SBCT elements conduct fires and effects planning concurrently with maneuver planning at all levels. SBCT infantry battalions typically use top-down fire support planning, with bottom-up refinement of the plans. The commander develops guidance for fires and effects in terms of tasks, purposes, and effects. In turn, the fire support planner determines the method to be used in accomplishing each task. Individual units then incorporate assigned tasks into their fire support plans. In addition, units tasked to initiate fires must refine and rehearse their assigned tasks. The company commander refines his unit's assigned portion of the battalion fire support plan, ensuring that the designated targets will achieve the intended purpose. He also conducts rehearsals to prepare for the mission and, as specified in the plan, directs the company to execute its assigned targets.
a. Terms and Definitions.
(1) Fire Support Planning. Fire support planning is the continual process of analyzing, allocating, and scheduling fire support. The goal of fire support planning is to effectively integrate fire support into battle plans to optimize combat power. It is performed as part of the MDMP.
(2) Fire Support Coordination. Fire support coordination is the continual process of implementing fire support planning and managing the fire support assets that are available to a maneuver force.
(3) Fire Planning. Fire planning is the continual process of selecting targets on which fires are prearranged to support a phase of the commander's plan.
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(4) Essential Fire Support Task. An EFST is a task that a fire support element must accomplish in order to support a combined-arms operation. Failure to achieve an EFST
may require the commander to alter his tactical or operational plan. A fully developed EFST has a task, purpose, method, and effects (TPME). The task describes what targeting objective (for example, delay, disrupt, limit, or destroy) fires must achieve on an enemy formation's function or capability. The purpose describes why the task contributes to maneuver. The method describes how the task will be accomplished by assigning responsibility to observers or units and delivery assets and providing amplifying information or restrictions. Typically, the method is described by covering three categories: priority, allocation, and restrictions. Effects quantify successful accomplishment of the task.
(5) Concept of Fires. The concept of fires is the logical sequence of EFSTs, integrated with the scheme of maneuver, that will accomplish the mission and achieve the commander's intent. It allocates in broad terms the fire support assets needed to achieve the EFSTs. The concept of fires is the basis of the fires paragraph in the OPORD.
(6) Scheme of Fires. The scheme of fires is the detailed, logical sequence of targets and fire support events the fire support element uses to find and attack high-payoff targets (HPTs). It details how to execute the fire support plan in accordance with the time and space of the battlefield to accomplish the commander's EFSTs. The products of the fire support annex--fire support execution matrix (FSEM), target list/overlay, and or a target synchronization matrix (TSM)--articulate the scheme of fires.
b. Linking Tasks and Maneuver Purpose. A clearly defined maneuver purpose enables the maneuver commander to articulate precisely how he wants fires and effects to affect the enemy during different phases of the battle. This, in turn, allows fires and effects planners to develop a fires and effects plan that effectively supports the intended purpose. The planners can determine each required task (in terms of effects on target), the best method for accomplishing each task (in terms of a fires and effects asset and its fire capabilities), and a means of quantifying accomplishment. A carefully developed method of fire is equally valuable during execution of the fires and effects mission; it assists not only the firing elements but also the observers who are responsible for monitoring the effects of the indirect fires. With a clear understanding of the intended target effects, fires and effects assets and observers can work together effectively, planning and adjusting the fires as necessary to achieve the desired effects on the enemy. The following paragraphs describe several types of targeting objectives associated with fires and effects tasks and provide examples of how the SBCT infantry company commander might link a target task to a specific maneuver purpose in his order.
(1) Delay. The friendly force uses indirect fires to cause a particular function or action to occur later than the enemy desires. For example, the commander might direct delaying fires this way: "Delay the repositioning of the enemy’s reserve, allowing B
Company to consolidate on OBJECTIVE BOB."
(2) Disrupt. Disrupting fires are employed to break apart the enemy’s formation; to interrupt or delay his tempo and operational timetable; to cause premature commitment of his forces; or to otherwise force him to stage his attack piecemeal. An example of the commander’s direction might be: "Disrupt the easternmost lead motorized battalion to prevent the enemy from massing two battalions against Alpha and Charlie."
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(3) Limit. Indirect fires are used to prevent an action or function from being executed where the enemy wants it to occur. An example of the commander’s direction might be:
"Limit the ability of the enemy’s advance guard to establish a firing line on the ridge line to the flank of the battalion axis of advance to prevent the enemy from fixing the battalion main body."
