conditions are character-ized by, but are not limited to, darkness, fog,heavy rain, and falling snow. Operationsare conducted during limited visibility to—

Achieve surprise.

Gain superiority over the enemythrough stealth.

Exploit success and maintain momen-tum.

Disrupt the enemy’s defense by takingkey terrain in its rear.

Exploit US technical and tacticaladvantages.

Technical ability, afforded by night-visiondevices (NVDs), and tactical ability, affordedthrough realistic training, allow the infantry

brigade to operate routinely in limited visi-bility conditions. Successful engineer sup-port to the brigade and its maneuverbattalions dictates that the engineers pos-sess the same level, as a minimum, of tech-nical and tactical ability as their supportedforce. NVDs organic in the engineer squadare vital in allowing the engineers to pro-vide effective and responsive support in thesame battlefield conditions as the infantry.This becomes especially critical duringdetailed manipulative tasks, such asbreaching operations. NVD capabilities arefurther enhanced by continuous training inlimited-visibility operations with the com-bined arms team.

The infantry battalions try to conductlimited-visibility attacks much like day-light attacks. The major difference is thatlimited-visibility conditions frequentlyrequire more control measures to conductthe operation. Engineer support to theseoperations frequently requires the sameincreased level of control measures to beapplied. Limited visibility complicatestasks, such as obstacle detection, marking,and clearance. Movement of forces (suchas breaching operations) takes longerunder these conditions than in daylight.To simplify control of these types of opera-tions, engineer planners and executorsstrive to simplify the scheme of engineeroperations and the actual application ofSOSR. Detailed and synchronized combinedarms rehearsals of these operations areessential to mission success.

Most missions performed by engineer unitsin the offense are mobility missions. There-fore, the common focus of engineer missionplanning, task organization, and support ismaintaining the mobility of the brigade.The actual execution of breaching opera-tions is primarily accomplished at TF level


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and below. The brigade plans for either in-stride, deliberate, assault, or covertbreaches. Breaching is the employment of acombination of tactics and techniques toproject combat power to the far side of anobstacle. FM 90-13-1 provides the doctrinalfoundation for combined arms breachingoperations. It is critical to the success ofbreaching operations that all members ofthe combined arms team understand itstheory.

The selected form of maneuver expresses theintent and the overall concept of the opera-tion; it also directs brigade planning. Thebrigade engineer and supporting engineerleaders must understand each brigade’sform of maneuver and its implications onengineer mission development.

ENVELOPMENT

The envelopment is the basic form of maneu-ver. It seeks to apply friendly strengthagainst an enemy’s weakness. To accom-plish this, one unit suppresses the enemyfrom the front while another unit maneuversaround and strikes its flank or rear. Thisforces the enemy to fight along lightlydefended or undefended AAs. An envelop-ment requires the enemy to have an openflank, a weakness in its positions, or a gap inits lines, which affords the enveloping forcean exploitable weakness. In an envelop-ment, the brigade normally makes a sup-porting attack with one or more battalions.The remaining units maneuver against theenemy’s flank to destroy it or seize objectivesin its rear.

Preliminary Considerations Engineer support priorities for an envelop-ment are the mobility of the enveloping forceand the protection of its extended flanks (seeFigure 3-2, page 3-6).

The TFs that make up the enveloping forcenormally organize for in-stride breachingoperations. Once committed, the envelopingforce must have the capability to breachunforeseen obstacles with minimal delayand maneuver. Critical to this ability is—

Obstacle intelligence (OBSTINTEL)gathered before the enveloping-forcemission. The brigade engineer mustensure that engineers are totally inte-grated into the brigade reconnaissanceand surveillance (R&S) plan.

Engineers task-organized to theenveloping-force commander. Theyprovide him with responsive and rapidobstacle-reduction capabilities and theability to further task-organize forcesto accomplish his mission.

Engineer task organization must provide forboth flexibility and redundancy. The maineffort cannot afford to wait for low-densityequipment or units to be brought forward orreplaced.

Main-Effort Considerations Engineer support to the main effort is bro-ken into two separate areas, requiring dedi-cated engineer forces to—

Protect the enveloping force’s flanks.

Construct, maintain, or improve LOC.

Engineer support to protect the envelopingforce’s flanks centers on situational obsta-cles, which are planned at the brigadelevel. SCATMINE systems are one of thekey components for this support.A key aspect of mobility support to the maineffort is maintaining the enveloping force’sLOC. In an envelopment, the LOC for themain effort can quickly become extended,shifted in response to the attack, or threat-ened by bypassed units. Engineer supportto the brigade’s LOC effort is normally EAD


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DIVENs to remain focused on mobility sup-port to the main effort.

Actions-on-the-Objective Considerations To provide engineer support to actions on theobjective, the brigade engineer and staffmust understand the enveloping-force mis-sion. Fundamental to this understanding isthe brigade engineer’s involvement with theS2 and in the IPB process. Determining thetask organization of engineer units to the

assets under brigade control. This allows enveloping force centers on the IPB processand the subsequent collection of informa-tion.

The mission of the enveloping force maybe to attack and roll up a defendingenemy force or reserve. The main effort ofengineer support remains mobility. Thetask organization must provide attackingbattalions with assault-breach capability.However, the mission may be to securekey terrain that cuts the enemy’s LOC.The enveloping force may then establish


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blocking positions. Therefore, engineer sup-port to actions of the objective may alsorequire countermobility and survivabilityoperations. In these cases, the brigade engi-neer, through war gaming, ensures that theenveloping force has the assets to—

Maintain its mobility during theattack.

Establish effective blocking positions.

Supporting-Attack Considerations

Providing the necessary assets to the sup-porting attack is the brigade the engineer’sgreatest challenge. While the main effort ofengineer support and concentration of theengineer force is with the enveloping force,the supporting attack is too important to dis-count its engineer requirements. When theenvelopment is successfully executed, thesupporting attack is likely to be the onlyforce required to breach extensive obsta-cles. More importantly, the success of themain effort may depend on the ability of thesupporting attack to penetrate the prepareddefenses and keep the enemy fully engagedduring the movement of the envelopingforce. This causes the enemy to fight in twodirections.

The engineer role in the supporting attack isnormally limited in scope because of supportpriorities to the enveloping force. The bri-gade engineer carefully analyzes therequirements of the supporting attack. Thismay require focusing on the maneuver plantwo levels down (infantry company) throughclose coordination with the breaching TFcommanders. The brigade engineer oftenhas to recommend to the brigade com-mander to accept a degree of risk and allo-cate the minimum force necessary toaccomplish the mobility requirements. How-ever, the brigade engineer can reduce therisk by initially focusing OBSTINTEL collec-tion to confirm or deny assumptions made

about the enemy situation facing the sup-porting attack.

PENETRATION

The purpose of a penetration is to breakthrough prepared enemy positions by con-centrating overwhelming combat power on anarrow front. Units penetrate when—

Enemy flanks are not assailable.

Time does not permit some other formof maneuver (see Figure 3-3, page 3-8).

A successful penetration requires the con-centration of all combat multipliers, toinclude the use of night, stealth, and coveredand concealed terrain. Penetrations havethree stages. They are—

Thetion

The

Initial rupture of enemy positions.

Roll-up of the flanks on either side ofthe gap.

Exploitation to deep objectives.

brigade commander uses the penetra-to—

Attack through the enemy’s principaldefensive positions.

Break the integrity of the defense.

Defeat the enemy in detail.

brigade uses its main attack to rupturethe enemy’s defense. Supporting attacksprotect the flank of the main effort andwiden the gap by defeating adjacent enemyforces. Follow-and-support forces are usedto—

Clear the zone.

Widen the penetration.

Secure the lodgment from counter-attack.

The brigade reserve is positioned to assistthe main attack and exploit success.


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Main-Effort Considerations Engineers support the brigade penetrationby providing the lead battalion(s) in themain effort with overwhelming mobility torupture the enemy’s obstacles. This remainsthe engineers’ main effort until a penetra-tion is achieved. It requires the brigadeengineer to mass obstacle-reduction assetsin the main effort. Penetration requires therapid projection of combat power to maintainthe momentum of the attack and quicklydivide the enemy force. To do so requirescreating more lanes along a more narrowfront than normally associated with breach-ing operations. Therefore, mass and redun-dancy drive engineer task organization to

the main effort. Mass is commonly achievedby weighting the main effort with task-organized division and EAD engineers.

When penetration is achieved, the engi-neers’ main effort shifts to providing mobil-ity to forces widening the gap. The brigademay use supporting attacks or follow-and-support forces to widen the penetration,The brigade engineer must understand thebrigade commander’s intent for wideningthe penetration to ensure that forces haveenough engineer support. When a follow-and-support force is employed to simulta-neously clear the zone and widen the gap,the engineer task organization must sup-port decentralized mobility operations. If


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the supporting attack is the primary mecha-nism for widening the gap, it may require asmaller, more centralized organization.

Countermobility Considerations Depending on the enemy situation, counter-mobility may quickly become the main effortto help defeat counterattacks against thelodgment. The brigade normally uses follow-and-support forces to secure the lodgmentand defeat any counterattacks. Therefore,the brigade engineer and supporting com-pany commanders—

Anticipate the size of the counterattackforce.

Analyze likely AAs.

Allocate the countermobility assetsneeded to disrupt or fix counterattackforces.

Engineer planners must design obstaclebelts that permit the use of tactical and situ-ational obstacles. Normally, these obstaclebelts are developed and passed to the battal-ions for planning but are only active on theorder of the brigade commander. Forcessecuring the lodgment require flexible andresponsive obstacle capabilities, such asscatterable and smart mines.

Exploitation Considerations Once the lodgment is secured, the engineerpriority shifts to assisting the brigade inexploiting its success by ensuring the mobil-ity of the exploiting battalion(s). The bri-gade engineer uses two mechanisms tosupport the exploitation. First, the scheme ofengineer operations must allow for the rapiddevelopment of a lane network within thepenetration. The lane network must sup-port both the uninterrupted forward passageof the brigade reserve to subsequent objec-tives and the flow of sustainment to forces in

the penetration. The brigade engineer rec-ommends to the brigade commander that anengineer follow-and-support force (made upof corps assets) be created to establish,improve, and maintain the lane network.Secondly, the brigade engineer must ensurethat the brigade reserve has the engineertask organization necessary to maintain itsown mobility as it attacks deep in theenemy’s rear area.

FRONTAL ATTACKThe purpose of a frontal attack is to—

Overrun and destroy or capture aweakened enemy.

Fix an enemy force in position to sup-port another attack.

A frontal attack is the least desirable form ofmaneuver. The brigade normally conductsit as part of a larger force. The frontalattack strikes along the enemy’s frontwithin the brigade’s zone (see Figure 3-4,page 3-10). During the attack, the brigadecommander seeks to take advantage of theenemy’s position. Subordinate units try toseize their objective from a direction otherthan the front if the terrain and enemy situ-ation permit.

Mobility Considerations The challenge to engineers supporting thebrigade in a frontal attack is in providingenough mobility support across a wide fronton multiple axes. Successful engineer sup-port normally requires multiple division orcorps engineer companies. From the brigadeperspective, the nature of the mission mayprevent the massing of overwhelming mobil-ity support. However, the brigade engineermust ensure that the engineer task organi-zation allows attacking TFs to mass engi-neers at their level, as required. Quicklyattacking a weak or disorganized enemy


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with the situation relatively unclear war-rants the consideration of providing an in-stride breach capability at the TF level. Thebrigade engineer balances division and sup-porting corps engineers in each attacking TFrather that just one TF.

Follow-and-Support-Force Considerations

The brigade engineer normally uses task-organized EAD engineer units as the engi-neer follow-and-support force. The missionof the engineer follow-and-support force is to

upgrade breaching lanes, to include mark-ing them, and to construct or improveMSRs. The nature of the frontal attackrequires a follow-and-support force capableof decentralized operations but under thecontrol of the brigade commander. DIVENswith the TFs create the lanes necessary toseize TF objectives. Therefore, EAD engi-neer efforts to upgrade lanes in each battal-ion zone of attack focus on passingsustainment traffic rather than combatpower. MSR requirements are also decen-tralized to sustain multiple axes.


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Hasty-Defense Considerations The brigade engineer and the companycommanders must consider the needs ofeach battalion to establish a hasty defenseon its objective. With battalions attackingin zones, each will normally consolidate onseparate objectives and establish distincthasty-defense positions. The brigade engi-neer and staff must be sensitive to thedecentralized nature of the brigade’s hastydefense. They must ensure that each battal-ion has the assets necessary for immediateand responsive obstacle and survivabilitysupport. If the brigade plan is to establish adeliberate defense immediately upon consol-idation, the brigade engineer must considertask-organizing corps assets to each battal-ion from the outset of the attack. The bri-gade engineer must also plan for andcoordinate with the S4 to pre-position andpush necessary Class IV/Class V (mines)supplies to the battalions.

INFILTRATION The purpose of infiltration is to move amaneuver force by stealth to a more favor-able position to accomplish the mission.This is the preferred form of infantrymaneuver because it permits a smaller forceto use stealth and surprise to attack a largeror fortified force. Infiltration is most feasi-ble—

During limited visibility.

Over rough terrain.

Through areas unoccupied by theenemy.

Through areas not covered by enemyobservation and fire.

Infiltrations are normally carried out by footor air but can be executed by vehicle orwatercraft.

IPB Considerations

Infiltrations require extensive reconnais-sance to be successful. This reconnais-sance—

Identifies the enemy disposition acrossthe area to be infiltrated.

Identifies infiltration lanes.

Locates assault positionsattacking force.

Identifies enemy weaknesses.

Observes enemy activity.

for the

Reconnaissance assists the commander indetermining the method of infiltration andthe task organization and size of the infil-trating units. Reconnaissance is also vitalin determining whether single or multipleinfiltration lanes are used and the actualroute(s).

Successful engineer support to the infiltra-tion is predicated by the careful and detailedterrain analysis of the—

Brigade engineer.

Company commander.

Brigade staff.

It is critical that existing gaps in theenemy’s defensive system and the locationsof its security elements be identified. Natu-ral obstacles and the templated enemyobstacles must also be considered (seeFigure 3-5, page 3-12). Engineers infiltrat-ing with the infantry battalion scouts verify,report, and mark (and breach as required)obstacles along the infiltration lane(s).

Engineer planners at the brigade alsodevelop PIR for inclusion in the S2’s collec-tion plan. In addition to the PIR developedin support of the infiltration itself, othersare identified specifically at the objectivearea. Examples are the–-


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Location, type, density and employ- Mobility Considerations ment method of obstacles in and Mobility support is the main focus of engi-around the objective. neer units during the infiltration. Due toPotential breach lanes for the attacking the decentralized nature of the maneuver,units. Level of survivability of the providing task-organized engineer supportenemy forces on the objective. to each infiltrating unit is not feasible.

Maneuver units must be trained and capa-Possible enemy counterattack routes in ble of executing those mobility operationssupport of the objective. anticipated on the infiltration lanes. The


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requirement for dedicated support duringthe infiltration is minimized due to the—

Detailed templating by staff planners.

Accurate and timely intelligenceupdates that engineers working withthe scouts provide.

Detailed combined arms rehearsals.

This allows the brigade engineer to recom-mend the task organization of engineers insuch a way as to ensure support to the maineffort along the infiltration lane.

Actions-on-the-Objective Considerations

To provide enough support to the maneuverbattalions during actions on the objective,detailed engineer planning at the brigadecenters on the war gaming of contingencies.Normally, engineers will be task-organizedto maneuver battalions in a command rela-tionship during the infiltration and actionson the objective. This ensures the battalioncommander’s flexibility in further task-organizing the engineers and his absolutecontrol during breaching operations, follow-ing actions on the objective. Subsequent, on-order missions (such as a defense) may dic-tate a change in the task organization ofengineer units. They may need to changefrom a command relationship to a supportrelationship with the maneuver battalions.This is done to speed up the response ofengineer units in support of the main effort

and to place the logistical support require-ments directly with the FSB.

Sustainment Considerations

Infiltrations often require the clearance ofextended MSRs from the line of departure(LD) to the attacking force. Appendix D, inconjunction with FM 20-32, Chapter 10,details route-clearance considerations.MSRs become particularly vital when theobjective is secured and the attacking forcerequires support, such as Class V resupply,ground MEDEVAC, barrier materials,engineer equipment, or situational obstaclematerial for a hasty defense. The infiltrat-ing force bypasses obstacles and theenemy forces focused on the high-speedAAs. Therefore, the clearance of theseMSRs commonly resembles small-scalelinkup operations and are planned andresourced accordingly. Breaching opera-tions (predominantly in-stride) are commonduring MSR clearance, and corps engineerassets task-organized to the brigade nor-mally execute them. The mine-clearingline charges (MICLICs) available in corpsengineer units can speed up these opera-tions and can become a critical combatmultiplier for a light force conductingbreaching operations. Caution must beexercised when using MICLICs on groundLOC. Repair capability must be availableto the breaching force to sustain traffic onthe LOC.

ENGINEER OFFENSIVE PLANNING The brigade begins its preparation for offen- according to the C2 process detailed insive operations by receiving a FRAGO/ Chapter 2.OPORD from higher HQ and then using themilitary decision-making process. The con- RECEIVE THE MISSION siderations discussed in the following para- The engineer estimate and offensive plan-graphs may be applied to all types of ning process begin with the brigade engi-offensive operations but must be applied neer receiving his mission. This mission is


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extracted from the brigade OPORD, engi-neer annex, graphics, and WARNORD. Oneof the first critical tasks the brigade engi-neer accomplishes is ensuring that theBREC and the supporting engineer companyreceive a WARNORD based on ordersreceived from higher HQ. (This WARNORDdoes not circumvent the WARNORD thatthe brigade commander will issue; it onlyserves to enhance it by providing additionalplanning and reaction time to the BREC andthe engineer company.) This also ensuresthe company commander’s ability to ini-tiate TLP and displace to the brigade mainCP to integrate into the brigade’s militarydecision-making process.

DEVELOP FACTS AND ASSUMPTIONS AND ANALYZE THE MISSION

The brigade engineer, with the help of theS2 and the S3, conducts the EBA. The EBAconsists of analyzing the terrain and assess-ing the capabilities of the enemy andfriendly M/S.

The brigade engineer and S2 conduct theterrain analysis using the OCOKA frame-work. The terrain analysis is then used todevelop the enemy situation template andthe corresponding friendly scheme of maneu-ver. The brigade engineer focuses hisinvolvement in the terrain analysis on—

Possible effects the natural terrainimparts on the attacking brigade (or itsbattalions).

Likely places the enemy will reinforceor enhance the natural effects of theterrain, as well as identifying how andwhere the enemy will defend, wherethe brigade can move while conductingits offensive operation, and where thebrigade is vulnerable to flank attacksand enemy counterattacks.

The brigade engineer works with the S2 inidentifying the M/S capabilities of theenemy’s maneuver and engineer forces.Based on this knowledge, the brigade engi-neer templates enemy obstacles and theirestimated survivability status on the situa-tion template. The brigade engineer devel-ops specific enemy M/S intelligencerequirements and nominates NAIs to incor-porate into the brigade’s reconnaissanceplan.

The brigade engineer, with the S3’s help,analyzes the friendly engineer capabilitybased on current organic and corps assetsavailable in both the engineer and maneu-ver organizations. To do this, the brigadeengineer must account for all available andmission-capable engineer assets that sup-port the brigade.The brigade engineer continues the missionanalysis by conducting a complete review ofthe higher command’s OPLAN/OPORD,including the operational graphics. Hefocuses on the offensive considerations ofthe following:

Identification of specified and impliedtasks.

Additional M/S assets available in thebrigade.Specified acceptable risk.Time available to conduct the mission.

The brigade engineer determines what engi-neer tasks are mission-essential on thebasis of this analysis. This information isprovided to the S3 for inclusion in the bri-gade’s restated mission.

ISSUE THE COMMANDER’S GUIDANCE Following the development and approval ofthe restated mission, the brigade com-mander issues his guidance and intent. Thebrigade engineer must identify, from the


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brigade commander’s guidance and intent,the form of maneuver and the type of attackthe brigade will employ. Based on this, thebrigade engineer confirms specified, implied,and essential engineer tasks and prepares tosupport the COA development.

DEVELOP COAs On the basis of each COA, the brigade engi-neer develops a scheme of engineer opera-tions, focusing on essential offensiveengineer tasks. He does this by looking twolevels down at the maneuver company. Thebrigade engineer focuses on mobility supportfirst. He identifies required mobility tasksand the engineer assets needed to performthem using the—

Brigade commander’s intent.

Terrain analysis.

Situation template.

Next, the brigade engineer looks at counter-mobility tasks, concentrating on thoserequired to protect the attacking or movingsupport forces (such as flank and rear secu-rity during movement) and those required tosupport hasty defenses on the objective. Thesame process is applied for survivability,general engineering, and force-protectionmissions.

ANALYZE COAsThe ultimate outcome of this process is thetask organization of engineers in support ofthe brigade. Based on the brigade com-mander’s estimate, the brigade allocatesresources to the battalions, as needed, toaccomplish the assigned mission. Engineerassets are not distributed on a fair-sharebasis but are distributed based on the com-plete METT-T analysis. Normally, taskorganizations are changed during the opera-tion only if changing conditions dictate.

Having identified the engineer tasks andassets required for a COA, the brigadeengineer establishes where the engineer’smain effort must be. After reviewing avail-able engineer and maneuver assets, the bri-gade engineer, with input from the companycommander, allocates engineer assets toaccomplish mission-critical tasks. He alsorecommends allocating maneuver assets toaccomplish those tasks that engineer assetscannot accomplish. If maneuver assets arenot available or skilled in the shortfalltasks, more engineer assets are requestedfrom the division through the brigade S3. Ifmore engineer assets are not available, thebrigade engineer focuses on main-efforttasks and reallocates assets to compensatefor the shortfall. It is critical to the COAanalysis to identify the risk associated withthe shortage of engineer forces and toaddress it during war gaming and the COAcomparison.

The brigade engineer coordinates the track-ing of large amounts of fired dud-producingmunitions in an area. Through the FSO, hetracks the location and type of submunitionsused and provides this as a dud-warningreport to units preparing to enter this area.The brigade engineer also notifies support-ing engineers to provide them the opportu-nity to deal with this mission.

DECIDE ON A COA AND ISSUE ORDERSOnce COAs have been war-gamed, com-pared, and recommended, the brigade com-mander decides how the offensive missionwill be conducted and gives his intent andconcept of the operation. Based on this, herefines the brigade engineer missions anddevelops a scheme of engineer operations forinclusion in the execution paragraph of thebrigade basic OPLAN/OPORD, focusing ontotal integration into the brigade scheme ofmaneuver. To accomplish these tasks, thebrigade engineer—


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Finalizes the engineer task organiza-tion and the command and supportrelationships.Assigns engineer tasks to the brigade’ssubordinate units in subunit and coor-dinating instructions.Provides engineer-specific input to theservice and support paragraph.

Develops the engineer annex.

He then briefs the brigade engineer plan tothe battalion commanders at the brigadeOPORD. On completion of the OPLAN/OPORD, the brigade engineer distributes itto all engineer units working for the brigadeand closely monitors mission preparationand execution.

COMPANY COMMANDER’S PLANNING CONSIDERATIONS Throughout the planning process for offen-sive operations, the supporting companycommander(s) are performing two parallelfunctions. They—

Integrate into the military decision-making process with the brigade engi-neer as outlined in Chapter 2.Initiate their TLP.

Once the company commander issues hisinitial mission-planning guidance to thecompany, his focus is on integrating into themilitary decision-making process at the bri-gade main CP. During the military decision-making process, the company commanderremains in contact with his company CP andprovides additional guidance and insight tothe company leadership regarding theupcoming mission. When the brigade com-mander decides what COA will be pursued,the company commander departs from thebrigade main CP and returns to his com-pany CP to complete and issue his plan, Thecompany commander’s responsibilities arediscussed in Chapter 2.

The nature of light brigade offensive opera-tions commonly supports decentralizedengineer support to the battalions. Platoons,and sometimes companies, normally sup-port the maneuver battalions in a commandrelationship rather than in a support rela-tionship. This ensures responsive and dedi-cated support to the maneuver battalions.When the tactical situation allows the com-pany commander to conduct his TLP paral-lel to the military decision-makingprocess, it helps synchronize key activitiesfor mission support to the brigade. Whenthe brigade OPORD is issue, the engineercompany and its platoons already know thetask organization of engineers. This allowsplatoon leaders to initiate their TLP andstill be present with their supported battal-ion to receive the brigade OPORD. Thisplaces the three principal echelons of engi-neer C2 together at one time (brigade engi-neer, company commander, and platoonleader), facilitating coordination and clear-ing up discrepancies or changes to the bri-gade plan.

TYPES OF OFFENSIVE OPERATIONS The brigade conducts the following types of Exploitation.offensive operations: Pursuit.

Movement to contact (MTC).The brigade is trained and task-organized to

Hasty attack (HATK). pass from one type of offensive operation toDeliberate attack (DATK). another without delay. These operations


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may be conducted in sequence in a success-ful battle, beginning with a MTC to locatethe enemy and ending with the destructionof the enemy through pursuit.

Engineer support to brigade offensive opera-tions is characterized by careful missionanalysis, detailed plans and preparations,and war-gamed engineer task organizations.Through this process with the brigade com-mander and his staff, optimum engineersupport is secured for the operation.

MOVEMENT TO CONTACT

A MTC is an offensive operation to gain orreestablish contact with the enemy. Forcesthat are moving but are not in contact withthe enemy are said to be moving to contact.Frequently, the goal of the MTC is todevelop the tactical situation. To maintainflexibility and security, the brigade attemptsto make contact with the smallest ele-ment possible. This is extremely importantfor light infantry brigades due to their lim-ited mobility and their dependence onrestrictive terrain. A light brigade MTC isbest suited against other light infantryforces. Infantry brigades use one of two tech-niques to conduct a MTC:

Approach-march technique.

Search-and-attack technique.

The primary engineer considerations at bri-gade level in planning and preparing for aMTC are anticipating—

Engineer actions during the movementof the brigade.

Requirements for engineer supportwhen contact is made.

During the advance, the maneuver com-mander continually analyzes the situationbased on current reports and intelligence.Unit positioning in the formation is dictated

by the mission, particularly the anticipatedemployment of maneuver units.Five principles guide the brigade com-mander in planning and conducting aMTC. These principles drive engineer taskorganization and mission support. There-fore, engineer planners must understandthem to support the brigade offensive opera-tions. When possible, the brigade com-mander—

Leads with a small, mobile, self-contained force to locate and fix theenemy.Task-organizes the brigade so they areable to deploy and attack rapidly in anydirection.Maintains mutual supporting dis-tances to facilitate response.Uses aggressive movement.Uses decentralized execution.

Approach-March Technique The approach march is the traditional tech-nique for conducting a MTC (see Figure 3-6,page 3-18). Its goal is to—

Gain or reestablish contact with theenemy.

Develop the tactical situation, provid-ing the brigade with a tactical advan-tage before decisive engagement.

An axis of advance, or zone, is assignedobjectives designated to orient movement.Objectives are characterized by terrain thatis easily recognizable and at a depth that issufficient to ensure contact.

The movement formation is normally com-prised of three elements:

Advance guard.

Flank and rear security.

Main body.


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All elements are mutually supporting duringthe movement, ensuring the commander’ssynchronized action at the decisive point andtime. The approach march ends when con-tact is made with the enemy.

Engineer responsibilities during theapproach march are divided into two maincategories:

Mobility.

Countermobility.

Figure 3-7 depicts these responsibilitiesusing the example of battalions on multipleaxis in a brigade MTC.

The advance guard operates 1 to 2 kilome-ters in front of the main body. Its primarymission is to—

Develop the situation by locating theenemy.

Ensure the uninterrupted advance ofthe main body.


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It is organized to fight through small masses R&S elements and systems are frequentlyof enemy forces. The advance guard also— integrated into the advance guard to assist

Conducts reconnaissance. in the early detection of the enemy. Nor-

Destroys enemy reconnaissance ele-mally, the main body furnishes and controlsthe advance guard. Engineer support to the

ments. advance guard focuses on—Secures key terrain, as required. Engineer reconnaissance.Protects the main body from surprise.

Obstacle reduction.Covers its deployment into attack for-mations. Location of obstacle bypasses.


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Figure 3-6, page 3-18, shows a reinforcedrifle company as the advance guard. It wasestablished from forces of the 3d battalionand is under the direct control of the bri-gade.

Mobility missions are the focus of engineerssupporting the advance-guard element.Their principal missions are—

Engineer reconnaissance.

Reporting OBSTINTELbody.

Marking bypasses.

Breaching obstacles.

to the main

When the advance guard is required to fixthe enemy, countermobility support maybe required. Terrain and enemy infor-mation passed by the R&S element to theadvance guard ensures a quick responsewith situational-obstacle execution.

Engineer support to the advance guard isusually broken into two elements by task-organized engineers:

R&S element support.

Advance-guard main-element support.

Engineer support to the R&S element isfocused on assisting the element in reconnoi-tering routes or zones over which the battal-ions and the brigade advance and in locatingthe enemy. Engineers assist in a number ofmissions, to include—


Obstacle identification.

Obstacle marking.

Location of possible bypass routes.It is important to remember the intent ofengineer support to the R&S element. Theirprimary mission is the collection and dis-semination of OBSTINTEL, not physical

obstacle reduction. Engineer involvementin the IPB and subsequent collection plan,long-term training relationships, anddetailed rehearsals between engineersquads and the R&S elements (normally thescout platoons within the brigade) is criticalto enhancing the effectiveness of the R&Selement.Engineers are task-organized to theadvance guard based on the number andpriority of engineer missions required andthe availability of engineers supporting thebrigade. While a light engineer platoon isthe smallest element to normally supportthe advance guard, METT-T may dictate asquad.

Flank and rear guards protect the mainbody from ground observation and surpriseattacks. They normally operate about 1 to 2kilometers from the main body, between therear of the advance guard and the front ofthe rear guard. Rear guards operate about1 to 2 kilometers behind the main body.Both guard elements have enough combatpower to defeat enemy forces or to delay anenemy attack long enough to allow the mainbody to deploy. Flank and rear guardsmove parallel to the main body and arewithin supporting range of it.

Countermobility missions are the focus ofengineer mission planning and executionfor the flank and rear guards. The brigadeengineer’s primary mission is to plan, syn-chronize, resource, and control situationalobstacle capabilities to protect the brigade’sflanks and rear. Situational-obstacle plan-ning is described in FM 90-7, Chapter 7.Engineer reconnaissance provides recom-mendations on locations for the optimalemployment of situational obstacles,such as the air and ground Volcano, remoteantiarmor mine/area denial artillery muni-tion (RAAM)/(ADAM), and modular packmine systems (MOPMS). Air and groundVolcano and rapid-obstacle teams are


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task-organized to execute situational obsta-cles in support of flank- and rear-guard forces.

Mobility requirements for the flank guardsare based on the method they use to move tokey positions on the flanks of the main body.The flank guard’s principal methods ofmovement are by continuous marching or bybounding using vehicles or helicopters.Flank-guard elements bypass obstacles astheir first priority, marking and reportingobstacle locations to higher HQ en route.Obstacle breaching is only attempted as alast resort since the momentum of the flank-guard elements must be constant with themain body.

The main body of the approach-march for-mation contains the bulk of the brigade’scombat power. It is organized to conducteither a HATK or a hasty defense. The mainbody is selected to permit maximum flexibil-ity during movement and upon contact withthe enemy. When no enemy contact is made,the approach march ends with the occupa-tion of the objective. However, when enemycontact is made, it ends in a series of meet-ing engagements and/or HATKs. A meetingengagement is the combat action that occurswhen the brigade or elements of the divisionengage an enemy force, static or in motion,for which it has inadequate intelligence.The action ceases to be a meeting engage-ment when the enemy’s situation is devel-oped and subsequent planned andcoordinated operations are undertaken.

Engineer support to the main body primarilyfocuses on mobility operations. Engineersalso provide countermobility and some lim-ited survivability support to the main bodyduring the approach march and the subse-quent meeting engagement. Mobility opera-tions in support of the main body primarilyconsist of obstacle bypasses and in-stridebreaches, with the capability to transition toa deliberate breach. Mobility reservesrequired for the transition to a deliberate

breach are maintained either under brigade-or battalion-level control. They are estab-lished by weighting the main effort withdivision or EAD engineers.

Survivability support to the main bodynormally occurs after the main body transi-tions to a hasty defense as a result of ameeting engagement. Survivability supportis focused on the protection of—

C2 nodes.

Fire support.

AD assets.

Critical crew-served weapons systems(possibly).

To achieve rapid survivability support, thebrigade engineer identifies resource require-ments during mission analysis. The BMECtroubleshoots Class IV supply problems,coordinating with the BREC, and tracks thecritical status of survivability protection lev-els at the maneuver battalions.

The transition to the hasty defense requiresthat the BMEC plan for countermobilitysupport contingencies. Detailed enemy andterrain intelligence help in developing theplan. The hasty defense may be executedafter an objective is secured or from themarch as a result of or in anticipation ofenemy contact. Countermobility operationsduring a hasty defense center on protectionof the main body. The brigade engineer sup-ports hasty-defense countermobililty opera-tions through—

Planning.

Developing resource requirements.

Positioning obstacle belts (tentatively).

Countermobility priorities and missions areestablished during mission analysis, ensur-ing compliance with the commander’sintent. Operations are planned for execu-tion either once an objective is secured or


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from the march. Comprehensive knowledgeof the contingency plans, constantly bal-anced against the developing tactical situa-tion, is imperative since it drives theallocation of engineer resources to the mainbody.

The time available to conduct counter-mobility operations will be limited. OnceFRAGOs are received to execute countermo-bility operations, the BMEC immediatelyfocuses its efforts on the positioning of belts,ensuring that they are within the estab-lished divisional zones. The BMEC, workingclosely with the BREC, verifies resourcedelivery and monitors the progress of theexecution. Synchronization with the com-bined arms team is key during this time.Guidance from the maneuver commandersand coordination with FSCOORDs must beaccomplished.

During movement, the brigade normallyretains execution authority for obstaclesemployed in belts. When the brigade is partof a larger MTC, execution authority may beretained at division level. This is done toreduce the potential impacts on future oper-ations. Through this process, the DIVENand the brigade engineer can ensure theflexibility and freedom of maneuver of thedivision and the brigade in future opera-tions. The brigade engineer ensures thatcoordination with the FSB is accomplishedfor the delivery of obstacle materials in sup-port of these contingency plans.

Search-and-Attack Technique The search-and-attack technique is a decen-tralized MTC, requiring multiple coordi-nated patrols, squad- and platoon-sized, tolocate the enemy (see Figure 3-8). It is usedwhen the enemy is operating in small, dis-persed elements or when the task is to denythe enemy movement in an area.

The battalion is the basic operational unitin search-and-attack operations. The bri-gade assists by ensuring the availability ofsupporting fires, transportation assets,timely and accurate intelligence, andreserve forces. The search-and-attack oper-ation has at least one of the following pur-poses:

Enemy destruction.

Area denial.

Force protection.

Information collection.

Search-and-attack operations in the brigadecan be divided into two areas of operation:

Brigade rear.

Brigade forward.

Brigade rear-area operations are focused onsustainment missions for the brigade.These missions are commonly executed onLOC at and around a lodgment area or theBSA. Brigade forward-area operations arecharacterized by small-unit, decentralizedcombat operations focused on finding, fix-ing, massing, and destroying small, dis-persed enemy forces. Multiple, coordinatedpatrols are used to make enemy contact,and then maneuver and fire support areused to concentrate combat power againstthem. The enemy is either destroyed, fixed,or kept under surveillance until a largerforce arrives.

Engineer mission priorities and theresulting task organization frequentlychange between rear-area and forward-area operations. This is because of thedecentralized and ever-changing tacticalnature of search-and-attack operations (seeFigure 3-9, page 3-24).


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Brigade-level engineers influence the bri-gade’s fight by maintaining an accurate pic-ture of the brigade’s AO and active cross talkwith the entire combined arms staff. Forexample:

When it is confirmed that the enemyhas limited OMF capabilities, engi-neer support priorities are usuallyfocused on the brigade rear area. Thebrigade has centralized control ofengineer task organizations. Whenthe enemy has developed its obstacle/mine/fortification (OMF) capabilitiesor the tactical situation is unclear(such as during initial-entry opera-tions), engineer-support priorities

usually shift to providing support todecentralized, committed maneuverforces. Engineer task organizationsare very decentralized (at times downto the engineer squad level) duringthese types of missions.

The brigade engineer, as well as the com-pany commander, must be continuously pro-active to this dynamic battlefield. They mustsupport the entire brigade with engineersupport that is flexible and sometimes rigid.Engineer support to the rear area centers onforce-protection operations. These opera-tions concentrate on survivability, protectiveobstacle assistance for CS and CSS units,and countermobility missions around the


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BSA. Due to the decentralized nature of itstactics during search-and-attack operations,the enemy routinely focuses its effortsagainst high-value targets (HVTs), such asC2, CS, and CSS assets. The enemy will useone of the following to strike brigade targets:

Forced entry.Covert entry.Standoff weapons attack.Exterior attack.Terrorist attacks (for example, bomb-ing).

Stationary-vehicle bomb.

To provide effective engineer support to thebrigade rear area, the brigade engineerassists the maneuver commander in devel-oping a comprehensive force-protectionplan. The plan focuses on survivabilityand countermobility efforts based onthe threat. Chapter 5 describes theforce-protection planning process. The planhelps determine the attack probability, theconsequences of inadequate protection torear-area units, and the cost (resourcing) ofprotective measures. The commander’s


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plan is developed parallel to the militarydecision-making process and follows thesesteps:

Define the threat and attack probabil-ity.

Determine the composition of assets(personnel, equipment, and facilities).Determine the level of protectionrequired.Design systems and activities tocounter the threat.

Engineer effort in the rear areas focuses onthe following:

Survivability of key assets.

Countermobility efforts (predominantlyprotective obstacles) around key assets.Mobility operations on and aroundLOC.

The involvement of the brigade engineer andthe BREC in the IPB process is the founda-tion for developing and subsequently execut-ing engineer missions in the rear area. Thisinvolvement helps the brigade engineeridentify the enemy’s capabilities, intentions,and COA. This identification is initiallyaccomplished during the brigade engineer’sEBA process and is continually updatedbased on the current tactical situation. Theinformation helps the brigade develop a listof potential enemy targets, which is used toestablish survivability priorities. While thebrigade engineer establishes the initial esti-mate and recommendation of M/CM/S priori-ties, the BREC is responsible for controllingand tracking the engineer work effort in therear area. The BMEC provides tacticalupdates and changes in the brigade missionfocus, as required.

CS and CSS units provide survivability andprotective-obstacle effort in the rear areaexcept when it is engineer-equipment-intensive. Engineer squads or teams from

division or EAD engineer companies providetechnical assistance and advice to construct-ing units on the positioning, construction,and composition of obstacles and unit sur-vivability positions. Tactical obstaclesdesigned and positioned on natural lines ofdrift or dismounted infiltration lanes intothe BSA can be constructed using nonengi-neer units. Obstacle groups and some force-protection measures require dedicated engi-neer effort.

Mobility support in the brigade rear areanormally focuses on—

Route clearance for mines andother obstacles (see Chapter 5and Appendix D of this manual andFM 20-32, Chapter 10).

Route reconnaissance.

FACE.

These missions can be continuous and cyclicin nature depending on enemy obstacle/mine activity on the LOC and the rate of theAO expansion. Route-clearance operationsrequire combined arms coordination to pro-vide security to clearance teams and ensurethat traffic-control measures are synchro-nized with clearance plans and operations.Combat-trail construction capability by lightDIVENs is limited. Extensive maintenance,repair, or upgrades of MSRs, ground LOCs,or FLSs require corps engineer support.FACE operations are usually associatedwith the aviation TF supporting the brigade.This requires initial close coordination andmission planning between the brigade engi-neer and the aviation LO. Because of thelocation of FARPs during operations otherthan war (OOTW), the BREC and the avia-tion TF HQ are responsible for controllingand tracking FACE support.

OOTW routinely require FLSs to supportand sustain the force. Airfield operationalconcerns center on damage repair, mainte-nance, and improvements. Light DIVEN


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assets required to accomplish these missionsare limited and require corps engineer aug-mentation. The brigade engineer has theresponsibility of planning, controlling, andexecuting these missions while the LZ isunder brigade control. Because of the logis-tics and resource impacts on the brigade,FLS responsibility needs to be transferred tothe division as soon as possible.

When the enemy has limited OMF in the for-ward areas, M/CM/S requirements are theresponsibility of the maneuver battalions.Engineer equipment support for survivabil-ity is allocated, when time permits, to eachmaneuver battalion. The brigade engineerand supporting company commanderdevelop and constantly update contingenciesto provide rapid support to the maneuverbattalions in an on-order or a be-preparedstatus. TF staff engineers enhance this capa-bility by maintaining continuous contactwith the infantry battalion commander andstaff. This ensures that the engineer com-pany and its platoons, as well as the BMECand BREC, maintain a current picture of thetactical situation within all of the battalion’sAOs.

Mobility of the battalion TFs is the focus ofengineer support when the—

Tactical situation changes.

METT-T analysis dictates that engi-neers be task-organized to the maneu-ver battalions.

The primary form of support to the infantrycompanies and platoons is assault breach-ing. It is conducted when a situation isdeveloped to the point where HATKs orDATKs occur. Engineer squads and pla-toons are then held under battalion controlor task-organized to the rifle companies forthe attacks.

HASTY ATTACK

A HATK is normally conducted either fol-lowing a MTC or a meeting engagement. Itcan be initiated from a defensive pos-ture or employed as an extension of aMTC. Figure 3-10 depicts a HATK scenarioconducted from a MTC.

Maneuver Considerations

When the brigade conducts a HATK, it istrading preparation time for speed toexploit the tactical situation. Decisiveadvantage is achieved by immediatelyattacking with available resources to main-tain the momentum of the attack. Lead ele-ments of the brigade may bypass obstaclesand small pockets of stubborn resistanceprovided they do not threaten the overallsuccess of the attack.

Engineer Support The brigade engineer recommends allocat-ing the engineer units required for mobilityand countermobility support to the HATKbefore executing the meeting engagement(see Figure 3-11, page 3-28). The brigadeengineer accomplishes several essentialtasks parallel to and synchronized with thebrigade plan. He—

The

Maintains a current and accurate pic-ture of the current close fight andpasses timely engineer-specific infor-mation to brigade planners and engi-neer leaders in the sector.

Develops contingency plans and keepsengineer leaders informed on upcom-ing tasks.

planning process focuses on potentialengineer responses to future operationsthrough the shifting of assets and priorities.


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Mobility operations are the primary missionthat engineers conduct in support of attack-ing elements. Engineer reconnaissance oper-ations in the lead elements focus onproviding specific obstacle locations,bypasses, and types. This information isneeded by engineers with the main and sup-porting attacks who must reduce theseobstacles. As required, in-stride breachingoperations are conducted until the assaulton the objective. As the attack reaches theobjective, mobility operations focus onassault or covert breaching. At the objective,engineers reduce key facilities, structures,and fighting positions, as required. Once the

objective is secured, engineer support shiftsto countermobility operations against coun-terattacks.The brigade engineer plays an importantrole in recommending obstacle belts thatprotect the brigade from counterattacks andprovide for the continuation of the attack.Countermobility operations are the focus ofsecurity and guard elements. These opera-tions help isolate the attack from enemycounterattacks, ensuring the maneuvercommander’s freedom of action and initia-tive. These operations are characterized bythe full spectrum of the family of scatterable


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ment of select conventional obstacles. Theseobstacles are employed at main choke pointson enemy ingress and egress routes and canbe applied to either a mounted or dis-mounted force. Fundamental to these opera-tions is an accurate terrain analysis, verifiedby ground or aerial reconnaissance, and thesynchronization of all fire-support assetsavailable to the brigade. Again, the samelogic applies for caution with FASCAM sys-tems as applied in the approach march.These systems must be employed carefullyand in a well-coordinated operation to

mines (FASCAM) systems and the employ- prevent the emplaced obstacles from affect-ing friendly operations. This ensures thatthe maximum benefit is realized from theseoperations.

DELIBERATE ATTACKThe only difference between a HATK and aDATK is the time dedicated to planning,preparation, and coordination before execu-tion. The DATK is characterized by—

Thorough, detailed planning.

Rapid concentration of forces.


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Exploiting enemy weaknesses.

Violent execution.

Early transition to exploitation.

Positive, aggressive leadership.

The DATK is conducted to overcome a strongenemy, in prepared positions, that cannot beturned or bypassed. It is only undertakenafter—

A detailed reconnaissance.

Acquiring and developing targets.

The integrated analysis of all factorsaffecting the situation.

Maneuver ConsiderationsNormally, the DATK employs three ele-ments:

Main effort.

Supporting effort.

Reserve (or follow-and-support forces).

The brigade is organized in depth to ensureflexibility during execution. Indirect-approach methods are commonly used sincethey serve multiple functions. They protectthe force during movement and bypass theenemy’s obstacles and concentrated fires.

Various techniques of the DATK may beused when conducting a DATK. Light forcesnormally use the infiltration. During aninfiltration, engineers play a significant rolein reconnaissance and covert breaching.See FM 90-13-1 for more information oncovert breaching,

Engineer Support.

Engineer support to the DATK mirrors theHATK except that the brigade engineer hasmore time for planning.

Key planning time is dedicated to potentialsubsequent operations as delineated in thecommander’s intent and mission state-ments. Follow-on exploitation, pursuit,defense, HATKs, or continued DATKs arewar-gamed, planned for, and resourced asrequired. Similar to the HATK, the plansand preparations completed for the DATKhave the biggest impact on subsequent oper-ations. Time will not be readily available tothe brigade engineer to significantly influ-ence a continuation of the DATK onceunderway. Combined arms rehearsals areessential to the success of an attack, espe-cially when time is available.

EXPLOITATION AND PURSUITExploitation and pursuit operations are therapid continuation of a successful attack tomaximize success and take advantage ofweakened or collapsed enemy defenses.

Exploitation This is planned as an integral part of theattack, with tentative objectives, forces, andzones identified for the exploitation. Its pur-pose is to—

Prevent the enemy from reconstitutingits defenses and forces.

Deny the enemy’s withdrawal.

Secure deep objectives.

Destroy enemy forces and C2 facilities.

Minimum control measures are used in theDATK, giving maximum latitude to subordi-nate commanders. C2 of an exploitation andthe planning and preparation that precede itare initiated from the front of the formationrather than from the rear.

Pursuit This is an extension of the exploitation,resulting in the relentless destruction or


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capture of fleeing enemy forces. Light bri-gades normally conduct pursuits against asimilar force, although the brigades or subor-dinate elements can be part of a division pur-suit directed against any type of force. Inthis role, light forces, especially airborne andair assault, are used to envelop enemy rearguards and to expedite its destruction. Pur-suits are comprised of two forces: the directpressure and the encircling.

Engineer Support Exploitation and pursuit operations requiredecentralized command and a clear intent tobe successful. The brigade engineer bestsupports these operations through detailedplanning subsequent to their execution.Once exploitation and pursuit are underway,the brigade engineer is limited in his abilityto shift engineer assets or change task orga-nizations. The previous task organization ofthe majority, if not all, of his assets to theforward elements significantly reduces anyflexibility to support other missions.

Contingency planning and logistics resourc-ing is a significant part of the brigade engi-neer’s influence on these operations. Thebrigade engineer must understand the bri-gade commander’s intent for the attack andthe subsequent exploitation and pursuit toaddress and resource engineer support.Continual monitoring of the current closefight of both forces indicates where resourc-ing priorities can change, allowing the bri-gade engineer to influence immediate futureoperations. For example, once the pursuitforce has completed its encirclement and is

in a position to transition to a defensiveposture, the resourcing of situational obsta-cles and survivability assets to the force aredeveloped and executed on order.

Mobility is the primary mission of engineerassets with the direct-pressure forces.These forces must maintain contact withthe enemy to deny it the ability to disen-gage. They must have the capability to useall available roads, trails, or corridors. Gen-erally, any obstacles encountered will behasty in nature unless the pursuit followsthrough a previously prepared defensivearea. At every opportunist y, direct-pressureforces envelop, cut off, and destroy enemyelements. The destruction of enemy equip-ment and materials, if not used by theattacking forces, are primary engineer mis-sions during these operations. This pre-vents bypassed enemy forces from using anyof these assets.

To be effective, the encircling force musthave a greater mobility then the retreatingenemy. The encircling force must maintaina rapid rate of advance to allow it to getbehind the enemy and block its escape so itcan be destroyed. Air-assault and airborneforces are particularly effective in this role.The encircling force advances parallel to theenemy’s line of retreat to secure defiles,communications centers, bridges, and otherkey terrain ahead of the enemy’s main force.This is an excellent method to use to blockor to emplace obstacles along an enemy’sretreat route. Mobility efforts are used onlyto clear enough zone to allow the force toadvance.


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CHAPTER 4

D e f e n s i v e O p e r a t i o n s

The ultimate purpose of any defense is tocreate conditions favorable to assuming theoffense. The immediate purpose is to causean enemy attack to fail. In addition, defen-sive operations are conducted to—

Gain time.Concentrate forces elsewhere.Control key or decisive terrain.Wear down enemy forces.Retain tactical objectives.

The defender arrives first on the battlefieldand, with the help of the engineers, molds itto his advantage. Based on the com-mander’s intent, engineers site andemplace tactical obstacles to produce spe-cific effects on the enemy. Fortificationsallow fires from positions that best disruptand destroy the attacker. Because of hissurvivability, the defender can postpone thecommitment of major forces until theattack develops and then strike theextended enemy over selected and preparedterrain.

Engineers provide essential survivabilityand countermobility support to the lightbrigade defense. With this support, theforce can position itself and fight from ter-rain where it otherwise could not survive,

while simultaneously attacking the enemy’sfreedom of maneuver.

On a nonlinear battlefield, enemy forces willbe bypassed, penetrated, or encircled with-out the overall loss of a defense’s integrity.Providing support to defensive operations ona nonlinear battlefield is the biggest chal-lenge facing engineers. The defender mustidentify the enemy’s main effort and attackit with sufficient force and firepower. Toachieve the required level of violence, thebrigade must be able to attack the enemythroughout the entire depth of its formationfrom mutually supporting positions arrayedthroughout the depth of the brigade’s AO.

Engineer defensive doctrine and consider-ations for airborne, air-assault, and lightinfantry brigades are discussed in this chap-ter. It serves as an extension of FM 7-30.The purpose of this chapter is twofold. It-

Details how brigade engineers inte-grate into the brigade’s decision-making process to plan defensive oper-ations and to track and control the cur-rent battle.Defines the role of the company com-mander (and his company) in executingengineer missions in support of the bri-gade defense.

DEFENSIVE CHARACTERISTICSThe mission of the brigade engineer and the engineer missions that enhance the bri-company commander is to plan and execute gade’s ability to combine fires, obstacles,

Defensive Operations 4-1

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and maneuver to destroy an attackingenemy. The defensive plan that is effectiveand supports the tactical plan requiressequential planning and the understandingof the following characteristics:

Preparation.Disruption.Concentration.Flexibility.

PREPARATIONTo prepare for the defense, the brigade com-mander must be familiar with the capabili-ties and limitations of the enemy. Theterrain must be analyzed in detail from allperspectives and then verified from theground. The commander then organizes hisdefense with a mixture of both direct-fireand indirect-fire weapons (directed at theenemy’s main threat). The capabilities ofthese weapons are enhanced by the terrain.Engineers play an essential role in prepar-ing the defense. Based on the commander’sintent, engineers—

Emplace tactical obstacles to producespecific effects on the enemy.

Construct survivability positions toallow the brigade to sustain the fight.

Engineer success in the preparation phasedepends on the ability of the brigade engi-neer to conduct integrated planning with themaneuver commander’s staff. The brigadeengineer must analyze the full range of engi-neer requirements of the total defensiveframework: deep, security, MBA, reserve,and rear operations. He has to know andunderstand the capabilities of engineers onthe battlefield. The brigade engineer alsoneeds to know how much Class IV/Class Vsupplies are available and when resupplycan be expected.Engineer focus in the preparation phaseis not limited to the close operation in the

MBA. Each element of the defensiveframework must be considered duringengineer mission analysis and accountedfor in the brigade scheme of engineeroperations.

DISRUPTIONDisruption in the defense is achieved by—

Defeating or misleading the enemy’sreconnaissance forces.Impeding the enemy’s maneuver.

Disrupting the enemy’s reserves.Neutralizing the enemy’s fire support.Interrupting the enemy’s C2.

Disruption counters the enemy’s initiativeand prevents it from concentrating combatpower against a single part of the defense.The general goal of disruption activities isto—

Force the enemy to fight in more thanone direction.Fix the enemy in position under directand indirect fires.Block the enemy’s penetrations.

The method by which the brigade com-mander chooses to achieve this varies withthe situation, but his ultimate goal is tospoil the attacker’s coordination. The bri-gade’s engineer planners and executorswork closely with the brigade staff to ensurethat M/S and engineer functions are inte-grated into the brigade’s disruption activi-ties. Enemy-reconnaissance efforts andprobing attacks must be defeated withoutdisclosing the defensive scheme of maneu-ver. Tactical obstacles are designed andemplaced to disrupt enemy formations andto cause the enemy to turn into a desiredarea. This prevents the enemy from concen-trating irresistible strength against anyportion of the defense.

4-2 Defensive Operations

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CONCENTRATIONIn the defense, the brigade commander con-centrates forces to exploit or create an enemyweakness. This is achieved by designating abattalion as the main effort, with all otherefforts and actions supporting and sustain-ing this effort. To concentrate combat powerduring the battle, the brigade may—

Economize in some areas.Retain a reserve.Maneuver repeatedly.

Engineers support the concentration of com-bat power by employing obstacles, construct-ing fortifications, and providing mobility tocounterattack or reserve forces. The princi-pal role of the engineer in the concentrationis to ensure that tactical obstacles are inte-grated with the defender’s fires to disrupt,turn, fix, or block enemy forces. This facili-tates the brigade commander’s concentrationof combat power. These efforts, combinedwith the construction of fortifications andprotective obstacles, enhance the brigade’sdefense. The defender must be able to directhis actions at the enemy from a survivableposition. Engineers also provide mobilityassistance to counterattack and reserveforces, enabling the brigade commander toinitiate offensive actions against a disinte-grating enemy attack.

FLEXIBILITYThe brigade commander maintains his flexi-bility through—

Detailed planning.

DEFENSIVEBrigade defensive operations generally takeone or two traditional patterns: mobile andarea. The fundamental difference betweenthese patterns is their focus-and-defeat

Sound preparation.

In-depth organization.

Reserve retention.

C2.

Ultimately, flexibility requires that the bri-gade commander see the battlefield to detectthe enemy’s scheme of maneuver in time todirect fires and maneuver against it. Com-manders must be able to employ counterat-tack and reserve forces at any time.

Engineers assist in maintaining flexibilityby—

Using situational obstacles in theMBA.

Task-organizing for rapid transition tothe offense.

Improving or maintaining routesneeded to shift forces.

Situational obstacles in the MBA aredesigned to provide the commander withtime and space, enabling him to react to anenemy attack. They can be employed in areinforcing mode, applied to an existingeffort, or emplaced by themselves. Mobilityrequirements are a fundamental componentof flexibility. Engineer planners at the bri-gade must address mobility requirements ofthe reserve and counterattack forces. Thisrequirement is met through the task organi-zation of engineers to these forces andthrough positive control of brigade obstacleefforts in anticipation of a rapid transitionto offensive operations.

PATTERNSmechanism. The focus of light engineereffort, unit missions, and task organizationare all inseparably linked to the focus-and-defeat mechanism of each type of defense.


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MOBILE DEFENSEThe focus of the mobile defense is thedestruction of the attacker within the depthsof the defensive sector through envelopmentby a counterattacking force. The mobiledefense uses a combination of offensive,defensive, and delaying actions. It is charac-terized by relatively small forces forwardand by the use of maneuver, supported byobstacles, to take the initiative. The mobiledefense requires a large reserve with mobil-ity equal to or greater than that of theenemy to counterattack and envelop. It can-not be conducted unless the temporary lossof some terrain is acceptable. Divisions orhigher HQ normally conduct a mobiledefense, with brigades being used to holdstrongpoints in restrictive terrain. Whilearmored forces retain the required mobilityto conduct the mobile defense, air-assaultforces are also well suited for these opera-tions. Frequently, during mixed operationsin restrictive terrain, light forces conduct thedelaying action, setting the conditions forthe armored force to counterattack.

Engineer support to the mobile defensefocuses on—

Using obstacles to attack enemymaneuver.

Providing mobility to reserveor coun-

areas, ensuring the mobility of the counter-attack. Mobile defense operations predomi-nantly require turn, fix, and disruptobstacle groups and are resourced by thebrigade.

Survivability effort is closely tailored to aforce-oriented defense. To create the condi-tions for a counterattack, the battalionsmust fight throughout the depth of theirsector from multiple primary and subse-quent battle positions (BPs). This is espe-cially true when the brigade is participatingin a mobile defense using air-assault forcesor when armor forces are task-organized tothe brigade. Protective-obstacle effort dur-ing the mobile defense covers the full spec-trum of effort. Minimal protective-obstacleeffort is required forward as the defense isgeared toward a proactive fight. Protective-obstacle effort is concentrated where theenemy penetration must be stopped to allowthe counterattack to take place.

The defeat mechanism of the mobile defenseis the counterattack by a large reserve withmobility superior to the enemy force. Thebrigade engineer supports this mobilityrequirement in two ways. He—

terattacking forces.

To facilitate this support, obstacle-zoneplanning received from the division andobstacle-belt planning received from thesubsequent brigade are directed at theenemy’s most likely COA rather than theterrain. Belts are aimed at the enemy’smaneuver in the brigade sector to supportsits destruction by the counterattack. There-fore, obstacle-belt planning is more restric-tive. It reduces the flexibility of thebattalions and allows the brigade com-mander to concentrate obstacle effort in key

Uses obstacle-control measures toensure that battalion obstacle effortsdo not affect the brigade reserve’s free-dom to maneuver.

Ensures that the reserve has therequired engineer support to maintainits mobility during the counterattack.

AREA DEFENSE

The area defense is the principal defensivepattern employed by the light forces. Itsfocus is on denying the enemy access to spe-cific terrain. The area defense is organizedto absorb the enemy into an interlockedseries of positions from which it can bedestroyed. The area defense differs from


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the mobile defense in that the bulk ofdefending forces deploy to hold specific ter-rain. To accomplish this, forces use a combi-nation of defensive positions and smallmobile reserves. Commanders organize thedefense around the static framework pro-vided by the defensive positions, seeking todestroy enemy forces with interlocking firesor local counterattacks.

The focus of engineer effort is on providingthe maneuver commander with the ability tohold terrain, while enabling the brigade toconcentrate fires from static positions. Dur-ing the area defense, engineer involvementin the terrain analysis becomes vital. Theyidentify key and decisive terrain that sup-ports the commander’s concept of the opera-tion. During obstacle planning, the brigadesuse obstacle-control measures to give maxi-mum flexibility to the battalions whilefocusing tactical-obstacle effort on the reten-tion of terrain. The brigade engineer mustensure that the battalions are resourced toemploy turn, fix, and block belts. They arethe principal obstacle effects in the areadefense.

Survivability effort in the area defense mustaccomplish the following:

Enhance the brigade’s ability to accu-rately concentrate its fires from staticpositions.

Provide the force with an increasedlevel of protection from the sustainedeffects of enemy fires.

Frequently, the enemy force is unable tobypass brigade forces and is forced to con-duct assaults on static positions to suppressor defeat concentrated fires. This increasesthe battalion’s requirements for not onlysurvivability but also protective obstacles.

Supporting defensive positions and small,decentralized mobile reserves are key com-ponents of the defeat mechanism that thebrigade engineer must consider duringplanning and preparation. He must ensurethat the tactical-obstacle effort of adjacentbrigades is coordinated and mutually sup-porting and that it achieves an interlockingdefense. The brigade engineer accomplishesthis by closely monitoring the efforts of themaneuver battalions. He uses the battal-ion’s planned groups and the status ofobstacle and survivability effort to ensure afocused effort and to deconflict potentialproblems.

ENGINEER PLANNING AND PREPARATIONThe engineer estimate provides the planningframework for engineer planners and execu-tors supporting a brigade defensive opera-tion. As presented in Chapter 2, theengineer estimate is an extension of the mil-itary decision-making process. The militarydecision-making process is molded to fit the

OBSTACLETo understand obstacle integration, engi-neer planners and executors must under-stand obstacle definitions and concepts.The combined arms integration of fires and

situation, whereas the engineer-estimatesteps focus on considerations that are pecu-liar to engineers supporting a defensive mis-sion. Figure 4-1, page 4-6, shows someexamples of engineer-estimate consider-ations in the defense, principally focusing onobstacles and survivability.

FRAMEWORKtactical obstacles is crucial to achieving suc-cess in the defense. Obstacle control, intent,and resourcing are top-down driven (initi-ated by the brigade engineer), whereas the


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process of integrating the actual obstacle FM 90-7 defines and details obstacle doc-location with fires is bottom-up driven (initi- trine. Its comprehension and application is

engineers).ated by the company commander and TF a prerequisite to planning engineer support

for the brigade in the defense.

OBSTACLE CLASSIFICATIONAn obstacle is any physical characteristic ofthe terrain—natural, man-made, or cul-tural—that impedes a force’s mobility.Obstacles are inherent to the battlefield asone of the military aspects of terrain; how-ever, obstacles are not just terrain features.Friendly forces can use obstacles to modifythe terrain to support the commander’sscheme of maneuver. Obstacles are classi-fied into two categories:

Existing.

Reinforcing.

EXISTING OBSTACLESExisting obstacles are obstacles that arepresent on the battlefield as inherentaspects of the terrain. The types of existingobstacles are—

Natural.

Cultural.Natural obstacles are terrain features, suchas rivers, forests, or mountains. Culturalobstacles are man-made terrain features,such as towns, canals, or railroad embank-ments. Natural and cultural terrain fea-tures are analyzed based on suchcharacteristics as hydrology, slopes, soil androck, elevation, vegetation, and built-upareas.Terrain features are affected by theweather. This must be considered when ana-lyzing the terrain for existing obstacles.Weather conditions can impact mobility byinfluencing trafficability. For example,farmland could offer excellent mobility

during dry-weather conditions; howeverplowed farmland could impede mobility dur-ing wet-weather conditions.

The analysis of natural and cultural terrainfeatures and the effects of weather are con-solidated and graphically coded based onthe effects they have on a force’s mobility.The graphic codes are—

Unrestricted.

Restricted.

Severely restricted.

FM 34-130 provides examples of the unre-stricted, restricted, and severely restrictedterrain criteria. The analysis of existingobstacles is presented (along with otherOCOKA analysis) graphically in a MCOO.

When evaluating existing obstacles, the bri-gade engineer should review the compiledMCOO. This helps determine what effect(disrupt, fix, turn, or block) the terrain(independent of friendly fires and maneu-ver) has on the attacker. This facilitates theentire brigade’s planning process, espe-cially when determining COAs and allocat-ing resources.

REINFORCING OBSTACLES

Reinforcing obstacles are any obstacles spe-cifically constructed, emplaced, or detonatedby enemy or friendly forces. The categoriesof reinforcing obstacles are—

Tactical.

Protective.


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Tactical Obstacles

Tactical obstacles are used to directly attackthe enemy’s ability to maneuver, mass, andreinforce. All tactical obstacles are designedto produce a specific obstacle effect. Theyare integrated into the force’s scheme ofmaneuver and direct- and indirect-fireplans. Types of tactical obstacles are—

Situational.

Directed.

Reserve.

Situational Obstacles. A situationalobstacle is a tactical-obstacle-emplacementcapability held in reserve; it is a "be-prepared” obstacle. Situational obstaclesprovide the commander flexibility foremplacing tactical obstacles based on thebattlefield development. Execution is trig-gered by friendly or enemy actions or a com-bination of the two. Situational obstaclescan be shifted to different locations. How-ever, they must be within the executingmaneuver unit’s obstacle-control measure.FM 90-7, Chapter 7, covers situational-obstacle doctrine.

Situational obstacles contain three compo-nents of obstacle intent (obstacle effect, adefined target, and a relative location) andrequire integration into the decision supporttemplate (DST) to be executed effectively.The situational-obstacle plan must identifythe trigger action and execution criteria at aspecific decision point and the necessarysubunit instructions to emplace and coverthe obstacle. There are three possible waysfor the brigade engineer to employ situa-tional obstacles. He can—

Plan and execute the obstacle at thebrigade level.

Identify the obstacle intent and allocate

the resources to a subordinate unit forexecution.

Allocate the resources for the obstacleto a subordinate unit for planning andexecution.

Directed Obstacles. The higher com-mander directs these obstacles as specifiedtasks to a subordinate unit. FM 90-7,Chapter 6, covers directed-obstacle plan-ning. The brigade obstacle must be withinan obstacle zone. The maneuver battalioncommander can authorize obstacles any-where in his directed-obstacle belt. Thiscontrol procedure ensures the control of theentire tactical-obstacle effort.

Reserve Obstacles. Reserve obstacles areobstacles for which the commander restrictsthe execution authority they are “on-order”obstacles. Reserve obstacles are located atspecific locations and deny the enemy theuse of a small area. Only the division com-mander can authorize directed or reserveobstacles outside an obstacle zone. In turn,only the brigade commander can authorizedirected or reserve obstacles outside anobstacle belt. The commander usually speci-fies the unit responsible for obstacleemplacement, guarding, and execution. Thecommander must clearly identify the condi-tions under which the obstacle is to be exe-cuted. FM 90-7, Chapter 7, covers reserve-obstacle planning.

Protective ObstaclesProtective obstacles are a key componentof the brigade’s survivability operations.They are employed at the small-unit level(platoon and company team) to protect thedefending force from the enemy’s finalassault. The authority to emplace protectiveobstacles is normally delegated to the com-pany. Unless specifically stated, protectiveobstacles are not restricted by obstacle-control measures. Emplacing units remove


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protective obstacles before departing the obstacles. FM 90-7, Chapter 8, detailsarea. A unit must report protective protective-obstacle planning.

OBSTACLE PRINCIPLESCommanders use obstacles to—

Attack enemy maneuver.

Multiply the effects and capabilities offirepower.

Obstacles alone cannot shape the brigadebattlefield. They are used to reinforce exist-ing obstacles, to shape an engagement area(EA), or to enhance fires. Fires cannot bemassed everywhere; therefore, the battle-field must be shaped to ensure that theenemy is at the decisive point of our schemeof maneuver. It is the combination of firesand obstacles that shapes the brigade battle-field to mass combat power at the decisivepoint. FM 90-7, Chapters 4, 5, and 6, coversobstacle planning.To assist in focusing the engineer estimatetoward defensive operations, critical obsta-cle and survivability principles must bereviewed. They are—

Obstacle integration.

Obstacle control.

Obstacle planning.

Survivability planning.

OBSTACLE INTEGRATIONIt is the process of planning, preparing, andexecuting obstacles with fires and maneuverto achieve a desired effect. The purpose ofobstacle integration is to—

Establish a clear link between the bri-gade’s force allocation, direct- andindirect-fire plans, maneuver, and theobstacle plan.Ensure that weapons capabilities andobstacle effects are compatible.

Provide obstacle control.

Ensure that obstacles are designed toachieve the specified effect.

For obstacles to have a dynamic impact onthe brigade battle, the following must beconsidered:

Intelligence.

Obstacle intent and graphics.Fires and obstacle effects.

Obstacle-control measures.

IntelligenceThe brigade’s success on the battlefielddepends largely on the ability of the com-mander to see the battlefield. Through theassistance of his S2 and the engineers sup-porting him, the commander must identifyhow the enemy may use the existing terrainto gain an advantage. This is particularlytrue when looking for the enemy’s vulnera-bility. The maneuver commander does thisthrough the IPB process. The IPB processhelps the commander to—

Decide where to kill the enemy.

Define the decision point based on theterrain, enemy tactics, and vulnerabili-ties.

Terrain analysis is the first step for anyoperation. Obstacles are one of the five mili-tary aspects of terrain. They are normallyexisting obstacles; however, reinforcingobstacles may be present in some situations.The identification of mobility corridors(MCs) and AAs help the commander to—

Determine where the enemy canmaneuver.


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Identify any limitations on friendlymaneuver.

The brigade engineer assists in this step byidentifying the effects that the terrain(independent of fires and maneuver)imparts on the attacking force. This greatlyassists the brigade commander in seeingwhere the enemy will go and how he willattack.

The next step is to determine the size of theenemy force that each AA can support sofriendly forces can be properly allocated. Animportant consideration is to identify anyterrain that may cause the enemy to changeformation. This terrain is identified by thebrigade engineer while evaluating theMCOO.

In the last step, the commander and staffconsider where the enemy is vulnerable.Attacking the enemy at the point of vulnera-bility with fires and obstacles can lead to adecisive victory. Obstacles should bedesigned against an enemy’s breaching vul-nerability. If they can be easily breached bythe enemy, they may be ineffective to use toshape the battlefield.

Obstacle Intent and Graphics

Obstacle intent and its related supportingeffect graphics convey how the brigade com-mander wants to use obstacles, integratedwith fires, to support his scheme of maneu-ver and to affect enemy maneuver. Hisobstacle intent provides purpose and unityof effort to the obstacles planned oremplaced by subordinates. Obstacle intentidentifies the following:

Target (enemy force).

Obstacle effect.

Relative location.

The brigade commander must understandthat it is not obstacles that create theobstacle effect but the combination of firesand obstacles. All tactical obstacles produceone of the following obstacle effects:

Disrupt.

Turn.

Fix.

Block.

FM 90-7, Chapter 3, provides details onobstacle intent and Appendix C of that man-ual provides details on obstacle resourcing.

Commanders use obstacle-effect graph-ics to convey the specific effect they wantthe obstacles to have on the enemy (seeFigure 4-2). TF commanders use them toindicate the general location of TF obstaclegroups. Obstacle-effect graphics can beused to indicate the desired effect of zonesand belts. The inclusion of obstacle-effectgraphics is not a requirement for brigadeobstacle belts.

Fires and Obstacle Effect

Obstacle integration creates an inseparablelink between the brigade’s fires and obsta-cles. Neither fires nor obstacles employedby themselves can match the effectivenessachieved by both when they are inte-grated. The brigade commander, with thebrigade engineer’s help, establishes hisobstacle intent concurrent with organizingand developing the fire plan. Each compo-nent of obstacle intent directly impacts thefire plan. Fire-control measures arerequired to maximize obstacle effect.Obstacle planning does not drive fire plan-ning. Obstacles and fire-control measuresmust be planned, adjusted, and executed tomeet the commander’s intent. For moreinformation on fires and obstacle effects, seeFM 90-7, Chapter 3.


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Obstacle-Control MeasuresObstacle control is a tool that commandersuse to assign responsibility and provide con-trol for obstacle emplacement. To achieveobstacle control, commanders use obstacle-control measures and graphics. Obstacle-control-measure graphics allow a com-mander to graphically define the area inwhich subordinates can plan and emplacetactical obstacles (see Figure 4-3, page 4-12).

Obstacle-control measures are specificmeasures that simplify granting obstacle-emplacement authority and providing obsta-cle control. Obstacle-control measures are—

Zones.Belts.Groups.Restrictions.

The divisions and the corps HQ establishzones for the brigades, and the brigadesestablish belts for the battalions.

Zones. Obstacle zones are a graphic controlmeasure the division uses to limit the areawhere subordinates are authorized toemplace tactical obstacles. Obstacle zonesare planned for at the division and assignedto brigade-level forces. Obstacle zones do


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not cross brigade boundaries. By not cross-ing brigade boundaries, obstacle zonesenhance C2, establish specific responsibili-ties for the subordinate commanders, andfacilitate future operations. Obstacle zonesdrive the initial flow of obstacle material tothe brigade. The division commander may ormay not assign an intent to his zones. If he

assigns an intent to a zone, he is relatingthe criticality of that zone and its intent tothe division operation. The brigade willnormally only see turn or block intentsassigned by the division commander.Belts. Obstacle belts are a graphic controlmeasure that brigade commanders useto constrain tactical-obstacle employment.


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They plan obstacle belts within assignedobstacle zones to grant obstacle-emplacement authority to subordinateunits. The brigade uses obstacle belts toallow TF commanders the maximum flexibil-ity to emplace tactical obstacles.Brigade commanders use obstacle belts tofocus countermobility effort and fire plan-ning. Obstacle-belt intent specifies to TFcommanders what effect the combinedresults of fires and obstacles must have onthe enemy’s ability to maneuver.

The brigade commander designates obstaclebelts to his subordinate maneuver battalionsbased on the division’s obstacle zone(s) andthe brigade’s scheme of maneuver. Thesebelts focus and synchronize the brigade’s

obstacle effort. Obstacle belts generallystraddle the enemy AA that the maneuverbattalions are allocated against.

The brigade may assign an obstacle intent toan obstacle-control measure or obstacle belt(see Table 4-1). A sample obstacle intentwould be: “The intent of obstacle belt D3 isto fix the enemy’s motorized rifle battalion(MRB) on AA 3 in EA Fox.” The supportingobstacle-effect graphic and obstacle intentfacilitate the throughput of Class IV/Class V(obstacle) supplies to the maneuver battal-ions. The brigade engineer resources obsta-cle belts based on the—

Intent.Standard obstacle-planning factors.


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Sum of MCs that the belt straddles.This provides an initial estimate of the lin-ear obstacle effort needed to achieve thebelt’s intent. Obstacle belts do not crossmaneuver battalion boundaries for the samereasons that zones do not cross brigadeboundaries.