(4) Destroy. The friendly force uses indirect fires to render an enemy formation ineffective. For example, the commander might direct destroying fires this way: “Destroy enemy platoon on OBJ HARRY in order to allow the main effort to assault OBJ TOM.”
(5) Divert. Diverting fires are employed to cause the enemy to modify his course or route of attack. An example of the commander’s direction might be: "Divert the enemy’s combined arms reserve counterattack to EA DOG to facilitate its destruction by Delta."
(6) Screen. Screening fires entail the use of smoke to mask friendly installations, positions, or maneuver. They normally are conducted for a specified event or a specified period of time. An example of the commander’s direction might be: "Screen the movement of the counterattack force (B Company) along ROUTE RED to attack by fire (ABF) position 21 to prevent the remnants of the enemy battalion from engaging the company."
(7)
Obscure. Smoke is placed between enemy forces and friendly forces or directly on enemy positions to confuse and disorient the enemy’s direct fire gunners and artillery FOs. Obscuration fires are normally conducted for a specified event or a specified period of time. An example of the commander’s direction might be: "Obscure the northernmost company to protect our breach force until the breach site is secured."
NOTE: The supported commander also may designate purposes for special munitions such as area denial artillery munition (ADAM)/remote antiarmor munition (RAAM), Copperhead, or illumination rounds.
c. Final Protective Fire Planning. FPF planning is designed to create a final barrier, or "steel curtain”, to prevent a dismounted enemy from moving across defensive lines. These are fires of last resort and as such they take priority over all other fires, to include priority targets. The employment of FPFs presents several potential problems.
They are linear fires, with coverage dependent on the firing sheaf of the fires and effects asset(s). In addition, while an FPF may create a barrier against penetration by enemy infantry, armored vehicles may simply button up and move through the fires into the friendly defensive position. FPFs are planned targets and thus must have a clearly defined purpose. FPF planning normally is delegated to the SBCT infantry company that is allocated the support.
d. Target Refinement. The SBCT infantry company commander is responsible for the employment of indirect fires in his zone or sector. The most critical aspect of this responsibility is target refinement, in which he makes necessary changes to the fires and effects plan to ensure that targets accomplish the SBCT infantry battalion or SBCT
commander’s intended battlefield purpose. Rather than merely executing targets without regard to the actual enemy situation, the company commander and FSO must be ready to adjust existing targets or to nominate new targets that allow engagement of specific enemy forces.
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(1) Necessary refinements usually emerge when the SBCT infantry company commander conducts war gaming as part of step 6 (complete the plan) of troop-leading procedures. The war gaming process allows him to identify required additions, deletions, and adjustments to the SBCT infantry battalion fires support plan. The company FSO
then submits the refinements to the battalion FSE for inclusion in the scheme of fires for the operation. (This normally is only the first step of target refinement, with the commander and FSO making further adjustments as the enemy situation becomes clearer.)
(2) As a specific requirement in defensive planning, the company commander must focus on target refinement for the ground he will "own" during the operation. This usually takes place as part of engagement area development. The commander makes appropriate adjustments to the targets based on refinements to the SITEMP, such as the actual positions of obstacles and enemy direct fire systems.
(3) Because fires and effects are planned from the top down, cutoff times for target nomination and target refinement normally are specified in the battalion OPORD.
Commanders must ensure that nominations and refinements meet these deadlines to provide fire support planners with sufficient time to develop execution plans.
e. Fires Support Preparation. As noted, although the SBCT infantry battalion and SBCT commanders establish target tasks and purposes and allocate appropriate fires and effects assets, the SBCT infantry company commander is the one who must ensure execution of assigned targets. In turn, successful execution demands thorough preparation, focusing on areas covered in the following paragraphs.
(1) Observation Plan. In developing the observation plan, the commander must ensure that both primary and alternate observers cover all targets. The plan must provide clear, precise guidance for the observers. Perhaps the most important aspect of the plan is positioning: observers’ positions must allow them to see the trigger for initiating fires as well as the target area and the enemy force on which the target is oriented. The commander must also consider other aspects of observer capabilities, including available equipment. For example, the ground/vehicle laser locator designator (G/VLLD) provides first round fire-for-effect capability; without it, observers may have to use adjust-fire techniques that take longer and are more difficult to implement. The observation plan also must include contingency plans that cover limited visibility conditions and backup communications.