Groups. Obstacle groups are one or moreindividual obstacles grouped to provide aspecific obstacle effect. Obstacle groups areonly permitted within the confines of theobstacle belt. The battalion commander des-ignates obstacle groups to focus individualobstacle effort and indirect and direct fires.Obstacle groups directly target the enemyformation against which the maneuver com-panies (or teams) are allocated.

The maneuver battalion commander allo-cates groups within the obstacle belts basedon the obstacle intent and the TF scheme ofmaneuver. The summation of the obstaclegroups that the battalion directs mustaccomplish the obstacle-belt intent. In otherwords, if the battalion is given the responsi-bility for a belt that requires the enemymaneuver to be turned south, the TF com-mander is not limited to turn groups only.For example, the battalion commander couldtarget a first-echelon enemy company with adisrupt obstacle group, followed by a turnobstacle group that denies a specific MC,and ending with a block obstacle groupagainst other enemy battalions. The totaleffect of the obstacle groups turn an attack-ing dismounted enemy regiment to thesouth.

If the MC is restricted, point obstacles canbe used to disorganize the force. Pointobstacles are of irregular sizes and shapesand include all types of materials, such asantitank (AT) and antipersonnel (AP) minesand antihandling devices. They are used toadd to the effects of existing and reinforcingobstacles or to rapidly block an enemy coun-terattack. One point obstacle in a platoon or

smaller MC could achieve a disrupt effect,while several point obstacles in depth alongthe same MC can achieve a fix effect. Thisis extremely useful in restrictive terrainand for antiarmor ambushes. However, toachieve a block or turn, individual obstaclenorms must be used.

Restrictions. Commanders may use obsta-cle restrictions to limit certain types ofobstacles inside an obstacle-control measure(such as a belt). These restrictions ensurethat subordinates do not employ obstacleswith characteristics that impair futureoperations. It also allows the higher com-mander to focus the use of limited resourcesfor the main effort by restricting their useelsewhere. Subordinate commanders havethe right to be more restrictive than thehigher commander; however, subordinatecommanders cannot relax the higher com-mander’s restrictions. Commanders canattach obstacle restrictions to each obstacle-control measure.

OBSTACLE CONTROLIn general, obstacle planning in support ofbrigade defensive operations is guided bythree obstacle-control concepts. These con-cepts help shape the engineer countermobil-ity effort for the brigade. They—

Support the brigade’s scheme ofmaneuver and the commander’sintent.

Balance maximum flexibility whileproviding focus to the obstacle effort.Facilitate future operations.

Support Current OperationsThe brigade engineer and the company com-mander must understand the brigade com-mander’s vision of the operation and thebrigade’s—

Defeat mechanism.


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Main effort and when it changes.

Synchronization requirements acrossthe battlefield framework (close, deep,and rear).

These elements ensure that obstacle beltssupport the brigade’s scheme of maneuverand commander’s intent.The defeat mechanism guides the brigadeengineer in determining general areas thatrequire obstacle effort and areas that mustbe free of obstacles or have restrictions. Italso drives the type and amount of engineersupport to the subordinate units.The brigade commander’s vision of the oper-ation describes how the brigade will achievethe desired end state relative to friendlyforces, the terrain, and enemy forces. Thisvision, along with the defeat mechanism,provides a general framework that bringstogether the elements of obstacle intent, tar-get, effect, and relative location. The brigadeengineer uses this framework to generallyenvision how subordinate maneuver com-manders will fight. This is critical in antici-pating the needs of and pushing resources tothe maneuver battalions.The brigade’s main effort and when itchanges, gives the brigade engineer a guidefor determining obstacle-belt priorities andweighting the main effort with engineerresources (manpower and materials).

Certain synchronization requirements im-pact obstacle-belt planning across the defen-sive framework. The brigade engineer mustconsider brigade control and synchroniza-tion measures as he develops the obstacle-belt design.

Maximize Subordinate Flexibility

Designing obstacle belts is a balancing actbetween providing maximum flexibility andfocusing tactical-obstacle employment forthe subordinate maneuver commander.Maneuver battalions are normally given

sectors to defeat the attacking enemy butmay be given a BP or strongpoint. The BPand strongpoint are examples of restrictivecontrol measures. Defending in sectorsgives the battalion commanders the freedomto maneuver and also decentralizes fireplanning, whereas the BP dictates wherethe majority of the battalion’s combat powermust be positioned. Even with the morerestrictive control measures, battalions stillrequire flexibility in tactical-obstacleemployment. The strongpoint is the mostrestrictive control measure; obstacle-beltflexibility is greatly reduced and focused.

The brigade engineer provides the requiredflexibility with obstacle-belt graphicsthrough two dimensions: width and depth.The obstacle belt permits the battalion com-mander to employ tactical obstacles to com-plement his fire planning and his allocationof maneuver companies, whether in sectoror BP. The maneuver battalion is normallyassigned a sector or BP based on the attack-ing enemy’s combat power along a specificAA. At a bare minimum, the assignedobstacle belt must encompass the AAs.The maximum flexibility for an obstaclebelt width is the entire subordinate’ssector. Two exceptions for not providingthis flexibility are facilitating future opera-tions and identifying severely restricted ter-rain, which prevents the enemy frommaneuvering. Care must be taken whenidentifying severely restricted terrain as toits applicability for mounted or dismountedmaneuver.

The depth of the obstacle belt is tailored tothe brigade’s scheme of maneuver and thecommander’s intent. Specific phase lines(PLs) normally aid in tailoring the depth ofthe obstacle belt. For example, one battal-ion might be given the mission to defendwell forward in the sector. The obstacle beltwould facilitate this intent by allowing lessdepth. Typical graphics that aid in focusingthe depth of an obstacle belt are—


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On-order boundary changes.Battle handover lines (BHLs).

Rear boundaries.

Forward edges of the battle area(FEBAs).Lines of departure.Fire-control lines.No-fire areas.Coordinated fire lines.Passage lanes and corridors.PLs controlling friendly force position-ing.

Facilitate Future OperationsTo facilitate future operations, the brigadeengineer uses obstacle belts as a restrictionof tactical-obstacle employment. The bri-gade’s need for future mobility drives theneed for tactical-obstacle restriction. Therestrictions fall into two categories:Decreasing Flexibility. This involvesreducing the size of individual belts. Shap-ing obstacle belts so that they do not overlapthe routes needed for future operationsensures freedom of movement.Restricting Obstacles. This limits theemployment of obstacles. Typical examplesare allowing surface-laid mines only,restricting the use of antihandling devices,and specifying a no-later-than self-destructtime for SCATMINEs. These obstaclerestrictions facilitate future occupation andobstacle clearance by friendly forces.

OBSTACLE PLANNING

Obstacle planning is organic to the brigade’smilitary decision-making process. Its goal isobstacle integration into the commander’sintent for the operation and the scheme ofmaneuver. Obstacle planning must remain

flexible to accommodate changes during theplanning and the subsequent preparationfor the execution of the defense.

Although this chapter focuses on obstacleplanning for the defense; the process can beequally applied to offensive operations.

Obstacle-Planning StepsThe echelons of obstacle-planning andobstacle-control principles provide the foun-dation for the obstacle-planning process.The brigade engineer and brigade staff planobstacle-control measures to control andfocus obstacle effort for subordinateunits. Like the engineer estimate, obstacle-planning steps are conducted concurrentlyas the scheme of maneuver is developed.The obstacle-planning steps are—

Situation analysis.

Organization of the operation.

Mobility and future operationsrequirements.

Obstacle resourcing.

Scheme-of-obstacles overlay.Of the five obstacle-planning steps, obstacleresourcing is the only one that will be dis-cussed.Figure 4-4 shows the components of theobstacle-planning process as a parallel pro-cess to the military decision-making pro-cess. Figure 4-5, page 4-18, provides detailson the obstacle planning process.

Obstacle ResourcingThere are two techniques that the brigadeengineer and staff use for estimatingresource requirements for obstacle-controlmeasures. They are—

Requirement-based resourcing.

Capability-based resourcing.


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For more information on these techniques, tentatively array obstacle groups againstsee FM 90-7, Appendix C.

Requirement-Based Resourcing. Onetechnique is for the brigade to develop tenta-tive obstacle-control measures one leveldown (battalion), group the control mea-sures into a higher control measure, andresource the higher control measurebased on the projected subordinate controlmeasures. For example, the brigade would

tentatively arrayed companies in thescheme of maneuver, combine the groupsinto belts, and resource the belts with obsta-cle capability based on the tentative groups.

Capability-Based Resourcing. Anothertechnique available to the brigade engineerand staff is to develop the obstacle-controlmeasure based on the scheme of maneuverand resource the obstacle- control measure


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with obstacle capability based on the maineffort, priorities, and task organization.

SURVIVABILITY PLANNING

The brigade commander establishes his sur-vivability intent for critical weapons, vehi-cles, and positions within the brigade. Thisintent is analyzed by the brigade engineerduring the engineer estimate process. Thebrigade engineer determines the numberand type of positions needed to meet thecommander’s intent. Frequently, at brigadelevel, this process is used to allocate surviv-ability resources to the battalions ratherthan to individual systems. During the esti-mate process, this allocation is balancedwith countermobility requirements that maycause problems with the two missions com-peting for the same equipment resource.Exceptions to resource allocation occur whenthe brigade commander establishes a strong-point or an armored unit under brigade con-

normally determines BP/EA survivabilitypriorities.

A planning technique that can be used isthrough aligning the commander’s obstacleeffects against survivability requirements toconduct initial survivability resourcing.Figure 4-6 shows an example of this methodusing a tube-launched, optically tracked,wire-guided (TOW) AT missile launchermounted on high mobility, multipurposewheeled vehicles (HMMWVs) for positionestimates. The survivability levels shown inthis figure are not fixed and are only shownas an example. It is the commander’s deci-sion (based on METT-T, balanced againstdesired obstacle effects) that drives thedifferent survivability levels. In the end,it is the brigade engineer’s responsibil-ity to deconflict any potential resourcingproblems for the battalions when counter-mobility requirements of assigned belts con-flict with the brigade-directed survivability

trol. In these cases, the brigade engineer levels.


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BATTLEFIELD FRAMEWORKBrigades may perform a variety of missionswithin the battlefield framework. Normally,brigades defend within the MBA or serve asa division reserve. The battlefield frame-work consists of—

Deep operations.

Security operations.

MBA operations.

Rear operations.

Reserve operations.

DEEP OPERATIONS

Deep operations support the commander’sbasic scheme of maneuver by conductingoperations against the enemy in depth.Light engineers can be used to conduct crossforward line of own troops (FLOT) recon-naissance and engineer raids. Light engi-neer missions prevent the enemy fromconcentrating overwhelming power againstthe brigade’s MBA forces. They accomplishthis by separating the enemy’s echelons anddisrupting its command, CS, CSS, and LOC.Effective execution depends on careful plan-ning and the IPB. Air-assault units are par-ticularly suitable for this type of operation.

SECURITY OPERATIONS

Security operations are essential to the suc-cess of the brigade defense. They are char-acterized by aggressive reconnaissance toreduce terrain and enemy unknowns. Thisis achieved by gaining and maintaining con-tact with the enemy. Engineers have theability to upgrade routes and survivability.They should not be used to construct protec-tive obstacles. All combat units have thistask as part of their mission.

MBA OPERATIONSForces at the FEBA, or within the MBA,fight the decisive defensive battle. Theforces are positioned so that they can controlor repel enemy penetration. The brigadecommander adjusts the initial defensiveplan based on information received duringsecurity operations. He assigns the battalionsectors, BPs, strongpoints, or a combinationof all three based on METT-T. They usuallycoincide with a major AA. Engineers put inobstacles based on the desired effect:

Disrupt.

Turn.

Fix.

Block.

Engineers should also be ready to supportthe counterattack. The brigade commanderand staff must recognize the likelihood ofpenetrations of the MBA when they arefighting a large mobile force. When thisoccurs, engineers should be deployed to thatarea.

REAR OPERATIONSCorps and division commanders normallydirect rear operations, although the bri-gade’s tactical operation may include rearoperations. When this occurs, engineerscould be called on to—

Upgrade/repair MSRs.Repair FLSs.

Perform survivability missions.

Build FARPs.

Corps engineer assets are usually requestedto perform these missions.


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RESERVE OPERATIONS missions, reinforcing forward defensiveReserve forces in the defense preserve positions to block enemy forces that pene-flexibility. Engineers can be used to sup- trate the brigade’s defense, or reacting to aport counterattacks by performing mobility rear-area threat.

LIGHT BRIGADE DEFENSIVE OPERATIONSThe principles and considerations pre-sented at the beginning of this chapter arerelevant to all types of “light force” defensiveoperations (airborne, air assault, light).Defensive preparations for a light brigade

BRIGADEThe division commander has positioned thebrigade in an economy-of-force mission inrestrictive terrain. The brigade has beengiven the mission to defend in sector, deny-ing the enemy use of multiple high-speedAAs into the division and joint task-force(JTF) rear. The brigade sector is composedof very restrictive terrain with two battalion-sized MCs that will support a mountedattack. Enemy forces facing the brigade area motorized rifle regiment (MRR) variantwith two MRBs and one light dismountedbattalion. Enemy forces have the mission toattack and destroy the division lodgment(rear). Figure 4-7, page 4-22, shows the bri-gade scheme of maneuver.

The brigade’s combat power consists of itsthree organic infantry battalions, in additionto combat units task-organized to the bri-gade. These units could include—

A task-organized aviation TF.

An M8 light tank company.

Other supporting units.

Engineer assets task-organized to the bri-gade are a—

Light DIVEN company (augmented bya division assault and barrier (A&B)platoon slice).

(especially when defending against aforce of greater mobility and firepower)require EAD engineer support beyond thatwhich can be provided by task-organizedDIVENs.

SCENARIOCorps light engineer company.

Combat support equipment (CSE) hori-zontal platoon.

This level of engineer support for a light bri-gade will take the existing engineer C2 sys-tem to its operational limits. Without thetotal synchronization and integration of allengineer forces in the brigade sector, engi-neer support to the brigade is at risk. Anyhigher density of engineer support to the bri-gade requires that a C2 package be estab-lished and task-organized to the brigade bythe DIVEN. After the light DIVEN companydeploys into the operational area, it is task-organized to the brigade. It augments theengineer C2 system and establishes theBREC. The corps light engineer companyties into the established engineer C2 systemand augments existing C2 systems capabili-ties. The brigade engineer retains functionalcontrol, through the brigade commander, ofall engineer forces in the brigade sector. Thecompany commanders maintain unit C2 oftheir companies and any additional forcestask-organized to them.

BRIGADE SCHEME OF MANEUVER

The brigade will conduct the operation in thefollowing:


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Phase 1- Preparation and counterecon-naissance.

Phase 2- Security area battle.

Phase 3- MBA battle.

1st BattalionThe battalion defends in the sector forwardof PL Black, allowing no penetration largerthan a company (-); conducts battle hand-over early with the aviation TF well forwardof the BHL, PL Green; and prepares toreceive support from the light tank com-pany.

2d BattalionThe battalion defends in the sector forwardof PL Black, allowing no penetration largerthan a company (-); conducts battle hand-over with the aviation TF at PL Green;receives OPCON of the light tank company(on order, the light tank company is OPCONto the 3d battalion); and is the brigade’smain effort during phase 2.

3d BattalionThe battalion defends in the sector forwardof PL Gold (brigade’s no-penetration line)against remaining enemy forces; does notallow enemy penetration of PL Gold by pla-toon-sized or larger elements; on order,receives OPCON of the light tank companyfrom the 2d battalion; establishes company-sized elements as the brigade reserve; pre-pares to support the forward battalions byair assault; and is the brigade’s main effortduring phase 3.

Aviation TF CommanderThe commander initially screens along PLWhite; conducts battle handover with the divi-sion cavalry troop; destroys enemy reconnais-sance assets and identifies the main body;performs the guard force mission with the pri-ority to destroy enemy C2 and breaching

equipment upon contact with the main body;on order, conducts battle handover with the1st and 2d battalions; prepares to supportthe lst, 2d, and 3d battalions with attackhelicopter (AH) support; and assumes thebrigade reserve after battle handover.

Light Tank CompanyThe company defends in the sector; initiallyis OPCON to the 2d battalion; assists thesecurity area fight by providing fires into EAClub; on order, is OPCON to the 3d battalion;and prepares to support the 1st battalion.

DEEP OPERATIONSThe division is conducting all operations for-ward of the FLOT. PL White is also thedivision’s fire-support coordination line.Vital information (enemy’s formation andcomposition) will be passed from the cavalrysquadron to the brigade. This will aid inhigh-payoff target nominations and selec-tions for the attack helicopter battalion(AHB) in the security area fight. The bri-gade engineer must also receive any infor-mation relating to planned obstacle zones orbelts employed forward of the brigade sectorthat will be used during division securityoperations. This will facilitate the integra-tion of planned obstacle intents between thedivision and the brigade and the transitionfrom division security operations to brigadesecurity operations. Figure 4-8, page 4-24,shows some mission considerations for bri-gade deep operations.

SECURITY OPERATIONS

Security operations are characterized byreconnoitering aggressively to reduce ter-rain and enemy unknowns. This is achievedby gaining and maintaining contact with theenemy to ensure continuous informationand by providing early and accurate report-ing of information to the main body.


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The aviation TF is the security force for thebrigade (see Figure 4-9). Their mission isto—

Initially screen along PL White.

Conduct battle handover with the divi-sion.

Destroy enemy reconnaissance forces.

The security-area fight for this operationwill be characterized by the following:

Centralized planning.Decentralized execution.

Rapidly developing fight.

To accomplish its missions, the aviation TFmust have security-area forces in position assoon as possible. To provide the maximumamount of support for the security-areafight, planning is conducted centrally by thebrigade with the aviation TF commander

and staff. Only after planning is completed(as an extension of the estimate process) canthe early initiation and completion of workin the security area begin. This planningensures that the aviation TF commanderhas the maximum latitude for execution andyet is in agreement with the brigade com-mander’s intent and concept of the opera-tion. This planning also ensures that theexecution of missions in support of thesecurity-area battle can begin before thebrigade OPORD is issued or soon after.

The brigade will take control of the battlefrom the division, with an air cavalry troopscreening for the brigade. Upon contactwith the attacking first echelon, the avia-tion TF commander will assume the guardforce mission, committing his attack assetsin conjunction with both indirect fires andtactical, air sorties. With the main effort ofenemy effort templated to be in the south-ern sector, the aviation TF will conduct


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battle handover early with the 1st battalionin the north. This will allow the aviation TFto focus its antiarmor efforts on EA Diamondand EA Club.

Integrated delay actions are planned in thesouthern portion of the security area. Thelight tank company (-) will position forwardof the FEBA (PL Red) and behind PL Greento fire into EA Club. Once the light tankcompany (-) initiates fires into EA Club,attack elements of the aviation TF willengage the enemy from the flanks and rear,allowing the light tank company (-) to dis-place to its subsequent position. The bri-gade engineer and the supporting companycommanders must fully understand the sig-nificance and the intent of the aviation TF’sscreen mission and its transition to theguard force. Because of the importance oftimely and synchronized engineer support,an engineer planner is sent to the aviationTF’s CP.

A combined ground and aerial reconnais-sance by company commanders and keysecurity-force leaders is critical to effectiveengineer support in the security area. Theexecution of engineer missions supportingthe security-area fight must begin early sothat engineer forces working in the securityarea do not impact MBA preparations.Figure 4-10 shows both light engineer com-panies task-organized to the brigade andworking in the security area. When theMBA TFs are ready to begin their planningprocess, an engineer planner (from the com-pany that will be supporting that battalionduring MBA preparation) is sent to the TFCP. Engineer forces are then echeloned intothe MBA preparation as security-area prep-aration is complete and MBA TF missionsare available.

The brigade commander’s early commitmentof the majority of his engineer forces willrequire detailed coordination for their secu-rity. Enemy forces will frequently target

friendly engineer forces and Class IV/ClassV supply points. This is especially true-for alight force defending in restrictive terrainwhere obstacles can have a significantimpact on the enemy’s maneuver. The bri-gade engineer coordinates security require-ments for engineer forces to provideprotection from both ground and air threats.He also coordinates with the brigade airdefense artillery officer (ADAO), ensuringthat the air defense artillery (ADA) weap-ons coverage plan is synchronized with theengineer work plan. To effect adequate cov-erage, stinger teams may be required to linkup with and deploy into the security areawith engineer forces. The brigade engineeralso coordinates with the brigade S3 forground security. Coordination with the avi-ation TF commander may also allow groundsecurity from the aviation TF ground cav-alry troop. A ground-defense plan must alsobe addressed by the company commanders,encompassing protection against any tem-plated ground threat during the prepara-tion phase.

Obstacle belts established to support secu-rity operations must facilitate decentralizedcombat operations. While one belt couldhave been established for the entire securityarea, two were developed to facilitateresourcing. Belt Al encompasses EAsHeart and Diamond, and belt A2 includesEA Club. One of the first steps taken by thebrigade engineer is to verify with the divi-sion any obstacle restrictions linked to thedivision’s fire support coordination line(FSCL) (PL White). In this example, theability to engage targets forward of PLWhite would facilitate the brigade’s accep-tance of the fight from the division. Oncethe sites for obstacle belts Al and A2 (for-ward of PL White) have been approved bythe division, plans are made by the brigadeengineer, company commanders, the bri-gade aviation LO, and TF staff for the avia-tion TF to employ three disrupt obstacle


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groups (point obstacles) within each belt.While these groups are not normally dic-tated to the aviation TF, they might be inthis situation to help in quickly assumingcontrol of the security area. The initial loca-tion of the groups is a result of careful anddetailed analysis of METT-T, reinforced byreconnaissance. It is detailed enough to pre-clude any significant changes in the intentand location of the groups. The groups aredesigned to facilitate the aviation TF’s abil-ity to gain early contact with the enemy andto maintain pressure on it through thesecurity-area fight. Group planning is alsovital to support initial logistics and engineerresourcing for the belts. Conventional obsta-cles, along with air and ground Volcano,MOPMS, ADAMs and RAMMs, can all beresourced for these belts.

Detailed planning conducted at the brigadeand subsequently with the aviation TF mayallow lift assets to haul and place Class IV/Class V (obstacle) supplies at obstacle-grouplocations. These same lift assets may also beable to sling engineer equipment forward, asrequired. The aviation TFs have two pri-mary missions during phase 1. They are—

Early warning of the main body.

Destruction of enemy reconnaissanceforces.

For a light force, the destruction of enemyreconnaissance elements is especially criti-cal. Such destruction significantly degradesthe enemy’s ability to develop an accuratepicture of the MBA. The aviation TF’s ini-tial obstacles should focus on the destructionof enemy elements and, ultimately, the dis-ruption of the its lead echelons. Detailedground and air reconnaissance, detailedobstacle planning conducted at the brigade,and the S2’s templating of the enemy’sreconnaissance and first-echelon elementsaid in the final positioning of obstacles. Ini-tial engineer effort is directed at supporting

the counterreconnaissance fight. This effortcan consist of point obstacles integratedwith remote-sensor devices from militaryintelligence assets available in the brigade.These obstacles serve to destroy enemyreconnaissance elements and provide earlywarning to the aviation TF of its presence inthe brigade’s sector, allowing AHs toquickly respond.

M/S responsibilities in the security areaalso encompass elements of the light tankcompany. The brigade commander directstwo platoons of the light tank company to bepositioned just forward of the FEBA (in the2d battalion’s sector), controlling PL Greenand the BHL for the 2d battalion. They willengage enemy targets in belt A2 (EA Club)and then disengage to subsequent positionsin the 2d battalion’s sector. Obstacles in beltA2 must not only enhance indirect fires andAH fires but also main-gun fires from thelight tank platoons. Integrating these threelevels of fires with the desired obstacleeffects in restrictive terrain is ultimatelythe responsibility of the aviation TF com-mander. It requires detailed coordinationbetween the aviation TF commander, thelight tank company commander, the brigadeengineer, and the supporting company com-mander. The plan is for the light tank pla-toons to fire into EA Club at the enemy’sfirst-echelon elements. The aviation TF’sAHs then use their combat power to distractand disrupt the attack so the light tank pla-toons can disengage and displace to subse-quent positions. The brigade engineer andthe aviation TF commander consider situa-tional obstacles in belt A2 to assist the lighttank platoon and aviation TF in providingtime and space for the battle handover withthe 2d battalion.

The brigade commander wants turret-defilade positions for the two light tank pla-toons to ensure their survivability for theMBA fight. Figure 4-11 shows some missionconsiderations for security operations.


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MBA AND RESERVE OPERATIONS Each of the three battalions require differentengineer planning and execution consider-

The decisive battle to defeat the enemy ationswill be fought in the MBA (see Figure 4-12,page 4-30). Forces are positioned in theMBA so that they can control or repel enemy 1st Battalionpenetrations. The brigade engineer and The 1st battalion’s area is characterized bycompany commanders dedicate the majority restrictive terrain with two company-sizedof their planning time to the MBA fight. mounted MCs that converge at about the


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midpoint of the sector into a single battalion-sized corridor. The primary concern for thebattalion is the templated MRB, primarilyBMP- 1s, moving through its sector and intothe brigade rear.

The 1st battalion commander will conduct adefense in the sector, exercising the option tobegin his engagement of enemy forces atlong range. The battalion will accept earlybattle handover with the aviation TF wellforward of the BHL (PL Green). EA Heartand EA Diamond are designed to facilitatethe BHL. An AH and indirect and tactical-air fires will initially service the EAs. Thesefires are intended to breakup the continuityof the enemy attack as it approaches theBHL. As the aviation TF assets conduct bat-tle handover with the 1st battalion and shiftits efforts to the south, indirect and tactical-air fires continue into the two EAs. As theenemy moves within range of the battalion’sheavy antiarmor weapons (TOW AT missilelaunchers mounted on HMMWVs) at thewestern edge of the two EAs, these weaponsfurther disrupt the enemy’s synchronization,keying on HVTs. As the enemy approachesthe BHL where the terrain splits the sectorinto two company-sized mounted MCs, theTOW AT missile launchers disengage to sub-sequent positions. When the enemy iswithin range of the battalion’s organic weap-ons systems, antiarmor weapons engage itfrom multiple directions. Finally, as theenemy enters EA Jack, all the battalion’santiarmor systems are directed at thedestruction of the enemy, with AHs from theaviation TF on call.A corps light engineer company, given themission of emplacing belt Al in the securityarea, is task-organized in DS to the 1st bat-talion. This allows the corps light engineercompany commander to provide the 1st bat-talion with detailed information on the ter-rain, the obstacles, and the plan forconducting the security-area fight immedi-ately forward of the battalion. This task

organization is effective when the corps lightengineer company’s work in the securityarea is completed.

The planning and execution of engineeroperations in support of the 1st battalion arefacilitated through the company commanderthat is task-organized to the battalioninvolved in the planning process at the bri-gade. This allows his company to remainproactive to the entire operation, especiallyduring the company’s transition from sup-porting operations in the security area tosupporting the 1st battalion in the MBA.While the company is conducting operationsin belt Al, the 1st battalion will begin plan-ning for their defense in the sector. Thecompany commander is responsible for send-ing an engineer planner to the 1st battalionCP during its planning. It is preferable forthe company commander to conduct thisplanning. However, many factors helpdetermine who is actually sent, such asthe—

Current status of engineer work in beltAl.

Current enemy situation in the brigadesector.

Fact that the predominance of engineereffort will be expended in the MBAwhere the decisive battle will befought.

As the plan develops and engineer missionsare generated, engineer elements are eche-loned out of the security area into the 1stbattalion’s sector to begin work. This transi-tion is monitored closely by the companycommander to ensure the completion ofwork in the security area and the rapid shiftof engineer effort into the 1st battalion’s sec-tor. The current status of the transitionmust be reported to the brigade engineer.

A detailed terrain analysis by engineerplanners and executors is critical to the 1st


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battalion’s defense. This analysis will influ-ence two key elements of engineer support:

Obstacle-belt location (and intent).

Engineer resource allocation.

An important component to the terrain anal-ysis is the detailed information on the ter-rain and obstacles in the security areaforward of the 1st battalion’s sector. Thisinformation is important to the com-mander. It allows him to know how theenemy’s maneuver will be affected beforeentering the MBA. The corps engineer com-pany commander is the main source for thisinformation.The brigade engineer and the company com-manders develop two belts to support the 1stbattalion. A disrupt belt (B1) and a fix belt(B2) were developed using the requirement-based technique. Groups were plannedthrough the war-gaming process to deter-mine the components of the belts, but thegroups were not dictated to the battalion.Figures 4-13, and 4-14, page 4-34, showobstacle belts and defensive considerationsfor the 1st battalion.

Engineer planners developed belt B1 inanticipation of the battalion employing twodisrupt groups. These groups are aimed atbreaking up the enemy’s C2 and forcing it topiecemeal its attack. The locations of thegroup are tied to the terrain where theenemy’s maneuver formations will be forcedinto company MCs. These groups are alsointended to support early battle handoverwith the aviation TF and to initiate the bat-talion’s long-range fires in and around thearea where its TOW AT missile launcherscan effectively engage.

The fix belt (B2) is resourced for three fixgroups. These fix groups are aimed at hold-ing the enemy in the narrow portions of theMCs and in EA Jack, forcing it to breachrepeatedly. This significantly slows theenemy’s mounted movement. The groups

are also balanced against the antiarmorcapabilities of the battalion in that portionof the sector. This enhances the trackingtime available to and the maximum stand-off range of the weapons systems.

Battle handover will occur first with the 1stbattalion. To facilitate this, the 1st battal-ion must receive detailed information on theterrain and obstacles in the security areaforward of its sector. This information isvital to allow for an early, seamless transi-tion of the fight from the aviation TF to the1st battalion. This information also allowsthe battalion commander to understandwhat impact it will have on his defensivesector. The corps light engineer companysupporting the 1st battalion is the base forthis information. During war gaming withthe brigade staff, the engineer plannersdetermine that the battalion’s TOW AT mis-sile launchers can effectively engage targetsin the two westerly groups planned in beltAl. The decision on whether the battalioncommander uses these groups to facilitatethe early battle handover will be his tomake, but guidance is issued in the brigadeorder. However, the disrupt groups in beltB1 are planned to support and synchronizedefensive measures with the two adjacentgroups in belt Al.

Engineer planners direct their efforts at themounted enemy coming into the 1st battal-ion’s sector, but they are also alert to thepossibility of a dismounted enemy cominginto the sector using the restrictive ter-rain. Initial planning is conducted, andassets are resourced by the brigade to assistthe battalion in countering the enemy.Detailed planning will be conducted by thecorps light engineer company commanderwith the battalion during its planning pro-cess.

Survivability efforts must begin in the sec-tor as soon as possible due to the enemy’stemplated indirect-fire capabilities. Since


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all engineer equipment will not be requiredto support security-area preparation, somecan be echeloned to the battalion’s sectorearly and begin work on battalion assets inposition.

Protective-obstacle effort by the maneuverforces is also vital, especially around EAJack. Because the battle will be conductedat close range (combined with the brigadecommander’s concept of the operationaround EA Jack), the likelihood of an enemydismounted attack to eliminate the antiar-mor BPs is very strong. The brigade engi-neer and the company commanders addressthis Class IV/Class V (obstacle) requirementand plan resources accordingly. Care istaken to ensure that those materialsrequired for protective-obstacle effort do notcompete for resources allocated to tacticalobstacles. Guidance is issued in the brigadeorder, as required, to control these resources.

Mobility support is directed at providingegress routes for the TOW AT missilelaunchers mounted on HMMWVs to allowthem to move to subsequent positions. Thelight tank company has a be-prepared mis-sion to provide support to the 1st battalion.

2d BattalionThe 2d battalion is positioned in the enemy’stemplated main effort in the southern por-tion of the brigade’s sector. This sector ischaracterized by a battalion-sized mountedMC in the north and a battalion-sized dis-mounted AA in the south. Cross-countrymovement of tracked or wheeled vehicles inthe dismounted AA is restricted to a verylimited trail network. It is templated that adismounted supporting attack will use thisAA to attack antiarmor positions in the 2dbattalion’s sector and to secure the chokepoint in the 3d battalion’s sector. A detailedterrain analysis. verified by ground and airreconnaissance, is fundamental to maximizeengineer effort in the 2d battalion’s sector.

War gaming with the brigade staff revealsthat the battalion will most likely conduct adefense in the sector against both themounted and dismounted enemy. Thedefense against these two types of enemyforces will require significant, yet varied,levels of engineer support. One DIVENcompany with A&O platoon assets will sup-port the 2d battalion (see figure 4- 14).

Engineer support will begin early in thesecurity area forward of the 2d battalion’ssector in and around belt A2, paralleling theefforts of the corps light engineer companyin the north. This support will be executedby the light DIVEN company. When the 2dbattalion begins its planning process, thecompany commander is responsible for pro-viding an engineer planner to integrate withthe battalion staff. The company com-mander normally fulfills this responsibility(METT-T dependent).

To augment the combat power of the battal-ion against the mounted enemy, the brigadecommander task-organizes the light tankcompany OPCON to the battalion. Duringthe security-area battle, two platoons of thelight tank company will be placed in a posi-tion to control PL Green and will be clearedto fire into the westerly disrupt group of beltA2. Their direct fire must be synchronizedwith the AH fires from the aviation TF.This is the responsibility of the aviation TFcommander. However, it is facilitatedthrough the efforts of the light DIVEN com-pany commander and the light tank com-pany commander during the brigadeplanning process and during actual obstacleemplacement.

Because of the two types of enemy in thissector, engineer planners at the brigadedevelop four belts. Two of the belts arefocused and resourced against the mountedenemy, and two are focused and resourcedagainst the dismounted enemy infiltration.


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Belt B3 is resourced for two disrupt groups.Its intent is to—

Ensure that the enemy’s mounted for-mations deploy before entering theMBA

Allow initial flank-and-rear antiarmorengagements from the battalion.

Belt B3 is also positioned to facilitate theseamless transition of forces from thesecurity-area battle to the MBA.

Belt B4 is resourced for two fix groups and aturn group. Its intent is to turn and hold theenemy force in EA Queen. This can enhancethe fires of both light tank companies—

From their subsequent positions.

From the battalions’ antiarmor BPslocated in restrictive terrain around EAQueen.

The dismounted enemy’s infiltration willprobably begin early to synchronize itsattacks with the mounted enemy’s attackswithin the MBA. Identifying and gainingcontact with the dismounted enemy’s infil-tration early (forward of PL Green), and dis-rupting the timing of its attacks with thetiming of the mounted enemy’s attacks, isvital to the 2d battalion’s defense. Throughguidance issued in the brigade order and thebrigade commander’s approval of positioningbelt B5 forward of PL Green, the battalionwill be able to gain early contact with thedismounted enemy while it is still in thesecurity area. The battalion conducts exten-sive counterreconnaissance and uses combatpatrols (closely linked to AP obstacles), earlywarning devices, and limited visibilitydevices to gain early contact with the enemyand to destroy them.Belt B5 is resourced for two fix groups andone turn group. The initial fix group isplanned to allow the battalion to hold theenemy in order to establish a tactical

advantage and to allow for an air-assaultHATK using lift assets from the aviationTF. When executed, these actions disruptthe timing of the dismounted enemy’sattack. This allows the battalion to focusits efforts and resources separately andfighting the two different enemies simulta-neously. The turn group is planned to iso-late antiarmor BPs from the dismountedenemy, while the second fix group hasthe same purpose as the first and actsas its extension. Situational obstaclesare also planned within belt B5 to assistin rapidly developing a very decentralizedbattle. These obstacles are primarily APSCATMINEs (ADAM and Volcano AT andAP mix). The execution of situational obsta-cles is closely linked to the—

Decision points verified by the battal-ion’s extensive counterreconnaissanceefforts.

Execution timings rehearsed by thebattalion.

The brigade engineer’s major concern whilelight DIVENs establish obstacle belt B5(forward of PL Green) will be fratricidedeconfliction with both indirect and AHfires. Extensive coordination, initiated,directed, and monitored by the brigade,between the 2d battalion and the aviationTF must be conducted to minimize fratri-cide risks. The brigade engineer ensuresthat some AT obstacles are resourced (pre-dominantly point type) to allow the engi-neers to restrict mounted movement ontrails in the belt.

Belt B6 is resourced for two fix groups, aturn group, and a block group. Belt B6 wasdeveloped as a separate belt from B5 forthree principal reasons:

It was war-gamed that the opera-tional tactics by the battalion willbe closely linked to the terrain,


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specifically terrain features to thesouth of EA Queen.

The dismounted AA is constrained for-ward of PL Orange, possibly impactingthe maneuver formations of the enemyforce.

Initial resourcing and positioning ofClass IV/Class V supply points in thebattalion sector was simplified by theestablishment of the separate belt.

The turn and block groups planned for beltB6 are of key importance to the brigade. Theturn group is directed at denying the dis-mounted enemy access to the light tank com-pany’s subsequent positions forward of PLBlack. The block group is aimed at denyingenemy penetration into the 3d battalion’ssector. To ensure synchronization and integ-rity of the obstacle belts and the maneuverplan, the brigade engineer conducts detailedcoordination with his counterpart in thesouthern brigade. This validates the com-mander’s intent and concept of the opera-tion, helping to ensure that the two brigadesare complementing each other’s efforts. Thiscoordination may be directed by the DIVEN.

Survivability support for the 2d battalionmust be initiated early, with assets from theattached A&O platoon constructing turret-defilade positions for the two light tank pla-toons forward of PL Red. The initial posi-tioning of these elements is directed by thebrigade; therefore, this work can begin par-allel to the engineer company’s effort in thesecurity area. Coordination as to the actuallocation and status of survivability work forthe light tank platoons will be conductedwith the 2d battalion. Survivability work insupport of the light tank company’s subse-quent positions in the sector must begin asearly as possible. This depends on guidancefrom the battalion commander. The battal-ion may also choose to position its TOW ATmissile launchers mounted on HMMWVs

forward as well, allowing them to dig in atthe same time. Survivability support for theantiarmor BPs will also be extensive.Because the antiarmor BPs are positionedalong the enemy’s AA, they must be pre-pared with sufficient survivabilityefforts to survive significant enemy prepa-ratory indirect fires. To provide additionalsurvivability support, the corps light engi-neer company commander is issued a be-prepared order to provide additional bladeteams (from the OPCON CSE platoon) tosupport the 2d battalion. Protective obsta-cles are emplaced by the maneuver forcesaround the antiarmor BPs primarily alongthe dismounted AA. Protective-obstacleresourcing is initially done by the brigadeengineer. Modifications to his estimates arecompleted by the TF engineer in conjunctionwith the 2d battalion support platoonleader, as required. These efforts will besubstantial as they must protect against thepossible infiltration attack and expected dis-mounted assaults from the BMP battalionsaround EA Queen.

Mobility support will be centered on theability of the light tank company and theTOW AT missile launchers mounted onHMMWVs to displace to subsequent posi-tions throughout the battalion’s sector. Inaddition to its move from forward of theBHL to its subsequent position in the battal-ion’s sector after battle handover (LaneLion), the light tank company will move onorder back to the 3d battalion (Lane Tiger).It also has a be-prepared mission to supportthe 1st battalion (Lane Bear). Lane closureand marking and identification proceduresshould be initiated by the brigade to ensureconsistency throughout its sector. The bri-gade engineer must ensure that detailedcoordination (in reference to lane status)occurs between the three battalions and thelight tank company commander as theycross battalion boundaries.


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3d BattalionThe 3d battalion is positioned to the rear ofthe 1st and 2d battalions. Its focus is ondenying the enemy the high-speed AA intothe brigade rear. The 3d battalion’s sector ischaracterized by a mounted battalion (+)sized AA in the north that passes througha choke point in the depth of the sector.The southern portion of the sector con-sists of very rugged and restrictive terrainthat supports a dismounted AA of at leastbattalion strength. It is templated that sur-viving enemy forces from both the 1stand 2d battalion’s fight will attack to securethis choke point. The light tank company,along with AHs from the aviation TF, willbe available to the 3d battalion for thefight. The CSE platoon (less its road grad-ers) is task-organized to support the 3d bat-talion from the beginning of the operation.The CSE platoon remains under brigadecontrol.War gaming by the brigade staff shows thatthe combination of the terrain, the brigadecommander’s mission for the 3d battalion,and the establishment of the no-penetrationline supports a strongpoint-type defensearound the choke point. The brigade engi-neer and the other engineer planners realizethat a significant amount of manpower,time, and assets must be expended for thistype of defense. Early and detailed esti-mates for Class IV/Class V supplies andengineer assets are critical to the operation.The resources must be closely monitored bythe brigade engineer to ensure that criticaltime and effort are not lost. As engineerassets are available from the 1st and 2d bat-talion’s sectors (and on order from the bri-gade commander), they will be echelonedinto the sector to begin work.

Planning and work by the 3d battalion mustbegin as early as possible. The brigade engi-neer must decide early in the brigade plan-ning process who will—

Provide the 3d battalion staff engineerinput during planning.

Have overall execution responsibilityfor engineer efforts.

In this scenario, it is war-gamed that thecorps light engineer company will completeits efforts in the 1st battalion’s sector first.Another key factor is that the battalioncommander and the supporting engineerunit commander(s) must conduct a groundreconnaissance. This is important so thatwork priorities can be established within allsectors. The first priority is to make theposition impassible to mounted forces. Thesecond priority is to protect the battalion’santiarmor positions from a dismountedattack. The third priority is to protect theinfantry forces that are guarding the antiar-mor weapons.

Engineer planners at the brigade developedand resourced two block belts in support ofthe 3d battalion’s defense (see Figure 4-14,page 4-34). Because of the no-penetrationline established by the brigade, the intent ofbelts D1 and D2 may be dictated by the bri-gade commander. Belt D1 is resourced fortwo fix groups and one block group. Itsfocus is on an enemy mounted attack. BeltD1 is positioned to facilitate the transitionof the MBA fight to the 3d battalion. It isaimed at initially fixing the enemy’smounted formations in EA King and then atblocking enemy formations forward of thechoke point and PL Gold (the brigade’s no-penetration line).

To facilitate the transition of the fightbetween the battalions, an engineer-specificcontact point is established at the commonboundary of the three battalions. Figure4-13, page 4-33, shows this contact point.By establishing a contact point, the brigadeengineer can ensure that the battalion’s TFengineers have coordinated and synchro-nized their efforts, especially in the area


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where the two main enemy AAs merge. Spe-cific requirements for the time and type ofinformation to be transferred at the contactpoint are outlined in the engineer annex.

Belt D2 is resourced for a turn and a blockgroup. It is focused on the dismountedenemy coming from belt B6. Similar to beltsB5 and B6 in the 2d battalion’s sector, theturn group’s objective is to isolate the antiar-mor systems in and around the choke pointfrom the dismounted enemy. Contact withthe dismounted enemy must be establishedearly around PL Black, and engineer effortsin belt D2 must facilitate this. The dis-mounted enemy must not be allowed to getbehind the 3d battalion’s forces at the chokepoint if PL Gold is to remain intact. Toenhance the effectiveness of belt D2,detailed terrain and obstacle informationand its potential impact on the dismountedenemy must be passed from the 2d battal-ion’s TF engineers to the 3d battalion’s TFengineers.

Survivability support for the 3d battalionwill be the most intense in the brigade sectorand must begin early to ensure that a suffi-cient level of protection is achieved. Thechoke point and the positions controlling itwill receive intensive artillery attacks.Therefore, survivability must be ensured forC2 nodes, crew-served weapons, antiarmorweapons, and the light tank company. Tosupport the block intent established by thebrigade commander, turret-defilade posi-tions are required for the light tank com-pany and the TOW AT missile launchermounted on HMMWVs. This level of surviv-ability will require early coordination withthe 3d battalion’s TF engineers, the battal-ion commander, and the light tank companycommander. Dismounted attacks are tem-plated to be intense and frequent as theenemy attempts to gain control of the chokepoint. Protective obstacles constructed bymaneuver forces around the antiarmorBPs and any positions established on the

dismounted AAs in belt D2 will be critical.Engineer planners at the brigade will con-duct the initial resourcing for this effortearly, ensuring that tactical and protective-obstacle efforts do not create resourcing con-flicts.

Mobility support will again focus on thelight tank company that will be supportingthe 3d battalion when it falls back to its sub-sequent positions. Lane-closure plans andinformation on the status of lanes Tiger andBear will be exchanged at the engineer con-tact point. Because the light tank companywill be moving into the 3d battalion’s sectorduring the MBA fight, lane closures affect-ing its displacement may require brigadecontrol. Lane closure also affects the lighttank company’s mobile reserve mission. Thereserve force is usually held back until theenemy has committed itself and has becomedisrupted and extended. The brigade com-mander determines when to commit thereserve forces. This commitment willrequire that the light tank company be ableto rapidly move to any of the three battal-ion’s sectors. The brigade engineer is ulti-mately responsible for monitoring the lane-closure plan and must work closely with theTF engineers and the light tank companycommander to ensure successful execution.Engineer involvement in the combined armsrehearsals for the light tank company’smovement on the battlefield is vital.

From an engineer standpoint, the reserveforce must survive long enough to becomecommitted. Once the reserve force is com-mitted, it must have the mobility to performits counterattack. This may require somesurvivability support initially and thensome mobility support in the form of improv-ing combat trails, ford sites, and so forth.During the preparation of the battlefield,flank obstacles can be emplaced or situa-tional obstacles can be planned to supportthe counterattacking force if the counterat-tack route is known. This requires that the


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brigade engineer conduct extensive coordi-nation with the reserve force to prevent frat-ricide and to ensure that its mobility is notaffected. Figure 4-15 shows some missionconsiderations for MBA defensive opera-tions.

REAR OPERATIONSThe objective of rear-area operations is toensure that maneuver units receive continu-ous support from the support units of thebrigade (see Figure 4-16, page 4-42). Theseoperations consist of force protection andarea damage control (ADC) actions that aretaken by all combat, CS, CSS, and HN units.They work singly or in a combined effort tosecure the force or to neutralize or defeatenemy operations in the rear area. Rear-area operations represent a critical fight forthe brigade commander and the brigadeengineer. DIVENs are not equipped to han-dle the diverse, equipment-intensive tasksinvolved in rear operations. Therefore, thelight infantry brigade relies heavily on corpssupport for general engineering in the bri-gade rear.In this scenario, the light DIVEN companyhas established the BREC in the brigaderear, and it is tied in to the brigade rear CP(see Figure 4-17, page 4-43). The corps lightengineer company ties in with the estab-lished BREC. It augments the BREC’s capa-bility to monitor, track, and control engineersupport to the brigade rear and monitor andtrack engineer support in the MBA. The col-location of the two company CPs greatlyenhances this capability. The brigade engi-neer assigns the CSE platoon the missions ofmaintaining the LOC (within the brigaderear and to the battalions’ trains, asrequired) and supporting the FSB and theBSA. Specific details on mission assign-ments will come from the brigade’s rear CP.Engineer missions in support of the brigaderear should be close to completion before

missions in support of the MBA and reararea are started because of the level of engi-neer support required.

Survivability support is essential in main-taining combat operations. Engineer sur-vivability support is provided throughfortifications and protective obstacles. Thebrigade S4 is responsible for the protectionof the BSA. The brigade engineer workingwith the BREC plans for the survivability ofall units in the brigade rear area. Initialguidance for determining the priority ofengineer support for base and base-clustersupport operations is laid out in the brigadeOPORD. This guidance is based on the bri-gade engineer’s evaluation (in conjunctionwith the brigade staff and the inputreceived from the brigade rear CP) of thecurrent and expected level of threat activityin the rear area. The priorities are based onthe following factors balanced against thethreat level:

Vulnerability of the base cluster.

Self-defense ability of the base-clusterunits.

Criticality of the unit to the success ofthe brigade mission.

Recuperability of the unit and itsassets in the base cluster.

Once the priorities are established, thethreat level must be understood, and thebase-cluster defense must be designed tocounter the threat’s most probable COA.Obstacle recommendations to support rear-area operations are also based on the threethreat levels (see Table 4-2, page 4-44).

Coordinating, tracking, and moving ClassIV/Class V (obstacle) supplies forward tothe battalions is a principal concern for thebrigade engineer and the BREC. Preconfig-ured packages of Class IV/Class V (obstacle)supplies can greatly simplify planning andexecution of logistics operations. Chapter 6


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provides details on the CSS process for engi-neers supporting the light brigade. The bri-gade engineer’s goal is to get divisions orhigher assets to throughput the material tothe TF sector and coordinate dedicated haulsupport for moving the supplies once deliv-ered. Transportation assets in the FSB arevital. In restrictive terrain, the lift assets inthe aviation brigade provide rapid and flexi-ble haul support.

Other rear-area missions the brigade engi-neer plans for are as follows:

Rear ADC.

HN support.

Tactical support to the combat force.

Synchronized and integrated engineer sup-port and planning for rear-area operationsrequire dedicated engineer input to the bri-gade rear CP. Although the MBA consumesthe majority of the brigade engineer’s plan-ning effort and engineer resources, supportto rear operations is essential to ensure thecommander’s freedom of maneuver and thesuccess of the close operation. Figure 4-18shows some mission considerations for rearoperations.

ENGINEER DUTIES AND CONSIDERATIONSThis chapter covers the basics of anextremely complex operation using thedefensive framework as a tool to analyze theprocess. It is important to remember thatthe scenario is only a tool to bring out impor-tant concepts and procedures for engineersupport. To establish the engineer frame-work and to plan engineer support for thebrigade, the brigade engineer uses the engi-neer estimate, the scheme of engineer opera-tions, subunit instructions, and the brigade

engineer annex. Company commandersintegrate these tools with their unit ordersto prepare and execute the plan.

BRIGADE ENGINEER IN THE DEFENSE

The brigade engineer’s main responsibilitiesin planning and controlling defensive opera-tions are—

Identifying engineer missions.


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Recommending the allocation of engi-neer and engineer-mission-relatedresources.

Planning, tracking, and synchronizingengineer battlefield functions.

Understanding threat composition anddoctrine.

Understanding friendly compositionand doctrine.

Determining what engineer resourcesare needed by using the engineer workestimate.

Requesting additional resources fromthe division, if necessary.

Synchronizing the obstacle plan withthe maneuver commander’s intent andscheme of maneuver.

Recommending engineer task organiza-tion to the maneuver commander.

Coordinating fire support to cover bri-gade obstacles.

Coordinating with the aviation LO, AirForce liaison, and the fire-support ele-ment for FASCAM.

Monitoring obstacle reports.

Assisting the S2 in the IPB process.

Continually updating the maneuvercommander on the status of obstacles.

Providing the brigade S4 with the esti-mate of Class IV/Class V suppliesrequired for tactical obstacles.

Providing a terrain analysis of the bri-gade’s sector.

COMPANY COMMANDER IN THEDEFENSE

The company commander is the executor ofengineer missions in support of the bri-gade’s defense. He must clearly under-stand the maneuver commander’s intent.Additionally, the commander must do amission analysis of his sector. The companycommander—

Works closely with the brigade engi-neer during the planning phase.Provides the brigade engineer with therealistic work capabilities of his com-pany.Helps foresee problems based on hisknowledge of the company.Aids the brigade engineer in develop-ing the obstacle plan.

Conducts a reconnaissance of theassigned sector.

Issues orders to the company.

Supervises platoon leaders (TF engi-neers) on—- Developing the TF obstacle plan.

- Covering critical points (for example, FASCAM, obstacles covered byobservation and fire, and engineerClass V supplies).

- Handling problems brought up bythe maneuver battalions.

Keeps the brigade engineer informedas to the status of survivability effort,obstacle emplacement, and logistics.Becomes familiar with friendly andthreat weapons systems and mustknow which ones are most likely to beseen.


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CHAPTER 5

O t h e r T a c t i c a l O p e r a t i o n s

Airborne, air-assault, and light infantrybrigades conduct other tactical operationsto support both offensive and defensiveoperations. In many cases, these operationsare an inherent part of an offensive ordefensive plan. In all cases, they requirespecial engineer considerations during plan-ning and execution. The brigade engineerand the company commander must have a

fundamental understanding of other tacti-cal operations and the special engineerrequirements. The engineer missionsinvolved in supporting other tactical opera-tions are essentially the same as those out-lined in Chapters 3 and 4. Furthermore,the principles of engineer C2 outlined inChapter 2 still apply during planning andexecution.

FORCE PROTECTIONProtection conserves the force’s fightingpotential so that it can be applied at a deci-sive time and place. Protection focuses ontwo areas:

Conserving the force’s ability to gener-ate combat power.

Denying the enemy the ability to gener-ate combat power against the force.

Commanders implement force protection witha force-protection plan. A force-protectionplan addresses all components of protec-tion, including fortification, deception,countermobility operations, and protectiveobstacles. This plan includes both active andpassive protective measures. While fre-quently applied in OOTW, force protectionmust be addressed in all levels of war,throughout the battlefield framework andduring all types of operations. FM 5-114 out-lines actual force-protection measures thatthe brigade and supporting engineer unitsmay employ.

The brigade engineer and supporting com-pany commanders are involved in the bri-gade’s force-protection measures from twoperspectives. They—

The

Provide input to the brigade’s force-protection plan.

Assist in the critical aspects of execu-tion and the actual monitoring of theimplementation of the commander’splan.

FUNDAMENTALSbrigade’s force-protection plan is devel-

oped in line with the brigade’s decision-making process outlined in Chapter 2. Theforce-protection plan is—

Developed by the combined arms bri-gade staff.

Derived from force-protection guid-ance from the brigade commander.

Other Tactical Operations 5-1

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Based on the combined arms execution.

Updated and revised continuously.

While force-protection planning and execu-tion is a combined arms responsibility, engi-neer input and assistance are critical to itssuccess. Specifically, planning engineerinput with the S2 during the IPB processensures that engineer intelligence needs areintegrated into all reconnaissance and col-lection plans, intelligence requirements (IR),and PIR.

THE THREATForce-protection planning is threat based,keying on IPB/EBA. It is also balancedagainst available resources. The brigadeplan focuses on trying to remain proactive,rather than reactive, to the potential attack.The ultimate goal of the force-protectionplan is to balance the attack probabilityagainst the consequences of inadequate pro-tection, with the cost (time and resources)for adequate protection (risk level).

Before developing the force-protection plan,engineer planners and executors must fullyunderstand the threat as it applies to forceprotection. Only when the threat is under-stood by the brigade engineer and the com-pany commanders can engineers play asignificant role in protecting the brigade.Once the threat is understood and engineerforces supporting the brigade are given timeand priority, they can assist the brigade inestablishing effective protective measures.The threat’s tactics and methods are differ-ent, based on the regional AOs, the opera-tional tempo (OPTEMPO), and the areawithin the battlefield framework. Thethreat and the process used to evaluate it,must be understood by the engineer.

The threat template developed during theS2’s IPB is used as the foundation for theforce-protection planning process and must

be continuously reevaluated. This reevalu-ation occurs at either a set time (for exam-pie, every two hours) or a critical event (achange in the threat’s tactics and weapons).If the reevaluation process of templatingthe threat does not occur, the commander’sforce-protection plan rapidly becomes static,and the brigade becomes reactive to thethreat’s attacks.

Aggressor TypesThe threat is closely evaluated in terms offorce protection to provide more detailedinformation to the initial threat templatedeveloped by the S2. The threat is catego-rized into four types of aggressors thatengineers must understand so they canprovide input to the brigade's force-pro-tection plan. They are—

Criminals.

Protectors.

Terrorists.

Subversives.

See Figure 5-1 for a description of each type.

Aggressor TacticsThe threat employs a variety of tacticsagainst the brigade. Any one or any combi-nation of these tactics may be used. Also,the brigade may be faced with an evolvingthreat, employing tactics not listed in thischapter. Figure 5-2, page 5-4, lists variousaggressor tactics.

Aggressor Attack MethodsThe attack methods (weapons, tools, andexplosives) used by the threat to accomplishits goals are as varied as the techniques andtheir application. Weapons may range fromrocks and bottles to sophisticated guidedsystems used to attack targets. Tools are

5-2 Other Tactical Operations

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normally used in forced-entry operations tobreach protective components or barriers.Explosives are commonly used to destroyfacilities and kill personnel. Figure 5-3 listssome of the attack methods and describestheir potential employment.

PLANNING PROCESS

Step Two: Determine the compositionof assets (personnel, equipment, andfacilities).

Step Three: Determine the level of pro-tection required for each asset.

Step Four: Design systems and activi-ties to counter the threat.

The force-protection planning process is Figure 5-4 shows how the force-protectioncomprised of the following steps: planning process parallels the military

Step One: Define the threat and attack decision-making process.probability.


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Figure 5-4. Relationship of the force-protection planning process to the militarydecision-making process

Step OneThe results of this step are used to directforce-protection planning and design instep four. This step relies heavily on theIPB process already conducted during thedecision-making process. It also providesthe basis for step two, determining and eval-uating enemy and friendly capabilities and

vulnerabilities and potential COAs focusedon the enemy’s assault and potential attackof brigade assets. The bulk of the informa-tion is routinely derived from the DST andMCOO. Step one is a distinct process; how-ever, it is ultimately performed simulta-neously and continuously with the IPBprocess. This step has five parts as follows:


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Template the aggressor type and poten-tial assault and attack methods. Thisinformation is an extension of thetemplate and is normally compiledduring the IPB process; it is focusedon threat. Additional requests forinformation (RFIs) or PIR are routinelydeveloped by the planning unit tofill specific information voids forprotective-obstacle planning.

Evaluate the terrain around the asset.The area surrounding the asset is eval-uated against the templated aggressorand his ability to employ his preferredweapon, tool, or explosive. This evalua-tion helps determine the validity of theemployment of any templated assaultor attack method.

Template potential assault and attacktargets. This is derived from theaggressor template.

Prioritize templated assault and attackmethods based on the developed situa-tional template (used in determiningthe protection level in step three).

Prioritize templated assault and attacktargets based on the developed situa-tional template (used in step two).Which targets, or assets, within the bri-gade are going to pay the biggest bene-fit to the aggressor if they are damagedor destroyed?

Step TwoDuring this step of the force-protection plan-ning process, commanders and staffsdevelop a comprehensive list of all units andsystems that require protection.

A list is established, identifying the initialeffort priority for each unit and system.Prioritizing the list helps the brigade engi-neer focus time and resources at criticalunits and systems that require engineer

support. Initial-effort prioritization is basedon the criticality and vulnerability of theunit or system being evaluated. This priori-tization is verified during step three of theforce-protection planning process when finalguidance is received from the commander.Assets are normally assigned a numericalpriority. Multiple assets can hold the samepriority level.

Step ThreeThis step focuses on taking information col-lected and developed in steps one and twoand applying it to determine protective lev-els. Once the levels are determined, staffplanners design, position, and resource pro-tective efforts. Step three is divided into twoparts as follows:

Determine the force-protection levelrequired for each position. The critical-ity (to the brigade) of the asset and thelikelihood of an attack and assault (thecriticality of the asset to the threat)determine the protection level for eachasset. Two primary components offorce protection for the brigade are for-tification effort and protective obsta-cles. These two building blocks areused to achieve the commander’sdirected force-protection level. There isnormally a balance between protective-obstacle effort and the fortificationeffort available for the position. Deter-mining the level of protective-obstacleeffort required by a position is ulti-mately determined through the com-mander’s guidance balanced againstthe directed level of survivability forunits, personnel, and systems withinthe position.

Determine for the brigade the force-protection level required to counter thethreat. The staff determines the levelof protection required and gives its rec-ommendation to the commander. This


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is normally stated in terms of protec-tion against a given method of attack.For example:

“All priority one assets (priorities estab-lished in step two) within the brigade are tobe provided level two threat protection (firsttwo templated threat attack methods, deter-mined in steps one and two) within 72hours. All priority two assets (within theBSA only) are to be provided level one pro-tection within 72 hours and level two protec-tion within 96 hours.”

Step FourThis step focuses on the final design andresourcing of the force-protection plan.Once the level of protective effort is deter-mined (step three), protective activitiesare determined, positioned (as required),and subsequently resourced. FM 5-114,Appendix A, addresses specific techniques tocounter potential threats. The key to thisstep is ensuring that the planned protectiveefforts accomplish the following:

Counter the templated threat.

Do not significantly degrade any directand indirect fires and observation.

Support the commander’s force-protec-tion plan.

Force-protection planning and its executionare not one-time processes. They must becontinually and systematically updated,depending on METT-T, force-protection sta-tus changes, and the commander’s guid-ance. Figure 5-5 shows the force-protectionplanning process (its steps and actions to betaken). Figure 5-6, page 5-10, is an exampleof a matrix used to track force-protectionplanning and execution.

To ensure brigade-wide dissemination, theresults of the force-protection planningprocess become elements of the brigadeOPORD/operation plan (O PLAN). Astatement/paragraph outlining the com-mander’s intent for force protection can beaddressed in paragraph 3 of the execution,in addition to a dedicated force-protectionannex, as required.

MILITARY OPERATIONS ON URBANIZED TERRAINOperations in a MOUT environment areplanned, coordinated, and executed in thesame fashion as an operation in any othertype of environment. Urbanized terraindoes not change the nature of the operation,but it does cause the brigade engineer andthe company commander to plan, coordi-nate, and execute using some additionalconsiderations. Therefore, Chapters 3 and 4of this manual contain the bulk of informa-tion and doctrine that the brigade engineerand company commander need.

BRIGADE ENGINEERThe brigade engineer performs the followingwhen planning force protection:

Secures blueprints of buildings; sewer,electrical, and water systems; and oth-ers.

Determines the location of utilities(power, water, telephone system, masstransit hubs, and mass fuel locations).

Determines the availability of HNequipment, construction materials,fortification resources, civilianwork-force assets, and civilian subjectmatter experts (SMEs) (guides, electri-cians, and so forth).

Determines the unexploded ordnance(UXO) characteristics in the AO (type,number, density, and location).


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Considers centralized planning anddecentralized execution.

Determines how the rules of engage-ment (ROE) affect engineer capabilitiesand missions.War-games engineer support duringthe following phases:- Phase 1- Isolate the area.- Phase 2- Control dominant terrain

(no traffic/no resupply in or out).- Phase 3- Seize a foothold.- Phase 4- Clear the urban area.Establishes the following commonobstacle-control measures:

- Obstacle marking.

- Obstacle lane marking.

Establishes demolition blast signals(visual and audible).

Establishes common route markings.

Plans for security requirements to pro-tect Class IV/Class V supplies andengineer equipment.

Ensures that engineers breach/reducetactical obstacles and the infantrybreaches/reduces protective obstacles.

War-games SOSR in MOUT andensures rehearsals.


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Plans for mobility teams (task-organizedbased on METT-T). SMEs educateinfantry on obstacle breaching tech-niques.

Plans in three dimensions (aboveground, ground level, and belowground).

Plans an engineer contingency missionfor EOD.

Plans for a hasty defense.

Plans for follow-on engineer require-ments.

Plans and resources route-clearanceoperations.

Addresses special obstacle-reductionrequirements.

Addresses and requests EAD engineersto support brigade general engineeringtasks.

War-games and plans for the contin-gency of MOUT-peculiar follow-on mis-sion requirements.

Addresses and resources the increase ofdemolition and Class V requirements inMOUT.

Plans for additional “bunker-busting”capabilities (AT-4, shoulder-launched,multipurpose assault weapon (SMAW),and so forth).

Requests the following special MEE:

- 120-foot rope.

- Grapnels.

Plans for the procurement of the fol-lowing additional materials (locallyfabricated, if required).

- Satchel charges (field expedient, ifnot available).

- Rope ladders/ladders.- Marking materials (paint, chalk,

engineer tape, and chemical lights).- Bangalore torpedoes.

- Fragmentation/concussion grenades.Disseminates booby-trap neutraliza-tion equipment and techniques (specialRFI) to higher or sister brigade.

COMPANY COMMANDERThe company commander performs the fol-lowing when planning force protection:

Identifies special equipment needs forthe platoons.

Plans for continuous resupply ofengineer-specific logistics, especiallydemolition.Ensures that combined arms rehears-als are conducted for all operations.Teaches infantry demolition andbreaching techniques.

Plans for decentralized operations(team leader level).Ensures that eyery soldier under-stands ROE and how they affect engi-neer support of the operation.

Works closely with the brigade engi-neer during the planning process.

RETROGRADE OPERATIONSA retrograde operation is an organized movement may be forced or voluntary; how-and orderly movement of forces to the rear ever, in either case, the division commanderor away from the enemy. The rearward has authorized it.


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TYPES

The basic types of retrograde operationsare—

Delay.

Withdrawal.

Retirement.

All three types are usually combined insimultaneous or sequential action. Forexample, a battalion TF may conduct a delayto facilitate the rest of the brigade’s with-drawal or retirement.

Delay

The intent of a delay is to slow the enemy,cause it casualties, and stop it (where possi-ble) without becoming decisively engaged.The brigade accomplishes this by defending,disengaging, moving, and defending again.The concept of the operation for a delayfrequently requires offensive operations(counterattacks/spoiling attacks) on the partof the delaying force.

WithdrawalThe intent of a withdrawal is to allow thebrigade to disengage from the enemy andreposition itself for some other mission.That mission may be to—

Delay the enemy.

Defend another position.

Attack at another place and time.

The two types of withdrawals are–

Under pressure. The brigade disen-gages and moves to the rear while incontact with the enemy.

Not under pressure. The brigade dis-engages and moves to the rear whilethe enemy is not attacking.

Retirements

A retirement is a retrograde operation inwhich the brigade, while not in contact withthe enemy, moves to the rear in an orga-nized manner. Tactical movement tech-niques are employed as well as foot marchesand vehicular road marches. Retirementsmay follow withdrawals, or they may beginbefore contact is made with the enemy.

ENGINEER SUPPORTThe underlying purpose of engineer supportto retrograde operations is twofold. First,the mobility of the brigade must be main-tained regardless of the type of retrogradeoperation being conducted. Mobility opera-tions focus on maintaining the ability of theforce in contact to disengage while preserv-ing the main body’s freedom of maneuver.Second, the force must be protected duringits retrograde. Light infantry forces areparticularly vulnerable to enemy actionsduring retrograde operations. For this rea-son, they are normally conducted under lim-ited visibility conditions. Engineers providesurvivability for units left in contact andextend the time available to the brigadecommander by reducing the enemy’s mobil-ity through obstacles, fires, and terrain.

The focus of engineer support to retrogradeoperations is normally countermobility andmobility operations. The actual priority ofsupport depends on whether or not the bri-gade is in contact with the enemy. Theplanning considerations laid out in the fol-lowing paragraphs apply equally to any ofthe retrograde operations. They require theapplication of METT-T to determine the pri-oritization of engineer mission support.

Staff Planning

Engineer involvement in the staff plan-ning process for a retrograde is critical.Because of the up-tempo of the operation,


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all contingencies are to be addressed, war-gamed, prioritized, and resourced beforeexecution. The tactical situation normallydoes not facilitate any significant changes toa plan once the operation is under way. Ofspecial importance is the engineer’s involve-ment in the IPB process. The level of detaildeveloped by the staff and notably the engi-neer planner affects resourcing, task organi-zations, and ultimately execution.

During brigade retrograde operations, thebrigade engineer coordinates with the S2 onengineer-specific PIR. These PIR are aimedat facilitating and maximizing the efforts ofengineer units conducting the counterrecon-naissance fight and retrograde. Consider-ations include the templating of enemyreconnaissance and main-body attack routesinto the brigade sector. These consider-ations aid in the planning and execution ofobstacle belts supporting the retrograde bythe brigade.

Vital to all retrograde operations is the iden-tification of routes to be used by the brigade.While conducting the terrain analysis dur-ing the IPB process, the brigade engineerworks closely with the S2 to determine feasi-ble routes. Once complete, these routes arecoordinated with the brigade S3 and thecommander to determine the actual routesthat meet operational requirements. Onceroutes are identified, engineers conductroute reconnaissance to verify their traffica-bility and suitability for the brigade. Infor-mation gained on the reconnaissance iscritical to the brigade staff during COAdevelopment and analysis.

The brigade engineer’s involvement in theIPB process is vital to the retrograde. Aslaid out in Chapter 4, the end result of thebrigade engineer’s input into the MCOO isthe determination of the effects the terrainwill impart on the attacking enemy. Oncedetermined, this product of the terrain anal-ysis impacts the—

Positioning of obstacle belts.

Positioning of decision points to assistin lane closure.

Execution time of situational andreserve obstacles.

CountermobilityCountermobility planning for retrogrades isnormally conducted centrally by the brigadeengineer. However, execution is normallydecentralized; it is conducted only with aclear understanding of the commander’sintent and concept of the operation. A majorcomponent in countermobility planning andexecution during a retrograde operation isthe synchronization of all the BOSs.

Situational obstacles provide a key combatmultiplier to the commander. For the lightforce, FASCAM obstacles are the predomi-nant type, providing the commander maxi-mum flexibility. Situational obstacles areplanned predominantly against the mostlikely or the most dangerous AAs (whereexecuted obstacles are not feasible). Situa-tional obstacles, like other engineer opera-tions in retrogrades, are normally centrallycontrolled.

Lane ClosureC2 of lane closure is vital to the brigade’sretrograde. Normally, lane closure is cen-trally resourced, planned, and executed bythe brigade to ensure that mission executionis in line with the commander’s intent. Fre-quently, obstacles identified for closinglanes become the brigade’s reserve obsta-cles. Lane closure depends on the—

Enemy and friendly activity.

Level of contact.

Size of the force left in contact.

Engineer forces available.


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Lane-closure parties (engineers if METT-Tallows) close lanes upon notification fromthe commander to whom execution authoritywas delegated (the maneuver force over-matching the obstacle). Synchronization iscritical to prevent the trapping of friendlyforces between the obstacle and the enemy.Target turnover becomes important whenreserve targets are prepared by engineersand turned over to the infantry for execu-tion. Target turnover and its executionmust be detailed so that an infantry unit(platoon or squad leader) can execute themission according to the commander’sintent. All lane-closure operations must berehearsed.

Mobility

The brigade usually has a mobility advan-tage within its sector on interior LOC. Thisadvantage must be capitalized on and main-tained, by proper and timely use of engineerassets during the operation. One of thesteps required during retrograde planning isthe identification of routes. The size, loca-tion, and type of routes selected has signifi-cant impact on engineer support. Routeselection impacts countermobility planningand execution as well as mobility operations.

Once the routes are finalized, the companycommander is responsible for ensuring thatthey are upgraded and maintained asdirected. LOC maintenance frequentlyrequires nondivision engineer assets andsupport. Lanes through friendly obstaclesmust be established and marked. Every sol-dier in the brigade must clearly understandthe brigade’s lane-marking system. Guidesare frequently left at obstacle-lane locationsto ensure safe passage. Because of the criti-cal nature of the mission, consider allowingengineers to assume the responsibility ofproviding guides, if METT-T allows.

AviationArmy aviation units use retrograde opera-tions to reposition units and to attackenemy forces, providing additional time forthe maneuver force to disengage. Engineerssupport the aviation units through FACEoperations and obstacle emplacement.Detailed planning between aviation unitssupporting the brigade and the BMEC iscritical to the synchronization of this effort.

Battlefield DeceptionDeception operations target the enemy forceto cause indecision and to prevent it fromconcentrating combat power at a friendlyforce’s weakness. The brigade engineercoordinates with the S2 and the S3 duringinitial planning to determine what battle-field deception assets are available. Forexample, a tank silhouette that is partiallydug in may cause the enemy to think thefriendly force is defending instead of con-ducting a retrograde operation.At the engineer company level, not only cancountermobility operations shape the bat-tlefield, but they can also deceive the enemyas to what mission the brigade is actuallyconducting. For example, utilizing engineerequipment forward gives the appearance ofpreparing for a hasty defense while coveringthe withdrawal of a force.

Combat Service SupportEven though the unit is conducting a retro-grade operation, some engineer assets andsupplies may be moving forward. The bri-gade engineer is responsible for deconflict-ing these movements. This is accomplishedby coordinating with the brigade S4 on thefollowing issues:

Some engineer equipment cannotkeep up with the brigade’s trains andmust be hauled using transportationassets. To meet this requirement,


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transportation assets may have to come Fuel requirements for forward heavyfrom the division. engineer equipment increase if theEngineer Class V supplies need to be equipment is working in support of thebrought forward and rearward. Mines retrograde operation. This fuel must beneed to be positioned at obstacle lanes identified, like all other classes of sup-so they can be closed. ply, before it is moved to the rear.

PASSAGE-OF-LINES OPERATIONS

A passage of lines is an operation in whichone force moves (forward or rearward)through another. Engineer considerationsfor each are similar and depend on whetherthe brigade is the passing force or remainsin place. Primary considerations thatimpact planning for a passage of lines arethe—

Passage of engineer control.

Exchange of information.

Mobility of the passing force.

The passage of control between passing andin-place brigades is one of the key consider-ations in any passage of lines. The com-manders of the in-place and passingbrigades must establish a mutually agreed-upon event that triggers the passage ofcontrol. During a forward passage of lines,control of the battle is given to the passingbrigade once it is committed to the passageroutes or corridors. Once control is passed,the passing brigade exercises tacticalcontrol (TACON) over the in-place brigadeuntil all of its forces are beyond the direct-fire range of the in-place brigade. During arearward passage of lines, however, controlis passed from the rearward-passing unit tothe in-place brigade unit. Forces in therearward-passing brigade turn over TACONto the in-place brigade once they are commit-ted to the passage routes or corridors.