NOTE: In addition to providing the specific guidance outlined in the observation plan, the commander must ensure that each observer understands the target task and purpose for which he is responsible. For example, observers must understand that once the first round impacts, the original target location is of no consequence; rather, they must orient on the targeted enemy force to ensure that fires achieve the intended battlefield purpose.
(2) Rehearsals. The SBCT infantry company commander is responsible for involving his FSO in company- and battalion-level rehearsals, for making the company available for any separate fires and effects rehearsals, and for rehearsing the company’s FOs in the execution of targets. He also should use rehearsals to ensure that the company’s primary and backup communications systems will adequately support the plan.
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(3) Target Adjustment. In the defense, the commander should confirm target location by adjusting fires as part of engagement area development.
(4) Trigger Planning. The company commander develops a trigger for each target.
The trigger can be a point on the ground (such as an easily recognizable terrain feature), an emplaced marker, or a designated linear control measure. In the defense, triggers should be marked physically on the ground or their location specifically selected and identified during the development of the engagement area.
NOTE: Triggers can be marked using techniques similar to those for marking TRPs.
(a) The trigger line or point must be tied to clearly understood engagement criteria associated with the targeted enemy force. As an example, the company commander might use the following order to begin indirect fires: "Initiate target AE0001 when approximately 30 APCs and 10 tanks cross TRIGGER LINE ORANGE."
(b) Several factors govern the positioning of the trigger. Especially critical factors are the enemy’s rate of travel and the resulting time required for the enemy force to move from the trigger to the target area. Using this information, the commander can then select the trigger location based on the following considerations:
• The amount of time required to initiate the call for fire.
• The time needed by the fires and effects element to prepare for and fire the mission.
• The time required to clear the fires.
• Any built-in or planned delays in the firing sequence.
• The time of flight of the indirect fire rounds.
• Possible adjustment times.
The SBCT infantry company commander can use the information in Tables 10-3 and 10-4 as he completes the process of determining the location of the trigger in relation to the target area. Table 10-3 lists the time required for the enemy force to move a specified distance at a specified rate of march. Table 10-4 lists the response time required by field artillery assets to prepare for and fire various types of support missions.
DISTANCE TRAVELED
RATE OF
1 km
2 km
3 km
4 km
5 km
6 km
7 km
8 km
9 km
10 km
MARCH
60
km/hr 1 2 3 4 5 6 7 8 9 10
50
km/hr 1.2 2.4 3.6 4.8 6 7.2 8.4 9.6
10.8 12
40
km/hr 1.5 3 4.5 6 7.5 9 10.5 12 13.5 15
30
km/hr 2 4 6 8 10 12 14 16 18 20
25
km/hr 2.4 4.8 7.2 9.6 12 14.4 16.8 19.2 21.6 24
20
km/hr 3 6 9 12 15 18 21 24 27 30
15
km/hr 4 8 12 16 20 24 28 32 36 40
10
km/hr 6 12 18 24 30 36 42 48 54 60
5
km/hr 12 24 36 48 60 72 84 96 108 120
Table 10-3. Time (in minutes) required to travel a specified distance.
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GRID OR POLAR MISSION (UNPLANNED)
5-7 minutes
PREPLANNED MISSION
3 minutes
PREPLANNED PRIORITY MISSION
1-2 minutes
NOTE:
These are approximate times (based on ARTEP
standards) needed to process and execute calls for fire on
normal artillery targets. Special missions may take longer.
Table 10-4. Artillery response times.
(5) Lifting and Shifting Fires. As in trigger planning for the initiation of fires, the commander must establish triggers for lifting and shifting fires based on battlefield events such as the movement of enemy or friendly forces. One technique is the use of a minimum safe line (MSL) when a friendly element, such as a breach force, is moving toward an area of indirect fires. As the element approaches the MSL, observers call for fires to be lifted or shifted, allowing the friendly force to move safely in the danger area.
(6) Clearance of Fire. The maneuver commander has the final authority to approve (clear) fires and their effects within his zone or sector. Although he may delegate authority to coordinate and clear fires to his FSO, the ultimate responsibility belongs to the SBCT infantry company commander. Normally, the FSO assists the commander by making recommendations on the clearance of fires.
(7) Fires Support Execution Matrix. As a tool in fires support planning and execution, the company commander may develop a graphic summary outlining the critical elements of the fires and effects plan and the company’s role in it. The commander can incorporate this information into his own execution matrix or into a separate fires and effects execution matrix, similar to the battalion’s fire support execution matrix as illustrated in Table 10-5, page 10-10. The company fire support execution matrix is similar and should include, as a minimum, the following information for each target:
• Target number and type, to include FPF designation.