The brigade engineers must have a thoroughunderstanding of when functional andunit control is passed and the disposition of

engineer forces and missions at the time ofpassage. When control is passed betweenthe brigades, the corresponding brigadeengineer assumes TACON (through theTACON commander) of all engineer forces ofthe passing and in-place brigades. The con-trolling brigade engineer can then recom-mend mission assignments to the TACONcommander for engineers of the adjacentbrigade based on immediate requirementsduring the passage. This is critical duringthe forward passage of lines since it providesthe passing brigade engineer a means ofaccomplishing unforeseen engineer taskswith minimal impact on engineer support tothe subsequent attack.

Close coordination between brigade engi-neers is critical to the success of the passageof lines. The brigade engineers of both thepassing and in-place brigades collocate dur-ing the planning and execution of the opera-tion. They initially focus on the exchange ofinformation on—

Zones established by the division.

Locations of established belts, groups,and individual obstacles.

Details of reserve obstacles.

Situational-obstacle planning andresourcing.

Routes through the brigade sector.

The passing brigade engineer then ensuresdissemination of the information to subordi-nates through coordination with the brigade


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S3 and instructions in the brigade OPORD,engineer annex, and engineer overlays.

Whether conducting a forward or rearwardpassage, the in-place brigade is responsiblefor providing mobility for the passing unitalong cleared routes or corridors through itssector. The in-place brigade engineer con-ducts a complete analysis of the passage-of-lines concept of operations. The in-placebrigade normally tasks subordinate maneu-ver units to prepare the routes or corridors.The brigade engineer recommends taskorganization for engineer forces within thebrigade, based on the assets needed to clearassigned routes and corridors. Clearingoperations must be completed before the ini-tiation of the passage. Additionally, thepassed brigade engineer must plan themethod for the closure of lanes throughobstacles, if required, once the passage iscomplete.

The passing unit organizes for in-stridebreaching operations before initiating thepassage of lines. This is to ensure rapid sup-port for mobility operations and continua-tion of the passage in the event a route isshut down during the mission. Creatinglanes through the in-place unit’s obstaclesrequires permission from the brigade exer-cising TACON. Authority to reduce friendlyobstacles in response to an immediate tacti-cal situation may be given to subordinateunits. The authority is included in the coor-dinating instructions of the brigade’sOPORD. Under all circumstances, thisaction must be reported to the passed unit sothat the obstacle can be repaired. The bri-gade engineers must closely monitor thepassage during execution to advise therespective brigade commanders on theimpact of such occurrences.

C2 of both the passed and passing unit engi-neers during the passage of lines is alsotransferred to the brigade that is exercising

TACON. That brigade engineer must facili-tate control of the engineer units duringplanning and execution of the passage oflines by having an accurate status of allengineer assets, activities, and obstacle-control measures in the sector. Thisincludes the status of all reserve targetsand situational obstacles, including the exe-cution criteria for each.

The following coordination considerationsare for the brigade engineers of the passingand in-place brigades:

Types of information exchangedbetween the brigade engineers are asfollows:

-

-

-

-

Obstacle overlays (planned, pre-pared, and executed).Class V stockpile, locations, types,and quantities.Routes and lanes (alternates, limi-tations, and restrictions).

Obstacle and lane marking andguide positioning.Enemy engineer assets, capabilities,and recent activity as templated.

Friendly unit assets, capabilities,and limitations.Communication (frequency, vari-able, challenge/password, and soforth).

Date, time, and location for engi-

-

-

-

- neer key leader rehearsals.

Brigade engineer execution checklistfor in-place units is as follows: -

-

-

Coordinate with the S2 for the coun-terreconnaissance fight.

Rehearse with all key engineerleaders.Place guides.


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- Specify obstacle lane-marking proce- Brigade engineer execution checklistdures and logistics. for passing units is as follows:

- Complete mobility requirements(brigade rear to brigade front) beforepassage initiation (reconnaissanceand route maintenance).Plan for lane closure once the mis-sion is complete.

- Coordinate for prestocked Class IV/Class V supplies at lane locations.Report engineer assets, capabilities,and limitations to the brigade engi-neer of the passing unit.

- Disseminate the communicationsplan.

-

-

-

-

-

Rehearse with all key engineer lead-ers.

Task-organize mobility teams tosupport the main effort (METT-T).

Be prepared to assume TACON ofengineer responsibilities.

Maintain the current status of bothbrigades’ assets, abilities, and limi-tations.

Disseminate the communicationsplan.

RELIEF AND LINKUP OPERATIONSA relief operation is a combat operation inwhich all or part of a unit is replaced withanother unit. The two types are—

Relief in place

- Units are similar in size.- Defensive operations continue.Area relief.

- Units are dissimilar in size and/ortable of organization and equipment(TOE).

- Defensive needs are improving orunit expects a change of mission tooffensive operations.

Engineer requirements remain essentiallythe same for either type of relief operation;however, turnover of obstacles, particularlyreserve targets, are more difficult and timeconsuming during an area relief operation.This is especially true if a smaller-size unitis replacing a larger element.Linkup operations are conducted to makephysical contact between two forces to con-duct future operations. Both forces may bemoving toward one another, or one may be

stationary or encircled. Linkup operationsmay be conducted in a variety of circum-stances. They are most often conducted to—

Complete the encirclement of anenemy force.

Assist the breakout of an encircledfriendly force or an attacking forcewith a force inserted in the enemyrear.

Engineer-specific issues and tasks are simi-lar for both relief and linkup operations.

PRINCIPLES

The following key considerations are used inplanning and executing a relief operation:

Security.

Speed.

Control.

SecurityBecause of the inherent vulnerabilitiescreated by a relief operation, it must be


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concealed from the enemy for as long as pos-sible. Deception and operational security(OPSEC) are both important from the out-set.

SpeedOnce a relief operation begins, it isextremely vulnerable to being spoiled by theenemy. Unnecessary delays during execu-tion must be avoided to prevent giving theenemy time to acquire a target and massfires.

ControlControl is the most important relief opera-tion principle. Intermingling forces placeincreased demands on brigade C2, particu-larly if enemy contact is made during theoperation.

ENGINEER SUPPORTEngineers contribute most to a relief opera-tion by assisting the brigade in achievingspeed and control. Therefore, these two prin-ciples become the focus of the brigade engi-neers of the relieved and relieving unitsduring planning and execution. Both brigadeengineers must work together to develop aunified scheme of engineer operations. Theymust fully understand the entire scope of themission, to include the defensive plan andthe concept for the relief. This helps the bri-gade engineers identify the engineer tasksthat must be accomplished to maintainspeed and control during the operation.

Engineers facilitate the brigade’s require-ment for speed in two ways. They—

Provide mobility to both the relievedand relieving units.Expedite obstacle turnover.

The brigade engineers for both units mustdevelop engineer task organizations that

meet the needs of the TF’s mobility require-ments. Brigade engineers also facilitatespeed through a rapid but complete obstacleturnover. Obstacle location, configuration,and composition are consolidated and pro-vided to the relieving unit. Reserve targetsand situational-obstacle information arealso included in the turnover. Additionalinformation may include choke points, routereconnaissance, engineer estimates, loca-tion of HN engineer assets, and engineer-specific coordination with flank units.

Brigade engineers assist their respectivebrigade’s control of the relief operation by—

Providing detailed mobility planning.

Developing a detailed obstacle-turnover plan.

Providing LOS to maintain engineercontinuity during the relief.

When planning mobility operations, the bri-gade engineers review the relieved unit’sdefensive plan overlaid with the relief oper-ation concept. Routes for the entering andexiting units must be clearly identified andmarked; guides may be needed. The bri-gade engineers determine the mobilitytasks that must be accomplished on eachroute. The relieved unit prepares the routesthrough its sector for the relief operation.Depending on METT-T, both brigades mayneed to plan to use mobility teams duringthe operation.

When developing the obstacle-turnoverplan, the relieved brigade engineer musthave a detailed and current status of eachobstacle in his sector. An individual obstaclelist and a complete obstacle overlay must behanded over to the relieving brigade engi-neer. This may also include the turnover ofHN assets, barrier materials, and engineerestimates of the AO. TF engineers areresponsible for the same level of coordina-tion with the relieving TF engineers, which


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is then verified by the company com-mander. This process ensures the redun-dant flow of information, facilitating adifficult and detailed operation. The brigadeengineers must also determine how toexchange reserve obstacles and situational-obstacle plans.If supported by METT-T, the presence ofengineer LOS (engineer squad level) at theinfantry company level can greatly enhancethe speed and control of obstacle turnover.Upon linkup, engineer LOS with the reliev-ing units become familiar with the existingobstacles, terrain, and direct- and indirect-fire control measures that are integratedinto the obstacle plan. Rapid, efficient turn-over is critical for two reasons. It-

Ensures that the maneuver com-mander is immediately capable of usingthe existing obstacles as a combat mul-tiplier in defeating the enemy.

Expedites the shifting of engineer effortfrom obstacle turnover to improvingthe unit’s defensive posture or prepar-ing for a future attack.

Most relief operations occur when a unit isin either a hasty or deliberate defense.Light forces have the inherent requirementto conduct relief operations while therelieved unit is not in a defense. This usu-ally takes place when a light force is reliev-ing another light force while securing alodgment (either a forced entry or anunforced entry) on an airfield, a port facility,or a combination of the two. An example ofthis is a brigade of the 82d Airborne Divisionrelieving the 75th Ranger Regiment duringan airfield seizure mission, followed by ele-ments of the 10th Mountain Division reliev-ing the 82d Airborne Division. When a lightunit relieves another light unit, it is essen-tial that the level of threat expected by therelieving unit is accurately templated andthat preparations are made accordingly. Aninitial brigade R&S plan is prepared at the

home station, and refinements are made toit from information received during the ini-tial liaison. Relieving units that are seizing/securing a key facility have some specialengineer considerations that differ from thehasty or deliberate defense.

AIRFIELD RELIEF OPERATIONSAirfields are critical for sustainment of lightforces. Once the lodgment is established,the engineers’ most important mission is tomake the runway operational and maintainit so that the air-land flow is uninterrupted.To effect this, the brigade engineer collo-cates with the brigade-level CP that controlsthe airfield (normally an assault CP fromthe brigade assault force). Coordination isalso conducted with the Air Force combatcontrol team (CCT) representative on theairfield. The brigade engineer obtains thefollowing information from these indi-viduals:

Status of the airfield, to include theminimum number of operating strips;the maximum number of on-groundaircraft that the airfield can currentlyand eventually hold; any known dam-age to the runway, taxiway, and park-ing apron; work estimates to get theairfield operational; and any scheduledmaintenance being conducted to keepthe airfield operational.

Status of the airfield facilities, toinclude the control tower, hangars,electrical power, runway lights, andbulk-fuel locations.

Availability and location of HN sup-port, to include hauling and off-loadingassets and engineer equipment.

PORT-FACILITY RELIEF OPERATIONSA port-facility relief operation is similarto an airfield relief operation. However,


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instead of receiving aircraft, the unitreceives ships, and instead of being relievedby light forces, the unit is probably relievedby a heavy force (Marine amphibious force(MAF) or Army mechanized unit). The bri-gade engineer should consider the following:

Status of the port and facilities, toinclude an estimate of the water depth

RIVER-CROSSINGNormally, light infantry brigades do notconduct river-crossing operations withoutextensive EAD augmentation, includingadditional EAD engineers (such as tacticalbridging units). However, light infantrybrigades may be tasked to support a cross-ing as part of a larger division or corps oper-ation where a light division is moving intoan area to allow heavy units to continue theattack across a river and beyond. It mayalso support an infiltration operationfocused at supporting a larger force’s cross-ing operation.

River-crossing operations fall into three cat-egories:

Hasty.

Deliberate.

Retrograde.Deliberate river-crossing operations arecovered in this chapter as a worst-case sce-nario for light engineer support. FM 90-13contains additional information on deliber-ate river-crossing as well as a discussion ofthe hasty and retrograde river-crossingmethods.

A deliberate river crossing is an attack thatis planned and carefully coordinated withall concerned elements. It is based on—

Thorough reconnaissance.

Evaluation of all intelligence and rela-tive force ratios.

(divers may be needed), availabledocking sites, and off-loading equip-ment (cranes).

Availability of HN equipment and per-sonnel support to facilitate the off-loading of equipment.Status of port damage, current portrepair, and maintenance operations.

OPERATIONSAnalysis of various COAs.

Other factors affecting the situation.

A deliberate river crossing requires exten-sive planning, detailed preparation, andcentralized control. It is usually conductedagainst a well-organized defense when ahasty river crossing is not possible or hasfailed. This type of river crossing requiresthe sudden, violent concentration of combatpower on a narrow front, in an area wherethere is a high probability of surprise.

A deliberate river crossing supports the tac-tical plan in four phases:

Advance to the river.

Assault across the river.

Advance from the exit bank.

Secure the bridgehead line.Light units may serve as the river-crossingassault force in conjunction with air-assaultoperations behind the enemy’s defenses onthe river. Once the far side of the river iscleared, rafting or bridging operations canbegin. The actual crossing operation isoften planned and executed by the brigadeXO and staff. In this capacity, the brigadeXO is the crossing-area commander.

The first two phases of the deliberate rivercrossing use control measures throughassembly areas and holding areas (seeTable 5-1). These control measures pertainonly to a small-boat assault by light forces.


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The only light engineer river-crossing requirement should be independentcapability for vehicles and equipment from the crossing engineers. Chapter 3would be through the identification and covers the planning and execution forconstruction of fords. The final two offensive operations. Table 5-2, page 5-22,phases beyond the river crossing require gives some planning considerations forengineer support for offensive opera- the brigade engineer and the companytions. The engineers supporting this commander.

REAR-AREA OPERATIONS

The brigade rear is that area from the TF’srear boundary to the brigade’s rear bound-ary. Brigade rear operations are designed toensure freedom of maneuver and continuityof operations, including sustainment andC2. Brigade rear operations normally havelittle immediate impact on current closeground operations but are critical to subse-quent operations.

Reserve forces and CS and CSS units arelocated in the rear area. The BSA, FOBS,FARPs, artillery fire bases, and TF combatand field trains may be positioned in thebrigade rear area. Engineer support ofrear- area operations may require additional

engineer assets. These assets need to berequested from the corps through the divi-sion. Adequate engineer support of rear-area operations requires detailed plan-ning and coordination by both the bri-gade engineer and the company XO. Thecompany XO also acts as the BSA engi-neer.

Rear-area engineer operations, if neglected,may cause the maneuver plan to fail.Therefore, rear-area engineer operationsmust be planned and executed to sustainthe combat power of the light infantry bri-gade and to allow the brigade to provideneeded support to its TFs.


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MOBILITYThe brigade engineer addresses rear-areaoperations during the IPB process. As theterrain expert, he determines possible rear-area-unit locations from a mobility andcountermobility support standpoint. Directcoordination between the brigade engineer,the BREC, the brigade S3, and the brigaderear CP results in rear-area-unit locationsthat are both operationally sound and traffi-

The brigade engineer also plans route-reconnaissance and route-clearance opera-tions and MSR maintenance, Reconnais-sance of initial MSRs must be done byengineers so they can be validated for useby the brigade’s support vehicles. The initialreconnaissance gives the brigade engineerand the company commander an initialwork estimate for repair and maintenanceof the MSRs.

cable, The brigade engineer must also coor- After the initial review of the IPB process,dinate with the brigade S3 and S4 to ensure particularly the enemy templating pro-that trafficable and easily maintainable cess, the brigade engineer can deter-MSRs are identified in the brigade’s mine how frequently route-clearanceOPORD. operations are needed to keep the MSR


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open. The frequency can range from an ini-tial route clearance to task-organizing aroute- clearance team with each convoy thattravels on the MSRs. This frequencydepends on the enemy’s assets and capabili-ties and the current level of threat. Duringengineer-intensive operations (for example,defense), the brigade may need additionalengineer support (corps engineers) to ade-quately conduct these missions.

SURVIVABILITYDuring rear-area operations, engineersfocus on force-protection support to units inthe rear area. FM 5-114 covers the levels ofsupport, as do Chapters 3 and 4 of this man-ual. The brigade rear area consists of keymaneuver brigade elements and supportunits that need survivability positions con-structed by engineer units. Some of theareas needing emphasis are the BSA, FOBS,FARPs, artillery fire bases, and TF fieldtrains.

Unit operations officers have staff responsi-bility for their units’ force-protection plan-ning from two perspectives. They—

Prepare their unit’s force-protectionplans (according to the brigade rearCP).

Provide input (and capability) to theunit they are supporting.

As with other missions, engineer force-protection planning must be well thoughtout, logical, and integrated with other staffplanning. Force-protection plans or policiesare developed in line with the commandestimate process, with the overall force-protection policy and plan being the respon-sibility of the brigade commander. Thelevel of threat established during the IPB isthe key factor in determining the amount of

force protection the brigade rear arearequires. The engineer must be involvedwith the IPB process to ensure that engi-neer intelligence needs are integrated intoreconnaissance and collection plans, IR,and PIR.

COUNTERMOBILITY

All rear-area units are required to emplaceprotective obstacles around their perime-ters to prevent enemy infiltration their basecamps. The brigade engineer plans tacticalobstacles to support the commander’s force-protection plan. Engineers may be requiredto provide SMEs to individual units to con-struct protective obstacles; however, theengineers are not responsible for the obsta-cle construction.

GENERAL ENGINEERING

The maneuver brigade relies on the engi-neers to improve base camps and for theoverall sustainment of other sites in the bri-gade rear area. Time and materials avail-able, the degree of support, and the specificthreat in the rear AO determine the sus-tainment requirements.

AREA DAMAGE CONTROL

The brigade engineer develops plans for—

Assessing or estimating damage.

Clearing a damaged area.

Reconstructing and/or rehabilitatingan area if damaged by either friendlyor enemy activity.

Divisional light engineers normally requireexternal support from EAD engineer unitsto execute ADC missions.


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MOUNTAIN OPERATIONS

Operations in mountainous terrain requirespecial equipment and training andacclimatization, along with a high degree ofself-discipline, if they are to succeed.These operations are planned, coordinated,and executed in the same fashion as anoperation in any other type of environ-ment. Planning considerations outlined inChapters 3 and 4 apply. Because of theiradaptability and tactical mobility in restric-tive terrain, light forces are frequently inthis environment. The brigade engineer andthe company commander should take intoaccount the following special considerationswhen planning operations in mountainousterrain:

LOC are typically inadequate in quan-tity and capacity; therefore, significantengineer equipment augmentation toconstruct and upgrade the LOC isessential. Consider task-organizingengineer heavy equipment forward toensure that mobility is not hinderedand that LOC are well maintained.Rockslides and mud slides can presenta considerable obstacle in the moun-tains.

Construction time for field fortifica-tions and obstacles (particularly abovethe timberline and in rocky areas) orduring periods of extreme weather maybe significant. Resupply assets are con-strained because of the terrain. Con-siderable time and equipment may berequired to emplace these field fortifi-cations because of the rocky ground. Inextreme cases, extensive use of demoli-tions may be necessary.

Stream crossings are frequent and dif-ficult (particularly during the rainyseason or spring thaw) and are usuallyaccomplished by expedient means.

In extremely rough terrain, cablewaysand tramways offer an effective meansof supplying an attack and evacuatingthe wounded.

Standard military bridging should beon hand to reinforce existing bridgesthat typically have low military loadclassifications.

Helicopters play a key role in mostmountain operations (both maneuverand logistics support). This makes itnecessary for engineers to clear andlevel LZs, PZs, and FARPS. Neverthe-less, the low-density altitude andextreme weather can significantlyreduce the effectiveness of helicopters,resulting in an increased reliance onground LOCs.

METT-T may dictate increased decen-tralization of light engineer assetssince mountainous terrain requiressmall-unit decentralized operations.

Additional items (such as compressors,power drills, chain saws, and bulldoz-ers) may be necessary to operate effi-ciently. Large amounts of explosivesand obstacle materials may also berequired.

Enemy minefield are typically sited atchoke points where the bypass is diffi-cult or impractical; therefore, thescouts should be augmented with engi-neers to enhance the brigade’s abilityto collect engineer IR (for example,provide detailed minefield reconnais-sance).

SCATMINES are extremely effectivefor isolating most objectives because ofthe limited LOC available to theenemy.


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Engineer reconnaissance should pre- operations. Aerial reconnaissance andcede all operations since maps are inad- the division terrain-analysis teamequate; however, it should not delay should be used to the maximum extent.

JUNGLE OPERATIONSThe brigade engineer and the company com- season. Lime stabilization is also amander should consider the following when field expedient method of stabilizingconducting operations in support of the bri- wet soils.gade in jungle terrain: It is essential that the infantry provide

Road construction in the jungle is usu- security to engineers performing mis-ally affected by poor drainage, heavy sions.rainfall, and poor subgrade founda- Operations in the jungle include—tion. These problems can be dealt withby— -

- Avoiding low ground for road con-struction.

- Laying long sections of pontoonbridging or corduroy or chess pallingroad through low swampy ground.

-

- Making roads wider, which thins theoverhead foliage, so that the sun-light dries out the road.

- Using subgrade materials to supportheavy traffic.

-

- Using runway matting or paving onroads to control erosion during therainy season and dust during the dry

Clearing vegetation with engineerequipment to provide unobstructedfields of fire around fixed facilities.Requesting augmentation engineersto clear vegetation back 100 metersfrom MSRs; this greatly discouragesinsurgent mining and ambush oper-ations. Paving the roads also signifi-cantly hampers insurgent miningoperations.Tasking engineer teams to habitu-ally clear the same route. Thisenables them to become intimatelyfamiliar with the route and to locaterecently emplaced mines and boobytraps.


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CHAPTER 6

C o m b a t S e r v i c e S u p p o r t

CSS for the light engineer company ischaracterized by constrained organicassets and a heavy reliance on externalsupport. Requirements facing engineerplanners range from sustaining compa-nies and their organic platoons operatingin a support role with another unit tosustaining an entire company operatingby itself at brigade level. Light forceoperations frequently require units tooperate in restrictive terrain with littleor no access to ground LOC. This fact,coupled with the light brigade’s missionof rapid deployment anywhere in theworld, creates a very challenging CSSenvironment. CSS for the light engineers

must ultimately accomplish the follow-ing:

Sustain engineer company operations,to include attachments from its parentHQ and, as necessary, those fromcorps.

Cater to engineer company missionrequirements in support of currentand future brigade operations.

Mission CSS will prove to be the most chal-lenging as the light engineer will fre-quently find himself operating anywhereon the brigade battlefield under changingtask organizations.

SUSTAINMENT PRINCIPLES

Sustaining the light engineer company incombat is one of the greatest challenges fac-ing the engineer planner and the companycommander. CSS planners assist both thecommander and the brigade engineer inmaking the best use of available resources byfollowing the sustainment principles of mod-ern warfare.

ANTICIPATION

The brigade engineer and the company corn-mander forecast future requirements andaccumulate assets needed to accommodatelikely contingencies. Engineer operationsfrequently require—

High fuel-consumption rates (higherthan the majority of equipment foundin the light brigade).Engineer-specific Class IX repairparts.Large amounts of Class IV/Class Vbarrier materials.

Demolitions for both offensive anddefensive operations.A large commitment of maintenanceand transportation support.Financial services to support the localpurchase and contracting of HNassets and materials.

Combat Service Support 6-1

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Personnel losses and unit capabilities mustalso be anticipated to plan for continuousoperations and future missions. Forwardengineer units depend on the CSS system oftheir supported unit and create a large drainon an already overloaded and austere sys-tem. The brigade engineer must anticipatepossible task organization changes that willaffect the flow of engineer sustainment.Additional missions will be created by theCSS support plan (for example, clearing a LZfor aerial resupply). These missions must beanticipated and planned for during the mis-sion analysis. Another mission that must beplanned for is the passage of CSS unitsthrough obstacles for follow-on missions.

INTEGRATIONCSS must be integrated into the tacticalplan. Too often, a COA or plan is selectedthat cannot be supported logistically. Thebrigade engineer must ensure that the engi-neer plan supports the maneuver com-mander’s intent while being logisticallysupportable. He should make an accuratebut timely recommendation on requiredlogistics support.

CONTINUITYEngineer units are always committed toeither the current battle or the preparation

for the next battle. They need a constantflow of supplies and services to be produc-tive and effective. Maneuver units rely onlulls in the tempo of an operation to con-duct CSS operations. Engineers usually donot have this opportunity since many oftheir missions occur during the lull in bat-tle. This increases the need for engineersto plan for continuous routine and emer-gency logistical support.

RESPONSIVENESSThe sustainment system must keep pacewith rapid decision cycles and mission exe-cution to react quickly to crises or opportu-nities. It must continually respond to achanging situation and the shifting of engi-neer units on the battlefield. Interim con-tingency sustainment support must beplanned for until the task organization ismodified or changed. When possible, theplan should include aerial resupply.

IMPROVISATION

CSS organizations must improvise to meetcurrent needs and respond to unforeseenemergencies. They should plan for and useHN supply assets, facilities, and equip-ment, whenever possible.

CSS ORGANIZATIONS AND FUNCTIONS

When engineer CSS operations are undercompany control, the company sustainsthe supporting companies and their pla-toons. The company also assists, trouble-shoots, and facilitates mission-oriented CSSoperations for its units when they are task-organized to subordinate units in the bri-gade.

TACTICAL LOGISTICAL FUNCTIONSThe tactical logistical functions of CSS are—

Manning.

Arming.

Fueling.

Fixing.

Moving.

Sustaining the soldier.

Manning

The systems of personnel readiness man-agement, replacement management, and

6-2 Combat Service Support

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casualty management must meet the needsof the units. The services provided include—

Personnel accountability.

Strength reporting and management.

Replacement operations.

Awards and decorations.

When under parent-unit control, the DIVENheadquarters and headquarters company(HHC) Personnel and Administrative Center(PAC) provides most of the company’sadministrative support. Information ispassed from the company to the PACthrough the S1 or the PAC supervisor.When the company is task-organized to amaneuver brigade, it normally receivesadministrative support from the brigade.The engineer company is only responsiblefor reporting casualties and requesting per-sonnel actions.

The brigade S1 manages the support pro-vided to the engineer company by thepersonnel-services company (PSC). He col-lects reports from the maneuver battalionsthat give the statistics on their attachedengineers. The BREC is responsible forreporting the personnel statistics of theengineer company and those units not task-organized to the maneuver battalions. Thebrigade rear CP operates the brigade S 1 sec-tion that–

Performs strength accounting andcasualty reporting.

Verifies replacement operations.

Performs administrative services andlimited legal, personnel, and financialservices.

The engineer company XO and 1SG are thepersons who coordinate with the brigade S1section.

ArmingArming the force is normally associated withammunition requirements to destroy theenemy. For the engineers, arming the forceis divided into the following categories ofrequirements:

Mission sustainment.

Unit sustainment.The brigade engineer can influence bothunit and mission sustainment requirementsthrough early integration into the sustain-ment planning process at the brigade mainand the brigade rear CPs. The following willassist engineer units in accomplishing theirmission:

Sound sustainment estimates.

Accurate tracking of the engineer unitsustainment posture.

Continuous coordination with the FSBto ensure that requirements for engi-neer units are properly forecasted, pri-oritized, and delivered.

Mission Sustainment. Installing obstaclesin the offense and defense requires supplies,such as Class IV/Class V, that are requisi-tioned by the FSB for both division andnondivision engineer units (see Figure 6-1,page 6-4). These supplies are normallymoved from corps supply and ammunitioncompanies by corps trucks as close to theobstacle locations (groups) as possible. This—

Minimizes multiple material-handlingrequirements.

Reduces transportation requirementson brigade transportation assets.

Facilitates a more rapid emplacementof the obstacles.

If mission-required supplies cannot bedelivered directly to the obstacle locationsby corps transportation assets, a plan is


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transportation assets. Engineer units arenot responsible for planning, controlling, andexecuting the delivery of mission-requiredsupplies.

Unit Sustainment. The FSB CSS structureservices engineer units, usually through ech-eloned support paths. For DIVEN units,these paths flow to and from the divisionthrough the brigade’s FSB. Supply and ser-vices for nondivision engineer units are nor-mally requisitioned through the corpssupport battalions and the corps personnelunits that support them (see Figure 6-2).

required that uses division and brigade Resupply System. The two resupply sys-tems available to the company commanderare the—

Push system. Prepackaged bundles ofsupplies are sent to units on a regularbasis without being requested. Thesebundles are easy to configure andspeed up the throughput of supplies.Pull system. Units request specificquantities and types of items neededfor resupply. Requests are usuallysubmitted on the unit logistical status(LOGSTAT) report, which allows thecommand to use limited haul assets totransport the most critical supplies.


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Both systems have benefits and shortcom-ings. If only the push system is used, a unitmay develop a stockpile of unneeded sup-plies that slows its ability to move. Addition-ally, some supplies may be neglected becausethey were not part of the push package. Onthe other hand, the pull system is a slow,laborious process that requires detailedrecords and planning to ensure that neededsupplies are requested.

During high-intensity conflicts, the FSBrelies mainly on the push package and only

handles pull requests for critical items. Iftime permits, a combination of the two ismost ideal. The FSB can determine fromthe LOGSTAT report whether the unitdesires a standard push package or a specif-ically designed pull package. TheseLOGSTAT reports are normally required atleast 24 hours in advance to allow the FSBtime to react.

Standardized Load System. One applica-tion of both resupply methods is theestablishment of a limited number of


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“brigade-common” preconfigured kits (pref-erably constructed, supported, and estab-lished by the division). These kits areconfigured as an end item for the usingunit, with all the materials necessary toachieve the desired end state of the resup-ply. The kit’s size and shape is determinedby the smallest load-carrying haul assetavailable within the brigade (for example,Black Hawk sling load and HMMWVtrailer). If a larger haul capacity mode oftransport is available, multiple kits couldbe hauled. An example is a conventionalminefield kit. The kit (or configured load)would contain enough M21 mines to con-struct a minefield of a fixed length anddepth. Based on the planning and executionrequirements, “X” number of kits would bepushed forward to the obstacle location FSPto achieve the desired intent. In this case,perhaps four kits, within the confines of theMC, would achieve a fix effect. Therefore, if30 kits are established, it defeats the pur-pose of simplicity, both for the unit responsi-ble for kit construction and the unit using it.

Since the unit can request and receive logis-tics in a packaged manner, ordering andhandling requirements are minimized at theuser level, which facilitates and expeditesthe execution.

Fueling

Because of minimal requirements for fuel inthe light brigade, most refueling assets aremaintained in the CS and CSS elements.The FSB in the brigade is the primary man-ager for fuel for the entire brigade. Throughcoordination and synchronization with theFSB, the light engineer company can refuelengineer assets forward in a timely man-ner. This is a critical, time-sensitive missionfor engineers when additional heavy equip-ment has been task-organized to the bri-gade.

Fixing

The supporting maintenance structure forlight engineer companies is austere in orga-nization and capabilities. Organic mainte-nance support is limited to operatormaintenance on all equipment except com-munications and organic weapons whichreceive organizational maintenance. Exter-nal maintenance support is critical for theengineer company, and coordination andsynchronization for this support is vital.The supported maneuver unit must provideorganizational and DS maintenance for task-organized engineers. The maneuver brigadehas mechanics to support the engineer’swheeled vehicles and weapons. The parentengineer battalion HHC normally providesan organizational contact team, with a pre-scribed load list (PLL), to the engineer com-pany when engineer equipment (smallemplacement executor (SEES), dozers,armored combat earthmover, M9 (ACES),and bucket loaders) is task-organized fromthe battalion to them. Additionally, divisionsupport command (DISCOM) provides a DSengineer equipment contact team, with abasic load of repair parts, to the FSB for for-ward repair of engineer equipment based onmission requirements. The brigade evacu-ates inoperable wheeled equipment(HMMWVs and 5-ton cargo trucks) throughmaintenance collection points. Contactteams must fix engineer equipment as farforward as possible because of the lack ofrecovery assets available to evacuate theequipment. If engineer equipment cannotbe fixed on-site, the brigade notifies theMSB so proper recovery assets can trans-port equipment to the rear.Nondivision engineer units must bring theirown maintenance personnel and a DS con-tact team for DS maintenance. These unitsstill need support from the FSB or corpssupport group to order parts; major assem-blies; and petroleum, oils, and lubricants


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(POL). A corps engineer company has asmany vehicles as the light infantry battal-ion. This can have a serious impact on logis-tics operations in the FSB if it is not plannedfor. A corps logistics-support section needsto accompany the corps engineer assets andassist the FSB with their support.

Moving

Soldiers, equipment, and supplies must bemoved rapidly and in sufficient quantities tosupport combat operations. Because of thelack of organic haul assets, special consider-ation and planning is necessary at all levelsin the light infantry divisions.

Light forces are designed to be flexible andresponsive. Therefore, they consist mainlyof foot-mobile fighters. The light force’s suc-cess is limited by the physical ability of thelight engineer to deliver to the appropriateplace on the battlefield, in a timely manner,the engineer support and materials requiredto defeat the enemy and survive. The abilityof a light engineer to fight is directly relatedto the load that he is required to carry. Thebulk and weight of explosives and mines, theprimary tools of the light engineer, are adouble-edged sword. To ensure that theyhave adequate supplies to accomplish themission, the loads are commonly excessive.The engineer leader is faced with the chal-lenge of assembling a combat load thatensures mission success. Engineer leadersshould consider load planning, calculation,and management.

Load Planning. Light forces normally planto be able to conduct operations for 72 hourswithout resupply. Soldiers must carryenough rations, water, ammunition, andobstacle material (Class IV/Class V supplies)to exist until support units can establishresupply operations. The use of aerial

resupply (such as, parachutes, LAPES, orsling loads) can be a critical asset in reduc-ing the load carried by each soldier. Loadcards are needed for all vehicles. Haul spaceis critical and needs to be managed.

Load Calculation. Historically, US sol-diers have gone into combat with too muchequipment, which slowed them down. Usu-ally, much of the excess was discarded enroute. Units must establish packing liststhat maintain individual rucksacks at man-ageable weights. When soldiers pack theirrucksack, they must adhere strictly to unitSOPs in what to pack and what not to pack.The average soldiers’ rucksack should notexceed 75 pounds (about 40 percent of anindividual’s weight). Proper load calcula-tions help ensure that all soldiers make it tothe battle. Light engineers cannot carry anarsenal of Class IV/Class V supplies. Lead-ers must assess possible missions and adjustloads accordingly. The light engineer shouldtry to avoid carrying unnecessary items. Ashape charge may seem nice to have; how-ever, usually more than one is needed, and itis not very useful without the crateringcharge. There is a lot of excess weight car-ried around on soldiers’ backs. Leadersshould arrange to have standard obstaclepackages on call and delivered by aerial/ground resupply.

Load Management. Ensure that enoughspace is left in rucksacks for essential sup-plies (such as rations, water, and ammuni-tion). Distribute the heavier loads soeveryone shares a little of the burden. Thisensures that most of the supplies are avail-able when they are needed. Key leadersneed to record the distribution of sup-plies and equipment so they know exactlywhat items each person is carrying. Maneu-ver units need to assist in carrying the nec-essary Class IV/Class V supplies.


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Sustaining the SoldierThe elements to sustaining soldiers andtheir systems are—

Personnel-services support.

Health-services support.

Field-services support.

Quality-of-life support.

General-supply support.

Personnel-Services Support. This sup-port encompasses the following areas:

Religion. This includes religious ser-vices, personal and religious counsel-ing, and pastoral care.

Legal. This includes advice and aid tosoldiers and commanders concerninglaws and regulations.

Finance. This includes all mattersinvolving a soldier’s pay.

Public affairs. This includes all mat-ters relating to command information,public information, and communityrelations.

Health-Services Support. This supportencompasses the following areas:

Medical treatment. Casualties are acertainty in war, and it is a leader’sresponsibility to ensure that healthservices are planned for and availableto his engineers. Medics from theDIVEN HHC are trained to treat casu-alties. The engineer company SOPshould require that at least two engi-neers per squad be trained as combatlifesavers. They are a vital componentto medical support in the engineer com-pany. Because the medics or combatlifesavers cannot be everywhere on the

battlefield, every soldier must betrained to provide basic first aid.

Casualty evacuation. Responsive casu-alty evacuation increases the morale ofa unit. On the decentralized battlefieldof a light force, detailed planning andcoordination are required to be suc-cessful. During the fight, casualtiesare routinely left where they receivedinitial treatment (such as self-aid andbuddy-aid). As soon as the tactical sit-uation allows, casualties are moved tothe nearest casualty collection point(CCP). These CCPs are normallyestablished by the engineer platoonwhen they are operating indepen-dently (for example, route clearance)or by the maneuver unit they are sup-porting. The casualties are then evac-uated directly to the medical companyin the FSB or to the nearest maneuverbattalion aid station. Company SOPsmust contain detailed procedures forevacuation, casualty marking, andlimited-visibility casualty-evacuationoperations.

Preventive medicine. FMs 21-10 and21-11 contains detailed informationon preventive medicine, focusing onnonbattle injury prevention and treat-ment.

While the engineer company does not haveany organic aidmen, they are available andare normally task-organized from theDIVEN HHC.

Field-Services Support. This supportencompasses food preparation, water purifi-cation, bakery facilities, clothing and lighttextile repair, laundry and shower facilities,parachute packing, air item maintenance,rigging supplies and equipment for air-drops, and mortuary affairs.


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Quality-of-Life Support. A direct relation-ship exists between adequate, well-thought-out soldier and family quality-of-life pro-grams, soldiers’ morale, and combat effec-tiveness. These operations include–

Postal services. This includes themovement, delivery, and collection ofmail in the company.

Public affairs. This is the provision ofan expedited flow of complete, accurate,and timely information, which commu-nicates the Army perspective, keepssoldiers and the American peopleinformed, and helps to establish theconditions that lead to confidence in theUS Army.

Family-support-group programs.These programs enhance the soldiers’effectiveness by making sure that fami-lies are appropriately cared for in theirabsence.

General-Supply Support. It encompassesthe provision of clothing, water, and majorend items in support of the force. Theseclasses of supply include all the systems thatsupport soldiers. The quality and acceptabil-ity of rations, clothing, and sundry packagesare critical in sustaining the morale of sol-diers, enhancing their ability to performeffectively.

BRIGADE CSS SYSTEMThe brigade receives CSS from elements ofthe DISCOM and corps support command(COSCOM). The support received includes—

All classes of supply.

DS-level maintenance.

Health services.

Field services.

Material collection and classification.

Brigade CSS comes from a habitually associ-ated FSB from the DISCOM. This habitu-ally supporting FSB provides the dedicateddivision-level CSS for its specific maneuverbrigade. It also provides area support todivisional elements operating in the brigadesector, as well as units task-organized to thebrigade, such as the engineers. It is orga-nized with a headquarters and headquartersdetachment, a supply company, a mainte-nance company, and a medical company.

ENGINEER CSS LAYDOWNThe engineer company receives CSS fromvarious elements, both inside and outsidethe supported brigade. The DIVEN battal-ion, like the maneuver brigades, is limitedin its organic capability to sustain its subor-dinate companies. DIVEN line companiesrely on either the DISCOM (through theDIVEN HHC when under parent unit con-trol) or a supported brigade’s FSB assets forlogistics sustainment. The DISCOM is orga-nized to allow it to tailor sustainment sup-port packages for the FSBs to support theCSS requirements of the supporting engi-neers.

DIVEN CompanyThe FSB provides brigade-level logisticsand health-services support to the task-organized engineer company when it is sup-porting the brigade. Personnel-services sup-port, minus promotions and transfers, areobtained through direct coordinationbetween the engineer company and the bri-gade S1.The engineer battalion’s HHC provides CSSto the engineer company when it is underparent-unit control. This support normallycomes from the DISCOM’s main supportbattalion (MSB) through the DIVEN fieldtrains. The field trains can also providelimited support packages to the engineer


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company on a case-by-case basis when thecompany is task-organized to the brigade.

Nondivision Engineer Units

The FSB provides logistics and health-services support to nondivision engineerunits supporting the brigade. Personnel-services support remains with corps person-nel units which normally locate in the divi-sion support area (DSA). To provide thissupport, special support packages from thecorps support group can be tailored and sentto the FSB to support nondivision engineerunits. They may also receive their logisticssupport from corps logistics units operatingin the brigade rear area or in the divisionrear area. Health-services support require-ments for nondivision units is absorbedinto the existing brigade’s medical supportstructure, which is normally augmented

by division and, as required, corps medicalunits. The early transfer of logistics infor-mation and requirements, to include anytactical standing operating procedures(TSOPs), is important to the combinedeffort of both the division and nondivisionengineers.

Engineer CellsThe BMEC, task-organized to the brigadeCP, is supported in conjunction with thebrigade CP (normally the main CP) theycollocate with. The brigade CPs receivetheir logistics and health-services supportfrom the FSB through the brigade HHC.Personnel-services support for the BMEC isacquired through the brigade S1 and theDIVEN S1. When the BREC is established,it receives its support through the engineercompany CP.

CSS DUTIES AND RESPONSIBILITIESThe responsibilities of the engineer organi-zation’s key CSS leaders and planning cells,and their functions within the brigade CSSsystem, are crucial to the accomplishment ofthe CSS mission.

ENGINEER PLANNERSEngineer planners and executors at all lev-els within the brigade must be familiar withthese responsibilities to ensure appropriateunit and mission sustainment of the engi-neer force.

Brigade EngineerThe brigade engineer is ultimately responsi-ble for all engineer logistics estimates andplans and the monitoring of engineer-related CSS execution within the bri-gade. When an engineer company is task-organized to the brigade, the brigade engi-neer relies heavily on the BREC to assist himin logistics activities. The brigade engineer—

Writes the engineer annex to the bri-gade OPLAN/OPORD to support thebrigade commander’s intent. He rec-ommends any command-regulatedclasses of supply and allocates and setspriorities for engineer units involvedin M/CM/S operations.Identifies FSP locations to be run bythe FSB. He identifies unit responsi-bilities for haul, push-package compo-sition, push-package timetables (withthe brigade S4), and possible FSB sup-port operations.

Works closely with the brigade S4 toidentify available haul assets (includ-ing HN assets) within the brigade andrecommends priorities to the brigadeCSS planners. He advises the brigadecommander on the impact of low-priority transportation support.

Coordinates unit MEDEVAC proceduresfor engineer units. He coordinates


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with the CSS planners to ensure thatthe FSB and MSB can handle addi-tional work loads.

Identifies critical engineer equipmentand engineer mission logistics short-ages.

Provides the brigade S4 with an initialestimate of required Class IV/Class Vsupplies for the TF obstacle groups,using the obstacle belts and groupplanning factors to allow the brigadelogistical planners to accelerate requi-sitions to the MSB. He adjusts the esti-mate based on the groundreconnaissance done by maneuver orengineer units. He plans the use ofFASCAM with fire support and logisti-cal units.

Tracks the flow of mission-criticalClass IV/Class V supplies into the BSAand forward to the TF sectors.

Coordinates MSR-clearance operations(primarily through the BREC) andtracks the status of these operations atthe brigade main CP.

Company CommanderThe company commander’s primary respon-sibility is ensuring that CSS operations sus-tain his company’s fighting potential andability to enhance the combat power of hissupported brigade. He provides criticalinsight during the brigade tactical planningprocess and provides mission guidance to hisCSS operators. The company commanderalso—

Identifies engineer-specific Class IV/Class V requirements by mission typebased on the availability of material.He updates the brigade engineer on hisinitial logistics estimate and adapts itaccording to his ground reconnais-sance.

Coordinates with the brigade engineerand maneuver units for FSP locationsand haul support. He ensures thatcoordination for Class IV/Class Vthroughput to obstacle sites is con-ducted to minimize time-consumingcross loading.

Tracks engineer equipment use, main-tenance deadlines, and fuel consump-tion.

Company XO

The company XO is the coordinator and thesupervisor of the company’s logisticaleffort. During planning, he receives statusreports from the platoon leaders, sergeants,and 1SG. He reviews the tactical plan withthe commander to determine company CSSrequirements and coordinates these require-ments with the FSB. During mission execu-tion, the XO is at the second most importantplace on the battlefield. Frequently, hefocuses his time on ensuring that the engi-neer CSS requirements are met. The com-pany XO—

Serves as the link between the brigaderear CP and the FSB, particularlywithin the realm of route-clearanceoperations. He ensures that the bri-gade rear CP is informed of capabilitiesand limitations of engineer equipmentand potential Class IX peculiarities.

Supervises all CSS coordinationbetween his engineer company and theCSS units of the brigade, the staff ele-ments of the FSB, and the brigade rearCP.

Serves as the brigade rear logisticsengineer planner.

Anticipates problems and works toavoid delays in planning and battletransition. He conducts company CSS“battle tracking.”


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Identifies the need for push packages,ensures their construction, and trackstheir usage.

Monitors equipment locations andmaintenance status.

First SergeantThe 1SG is the primary CSS operator for theengineer company. He executes the CSSplan and supervises the company trains. Healso ensures that the XO receives currentstatus reports from all subordinate unitsand assists him in preparing reports/requests for the brigade and the parent bat-talion. The lSG helps the XO/commandingofficer (CO) prepare paragraph 4 of the com-pany OPORD. He—

Executes and coordinates the com-pany’s CSS and unit sustainment.

Receives, consolidates, and forwards alllogistics, personnel, and casualtyreports to the brigade rear CP.

Supervises the evacuation of casual-ties, enemy prisoners of war (EPWs),and damaged equipment. He estab-lishes and supervises company resup-ply activities.

Monitors the company’s maintenanceactivities. He orients new personnelreplacements and assigns them tosquads and platoons, according to thecommander’s guidance.Maintains the company’s battle roster.

Tracks platoon logistics requirementsand relays/coordinates the require-ments with TF S4 for logistical pack-ages (LOGPACs).

Monitors casualty evacuation.

Assists the XO in troubleshooting logis-tics problems with the FSB and theparent unit engineer HHC.

Supply Sergeant

The engineer company supply sergeant’sprimary focus is on assisting the 1SG withlogistics support. His principal duty is theexecution of CSS operations for the com-pany and its subordinate units. He—

Is responsible for the platoon LOGPACtie-in to the TF movement schedulewhen subordinate units are task-organized to the maneuver battalions.

Coordinates unit CSS requirementswith the TF S4 and the support pla-toon leader, as required.

Maintains the basic load of all unitsustainment classes of supply.

Assists in contingency supply planningthrough maintaining up-to-date infor-mation on the tactical situation andadjusts the CSS plan as appropriate.

Is responsible for forecasting the com-pany’s consumption of food, water,ammunition, and batteries based onthe current tactical situation.

Brigade S1

The brigade S1 is the central point of con-tact for coordination of engineer companymatters concerning personnel-services sup-port. When working with a task-organizedengineer company, the brigade S1 is respon-sible for—

Coordinating engineer personnel-services support with the brigade engi-neer and the engineer company XO.

Providing and receiving personnel andstrength accounting, casualty report-ing, replacement operations, awards,and personnel management.

Coordinating chaplain support forengineer units.


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Brigade S4The brigade S4 is the central point of contactfor logistics planning and coordinationbetween the brigade engineer, the engineercompany, the FSB, and the brigade. Healso—

Identifies shortfalls and coordinateswith COSCOM units to fill require-ments.

Anticipates unforecasted logisticalrequirements and coordinates for sup-port (transition from offense to defense,and so forth).

ENGINEER CSS C2 RESPONSIBILITIESEngineer CSS C2 centers on the BMEC andthe BREC. These planning cells and theengineer company CP have specific responsi-bilities in identifying requirements, estimat-ing resources, integrating into the brigade’splanning and decision cycle, and monitoringthe execution of engineer sustainment mis-sions.

Brigade Rear Engineer CellThe BREC is the brigade engineer’s primaryintegrator in the execution of CSS opera-tions for the brigade’s engineer units. TheBREC, led by the engineer company XO,works closely with the brigade rear CP. TheBREC coordinates sustainment for currentoperations and plans and prepares for imple-mentation of future operations based onguidance from the BMEC and the companycommander. The BREC’s sustainment mis-sions consist of the following:

Maintaining the updated CSS status ofengineer units.Providing the BMEC with detailed CSSestimates to assist in formulating bri-gade orders.Ensuring that engineer sustainmentplans for-both division and nondivision

engineer units are synchronized withthe FSB.

Brigade Main Engineer CellThe BMEC collocates with the brigade mainCP. It is responsible for—

Providing input to the brigade com-mander on engineer sustainmentissues.

Developing the engineer sustainmentplan and writing the engineer CSS por-tions of the basic brigade OPLAN/OPORD and paragraph 4 of the engi-neer annex.

Ensuring that immediate sustainmentrequests received from the maneuverbattalions or the brigade tactical CP, ifactive, are forwarded to the BREC.

Tactical EngineerThe tactical engineer is part of the brigadetactical CP when it is active and when hispresence is required by the brigade com-mander. The tactical CP is normally locatedin the MBA, close to the forward battalions,where it can synchronize the combat, CS,and CSS of engineers supporting close oper-ations. The tactical engineer has limitedcapability to impact CSS operations fromthis location. His primary duties relating toCSS are receiving and forwarding reportsand influencing the redirection of engineer-related sustainment priorities for the for-ward maneuver units.

Engineer Company CPThe company commander’s administrativelogistics section establishes a CP in closeproximity to the brigade rear CP. The com-pany CP is led by the XO and is responsiblefor the sustainment of the headquarters sec-tion. This includes coordinating sustain-ment support for the engineer company CP


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and any organic or attached engineer ele - supply sergeant are the primary executorsment not task-organized to the maneuver of the engineer sustainment estimates usedbattalions. The company CP maintains in planning operations. Their training inclose coordination with the brigade’s S1 and the development of engineer sustainmentS4 sections to monitor the status of replace- estimates is essential to the effectiveness ofments, maintenance, and requisitions for the BREC. The company CP reports allsupplies and services that support the required CSS to the parent engineer battal-DIVEN units. Normally, the 1SG and the ion’s S1 and S4 in the DIVEN rear.

CSS PLANNINGThe engineer company’s efforts to plan andcoordinate engineer CSS are essential to thefull integration of engineers into the bri-gade’s sustainment structure. The BMEC(assisted by the brigade main CP), theBREC (assisted by the brigade rear CP), theFSB, and the S4 work closely to synchronizethe planning and coordination process andfacilitate sound and timely plans or ordersand sustainment for engineer units.

PROCESS

When the BREC receives the WARNORDfor a mission from the BMEC, it immedi-ately initiates a logistics estimate process.This is conducted with the brigade rearCP’s logistics planners, as outlined in FMs101-10-1/2 and 63-2-1. These estimates arespecifically focused on the sustainmentof all subordinate engineer units task-organized to the brigade. Classes I, III, IV,and V supplies and personnel losses are theessential elements in the estimate process.Close integration with the FSB can simplifyand speed up this process through the use oftheir automated data processing (ADP) sys-tems. During continuous operations, theestimate process may need to be abbrevi-ated because of time constraints. This isfeasible as long as accurate engineer-unitstatus reporting is maintained at the com-pany CP.

After conducting the estimate process todetermine the supply requirements forunit and mission sustainment, the BREC

compares the requirements with thereported status of subordinate units todetermine specific amounts of suppliesneeded to support the operation. Theserequirements are then coordinated with theFSB to ensure that the needed supplies areidentified and resourced through brigade ordivision stocks.

The requirements for unit and mission sus-tainment supplies and their availability areforwarded to the BMEC, along with a pro-jected combat power status that is based oncurrent engineer sustainment operations.At the BMEC, the requirements are ana-lyzed and translated into specific plans thatare used to determine the supportability ofbrigade COAs. After a COA is determined,the specific CSS input to the brigade’s basicorder and paragraph 4 of the engineerannex are developed and incorporated intothe order. Current sustainment operationsmay require redirection based on the newplan and will be sent to the BREC for execu-tion.

The BMEC also tracks essential CSS tasksinvolving nondivision engineer units sup-porting the brigade. The brigade engineermonitors the sustainment status of nondivi-sion engineer units. Nondivision engineerunit commanders and their staffs must sup-port this requirement. Accurate and timelystatus reporting assists the brigade engi-neer in providing the overall engineer sta-tus to the brigade commander and allowsthe brigade engineer to intercede in critical


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sustainment problems, when necessary.The brigade engineer also ensures that sup-plies needed by nondivision engineer unitsto execute missions for the brigade are inte-grated into the brigade’s CSS plans. For thebrigade engineer to properly execute thesemissions, accurate and timely reporting andclose coordination between the brigade engi-neer and supporting nondivision engineersare essential. This reporting is normallyfacilitated by the existing BREC. Support-ing nondivision engineer units, if notattached to the existing division engineercompany, must effect linkup with the exist-ing engineer CSS to ensure their synchroni-zation of effort.

FOCUSThe focus of CSS planning is ensuring thatsupport is provided during all phases of anoperation. The CSS plan is developed alongwith the tactical plan. SOPs established tosupport CSS operations help the BMEC andBREC with planning. Brigade and engineercompany orders can then focus on the devia-tions from the routine planning prioritiesestablished in the SOPs.

Offensive OperationsThe focus of CSS operations in support of theoffense is to maintain the momentum of theattack. If these operations are not success-ful, the enemy might recover from the initialassault, gain the initiative, and mount a suc-cessful counterattack. Units must operatesolely off of their basic load/stockage objec-tive. Shortages of sufficient haul assets andthe normal dismounted nature of light infan-try operations do not allow units to stockpileand move supplies. Because of the speed ofthe battle, the push-package concept is thedesired resupply method.

When preparing for offensive operations,engineer planners must consider several

situations. For example, when a maneuverbattalion changes from a search and attackto an approach march or a HATK, greatshifts in the engineers’ CSS plans are notnormally required. This change in operationmay cause a change in CSS focus or empha-sis. Because of this, engineer planners mustensure that the brigade S4’s logistics plansare organized to help the CSS executor to beproactive to the change of the mission with-out interruption of CSS. In planning offen-sive operations—

Position vital engineer-related CSSsupplies (explosives, Class III supplies,and so forth) well forward in the com-bat trains of the battalions.

Use air resupply, when possible.

Use previously planned and configuredengineer LOGPACs of supplies, whenpossible.

Plan for increased engineer equipmentmaintenance problems.

Use HN or captured enemy engineersupplies, especially haul for bulkyClass IV/Class V supplies, when possi-ble.

Increase LOC (air and ground) throughmobility operations to support theexpansion of the AO, the increase oflogistics traffic, and the evacuation ofcasualties, when possible. Operationsinclude engineer reconnaissance, routeclearance, FACE, and others.Plan and prepare for replacement oper-ations based on known and projectedengineer losses.

Defensive OperationsIn contrast to offensive operations, the focusof defensive operations is to break themomentum of the enemy attack. The engi-neer company does not have the requisite


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haul assets to transport Class IV/Class Vsupplies to the obstacle site. Mission-criticalmaterials must be planned for and through-put to the obstacle site considered. Lightengineers cannot allow barrier material tobe stockpiled at any one location except theBSA. Stockpiled unit-sustainment supplies(such as rations, water, and fuel) for com-pany subunits are acceptable. Both thepush and pull methods are available. Thetime available before enemy contact dictateswhich method is used. In planning defen-sive operations—

Maintain a brigade-level or, if possible,a division-level focus in Class IV/ClassV obstacle material handling in the bri-gade sector. The maneuver battalionshave no capability to move or transportthese materials. Their focus is on thebattalion unit and infantry-peculiarmission sustainment.Maintain a low signature of any logis-tics FSPs. Enemy intelligence-collec-tion assets key on these sites duringreconnaissance operations.

Conduct resupply during limited visi-bility conditions, when possible. Thisreduces the signature of the obstaclematerial moving on the battlefield andthe potential of enemy interference.Plan for lost, damaged, and destroyedobstacle materials and engineer equip-ment. Maintain an emergency stock-age of Class IV/Class V supplies, whenpossible.Develop and use preconfigured obstaclepackages or kits to push logistics to theobstacle. These kits facilitate obstacleplanning, delivery, and execution forthe brigade.

Plan for additional protection of engi-neer units, equipment, and logisticsduring defensive operations. In the

restrictive terrain that light forces fre-quently operate in, these assets are aHVT for the enemy.

Plan for additional maintenance ofengineer equipment and its rapid evac-uation, as required. Consumption offuel and engineer-peculiar Class IXsupplies is also high for engineerequipment. The impact of not havingthese resources can quickly have a det-rimental effect on light brigade defen-sive operations.

OTHER CONSIDERATIONSCSS planning should also include contin-gency operations, A&O platoon assets, andnondivision engineer logistics support.

Contingency OperationsIn most cases, the unit must operate fromits basic load. Most contingency operationsare offensive in nature. Regardless of thesituation, the push system is the preferredresupply method.

A&O Platoon AssetsWhen A&O platoon assets are task-organized, they should carry enoughPLL and POL for initial sustainment. Addi-tional logistics (for example, more POL andPLL) must be supplied by the supportedunit. Heavy equipment requires greatamounts of fuel, packaged POL, and aClass IX PLL and authorized stockage list(ASL) beyond what the FSB normallysupports. The MSB is capable of estab-lishing a DS maintenance team to be task-organized to the FSB. METT-T and engi-neer equipment densities task-organizedto the brigade ultimately determine thecontact teams’ task organization to the bri-gade.


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Nondivision Engineer Logistics Support

The key to effective logistics support fortask-organized nondivision engineer unitsis division and corps support packages.Nondivision engineer units have both equip-ment and equipment densities not foundanywhere in the light brigade. Withoutproper planning, the logistics burden thatnondivision engineer units can place on bri-gade CSS infrastructure can be detrimental.

For task organization and support consider-ations, nondivision or mechanized engineerunits should be considered like an armoredunit and OPCON to the brigade. Corps engi-neer companies will arrive with enough per-sonnel and equipment to satisfy initialsustainment requirements (maintenance,mess, and POL). Extended operation resup-ply and medical support are corps engineershortfalls that must be addressed by the bri-gade engineer. Corps engineers must—

Deploy with adequate support pack-ages.

Channel additional support require-ments through the BMEC/BREC toensure that the brigade S4 can supportit.

Inform the brigade engineer of all corpsengineer unit activities in support ofthe brigade.

Corps engineers need accounts for resupplyof all classes of supply. A corps area supportbattalion normally exists in the division areato resupply nondivision units. If a supportbattalion does not exist, then the corps unitwill have to establish accounts with the FSBand/or the MSB.

Most corps engineer companies will havetwo combat medics with aid bags. Themaneuver units will have to assist withcasualty evacuation and mortuary affairs.

Resupply Operations

The engineer company and platoon mustmaximize the number of assets that maneu-ver units have available for most resupplyoperations. Neither the company nor theplatoon has the assets to support itself forany extended period of time. Engineerresupply must be coordinated and synchro-nized with the maneuver LOGPAC execu-tors, when possible. This allows engineersupplies to be moved as a part of theLOGPAC to the forward units.

Class IV/Class V Supplies. Deliveries ofClass IV or Class V supplies (wire andmines) need to be pushed to the actualobstacle site locations or, as a minimum, to aFSP established in close proximity to therelated obstacle group. Engineers do nothave sufficient transportation assets ormanpower to operate FSPs for Class IV/Class V (obstacle) supplies and haul theirown barrier material to the site.

Transportation. The transportation avail-able to the light engineers varies accordingto the modified table of organization andequipment (MTOE); however, it is alwaysvery austere and inadequate for anythingbut minimal troop movement on the battle-field. DIVENs rely on the maneuver unit toprovide transportation for barrier material,fuel, and other resupply items. Air assetsare the most valuable and flexible types oftransportation available to the light units.The use of free-fall, high-velocity, low-velocity air drops and sling loads offer greatflexibility to resupply with limited transpor-tation assets. The general uses for these air-delivery systems are—

Free-fall and high-velocity air drops.This includes clothing; meals, ready- to-eat (MREs); and items not damagedfrom falling without parachutes.

Low-velocity air drop (heavy drops,CDS, and LAPES). This includes


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equipment, bulk Class IV/Class V sup- the cargo nets and the aircraft. Sensi-plies, general supplies, fuel or water tive items that cannot withstand hardplatforms, and so forth. impacts (water and fuel bladders notSling load. This is anything meeting on platforms and blasting caps) shoulddimensions and weight limitations of have priority for sling-load operations.


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CHAPTER 7

F o r c e P r o j e c t i o n

Force projection is the demonstrated abilityof military forces to rapidly alert, mobilize,deploy, and operate anywhere in the world.Force-projection operations frequently arein response to politically sensitive situationsthat require the rapid projection andemployment of military forces in supportof national policy. These operations arenormally undertaken in crisis-avoidance orcrisis-management situations that requireversatile, easily tailorable forces to accom-plish a wide range of military operationsunder all environmental conditions withlittle or no advance warning. Because oftheir unique characteristics, the airborne,air assault, and light infantry divisions areideally qualified to conduct force-projectionoperations.

Crisis situations are not restricted to peace-time engagement or hostilities short of war.Force-projection operations may be con-ducted across the continuum of militaryoperations. This chapter focuses on engineersupport to warfighting operations. FM 5-114gives details on engineer planning andconsiderations for other types of opera-tions. FM 100-5 contains the fundamen-tal doctrine for Army force-projectionoperations.

A force-projection operation may be conductedunder conditions ranging from matureAOs with an established infrastructure to

immature areas with an austere infrastruc-ture and no forward-deployed forces or sup-plies. While the organization of an Armycorps provides the necessary resources toplan and execute force-projection opera-tions, a brigade HQ serves as the base foreach assault force and is complementedwith appropriate combat, CS, and CSSunits. In most force-projection opera-tions, a corps conducts deliberate, crisisaction, and integrated planning as partof a joint or combined force. The corps’sability to quickly prepare initial forces andconcurrently deploy and employ over-whelming combat power into an austereenvironment under a variety of conditionsis essential to the execution of force-projec-tion operations. Additional engineer forcesthat the corps provides to the division andits brigades are critical in providing the req-uisite level of engineer support for the oper-ation.

Because of their ability to deploy rapidlyand their versatility, the airborne, airassault, or light infantry division fre-quently forms the nucleus of the Armyforce deployed for force-projection opera-tions. These divisions can be deployed asan organized force or as a tailored force mixfrom each of the three, with forces from theArmy’s heavy divisions introduced laterinto the contingency area.

Force Projection 7-1

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CHARACTERISTICS AND TYPESSince force-projection operations are rapid-response actions that are designed to bringan early resolution to a crisis, they normallyhave one or more of the following character-istics as they develop:

US interests at stake.Quick response/early resolution.Timely, detailed intelligence of theobjective area.Rapid projection of CONUS-based com-bat power.Constrained sea lift and airlift.Joint and combined operations.Precise C2 during initial stages.Diverse operational options.

Some types of force-projection operations inwhich light engineers are involved are vio-lent while others are benign. Peacetimeoperations are conducted according to thebasic combat doctrine described in this man-ual and FM 100-23. Peacetime operationsare modified to conform to the specialMETT-T requirements of force-projection

operations. Engineer involvement in a force-projection operation may include the follow-ing OOTW missions:

Disaster relief and humanitarian assis-tance.Nation assistance.Arms control.Noncombatant evacuation operations.Show of force and demonstration.

Rescue-and-recovery operations.Strikes and raids.Operations to restore order.Peacekeeping operations.Counterdrug operations.Security assistance surges.Combating terrorism.Support to domestic civil authorities.Support to an insurgency or counter-insurgency.

PLANNING AND EMPLOYMENT CONSIDERATIONSDuring mission planning for force-projection in the brigade, the influence of these twooperations, the principal goals of the bri- goals on planning is extremely impor-gade engineer and the company commander tant and must not be overlooked. Force-are to— projection operations are characterized by

Maximize the combat capability of uncertain and rapidly changing situations,their supported brigade. coupled with the unknown duration of the

Reduce support requirements to mis- operation. The engineer plan must supportthe maneuver commander in overcoming

sion essentials. these situations while also allowing him toWhile METT-T is the overriding factor in adapt and remain proactive during thedetermining the exact mix of engineer forces entire operation.

OPERATION STAGESThere are usually eight stages to Army Mobilization operations.force-projection operations. They are— Predeployment operations.

7-2 Force Projection

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Deployment operations.Entry operations.

Combat operations.

War termination and postconflict oper-ations.

Redeployment and reconstitution oper-ations.Demobilization operations.

These stages provide a general structure forforce-projection operations and can be modi-fied to account for changes. Engineer plan-ners must be aware of these changes,usually initiated at division level, andunderstand their impact on engineer sup-port to the brigade. Execution of thesestages may not be distinct. Decisive combatoperations might begin well before the entireforce closes in the force-projection opera-tional area. Some force-projection opera-tions may not include all the stages. A force-projection operation may also escalate into amid-intensity conflict or a high-intensityconflict environment, much in the way thatOperation Desert Shield evolved into Opera-tion Desert Storm; or it may transition into apeacetime engagement operation, such asOperation Golden Pheasant. The followingtext focuses on force-projection operationsthat involve combat operations. Mobiliza-tion and demobilization operations are notdiscussed.

PREDEPLOYMENT OPERATIONSThis is the most critical stage of a force-projection operation (see Figure 7-1, page7-4). The principal goal of brigade plannersis to—

Anticipate the military conditions nec-essary for success.

Achieve those conditions through asequence of activities.

Establish the timely sequencing andintroduction of resources into the AO.

Achievement of this goal is essential to suc-cessfully execute subsequent stages of force-projection operations. All available employ-ment options will be addressed, resolved,and then selected. The selection of the pre-ferred option or combination of options dur-ing the military decision-making process isbased on mission guidance, METT-T, andthe following planning considerations:

Level of expected violence.

Duration of the operation.Force tailoring to fit available sealift/airlift.

Maneuver.

Fire support.

Task organization.

Intelligence.

Logistics.

Communications.

C2.

Special operations forces (SOF).

Public affairs.

OPSEC and deception.

ROE.Risk assessment.

Maneuver ConsiderationsAt division level and lower, units and per-sonnel are alerted. According to establishedreadiness procedures, soldiers are recalled,assembled, and moved to the marshalingareas where unit preparation begins. Thisincludes mission analysis, tactical plandevelopment, and task organization


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levels.

Force-projection operations require that theforce is tailored to the specific mission andthen echeloned to permit simultaneousdeployment and employment. Usually, acombined arms force is organized into thefollowing three echelons:

Assault.

Follow-on.

Support.The initial assault element must be orga-nized with sufficient combat power to seize

required to accomplish the mission at all the lodgment area and begin military opera-tions. The follow-on element must beequipped to expand the lodgment area andconduct decisive military operations. Thesupport element must provide sustainmentfor extended operations. C2 must be phasedinto the operation early. In every element,combat forces must integrate with all BOSs.The force must rapidly establish a lodg-ment, take the fight to the enemy, and winthe battle.

Brigade Engineer FunctionsAs a member of the deploying maneuverbrigade staff, the brigade engineer is


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incorporated into the brigade’s mission anal- Survivability.ysis as outlined in Chapter 2. The brigadeengineer must identify and analyze all engi- General engineering.neer missions and force requirements Topographic engineering.throughout each stage of the force-projectionoperation in order to support the maneuver The brigade engineer and staff develop andcommander’s intent (see Figure 7-2). He recommend an engineer task organizationmust consider and review the five engineer for deployment, entry operations, and initialbattlefield functions: operations in the AO during predeployment

Mobility.activities. The task organization of engineerunits is initially established for the brigade

Countermobility. by the division (with input by the division


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engineer commander and his staff); how-ever, changes can be made as required,pending the METT-T analysis by the bri-gade. The task organization established dur-ing initial planning must potentially addressall stages of the force-projection operation.At brigade level, the brigade engineer, thestaff, and the supporting company com-mander must consider all contingencies toensure that the brigade achieves a mix ofengineer forces that mutually support themix of maneuver forces. This may requireadditional engineer forces. If the engineertask organization exceeds two engineer com-panies, the brigade engineer may requestthat the division establish an engineer C2HQ from internal assets of the parent divi-sion light engineer battalion.

During detailed mission analysis at thebrigade, the review and analysis of initialengineer-specific LOGPACs, allocated to thebrigade by the division engineer com-mander, is key. Requirements must be bal-anced against allocations and the brigadeengineer must quickly resolve any shortfallsor omissions. The brigade engineer mustalso consider the following engineer factorsduring the preparation of the engineer esti-mate and ultimately the engineer annex:

Terrain analysis and topographic sup-port.

HN engineer equipment.

HN engineer materials and supplies.

Conditions and capabilities of ports,airfields, MSRs, and bridges.

Enemy engineer capabilities.

Extent of enemy obstacles in the lodg-ment.

Survivability of critical facilities/assets.

Construction water sources.

Employment of SCATMINEs and situ-ational obstacles.

Battle damage repair.

Force sustainment and protection.

ROE.

UXO.

The brigade engineer also integrates intothe brigade S2's IPB. The brigade engi-neer’s involvement in the IPB processensures that engineer-specific PIR, IR, andNAIs are incorporated into the collectionplan. The brigade engineer develops theseIR to support all eight stages of the force-projection operation. Corps collectionassets include long-range surveillanceteams and SOF already in position in theforce-projection operational area. The IPB/EBA helps identify engineer force require-ments to accomplish the mission.

A light engineer company normally formsthe base of the engineer force for a lightinfantry brigade during deployment. Addi-tional engineer forces (division and nondivi-sion) and assets are task-organized to thebrigade based on the METT-T analysis ofthe force-projection operation (if these engi-neer forces are less than company strength,then the brigade engineer should considertask organizing them to the deploying engi-neer company). The company commanderinitiates the alert notification. He is alsoresponsible for the recall, assembly, andmovement of his unit to the marshalingarea. While the brigade engineer conductsmission analysis with the brigade battlestaff, the company commander simulta-neously receives initial mission and deploy-ment guidance from the DIVEN commanderand the supported brigade commander. Assoon as predeployment activities allow, thecompany commander links up with the bri-gade engineer and assists in the planningprocess. The focus of this assistance is the


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identification of engineer missions, specifiedand implied tasks, and any special taskorganizations affecting the company.

Once the brigade plan is finalized, the com-pany commander should be concerned withthe—

Echelonment and deployment sequenceof engineer forces.

Structure of engineer C2.

Conduction of detailed rehearsals forengineer missions.

Attachment of additional division ornondivision engineer assets.

The company commander is responsible forthe deployment of all engineer assets task-organized under his control. Additionally,the company commander must publish theOPORD for his unit and any subordinateelements.

DEPLOYMENT OPERATIONSThis stage initiates the execution of theforce-projection operation and encompassesthe movement and the establishment of aninitial lodgment in the objective area (seeFigure 7-3, page 7-8). Depending on thelocation of the objective area, deployment toan intermediate staging base (ISB) may berequired. This allows for final planning,coordination, and preparation before theassault force is transported tactically intothe lodgment. Tailored assault packages,echeloned C2, and the synchronization ofjoint air power with assault operations areessential for mission success. The strengthand composition of the first elements toarrive in the AO depend on METT-T, includ-ing the—

Number of friendly HN forces availableto provide security.

Strength and capabilities of the enemy.

Availability of other US forces to pro-vide support.

ENTRY OPERATIONS

The requirements of entry operations follow-ing the deployment vary. The brigade’sentry may be in DS of the HN or forwardpresence forces. Some conditions may dic-tate that operations be conducted in theabsence of either. Entry operations may beeither opposed or unopposed. The brigadeassault force may conduct its own unop-posed entry operation or follow the opposedentry operation conducted by another forceand conduct a relief in place. During entryoperations, SOF initiate operations indenied areas to conduct surveillance, pro-vide intelligence, and seize or destroy criti-cal targets. The assault force secures itsinitial objectives to—

Establish and maintain a secure lodg-ment.

Protect it from direct fires andobserved indirect fires so it can safelyland follow-on forces during the nextstage of the operation.

Brigade Engineer FunctionsThe division and corps normally echelonengineer C2 early in the deploymentsequence based on the level and density ofengineers in the theater (see Figure 7-4,page 7-9). Sometimes this is not the case,and the brigade engineer is the senior engi-neer initially on the ground for a brigadeassault force occupying a lodgment. Thenhe becomes the Army force or JTF engineerresponsible for orchestrating the engineersupport for the close, deep, and rear battle.The brigade engineer should be concernedwith the current status of M/S planning forthe first phase of the operation, specificallythe following:


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Extent of obstacles (friendly/enemy)within the lodgment.

Current operational condition of theport or airfield.

Location and condition of HN engineerequipment.

Location and quantity of Class IV/ClassV supplies.

Critical assets and facilities thatrequire survivability.

Use of situational obstacles to repelcounterattacks.

Capability of the road network to sup-port MSRs and the requirements forimprovements to them.

Location of construction water sources.

Battle damage repair.

CSS for engineers.

Assured mobility.

If the brigade assault force conducts a reliefin place of another unit (a ranger battalion,a ranger regiment, or a marine force) thathas already conducted a forced-entry opera-tion, the brigade engineer must coordinatewith the relieved unit’s LO to obtain thisinformation. Chapter 5 of this manualaddresses relief-in-place operations in moredetail.Vital to the success of the relief in place isthe transfer of engineer-specific informationbetween the two forces. This is accom-plished by the brigade engineer and eitherthe ranger regiment engineer cell or theranger battalion. These two cells mustacquire and develop the necessary informa-tion to pass on to the relieving force. This isaccomplished either at the staging base, atthe ISB, en route to the objective area, or atthe lodgment area. The following are exam-ples of information to be passed:

Current operational conditions (suchas usable length, width, surface condi-tion, and composition) of the port orairfield.

Initial estimates of port or airfieldrepair or upgrade.

Obstacle plan/overlay of obstacles inthe lodgment area (planned, tem-plated, and executed), to include plansfor obstacle turnover from the relievedforce to the relieving force.

Capabilities of enemy engineers,including the description, location, andemployment techniques of mines andexplosives encountered (UXO informa-tion is also included).

Location and condition of engineerequipment secured or located by theassault force and the subsequent turn-over of engineer-specific items left orseized by the relieved force.

Class IV/Class V stockpiles (mines andexplosives) in the lodgment area.

Engineer characteristics of the AO.

Engineer contact point for the finalexchange of information during therelief.

If the brigade conducts its own entry opera-tion, either opposed or unopposed, the infor-mation listed above is developed by thebrigade engineer who is part of the assaultforce. The brigade engineer receives thisdata from the brigade S2 as the collectionplan is executed by the long-range surveil-lance detachment, SOF, and organic assets,to include scouts and combat engineers.The brigade engineer must estimate repairor upgrade requirements that are needed tosustain force buildup and, if necessary, hemust coordinate for additional assets. Thepriority of engineer effort during entry oper-ations is METT-T dependent. Sustainment


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of the airfield and mobility to assault forcesare usually the initial priorities of engineereffort. The next priority is either countermo-bility or survivability depending on thepotential counterattack threat or the need toprotect vital facilities in the lodgment area.The brigade engineer’s COA must focus onshaping the battlefield to enhance the effec-tiveness of the maneuver force.

Company Commander FunctionsDepending on the task organization of thebrigade assault force, the company com-mander may or may not have direct controlover his subordinate units. In either case, hemust ensure that they are prepared to con-duct the following close combat operations:

Assault breaching of extensive com-plex obstacles.Bridge demolitions to isolate the lodg-ment against counterattacks.

Emplacement of situational obstacles(such as Volcano, MOPMS, conven-tional minefield, and wire) based ontemplated threat capabilities.

Route-clearance operations.

Rapid runway repair (RRR).


Runway-clearance operations (includ-ing the use of vehicle “hot-wire” teams).

It is important that the company com-mander deploys where he can best C2 hissubordinate units. The brigade engineerusually deploys with the brigade tactical orassault CP, while the company commanderdeploys with the brigade main CP. Whenthe company commander arrives at the lodg-ment, he immediately coordinates with thebrigade engineer. The brigade engineerinforms the company commander of theengineer situation in the lodgment. This

transfer of information is critical to the com-pany commander’s execution of close combatmissions. Depending on the mission, thecompany commander focuses his efforts on—

Tracking TF sector M/S mission status.

Identifying problems.

Finding and executing solutions.

COMBAT OPERATIONSThe combat operations stage is an extensionof the deployment and entry operationsstages. The focus of this stage is to completethe buildup of combat power (if not alreadyaccomplished during the previous stage)and quickly expand military operations.Figure 7-5, page 7-12, and Figure 7-6,page 7-13, depict examples of this stage. Thekey to execution is to place a force on theground that can take the fight to the enemywhile follow-on forces arrive in the lodgmentarea for subsequent operations. Engineerforces supporting combat operations are nor-mally task-organized to maneuver TFs formobility operations. These forces must be—

Compatible with the type of maneuverforce they are supporting.

Capable of self-sustainment for theduration of force buildup.

Capable of supporting decentralizedoperations.

Principal tasks conducted during the combatoperations stage include but are not limitedto—

Forward operating base establishment.

Force closure.

Security of the lodgment by expandingthe security area out to the range ofindirect-fire weapon systems.

Joint force linkup and coordination.


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Offensive operations to destroy enemyforces threatening the lodgment.

Relief in place of the assault element.

A combined arms effort and continued syn-chronization of the joint combat power areessential during this stage. Speed is criticalsince the success of decisive combat opera-tions hinges on rapidly building combatpower while maintaining the initiative. Thesize of the lodgment area depends on—

HN facilities available.

Deployed force’s size.

LOC available.

Threat.

Combat forces and a logistical base are con-currently established and expanded to sup-port combat operations. As the situation inthe lodgment area is stabilized, the brigadeperforms (as directed) expanded combatoperations from the lodgment area to elimi-nate the enemy force. These operations canbe offensive and defensive in nature and


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will require additional combat, CS, and CSS by simultaneously applying joint fire andforces.

Maneuver ConsiderationsWith the closure of follow-on and supportforces, the lodgment and security area isexpanded. Military operations are directedtoward attaining the tactical objectives thatachieve the strategic purpose of the opera-tion. The operation’s focus is on destroyingor neutralizing the enemy’s center of gravity

maneuver. Military operations includeoffensive, defensive, and other tactical oper-ations.

Military operations may include mixedmaneuver forces. With the introduction ofarmored forces to the lodgment area, eitherby strategic airlift or sealift, the maneuverforce commander may tailor the force toachieve a light/armored or an armored/lightmix.


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Brigade Engineer Functions

Because execution of the combat operationsstage is the most critical point for the force,the brigade engineer must ensure thatthe brigade is fully resourced with engi-neer forces and assets for the mission. Theplanning, resourcing, and identifying ofadditional assets required for this stagemust occur during the initial planning toensure the availability and task organiza-tion of engineer forces. The brigade engi-neer focuses on providing the maneuverforce commander with accurate and timelyengineer-pertinent information that influ-ences the way current and future operationsare conducted (see Figure 7- 7). The brigadeengineer must continue to coordinate engi-neer support to maintain the speed of theforce buildup and to ensure the flexibility ofthe committed maneuver forces. Some areasaddressed during this stage are—

Coordination of HN engineer resources.

General engineering of the lodgment.Maintenance of LOC.

Mobility operations of maneuver forces.

Survivability in and around the lodg-ment.

Continuation of engineer reconnais-sance.

Airfield sustainment and upgrade.

Integration of EAD engineer support.

ROE.

Force protection.

UXO.

Although the priority of engineer effort isMETT-T dependent, engineer forces mustfocus on supporting the maneuver force’sexpansion of the initial lodgment area. The

maneuver force’s success can hinge on engi-neer support which allows them to maintainthe initiative. Engineer forces must be prop-erly task-organized to support maneuverunits conducting close combat operations.The brigade engineer must continuallyassess engineer requirements and coordi-nate with the DIVEN for additional EADengineer assets to support current andfuture operations. Normally, DIVEN com-panies focus their efforts on supportingthe maneuver TFs, with corps units focus-ing on general engineering. As the situa-tion dictates, corps engineers are then task-organized to the forward TFs to augmentthe main effort, increasing the capabilitiesof the DIVEN units.

MSR maintenance becomes a critical engi-neer mission as force buildup is completeand the force begins conducting decisivecombat operations. This is particularly truewhen armored forces are employed with thelight brigade in the AO. Available bladeassets are commonly consolidated at the bri-gade (CSE company and other corps engi-neer assets) and formed into MSRmaintenance teams. Detailed planning isconducted by the brigade engineer and thecompany commander to ensure that mobil-ity and survivability efforts are balanced inthe brigade sector.

Once the brigade has closed, the priority ofengineer effort shifts to supporting themaneuver force’s involvement in offensiveand, if required, defensive operations. Ifhigher engineer C2 arrive late, the brigadeengineer must shift his focus from the close,deep, and rear battle of the lodgment areato the close battle of his brigade sector (seeFigure 7-8, page 7-16). With the introductionof heavy forces into the lodgment area, themaneuver brigade can be task-organizedwith a mix of armored and light forces; like-wise, engineer forces can be task-organized


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with a mix of mechanized and light forces. Since the priority of engineer support isWhen a mechanized engineer force is task-organized to a light TF, a CSS package mustaccompany the mechanized engineer forcebecause it is beyond the capability of thelight force’s CSS structure to support them.Similarly, when a light engineer force istask-organized to a mechanized TF, trans-portation assets have to be provided so thatthe light force has battlefield mobility.

normally devoted to TF combat operations,the brigade engineer must continue to mon-itor general engineering. These missionsinclude FACE, force-protection operations,and LOC maintenance. This level of effortnormally requires company-level C2 andthe equipment assets found in corps engi-neer companies. The corps assets attachedto the brigade before the arrival of the


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DIVEN commander and/or JTF C2 intothe lodgment may revert to the DIVENcommander or JTF control depending onMETT-T and the success of the overall oper-ation.

Detailed functions and responsibilities of thebrigade engineer and the company com-mander in support of decisive combat opera-tions are discussed in Chapters 3, 4, and 5 ofthis manual.

Company Commander FunctionsThe company commander continues to pro-vide support to maneuver forces conductingclose combat operations, much the same asin deployment and entry operations. It iscritical that the company commander con-tinuously update the brigade engineer andthe brigade commander on the operationaland logistical status of his subordinateunits. This allows the brigade engineer torecommend proper reallocation of engineerresources to the maneuver commander, ifnecessary. It also facilitates the brigadeengineer’s coordination for engineer-specificlogistics requirements. The company com-mander is readily available to the brigadecommander to operate forward in the bri-gade tactical area or to assume the duties ofthe brigade engineer, when either isrequired. Engineer support to military oper-ations is decentralized by nature. The com-pany commander ensures that hissubordinates’ freedom of action and initia-tive is maintained by issuing clear missionguidance and intent.

WAR TERMINATION AND POSTCONFLICTOPERATIONS

The objectives of this stage are to consoli-date friendly control of the operational area,redeploy the force as rapidly as possible, andshift the operation from combat to peacetimeengagement operations (see Figure 7-9,page 7-18).

REDEPLOYMENT AND RECONSTITUTIONOPERATIONS

Redeployment may be to CONUS, an ISB, oranother theater of operations. Once theforce is redeployed, it is reconstituted andmade ready for other force-projection opera-tions. As in the deployment stage, echelon-ing C2, CS, and CSS elements whilemaintaining flexibility and security is essen-tial for successful redeployment.

Brigade Engineer FunctionsThe brigade engineer’s focus is general engi-neering missions aimed at facilitating thebrigade’s redeployment (see Figure 7-10,page 7-19). Examples of engineer missionsand responsibilities are—

Sustainment.

MSRs.

LOC.

Ports/airfields.

ADC.

Coordination for obstacle turnover withstay-behind forces or HN forces.

Coordination for obstacle removal and/or clearance.

Possible involvement in peacetimeengagement operations.

Coordination for the return of HN engi-neer equipment.Coordination for EAD engineer sup-port.

Force protection.

The relative level of responsibility devotedto these engineer missions by the brigadeengineer depends on the—

Level of violence.

Duration of the operation.


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Force composition of the brigade, divi- Companv Commander Functionssion, and JTF. The company commander is responsible forMaturity of the force-projection opera- the redeployment of all engineer assetstional area. task-organized under his control. Specific

Nondivision engineers normally execute missions that the company commanderthese engineer missions because ‘of limited must execute are—engineer capability within the brigade, with ADC.the light DIVEN forces redeploying with anassociated brigade. Obstacle removal and/or clearance.


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Physical handover of HN engineer These missions are received from theequipment and supplies under his con- maneuver commander through the brigadetrol. engineer.

Obstacle turnover.


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APPENDIX A

E n g i n e e r E s t i m a t e

The engineer estimate is an extension of themilitary decision-making process. It is a log-ical thought process that is conducted by theengineer staff officer concurrently with thesupported maneuver force’s tactical plan-ning process. The engineer estimate—

Generates early integration of the engi-neer plan into the combined arms plan-ning process.Drives the coordination between thestaff engineer, the supported com-mander, and other staff officers.Drives the development of detailedengineer plans, orders, and annexes.

Each step of the engineer-estimate pro-cess corresponds to a step of the mili-tary decision-making process. Like themilitary decision-making process, the engi-neer estimate is continuously refined.Table A-1, page A-2, shows the relationshipbetween these two processes. Each step ofthe engineer-estimate process is discussedin detail in the following paragraphs. Themilitary decision-making process providesthe framework for the discussion of the cor-responding engineer-estimate actions. Formore information on the engineer estimate,see ST 100-9.

RECEIVE THE MISSIONThe staff engineer quickly focuses on several Engineer annex.essential components of the basic order and From these components, he determinesengineer annex when he receives the mis- the—sion. These components are the—

Type of operation (offensive or defen-Enemy situation. sive).Mission paragraph. Current intelligence picture.Task organization. Assets available.

Logistics paragraph. Time available (estimate).

CONDUCT IPB/EBADeveloping facts and assumptions is a maneuver commander and his battle staffdetailed and sometimes lengthy process. to make decisions. Facts and assumptionsThe staff engineer must maintain his focus pertain to both the enemy and the friendlyon the information required by the situation. The staff engineer uses the EBA

Engineer Estimate A-1

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as the framework for developing facts andassumptions. The EBA consists of threeparts (see Table A-2). They are—

Terrain analysis.

Enemy mission and M/S capabilities.

Friendly mission and M/S capabilities.

The EBA is a continuous process that is con-tinually refined as the situation becomesclearer. Each time new information is col-lected or the conditions change, the staffengineer must evaluate its impact on themission and refine the facts and assump-tions, as necessary.

TERRAIN ANALYSIS

Terrain analysis is a major component ofthe IPB. The objective of the terrain analy-sis is to determine the impact that the ter-rain (including weather) will have onmission accomplishment. The staff engineersupports the intelligence officer in this pro-cess. Normally, using the OCOKA frame-work, they determine what advantages or

disadvantages the terrain and anticipatedweather offer to both enemy and friendlyforces. This process has a direct impacton the planning of engineer operations.Table A-3, page A-4, shows examples of howthe components of OCOKA may impactengineer support.

ENEMY MISSION AND M/S CAPABILITIES

Threat analysis and threat integration arealso major components of the IPB. Enemymission and M/S capabilities are a subcom-ponent of the threat analysis and integra-tion process. The staff engineer supportsthe intelligence officer during the threatevaluation by focusing on the enemy’s mis-sion as it relates to enemy engineer capabil-ity. When executing this component of theEBA, the staff engineer must first under-stand the enemy’s anticipated mission(attack or defend) and consider how enemyengineers will be doctrinally employed. Thestaff engineer then develops an estimate ofthe enemy’s engineer capabilities. To dothis, he uses the S2’s order of battle and

A-2 Engineer Estimate

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knowledge of enemy engineer organizations engineer force necessary to augment theand other assets (such as combat vehicle reconnaissance effort that will confirm orself-entrenching capabilities) that mayimpact engineer operations. The staff engi-neer must also consider hard intelligencepertaining to recent enemy engineer activi-ties.The staff engineer then uses the S2’s situa-tion template and the enemy’s capabilityestimate to plot the enemy’s engineer effortand its location. Coordinating with the S2,the staff engineer recommends PIR and the

deny the situation template. Enemy engi-neer activities must be organic to the totalcombined arms R&S plan. See Table A-2 fora quick summary on enemy mission and M/Scapabilities.

In the defense, the staff engineer plots theenemy’s—

Mobility assets, capabilities, and loca-tion in its formation.


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Use of SCATMINES. FRIENDLY MISSION AND M/SCAPABILITIES

Engineers that support the reconnais-sance effort. The third component of the EBA is to esti-

mate the friendly engineer capability andHVT (such as bridging assets, breach- its impact on mission accomplishment. Toing assets. and SCATMINE delivery perform this function, the staff engineersystems).

Countermobility and survivabilitycapabilities in a transition to adefense.

In the offense, the staff engineer plots theenemy’s—

Tactical- and protective-obstacle effort.

Use of SCATMINES.

Survivability and fortification effort.

uses the information he developed in thefirst step (receive the mission).Knowing the type of operation, the staffengineer quickly prioritizes the develop-ment of capability estimates. He considersengineer forces task-organized to his sup-ported unit as well as the assets that othermembers of the combined arms team have(such as mine plows) to determine theassets that are available. Assets under thecontrol of the higher engineer HQ and adja-cent engineer units should be noted for


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future reference in the event a lack of assetsis identified during COA development.

Having determined the assets available andhaving already estimated and refined thetime available with the S3, the staff engi-neer uses standard planning factors orknown unit work rates to determine thetotal engineer capability. For example, inthe offense, the staff engineer would focusfirst on the total numbers of breachingequipment (armored vehicle-launchedbridges (AVLBs), MICLICs, ACEs, engi-neer platoons, and combat engineer vehicles(CEVs)) and translate that into breachlanes. In the defense, the staff engineerwould determine the number of minefield,hull- or turret-defilade positions, and tankditches he could construct with available

resources. The staff engineer uses theresults of his capability estimates duringthe COA development. Table A-2, page A-3,contains an outline of this analysis.

The staff engineer combines his analysis ofthe terrain and enemy and friendly capabil-ities to form facts and assumptions aboutthe following:

Likely enemy engineer effort and themost probable enemy COA.

Potential enemy vulnerabilities.

Critical friendly requirements.

Impact of these factors on the mis-sion.

ANALYZE THE ENGINEER MISSIONThe staff engineer participates in the mis-sion analysis by identifying engineer tasksthat are mission critical and have an impacton the overall mission. The staff engineeridentifies engineer tasks from the higherunit’s entire OPORD, not just the engineerannex. The staff engineer must look innumerous places to fully understand thetotal scheme of maneuver, the commander’sintents, and instructions from the higherunit’s staff engineer. The staff engineershould concentrate on the following portionsof the OPORD as he receives and identifiesthe engineer mission:

Mission (paragraph 2).

Commander’s intent (two levels up)(paragraphs lb and 3).

Scheme of maneuver (paragraph 3).

Scheme of engineer operations (para-graph 3).

Subunit instructions (paragraph 3).

Coordinating instructions (paragraph3).

Service support (paragraph 4).

Command and signal (paragraph 5).

Engineer annex.

Mission analysis has several components,with the staff engineer focusing on engineercapabilities in each component. They are—

Specified tasks.

Implied tasks.

Assets available.

Limitations (constraints and restric-tions).

Risk.

Time analysis.

Essential tasks.

Restated mission.


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SPECIFIED TASKSTasks derived directly from the WARNORD,the OPORD, or the commander’s intent.Examples are obstacle zones, obstacle beltswith intents, the required number of breachlanes, and the type of breach designated bythe higher commander.

IMPLIED TASKSImplied tasks are developed by analyzingthe mission in conjunction with the facts andassumptions developed earlier. For exam-ple, obstacle-handover coordination during arelief-in-place mission, if not specified, is animplied task. A classic example of animplied task is identifying and planning ariver-crossing operation (not specified in thehigher OPORD) to seize an objective if ariver crossing is necessary to accomplish themission but is not specified in the higherOPORD.

ASSETS AVAILABLEThe staff engineer should have already iden-tified the available engineer assets in theEBA. He should also examine the total forcestructure of the combined arms team. Thishelps the staff engineer as he participates inthe COA development. For instance, theamount of firepower available may help todetermine whether the force should conductan in-stride breach versus a deliberatebreach.

LIMITATIONS (CONSTRAINTS ANDRESTRICTIONS)

Constraints are those specified tasks thatlimit freedom of action. Designated reservetargets, obstacle belts (with intents), andbreach-lane requirements are examples ofconstraints the staff engineer must considerin his mission analysis. Restrictions arelimitations placed on the commander that

prohibit the command from doing some-thing. Therefore, they greatly impact theCOA development. Obstacle zones and beltsare excellent examples of restrictionsbecause they limit the area in which tacticalobstacles can be placed.

RISKA commander may specify a risk he is will-ing to accept to accomplish the mission. Forinstance, the priority obstacle effort in adefense may be employed on the most likelyenemy AA while situational obstacles are tobe planned on the most dangerous AA as aneconomy-of-force measure. The staff engi-neer must understand how a risk involvingan engineer capability specifically impactscombined arms-operations and must advisethe commander accordingly.

TIME ANALYSISThe staff engineer must ensure that engi-neer operations are included in the com-bined arms time analysis. The timeanalysis has several steps. The first step isto determine the actual time available.The staff engineer establishes a factor anassumption of the time available while pre-paring the friendly capabilities portion ofthe EBA. Now he refines his time analy-sis. A good tool to use in this process is abasic time-line sketch that includes suchitems as the—

Supported unit’s OPORD.

Engineer unit OPORD.

Movement times.

Line-of-departure or prepare-to-defend times.

Rehearsals.

Hours of darkness or limited visibility.


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This technique assists the staff engineer inaccurately refining the estimate of theamount of time actually available andadjusting the friendly engineer capabilityaccordingly.

ESSENTIAL TASKSSpecified and implied tasks that are criticalto mission success are identified as essentialtasks. The staff engineer focuses the devel-opment of his plans, staff coordination, and

DEVELOP THE SCHEME OFThe staff engineer needs to receive planningguidance to tailor the schemes of engineeroperations that he will develop during COAdevelopment. The amount of guidancerequired is based on the experience of thestaff engineer and maneuver commander,the time available, whether habitual rela-tionships between the engineer and maneu-ver units have been established, and theSOPs. Some areas in which the staff engi-

neer might require guidance are—

Situational-obstacle planning.

Use of digging assets (survivability ver-sus countermobility).

Use of maneuver forces in the obstacleeffort.

Risk acceptance of M/S tasks.

Interpretations of higher commander’sintent pertaining to M/S.

The next step of the military decision-making process is developing the maneuverCOAs. COA development centers on theemployment of maneuver forces. The staffengineer assists in this process by consider-ing the impact engineer operations has onmaneuver. The staff engineer must partici-pate in order to tailor the scheme of engi-neer operations for each COA. He developsa scheme of engineer operations for each

allocation of resources on the essentialtasks. The staff engineer does not ignorethe other specified and implied tasks, buthis planning centers on the essential tasks.

RESTATED MISSIONThe restated mission follows the same for-mat as any mission statement. The who,what, where, and why are based on the mis-sion analysis.

ENGINEER OPERATIONSmaneuver COA. The staff engineer doesnot develop complete plans, just a concept.It is developed using the same steps as themaneuver COA but without the detailedforce allocation. If time permits, the staffengineer may begin working on the detailsfor each plan. The process is as follows:

Analyze relative combat power.Identify engineer missions and allo-cate forces.Develop tentative schemes of engineeroperations.Balance assets against supportrequirements.Integrate into the maneuver COA.

ANALYZE RELATIVE COMBAT POWERThe staff engineer compares the anticipatedenemy engineer capability with the friendlyengineer capability needed to defeat it. Forexample, in the offense, the staff engineerconsiders the enemy doctrinal norms, hardintelligence, recent activities, and the timethe enemy has to prepare. Then he deter-mines if the friendly engineer capability issufficient to overcome the enemy capability.Likewise, in the defense, the staff engineerlooks at enemy capability and when andwhere he expects that capability to beemployed. Then he determines what will


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defeat it and what assets are available toensure success.

IDENTIFY ENGINEER MISSIONS ANDALLOCATE FORCES

Based on the maneuver COA, situationanalysis, mission analysis, and com-mander’s intent, the staff engineer assessesthe engineer requirements. This is the mostimportant step in developing a scheme ofengineer operations.

DEVELOP TENTATIVE SCHEMES OFENGINEER OPERATIONS

The scheme of engineer operations focuseson how the engineer efforts integrate intoand support the maneuver COA. Like themaneuver COA, the scheme of engineeroperations is generic without a specific engi-neer force allocation or unit designation. Itmust address all phases of the operation,particularly when engineer priorities mustchange to support the maneuver.

BALANCE ASSETS AGAINST SUPPORTREQUIREMENTS

The staff engineer reviews his scheme ofengineer operations in light of the assets he

WAR-GAME AND REFINEStaff analysis identifies the best COA to rec-ommend to the commander. War-gamingtechniques are used to analyze the COAs.War gaming is a systematic visualization ofenemy actions and reactions to each friendlyCOA. The staff engineer participates in wargaming to—

Ensure that the scheme of engineeroperations supports the maneuver planand is integrated with the other staffelements.

Further identify weaknesses in hisplan and make adjustments, if neces-sary.

has available (using his EBA product).Hasty-estimate tools, such as belt-planningfactors, blade-hour estimates, and breach-lane requirements, are used to quicklyassess whether adequate assets are avail-able to support the plan. All shortfalls arenoted and the scheme of engineer operationsis refined, if necessary. The plan is refinedby—

Shifting assets to the main effort.

Shifting priorities with the phases ofthe operation.

Recommending to the commander toaccept risk.

Requesting additional assets.

INTEGRATE INTO THE MANEUVER COA

The staff engineer prepares a statementdescribing the scheme of engineer opera-tions. This statement addresses how engi-neer efforts support the maneuver COA. Heintegrates the necessary graphics to illus-trate this tentative engineer plan (for exam-ple, breach-control measures and obstaclegraphics and intent).

THE ENGINEER PLANEnsure that the S2 integrates enemyengineer assets and actions as he por-trays the enemy force.

The three techniques for war gaming are asfollows (see Table A-4):

Avenue in depth.

Belt.

Box.

The next step, after each COA is indepen-dently war-gamed, is to compare the results.The goal of comparing COAs is to ana-lyze their advantages and disadvantages


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relative to the other plans. Each COA is The staff engineer compares COAs in termscompared to the others using specific evalu- of which scheme of engineer operations bestation criteria. These evaluation criteria supports accomplishing the mission. Hismay be developed by the staff or may be comparison is only part of the total compari-directed to the staff by the commander dur- son by the staff.ing his planning guidance.

RECOMMEND A COAThe objective of the comparison is to make aunified recommendation to the commanderon which COA is best. The staff engineermay have to give greater consideration to aCOA that he can least support if it looks likeit is the best selection from the other staffperspectives. The staff engineer must beprepared to inform the maneuver com-mander of—

Which risks to accept.

What additional assets he needs toavoid risks.

Where he can obtain the assets.

How influential he has to be to obtainthe assets.

This is where knowledge of the higher andadjacent unit engineer assets becomesimportant.Based on the staff’s recommendations, thecommander makes a decision on which COAto adopt for final planning. He may select aspecific COA, modify a COA, or combineparts of several COAs. In any event, thecommander decides and issues to the staffadditional guidance for developing the plan.This guidance concentrates on synchroniz-ing the fight, focusing on bringing the com-bat multipliers together.

FINALIZE THE ENGINEER PLAN AND ISSUE ORDERSThe staff engineer focuses his planning engineer determines the C2 necessary toefforts on the scheme of engineer operations accomplish the engineer missions (seefor the selected maneuver COA. The staff Chapter 2 for additional information). The


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scheme of engineer operations is fine-tunedbased on the war-gaming process, the com-mander’s guidance, and situation updates.As the staff engineer fills in the details of hisplan, he refers back to his initial missionanalysis to ensure that all missions havebeen taken into account. The staff engineerensures that all engineer tasks are assignedto maneuver and engineer units as part ofthe subunit instructions. Final coordinationis made with other staff members to ensuretotal integration and mutual support.

The staff engineer conveys his written planthrough his input in the basic OPORD(scheme of engineer operations, subunitinstructions, and coordinating instructionsparagraphs) and the engineer annex (seeAppendix B). As part of the combined arms

staff, the staff engineer also participates inthe OPORD brief to the assembled com-mand group. As with the other primarystaff officers, the staff engineer gets onlyone chance to brief the command group onthe scheme of engineer operations. This isthe first step in a properly executed andwell-coordinated engineer plan. The focusof the staff engineer is briefing the subordi-nate commanders; the maneuver com-mander and staff should already know theplan. It helps to develop standard briefs asa guide. Time is always critical; repeatinginformation covered by other staff membersshould be avoided, and only critical itemsshould be covered, to include SOP items.Above all, the staff engineer should be thor-oughly familiar with the total plan so thathe is comfortable answering questions.


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APPENDIX B

O r d e r s a n d A n n e x e s

Orders and annexes are critical componentsof the brigade’s engineer C2. The brigadeengineer, through the brigade commander,exercises functional control over the engi-neer operations within the brigade sec-tor by including critical instructions in thebrigade order and the engineer annex. The

BRIGADE

Figure B-1, pages B-2 through B-4, is asample format of the brigade OPORD.

ENGINEERThe engineer annex contains informationnot included in the base brigade order that iscritical to the brigade engineer plan orrequired for subordinate engineer plan-ning. It does not include instructions ororders directly to engineer units. Allinstructions or tasks are addressed tomaneuver brigades, not supporting engi-neer units. More importantly, the engineerannex covers critical aspects of the entireengineer plan, not just parts that pertain toengineer units. The engineer annex is not areplacement for the engineer company order.For example, it does not give subunit ordersand service-support instructions to engineerunits remaining under brigade control; thoseorders and instructions are contained in theengineer company order. The engineerannex should meet the following general cri-teria:

supporting company commander alsoissues unit orders to exercise unit controlover engineer forces under his command.The products from the brigade engineerand the company commander must worktogether to synchronize and coordinateengineer support to the brigade.

OPORD

Paragraphs in which engineer input isrequired are bolded.

ANNEXIncludes critical information derivedfrom the EBA process.Contains all critical information andtasks not covered elsewhere in theorder.Does not contain items covered inSOPs unless the mission requires achange to the SOP.Contains information and tasksdirected to major subordinate ele-ments of the division, not supportingengineer units.Avoids qualified directives and isclear, complete, brief, and timely.Includes only information andinstructions that have been fully coor-dinated with other parts of theOPORD, brigade commander, andstaff.

Orders and Annexes B-1

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B-2 Orders and Annexes

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The engineer annex includes any combina-tion of written instructions, matrices, oroverlays to convey the necessary details ofthe engineer plan. The engineer annex out-lined in the following paragraphs provides astandard format for both offensive anddefensive operations. This format standard-izes the organization of information includedas written instructions. The actual contentdepends on the type of brigade operation andengineer plan. A standardized annex formatmakes it easier for the engineer staff officerto remember what should be included andfor subordinate staff officers to find requiredinformation. The format tailors the stan-dard five-paragraph order to convey criticalinformation.

Matrices may be used as part of the body ofthe engineer annex or as separate appendi-ces. Matrices are used to quickly convey orsummarize information not needing expla-nation, such as logistics allocations, obstaclezone priorities and restrictions, or task

summary (execution matrix). Finally, over-lays are used to give information or instruc-tions and expedite integration into theoverall combined arms plan. At divisionlevel, information included on overlays mayinclude but is not limited to—

All existing and proposed friendlyobstacles and control measures (obsta-cle zones, restrictions, and lanes;directed or reserve targets; and bri-gade-level situational obstacles,including associated NAI/TAI and deci-sion points).Known and plotted enemy obstacles(must also be on situation template).Logistics locations and routes, as theyapply to engineer operations.NBC-contaminated areas.

Figure B-2, pages B-6 through B-9, is asample format of a written engineer annex.Figure B-3, page B-10, provides a samplematrix and overlay.

ENGINEER UNIT ORDERSThe company commander uses a unit orderto exercise unit control over engineer unitsremaining under his command. At the out-set of an operation, the company com-mander uses his order to—

Effect the necessary task organizationof engineers in the brigade.

Assign initial missions.

Establish sustainment integrationwith the FSB.

Once the task organization is effective andduring combat operations, the companycommander directs subsequent unit ordersonly to those engineers under his command.Orders, missions, and instructions to engi-neers supporting maneuver battalions incommand relationships are included astasks to the battalions in the brigade order.

The brigade engineer issues WARNORDsto all engineers supporting the brigade tofacilitate parallel planning within engineerunits and any engineer TFs. WARNORDsto engineers supporting maneuver battal-ions are for planning only and are not exec-utive.

BRIGADE ENGINEER WARNORDThe purpose of the WARNORD is to helpengineer staff officers and engineer unitsinitiate planning and preparations for anupcoming operation. The WARNORD iscritical to foster parallel planning at theengineer unit and maneuver battalion lev-els.There is no prescribed format for theWARNORD. It may be either written orverbal but should include the followinginformation:


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.Orders and Annexes B-7

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Heading. Administrative/logistical information.Situation. Acknowledge.Attachments and detachments.

Earliest time of move.Heading

Nature and time of operation.WARNORDs must always begin with thewords “Warning Order. ” This is to ensure

Time and place of orders group. that recipients understand the information


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is for use only as a basis for planning andwill be followed by orders. The addresseesshould also be listed in the heading. The bri-gade engineer’s WARNORD to the unitshould address all engineer units supportingthe brigade.

SituationThis section includes a brief description offriendly and enemy situations and criticalevents. It may also include probable mis-sions for the brigade and specified or impliedtasks, and it may assign tentative tasks forplanning only to engineer units.

Attachments and DetachmentsThis section gives tentative and knownchanges to the task organization. However,it must be clear to engineers supporting themaneuver battalions that changes in taskorganization are for planning and are noteffective until after an order is received fromthe brigade by the supported battalion.

Earliest Time of MoveThis section states the earliest possible timethat units must be ready to move. The com-pany commander may give actual movementtimes, if known, to units under his com-mand. The earliest time of move is criticalto synchronizing sustainment operations tosupport future missions.

Nature and Time of OperationThis section provides recipients with asmuch information about the brigade plan aspossible to foster parallel planning and prep-arations and to set priorities. Depending onthe maturity of the planning process, thissection may include a concept of engineeroperations or tentative scheme of engineeroperations. Orders for preliminary actionmay also be included, such as—

Assigning engineer tasks, such as tacti-cal/technical reconnaissance.

Establishing Class IV/Class V supplypoints.

Moving to linkup points.

These orders are normally qualified as“be-prepared” or “on-order” tasks, dependingon how the plan is established. Orders toengineers supporting maneuver battalionsare always on-order tasks, with executioninstructions coming through maneuverheadquarters-generated orders.

Time and Place of Orders GroupEngineer units under the brigade com-mander are told when and where to receivethe entire order and who will attend. Unitsshould identify the composition of the ordersgroup in their SOP.

Administrative and Logistical InformationThis includes instructions and warninginformation on changes in unit logisticsoperations and linkup with maneuver sus-tainment systems, as required by futureoperations. This information may alsodirect movement to assembly areas and pro-vide instructions for sustainment aftermovement.

AcknowledgeAn acknowledgment of receipt is alwaysrequired to ensure that the WARNORD isreceived by all addressees.

ENGINEER COMPANY OPORDThe DIVEN commander issues OPORDs toall engineer units under his command. Oncethe task organization is effected, all instruc-tions and missions to engineers supportingmaneuver battalions are conveyed in bri-gade orders and are addressed to the


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maneuver battalion commanders. The engi-neer company OPORD is outlined in the fol-lowing paragraphs (see Figure B-4,pages B-13 through B-18 for an example).Figure B-5, page B-19, shows an engineerexecution matrix. When the order is anOPLAN instead of an OPORD, the assump-tions on which the plan is based are includedat the end of the “Situation” paragraph.

ENGINEER COMPANY FRAGOThe company commander frequently needsto modify his OPORD to make changes inengineer operations that allow the brigadeto take advantage of tactical opportunities.He can do this by issuing a FRAGO. Thecompany commander issues FRAGOs only toengineer units under his command.Changes in instructions to engineers sup-porting maneuver battalions in commandrelationships are conveyed through input tothe brigade FRAGO. A FRAGO does nothave a specified format, but an abbreviatedOPORD format is usually used. The key toissuing a FRAGO is to maximize the use ofthe current OPORD by specifying only infor-mation and instructions that have changed.The company commander is rarely affordedthe opportunity to issue FRAGOs to his sub-ordinate leaders face-to-face. He normally

issues them over the radio. The companycommander may use his XO or 1SG to issuethe FRAGO in person to subordinates. Thisensures that direct coordination is madeand that graphics are distributed to platoonleaders. A FRAGO usually contains the fol-lowing elements:

Changes to task organization. Listsany required changes to unit taskorganizations made necessary by mod-ifications to the OPORD.

Situation. Includes a brief statementof current enemy and friendly situa-tions, which usually gives the reasonfor the FRAGO. It may also updatesubordinates on the current status ofbrigade-level engineer missions.

Concept. Gives changes to the schemeof engineer operations and the corre-sponding changes to subunit tasks. Itmust also include any changes in thebrigade or company commander’sintent.

Coordinating instructions. Includeschanges to “Service Support” and“Command and Signal” paragraphs ofthe current OPORD made necessaryby the change in the scheme of engi-neer operations.


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Orders and Annexes B-1 5

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APPENDIX C

K e y L e a d e r s ’ R e s p o n s i b i l i t i e s

This appendix outlines key duties andresponsibilities of several of the principalleaders involved in brigade-level engineerC2. They are the—

Brigade engineer.

Engineer company commander.XO.1SG.Communications sergeant.Supply sergeant.

NBC sergeant.

Armorer.

Combat signaler.

The duties and responsibilities listed are afoundation of mission-essential tasksrequired of engineer key leaders support-ing the light brigade. The DIVEN maymodify the duties and responsibilitiesbased on METT-T and the structure of thesupported brigade and the supportingengineers.

BRIGADE ENGINEERThe brigade engineer is the primary engi-neer staff planner for the brigade com-mander. He is task-organized from thedivisional light engineer battalion by thedivision engineer. The brigade engineer isresponsible to the brigade commander forproviding organizational focus and synchro-nizing cohesive engineer support for theentire brigade. As a special staff officer, heis the principal engineer advisor to the bri-gade commander and the rest of his staff.He is responsible for integrating specifiedand implied engineer tasks into the brigadeplan. The brigade engineer has the ulti-mate responsibility for ensuring that sup-porting engineer units are completelyintegrated into the brigade’s mission plan-ning, preparation, and execution. This taskwill be one of the most challenging and will

only be successful with the full support ofthe supporting company commanders.

The brigade engineer’s primary duty is toplan, coordinate, and facilitate the execu-tion of engineer missions in support of thecommander’s scheme of maneuver. In thisrole, he must—

Integrate engineer battlefield func-tions into future brigade plans anddevelop the necessary input to bri-gade orders, annexes, and engineerunit orders, as required.Make time-sensitive engineer deci-sions on requests from the TF engi-neers for recommendations forimmediate tactical support.Train the brigade engineer celllocated at the brigade main CP.

Key Leaders’ Responsibilities C-1

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Establish the BMEC and integrate theBREC into brigade C2 operations.

Formulate ideas for engineer supportto meet the brigade commander’sintent.

Visualize the future state of engineeroperations in the brigade.

Recommend to the brigade commanderthe engineer priorities of effort andsupport and acceptable risks.

Determine and accurately evaluate thecritical aspects of the engineer situa-tion.

Decide what engineer missions must beaccomplished to support the brigade’scurrent and future fights.



Integrate the necessary orders andinstructions into division plans andorders.Issue timely instructions and ordersto subordinate engineer units throughthe brigade base order to facilitatesubordinate planning, preparation,and integration.Monitor the execution of engineerorders and instructions by keepingtrack of the current fight.Alter the engineer plan, as required,with feedback from the maneuverbattalions and engineer units.

Interface with the DIVEN on DIVENplans, status of brigade engineer mis-sions, and identification of any bri-gade requirements for division orEAD engineer assets to support thebrigade.Inform the brigade commander of thecapabilities, limitations, and employ-ment considerations of supportingengineers.

ENGINEER COMPANY COMMANDER

The company commander is responsible foreverything the company does or fails to do.This includes the tactical employment,training, administration, personnel man-agement, and sustainment of his company.He must fully understand the capabilities ofhis soldiers and the best method of how toemploy them. The company commandermust also understand what the light bri-gade and battalions are capable of and howthey fight.

The company commander is the engineerexecutor on the brigade battlefield. He has“unit control” and command responsibilityover his unit. One of his greatest challengesis maintaining an execution focus for thebrigade commander while sustaining his

staff-level input to the brigade engineer.He is ultimately responsible for—

Writing the company OPORD thatsupports the brigade commander’sintent and concept of the operationand the brigade’s engineer annex.

Providing mission-oriented C2 to hiscompany.

Supervising the execution of hisunit’s engineer support within thebrigade area.

Achieving integration with the sup-ported brigade through his link withthe brigade engineer and the brigadecommander’s C2 organization. (C2

C-2 Key Leaders’ Responsibilities

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assets from the company are key infacilitating this process.)

Ensuring that an accurate and currentengineer status is retained at the bri-gade by tracking the status of the com-pany’s missions and units andforwarding it to higher HQ, asrequired.

Dividing duties among key leaders ofhis company. Each subordinate mustknow what his job is and how the com-pany functions while executing its mis-sions. The decentralized nature of lightbrigade operations dictates that thecompany and its subordinate units beable to function in any mission or situa-tion with minimal guidance and controlfrom higher HQ. Although every situa-tion is different, the company SOPstandardizes the way tasks are accom-plished and facilitates execution ofdecentralized operations.

EXECUTIVE

The XO is second in command. His primaryrole is to help the commander direct thefight of the company and ensure its seam-less integration into the brigade combat, CS,and CSS structure. His responsibilitiesinclude—

Receiving and consolidating unit andmission reports from the platoons andsubmitting them to the BMEC, the bri-gade rear CP, and the parent engineerbattalion commander, as required.

Assuming command of the company, asrequired.

Establishing and operating the com-pany CP. T-his CP ‘accomplishes twoprimary tasks. It facilitates the C2process of the company and augments

Remaining focused on engineer mis-sions rather than the method of hissubordinates’ execution. The companycommander must not give his subordi-nates missions and guidance that con-flict with those of the maneuverbrigade and supported battalion com-manders.Assuming the responsibilities of thebrigade engineer. While he is alwaysan advisor on his unit’s capabilities,limitations, and current operationalstatus, he normally passes this infor-mation through the brigade engineer.In the absence of the brigade engineer,the focus of the company commander ismore on integrating into brigade plan-ning and less on unit command.Providing mission and status reports tothe brigade commander and the bri-gade engineer (and his immediate engi-neer commander) so that they maymake decisions that can influence thebattle.

OFFICERand synchronizes the engineer C2organization in support of the brigade.

Planning and supervising the engineercompany CSS.Ensuring that PCIs are completethroughout the company.

Planning and coordinating all logisti-cal support with the FSB, the parentengineer battalion, and other agenciesoutside the company.

Preparing or assisting in the prepara-tion of the company OPORD, specifi-cally focusing on paragraph 4.Coordinating with higher, adjacent,and supporting units. ‘This function isvital when the company receives sup-port from other units of the parent


FM 5-7-30

battalion (such as equipment, mainte-nance, or medical assets) or from corpsengineers.

The XO has a secondary role as the brigaderear engineer. In this role, he accomplishesthose tasks required to integrate and syn-chronize the engineer support for rear-areaoperations, such as—

Monitoring rear-area engineer opera-tions.Anticipating unit-specific, future engi-neer requirements.

Executing engineer unit sustain-ment and coordinating future unit-sustainment needs with the brigaderear CP and the FSB.

Providing engineer expertise in the bri-gade rear area and coordinatingdirectly with all brigade rear-area CSand CSS elements.

Working closely with the brigade engi-neer to facilitate brigade-level engineerC2.

FIRST SERGEANTThe 1SG is the senior NCO and usually themost experienced soldier in the company.He is the commander’s primary tacticaladvisor and expert on individual and NCOskills. He assists the commander in plan-ning, coordinating, and supervising allactivities that support the unit mission. Heoperates where the commander directs orwhere his duties require him. His responsi-bilities include—

Being involved early in the planningprocess to provide quality control inthe execution of engineer missions andlogistics operations.

Checking on soldiers’ welfare as a sec-ond set of eyes for the commander. Hemay be located with the company com-mander, on a secondary engineereffort, or in any of the CPs to ensuresmooth engineer operations.

Executing and supervising routineoperations.Enforcing the tactical SOP.

COMMUNICATIONSThe communications sergeant is the com-pany expert and advisor on all aspects oftactical communications. He is responsiblefor—

Planning and coordinating training.

Coordinating and reporting personneland administrative actions.

Supervising supply, maintenance,communications, field hygiene, andMEDEVAC operations.

Ensuring that CSS priorities are req-uisitioned and replenished.

Monitoring logistical statuses and sub-mitting reports to the company XOand the brigade rear CP, as required.

Supervising, inspecting, and observingmatters designated by the com-mander. He may observe and reporton the status of obstacles or surviv-ability within the brigade or rangecards within the company.

Assisting and coordinating with theXO, preparing to assume his duties, asrequired.

SERGEANTEnsuring that the company’s radiosand telephone assets are in workingcondition and providing communica-tions down to the platoons.


FM 5-7-30

Supervising the operations, mainte-nance, and installation of organic wireand frequency modulated (FM) commu-nications. This includes sending andreceiving radio traffic and makingrequired communications checks.

Supervising the company CP, toinclude relaying information, monitor-ing the tactical situation, establishingthe CP security plan and radio-watchschedule, and informing the com-mander and subordinate units of sig-nificant events. These actions are anessential component of the dual func-tions of the company CP in providingunit- and brigade-level engineer C2support.

Performing limited troubleshooting oforganic communications equipment.

Providing the link between the com-pany and the FSB for maintenance ofcommunications equipment.

Supervising all aspects of communica-tions security (COMSEC) equipment,to include requesting, receiving, train-ing, maintaining, securing, andemploying related equipment andmaterials.

Receiving, accounting for, and distrib-uting signal operation instructions(S0I).

Advising the commander in planningand employing the communicationssystems.

Preparing or assisting in the prepara-tion of paragraph 5 of the OPORD,based on the commander’s guidance.

SUPPLY SERGEANTThe supply sergeant is under the direct 1SG and supporting units within thesupervision of the lSG but must ensure that FSB.the company CP is kept informed of the sta- Monitoring the tactical situationtus of all critical supply items. His responsi- together with the communicationsbilities include— NCO.

Requesting, receiving, issuing, stor- Anticipating logistical requirementsing, maintaining, and turning in sup- and assisting in the operations of theplies and equipment for the company. company CP. Chapter 6 has a more

detailed discussion of the CSS require-Coordinating requirements with the ments.

NBC SERGEANTThe NBC sergeant works with the 1SG andcommander in planning and conductingNBC operations. He is located in the com-pany CP. He assists the communicationsNCO and supply NCO in monitoring the tac-tical situation, CP operations, and security.He is responsible for—

Organizing and training the com-pany’s NBC teams and supervising the

execution of assigned tasks, asrequired.Supervising the maintenance andemployment of the company’s NBCequipment.Relaying NBC reports, advising thecommander on areas of contamination,and maintaining the radiation statuschart.


FM 5-7-30

ARMORER

The armorer may operate at the company Evacuating weapons to the DS mainte-CP to support continuous CP operations. nance unit in the FSB.His duties include—

Assisting the supply sergeant.Performing organizational mainte-nance on the company’s small arms.

COMBAT SIGNALERThe combat signaler may also operate at Assisting in the preparation of thethe company CP to support continuous CP OPORD by copying the overlays andoperations. He is responsible for— building sand tables.

Operating and performing mainte- Acting as the commander’s radio/tele-nance on communications equipment phone operator (RTO), as required.as directed by the communications ser-geant.


FM 5-7-30

APPENDIX D

T a c t i c s , T e c h n i q u e s , a n d P r o c e d u r e s

The purpose of this appendix is to assist establish basic guidelines for conductingfield units in two problem areas: route- these combined arms combat operations.clearance operations and FLS seizure/ They are not all encompassing and may beclearance operations. The TTP that follow modified to meet the needs of the user.

ROUTE-CLEARANCE OPERATIONSMISSION

A battalion TF is to conduct clearance-in-zone operations to ensure battlefield circula-tion.

OVERVIEWTo clear a route, the battalion focuses onecompany team as the main effort on theroute proposed as the MSR and the remain-der of the battalion conducts clearance-in-zone operations on terrain that dominatesthe MSR. The brigade retains an air-assaultor a mechanized company in reserve. Dur-ing route-clearance operations, the TF couldperform the following missions:

Conduct a deliberate breach through aknown minefield or obstacle.

Conduct an in-stride breach through anunknown minefield.

React to a near/far ambush.

FACTS AND ASSUMPTIONSIn a route-clearance operation, the followingfacts and assumptions apply:

Noncombatants are in the area.

Noncombatants use the MSRs.ROE are in effect.

MSRs are limited and the terrain isrestrictive.The terrain limits communicationcapabilities.Enemy teams, squads, and platoonsconduct decentralized operations;they can mass to a company-leveloperation.The enemy makes extensive use ofminefield, indirect fires, snipers, andshoulder fired surface-to-air missiles(SAMs).The enemy can infiltrate to ambush,emplace minefield, reseed clearedminefield, erect obstacles, emplaceexplosive devices, and conduct acts ofterrorism.Buried point minefield can beemplaced in 1 to 1 ½ hours on anunimproved road and 2 hours on animproved road.Point minefield consist of 5 to 35mines with a mix of 10 to 25 ATmines and/or 5 to 10 AP mines.

Tactics, Techniques, and Procedures D-1

FM 5-7-30

Minefields and obstacles may be cov-ered by direct and indirect fires.

All obstacles are considered to be boobytrapped.

Cleared minefield can be reseededwhich indicates the presence of minecaches.

All movements are considered combatoperations.

Clearance operations are conductedduring daylight hours.

MSRs must be swept daily.

Each convoy has a security escort thatcan also breach minefield, if required.

Aviation, fire support, engineer, mili-tary intelligence (MI), military police(MP), ADA, civil affairs (CA), and psy-chological operations (PSYOP) assetsare available.

Light forces can clear 700 meters of aroute per hour, using a minimum offour mine detectors, in a deliberatesweep operation.

Heavy forces can clear 5 to 15 kilome-ters of a route per hour, using a mini-mum of three mine-clearing rollers.

A reserve is available.

US forces have air supremacy.

Light, mobile security elements have amix of M60 machine guns and MK1930-millimeter grenade launchers.

A truck platoon is available to movesecurity forces.

Each light infantry platoon requiresthree 5-ton trucks for transportation.

TF TASKS TO BE ACCOMPLISHED

The following tasks must be accomplishedfor route-clearance operations:

Conduct deliberate sweep operations.

Detect obstacles.

Secure the area to be cleared.

Conduct breaching and clearing opera-tions.

Conduct route reconnaissance.

Conduct cordon and search operations.

Conduct mounted-movement drills.

Conduct road movement.

React to enemy contact.

Conduct a HATK.

Deploy a reserve.

Conduct an air-mission brief (AMB).

Develop a fire plan/suppression ofenemy air defenses (SEAD).

Conduct emergency resupply opera-tions.

Conduct casualty-evacuation opera-tions.

Conduct vehicle recovery and evacua-tion operations

Collect and disseminate intelligenceinformation.

Provide C2.

React to civilians on the battlefield.

Conduct liaison with civil authorities.

Respond to press interviews.

D-2 Tactics, Techniques, and Procedures

FM 5-7-30

RECOMMENDED TASK ORGANIZATION operations. See Figure D-2, page D-4,Figure D-1 shows an example of the com- for an example of a graphic illustrationpany team organization for route-clearance of a route-clearance operation.


FM 5-7-30

OPERATIONAL PLANNINGCONSIDERATIONS

The following items should be considered bythe TF when planning route-clearance oper-ations:

Intelligence

The supporting staff conducts IPB to iden-tify choke points, bridges, tunnels, criticalroad junctions, and other built-up areas.However, depending on its overall mission,the enemy may not always emplace obsta-cles at these locations. This is especiallytrue if its goal is to psychologically disrupt

The IPB should focus on the mostprobable enemy attack method andpoint obstacle and ambush locations.

A situation map should be maintained.

An incident map should be maintainedto facilitate a pattern analysis.

A threat order-of-battle data baseshould be maintained.

A detailed R&S plan, incorporatingmodern battlefield techniques to moni-tor the route (such as ground sensors,forward-look airborne radar, infraredradar, and satellite images), should be

our convoys. developed.


FM 5-7-30

The unit should coordinate for “quickfix” and unmanned airborne vehicle(UAV) support.

-

A daily flight should be conducted overthe area by AH teams to provide up-to-the-minute intelligence. Film the routeusing an AH-64, if possible.The unit should coordinate with the AirForce to check routes periodically (forexample, using the C-130 Specter gun-ship)

-

An intelligence update should be pro-vided to company-team leaders beforedeparture. This includes a 1:50,000enemy situation overlay.

ManeuverThe battle drill for the company team when

The company commander moveswith the breach force or stays withthe support force and controls indi-rect fires into the objective area.Indirect-fire assets capable ofobscuring (with smoke) and sup-pressing the area are ready to usebased on the company commander’sassessment of the situation.

After clearance is completed, thecompany commander leaves a stay-behind force from the assault force(squad- to platoon-sized) to securethe site until it is relieved by follow-on forces (such as MPs, local forces,or a reserve).

The company team then continues - route-clearance operations.

encountering a known or suspected mine- Light Team:field is as follows: – Route-clearance operations are the

Light/Heavy Team: same as those conducted by the - The support force maneuvers to a light/heavy force with the following

exception:position where it can overwatch the

--

-

minefield and direct effective fires onpossible enemy locations.

The assault force dismounts andmaneuvers using a covered andconcealed route that avoids roadsand does not mask supporting fires.The assault force may or may notbe employed. If employed to seizeterrain or destroy the enemy, it mayor may not pass through the breach(METT-T dependent).

The breach force moves forwardwith tanks (with mine-clearingrollers) in the lead. The infantryplatoon dismounts to protect the

--

Hasty-sweep operations em-ploy engineers well forward andrely on visual indicators.The breach force does not havetanks providing close-in secu-rity. It is provided by AT/MPassets armed with M60s. Allother breaching proceduresremain the same.The support force does not havethe Bradley platoon. Over-watch is provided by an AT/MPsection with MK19s.

Fire Support

--

-

tanks and engineers. The engineer Priority targets shift in conjunctionplatoon conducts minefield/obstacle- with company-team movement on theclearance operations and properly MSR. Smoke is planned for each tar-marks all lanes. get.


FM 5-7-30

The company’s 60-millimeter mortarsection moves and sets up with the sup-port force.

Clearance of fires is the responsibilityof the maneuver commander in whosesector the target is located.Adequate Q-36 coverage is necessaryfor deliberate breach operations.

Mobility/SurvivabilityOBSTINTEL must include the–

– Description of the mines or explosivedevices.

- Composition of the obstacle.- Enemy actions or techniques used

during obstacle emplacement.

Upon visual identification of an obsta-cle, deliberate sweep operations shouldbegin and continue for 200 meters pastthe obstacle.

All mines, obstacles, and explosivedevices must be reported, cleared, andmarked to facilitate unimpeded move-ment.

Lane-marking materials and tech-niques are standard throughout theroute.

All radios, electronic equipment, andaviation assets must maintain a safedistance during breaching operations.

AD ArtilleryDespite air supremacy, the possibilityof air attack should be considered.The following passive AD measuresshould be used:

- Eliminate glare by using mud, tape,cardboard, or camouflage nets to

-

-

-

cover headlights, mirrors, and por-tions of windshields.Try to reduce dust clouds (reducespeed to reduce dust).Use routes that offer natural con-cealment.Use air guards.

Combat Service SupportClearance operations are supportedwith a logistical/medical package oper-ation out of the BSA.The priority evacuation method is byair; the routine method is by ground.

An AMB should be conducted with avi-ation assets for MEDEVAC contingen-cies (rehearse evacuation requestprocedures).

A medical team traveling with thecompany team should consist of one totwo FLAs.All personnel wear flak vests.

All vehicles carrying troops requirehardening (sandbagging floors andsides).

Command and Control

The company team commander has arequirement to operate on three sepa-rate frequencies: battalion commandnetwork, company team commandnetwork, and fire support network.

Minefield indicators should bedesignated throughout the TF (seeFigure D-3 for a list of indicators).

The battalion designates a reservethat is at least platoon-sized and iseither mechanized or air-assault capa-ble.


FM 5-7-30

Rehearsals should include: PSYOP/CA support the counterintelli-- Actions on the objective/obstacle.- Reaction to enemy contact.- Reaction to a near/far ambush.- Communications exercise (COMEX).- Fire support.

Special OperationsPSYOP teams should be employed for-ward to assist in dispersing civiliansthat could block the route.

gence (CI) in conducting civilian inter-views.

Civilians should be directed along theMSR to the displaced-personnel holdingareas and the routes that the brigadehas indicated for use.

REFERENCES

The manuals listed in Figure D-4, page D-8,provide additional information on route-clearance operations.


FM 5-7-30

FLS SEIZURE/CLEARANCE OPERATIONS

MISSIONA battalion TF is to seize and clear a FLS ina forced-entry operation so follow-on air-land forces can develop LOC.

OVERVIEW

Minimally damaged, requiring onlysmall repairs.

Cleared of all obstructions.

FACTS AND ASSUMPTIONS

To clear the FLS, the battalion focuses one In this situation, the following facts and

company team as the main effort on the assumptions apply:FLS. The remainder of the battalion con-ducts clearance-in-zone operations, securingintermediate objectives on terrain that dom-inates or overmatches the FLS. Duringclearance operations, the TF finds that theFLS is in one of the following conditions:

Destroyed beyond repair.

Noncombatants are in the area.

Noncombatants stay near airfield con-trol facilities.

ROE are in effect.

FLS is capable of landing C- 130 air-craft.


FM 5-7-30

FLS was used in the last 30 days or lessby some sizable aircraft.

Enemy activity in the area is minimal.

Enemy teams, squads, and platoonsconduct decentralized operations in thearea; they can mass to a company-leveloperation within 24 hours.

Enemy makes extensive use of ADAassets, minefield, indirect fires, andsnipers in controlling the airfield.

Clearance operations are conductedduring limited visibility or at night.

US forces have air supremacy.

Air Force, aviation, fire support, engi-neer, MI, MP, ADA, CA, and PSYOPassets are available; however, theyrequire task organization for this oper-ation.

TF TASKS TO BE ACCOMPLISHEDThe following tasks must be accomplishedfor FLS seizure/clearance operations:

Conduct forced-entry operations.

Secure DZ/LZ.

Establish LAPES zones.

Conduct cordon-and-search operations.

Develop a fire plan/SEAD.

Conduct a HATK.

Secure intermediate objectives aroundthe airhead.

Conduct initial reconnaissance of theFLS.

Conduct deliberate sweep operations.

Detect obstacles (such as mines, cra-ters, wire, and abandoned vehicles).

Conduct breaching/clearing opera-tions on the FLS.

Remove vehicles and equipment fromthe FLS.

Repair damage to the FLS or turn-around apron.

Conduct liaison linkup with the AirForce CCTs.

React to civilians on the battlefield.

Conduct casualty-evacuation opera-tions.

RECOMMENDED TASK ORGANIZATIONFigure D-5, page D-10, shows an example ofhow a battalion TF could be task-organized.

See Figure D-6, page D-11, for an example ofa graphic representation of the FLS seizure/clearance operation.

OPERATIONAL PLANNINGCONSIDERATIONS

The following should be considered by theTF when planning a FLS seizure:

Intelligence

The IPB should focus on the enemy’smost probable COA in the immediatearea around the FLS/DZ.

The case study provides intelligenceon the FLS and surrounding terrain, toinclude borrow pit sites.

Aerial imagery, photographs, and dailyflights over the area should be coordi-nated.

Updated intelligence in the area can beobtained through coordination withhuman intelligence (HUMINT) andSOF elements.


FM 5-7-30

Threat order-of-battle data base, toinclude typical obstacle materials on oraround the FLS, should be maintained.A situation map with incidents in thearea should be maintained to facilitatea pattern analysis.Intelligence updates should be providedto all TF leaders before forced-entryoperations, to include 1:50,000 enemysituation overlay (situation template).

ManeuverThe entire battalion TF conductsforced-entry operations by either aparachute or an air assault.The assault force conducts cordon-and-search operations, securing

intermediate objectives that support oroverwatch breach-force operations toeliminate long-range direct fires andobserved indirect fires.

The lead elements of the breach/clear-ance force initially conduct a hastyreconnaissance of the FLS to secure it,removing direct fires. Then the engi-neer platoon (-) conducts a deliberatesweep with the security provided by aninfantry company.

The support force is the reserve andprovides security for the TF C2 ele-ments and the brigade tactical CP.This force has the redundancy tobreach/clear the FLS or to secure inter-mediate objectives, if required.


FM 5-7-30

In order to build up combat power inthe AO, the critical mission for the bat-talion TF is to clear and maintain theFLS.

Marking the FLS is according to thedivision TSOP and is coordinated withthe Air Force CCTs. This should be cov-ered in detail in coordinating instruc-tions of the OPORD.

Fire Support

Priority of fires will be with the assaultforce.

Special consideration must be takenwhen planning the SEAD so the FLS is

not damaged by friendly fires. Toaccomplish this, it may be necessary toplace no-fire zones on the actual FLS.

The company’s 60-millimeter mortarsection moves with their organic com-pany, and the battalion’s 81-millimetermortar section sets up with the sup-port force.

The TF commander is responsible forclearing fire in the AO.

Mobility/Survivability

OBSTINTEL should be developedearly during the IPB. It must includethe–


FM 5-7-30

- Description of mines or explosivedevices.

- Composition of obstacles (craters,ditches, or wire).

- Actions or techniques used by theenemy during emplacement.

Initial reconnaissance elements shouldmark and report any obstacles encoun-tered on or around the FLS. The CCTnormally has this completed early.

The priority of engineer effort shouldbe directed toward opening a FLSlong enough to land a C-130 (a mini-mum of 2,500 feet). Then they shouldclear the taxiways and turnaroundapron.

The engineer platoon masses to con-duct a deliberate sweep of the FLS toensure that all obstacles are identifiedand removed.

The engineer platoon should organizethe sweep teams similar to those inFigure D-7.The engineer platoon can clear a path 8meters wide and 700 meters long in anhour, using a minimum of four minedetectors (see Figure D-7a). If the pla-toon is task-organized with four addi-tional mine detectors, it can clear apath 16 meters wide and 700 meterslong in an hour (see Figure D- 7b). Thisassists the sweep team by reducing theinitial runway sweep to one deliberatepass.

The mines that are identified areexploded in place, if possible.

The LARP team moves behind thesweep team on the cleared FLS torepair any craters or holes in the FLS.The LARP team removes parked vehi-cles from the FLS by either “hot wiring”

them or pushing them off with heavyequipment.

The airfield assessment team assessesthe FLS with the Air Force CCT dur-ing clearance operations to certify thatthe FLS is serviceable before any typeof aircraft lands.

The airfield assessment team contin-ues to assess the FLS once the airfieldis open to aircraft to determine thenumber of C- 130s that can land on theFLS before it needs maintenance.

The engineers continue to sweep theturnaround apron area once the FLS iscleared. When the airfield sweep iscomplete, they sweep the proposedLOC.

AD Artillery

Despite air supremacy, the possibilityof air attack should be considered.

Combat Service SupportNo resupply is conducted until the FLSis clear.

MEDEVAC is by air, once the FLS isclear. The ATLS team collocates withthe support force and treats casualtiesuntil the FLS is opened.

Fuel supplies could become critical ifmajor repairs are needed on the FLS.

Command and ControlThe TF maintains a company-teamreserve that is located with the sup-port force.

The engineers with the breach/clear-ance force report through the companyteam and back to the battalion thearea and distance they have cleared.


FM 5-7-30

Tactics, Techniques, and Procedures D-1 3

FM 5-7-30

FLS marking techniques need to be dis-seminated throughout the TF.

Combined arms rehearsals shouldinclude–

- Actions on the objective/obstacles.

- Reaction to contact.

- Reaction to near/far ambush.

- Deliberate sweep operations.

- COMEX.

- Linkup with Air Force CCT.

Special OperationsIntelligence updates should beobtained from SOF units in theaterbefore conducting forced-entry opera-tions.A PSYOP team should be employed tocontrol and disperse civilians whocould hinder FLS seizure/clearanceoperations.Holding areas should be established tocontrol dislocated civilians.

REFERENCESThe FMs listed in Figure D-8 provide addi-tional information on FLS seizure/clearance

- Fire support. operations.

D-1 4 Tactics, Techniques, and Procedures

FM 5-7-30

G l o s s a r y

lLT

lSG

1st

2d

3d

A&B

A&O

AA

ACE

AD

ADA

ADAM

ADAO

ADC

ADP

AHB

AMB

first lieutenant

first sergeant

first

second

third

assault and barrier

assault and obstacle

avenue of approach

armored combat earthmover, M9

air defense

air defense artillery

area denial artillery munition

air defense artillery officer

area damage control

automated data processing

attack helicopter

attack helicopter battalion

air-mission brief

AH

Glossary-1

FM 5-7-30

AO

AP

ASL

ASP

AT

AT-4

ATP

attn

AVLB

BHL

BMEC

bn

BOS

BP

BREC

BSA

C2

CA

CCM

CCP

area of operation

antipersonnel

authorized stockage list

ammunition supply point

antitank

84 millimeter, light antitank weapon

ammunition transfer point

attention

armored vehicle-launched bridge

battle handover line

brigade main engineer cell

battalion

Battlefield Operating System

battle position

brigade rear engineer cell

brigade support area

command and control

civil affairs

cross-country mobility

casualty collection point

Glossary-2

FM 5-7-30

CCT

CDS

CEV

CI

CO

COA

COMEX

COMSEC

CONUS

COSCOM

CP

CS

CSA

CSE

CSG

CSR

CSS

DA

DATK

DISCOM

DIVEN

combat control team

container delivery system

combat engineer vehicle

counterintelligence

commanding officer

course of action

communications exercise

communications security

continental United States

corps support command

command post

combat support

corps support area

combat support equipment

combat service group

control supply rate

combat service support

Department of the Army

deliberate attack

division support command

division engineer

Glossary-3

FM 5-7-30

DS

DSA

DST

DTED

DTG

DZ

EA

EAD

EBA

EM

engr

EOD

EPW

equip

FA

FAA

FACE

FARP

FASCAM

FEBA

direct support

division support area

decision support template

digital terrain elevation data

date-time group

drop zone

engagement area

echelons above division

engineer battlefield assessment

enlisted men

engineer

explosive ordnance disposal

enemy prisoner of war

equipment

field artillery

forward assembly area

forward aviation combat engineering

forward area rearm/refuel point

family of scatterable mines

forward edge of the battle area

Glossary-4

FM 5-7-30

FLA

FLOT

FLS

FM

FOB

FRAGO

freq

FSB

FSCL

FSCOORD

FSO

FSP

G2

G3

GS

GSR

HATK

HHC

HMMWV

HN

HQ

front line ambulance

forward line of own troops

flight landing strip

field manual; frequency modulated

forward operating base

fragmentary order

frequency

forward support battalion

fire-support coordination line

fire-support coordinator

fire-support officer

forward supply point

Assistant Chief of Staff, G2 (Intelligence)

Assistant Chief of Staff, G3 (Operations and Plans)

general support

ground surveillance radar

hasty attack

headquarters and headquarters company

high mobility, multipurpose wheeled vehicle

host nation

headquarters

Glossary-5

FM 5-7-30

HUMINT

HVT

INTSUM

IPB

IR

ISB

JAAT

JTF

LAPES

LARP

LAW

LD

LEC

LO

LOC

LOGPAC

LOGSTAT

LT

LZ

human intelligence

high-value target

intelligence summary

intelligence preparation of the battlefield

intelligence requirements

intermediate staging base

joint air attack team

joint task force

Law Altitude Parachute Extraction System

light airfield repair package

light antitank weapon

line of departure

light equipment company

liaison officer

lines of communication

logistical package

logistical status

light

landing zone

Glossary-6

FM 5-7-30

m

M/CM/S

M/S

MAF

MBA

MC

MCOO

MEDEVAC

MEE

METT

METT-T

MI

MICLIC

MOPMS

MOUT

MP

MRB

MRE

MRR

MSB

MSR

MTC

meter

mobility, countermobility, and survivability

mobility and survivability

Marine amphibious force

main battle area

mobility corridor

modified combined obstacle overlay

medical evacuation

mission-essential equipment

mission, enemy, terrain, and troops

mission, enemy, terrain, troops, and time available

military intelligence

mine-clearing line charge

Modular Pack Mine System

military operations on urbanized terrain

military police

motorized rifle battalion

meals, ready-to-eat

motorized rifle regiment

main support battalion

main supply route

movement to contact

Glossary-7

FM 5-7-30

MTOE

MTP

NA

NAI

NBC

NCO

NCS

OBSTINTEL

OCOKA

OCONUS

OIC

OMF

OOTW

OPCON

OPLAN

OPORD

OPSEC

OPTEMPO

org

modified table of organization and equipment

mission training plan

not applicable

named area of interest

nuclear, biological, and chemical

noncommissioned officer

net control station

night-vision device

obstacle intelligence

observation and fields of fire, cover and concealment, obstacles, keyterrain, avenues of approach

outside the continental United States

officer in charge

obstacle/mine/fortification

operations other than war

operational control

operation plan

operation order

operational security

operational tempo

organization

Glossary-8

FM 5-7-30

PAC

PCI

PIR

PL

PLL

POL

PP

pri

PSC

PSYOP

PZ

Q-36

R&S

RAAM

RFI

ROE

RRP

RRR

RTO

S1

Personnel and Administrative Center

precombat inspection

priority intelligence requirements

phase line

prescribed load list

petroleum, oils, and lubricants

passage point

priority

personnel services company

psychological operations

pickup zone

A target acquisition asset used to acquire indirect-fire targets by usingits weapons- locating radar

reconnaissance and surveillance

remote antiarmor mine

request for information

rules of engagement

replacement receiving point

rapid runway repair

radio/telephone operator

Adjutant (US Army)

Glossary-9

FM 5-7-30

S2

S3

S4

SALUTE

SAM

SCATMINE

SEAD

SEE

SMAW

SME

SOF

SOI

SOP

SOSR

SPT

sptd

ST

TACON

TAI

TF

TLP

Intelligence Officer (US Army)

Operations and Training Officer (US Army)

Supply Officer (US Army)

size, activity, location, unit, time, and equipment

surface-to-air missile

scatterable mine

suppression of enemy air defense

small emplacement excavator

shoulder-launched, multipurpose assault weapon

subject matter expert

special operations forces

signal operation instructions

standing operating procedure

suppress, obscure, secure, and reduce

support

supported

student text

tactical control

targeted area of interest

task force

troop-leading procedures

Glossary-10

FM 5-7-30

TNT trinitrotoluene

TOE tables of organization and equipment

TOW tube-launched, optically tracked, wire-guided

TSOP tactical standing operating procedure

TTP tactics, techniques, and procedures

UAV

u s

UXO

WARNORD

XO

unmanned airborne vehicle

United States

unexploded ordnance

warning order

executive officer

Glossary-11

FM 5-7-30

R e f e r e n c e s

SOURCES USED

These are the sources quoted or paraphrased in this publication.

Army PublicationsARTEP 5-025-31-MTP. Mission Training Plan for the Engineer Company (Airborne/Air

Assault/Light/Motorized Division and Airborne Corps. 18 October 1989.FM 5-71-100. Division Engineer Combat Operation. 22 April 1993.FM 5-100. Engineer Combat Operations. 22 November 1988.FM 5-114. Engineer Operations Short of War. 13 July 1992.FM 7-30 (HTF). Infantry, Airborne, and Air Assault Brigade Operations. 24 April 1981.FM 19-1. Military Police Support for AirLand Battle. 23 May 1988.FM 19-4. Military Police Battlefield Circulation Control, Area Security, and Enemy

Prisoner of War Operations. 7 May 93.FM 20-32. Mine/Countermine Operations. 30 September 1992.FM 21-10. Field Hygiene and Sanitation. 22 November 1988.FM 21-11. First Aid for Soldiers. 27 October 1988 (Change 1, August 1989 and Change 2,

December 1991).FM 33-1. Psychological Operations. 18 February 1993.FM 34-130. Intelligence Preparation of the Battlefield. 23 May 1989.FM 41-10. Civil Affairs Operations. 11 January 1993.FM 63-2-1. Division Support Command Light Infantry, Airborne, and Air Assault

Divisions. 16 November 1992.FM 63-6. Combat Service Support in Low-Intensity Conflict. 21 January 1993.FM 71-100. Division Operations. 16 June 1990.FM 71-100-2. Infantry Division Operations Tactics, Techniques, and Procedures.

31 August 1993FM 90-4. Air Assault Operations. 16 March 1987.FM 90-7. Combined Arms Obstacle Integration. 29 September 1994.

References-1

FM 5-7-30

FM 90-10-1. An Infantryman’s Guide to Combat in Built-Up Areas. 12 May 1993.FM90-13. River Crossing Operations. 30 September 1992.FM90-13-1. Combined Arms Breaching Operations. 28 February 1991 (Chancel,

May 1993).FM90-26. Airborne Operations. 18 December 1990.FM100-5. Operations. 14 June 1993.FM100-23. Peace Operations. (To republished within the next six months.)FM 101-5. Staff Organization and Operations. 25 May 1984.FM 101-5-1. Operational Terms and Symbols. 21 October 1985.FM 101-10-U2. Staff Officers field Manual-Organizational, Technical, and Logistical

Data, Planning Factors (Volume 2). 7 October 1987.Mine Recognition and Warfare Handbook. November 1990.Security Engineering Manual. Omaha District, US Army of Engineers. January 1990.ST 100-9. The Command Estimate. July 1993.

DOCUMENTS NEEDED

These documents must be available to the intended users of this publication.

Department of the Army (DA) FormsDA Form 2028. Recommended Changes to Publications and Blank Forms. February 1974.

READINGS RECOMMENDED

FM 7-10. The Infantry Rifle Company. 14 December 1990.FM 7-20. The Infantry Battalion. 6 April 1992.FM 71-3. Armored and Mechanized Infantry Brigade. 11 May 1988.FM 101-10-1/1. Staff Officers Field Manual—Organizational, Technical, and Logistical

Data (Volume 1). 7 October 1987.

References-2

FM 5-7-30

Index-l

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Index-2

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Index-3

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Index-4

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Index-5

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Index-6

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Index-7

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Index-8

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Index-9

FM 5-7-3028 DECEMBER 1994

By Order of the Secretary of the Army:

Official:GORDON R. SULLIVAN

General, United States ArmyChief of Staff

MILTON H. HAMILTONAdministrative Assistant to the

Secretary of the Army07589

DISTRIBUTION:

Active Army, USAR, and ARNG: To be distributed in accordance with DA Form12-11 E, requirements for FM 5-7-30, Brigade Engineer and Engineer CompanyCombat Operations (Airborne, Air Assault, Light ) (Qty rqr block no. 51 12)

✩ U S GOVERNMENT PRINTING OFFICE: 1994 – 6 2 8 027 /20080 PIN: 073327-000

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