• Allocated fires and effects asset and munition type.
• Observer and backup observer.
• Trigger.
• Target purpose.
• Target grid.
• Priority of fire.
• Priority targets.
• Fire support coordination measures (FSCMs).
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EVENT
EVENT I
EVENT II
EVENT III
EVENT IV
SUPPORT
(Set conditions for
(B Company
(C Company
DATA
(LD to SBF 01)
breach from SBF 01)
breach)
assault)
TARGET/
AE0001 (PK
AE0002 (PK
O/O shift
O/O lift AE0003.
GRID
10184938).
09005031).
AE0001 to
AE0003 (PK
10204810) and
lift AE0002.
ASSET
155-mm HE.
Mortar smoke.
155-mm.
155-mm.
OBSERVER/ Recon platoon
FSO (primary)/ 1st
AE0003: FSO
FSO (primary)/ 3d
BACKUP
will initially call
platoon leader
(primary)/ 2d
platoon leader
for and adjust
(backup).
platoon leader
(backup).
fires; FSO
(backup).
adjusts upon
arrival at SBF;
1st platoon
leader is backup.
TRIGGER
C Company
On-call at SBF.
B Company
C Company
crosses PL
crosses PL
completes
LYNX.
LION.
consolidation on
OBJ BOB.
PURPOSE
Disrupt enemy on Obscure enemy to
Disrupt MRB
Protect the assault
OBJ BOB to
prevent interference
reserve to
force (C
facilitate
with B Company’s
protect the
Company).
maneuver of A
breach.
assault force (C
Company to SBF
Company).
position.
Table 10-5. Example battalion fire support execution matrix.
10-5. MANEUVER COMMANDER'S INTENT
The SBCT infantry company commander ensures the FSO clearly understands the intent for maneuver and fires and effects. He identifies the role of fires and effects in the scheme of maneuver (when, where, what, and why) by explaining in detail the concept of the operation, scheme of maneuver, and tasks for fires and effects to the FSO.
a. Providing this level of guidance is not easy. Artillery fires are not instantaneous, and planning must allow for this lag time. It takes several minutes to process targets of opportunity and deliver fires in the target area. While war-gaming the maneuver, the company commander refines the critical targets or EAs, priority of targets, priority of engagement, sequence of fires, and results desired. He then can see when and how to synchronize direct and indirect fires to destroy the enemy and protect the force.
b. The company commander normally designates the company's main effort to have priority of fires. This prioritizes requests when two or more units want fires at the same time. It should be noted that an element can still request fires even if it has not been allocated priority of fires. He also designates where to place obscuration or illumination, suppressive fires, and preparation fires.
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10-6. PLANNING
PROCESS
While the SBCT infantry company commander develops and refines the tactical plan, the FSO concurrently develops and refines the fire support portion of that plan. The FSO
does not wait for the commander to complete the scheme of maneuver; he builds the fire plan using deliberate or quick fires and effects planning, depending on the time available.
In either case, targets must be placed in the fire support planning channels as soon as possible so they can be processed at the battalion FSE or battery FDC (Figure 10-1).
Regardless of which planning method is used, the company fire support plan must include: • Target number and location.
• A description of the expected target.
• Primary and alternate persons responsible for shooting each target.
• The effect required (destroy, suppress, neutralize) and purpose.
• Radio frequency and call sign to use in requesting fires.
• When to engage the target.
• Priority of fires and shifting of priority.
• Size, location, code word, and emergency signal to begin FPF.
Other information may be included as necessary or appropriate.
Figure 10-1. The fire planning process
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a. The company FSO does most of the company fire support planning; however, he may receive targets and target information from platoon leaders and the battalion FSO.
The company commander and FSO should not plan too many targets.
(1) The number of targets planned by the company and included in the formal fires and effects plan depends upon the company's priority for fire support and the number of targets allocated to them. The total number of targets in the fire support plan or the battalion mortar plan may be constrained. An excessive number of targets tends to dilute the focus of fire planning and can lead to increases in response time.
(2) Informal planning continues with target locations being recorded on terrain sketches or the FSO's map or being stored in the buffer group of the advanced field artillery tactical data system (AFATDS) for quick reference and transmission. Fire planning for the company mortars should complement these plans; the primary constraint normally is ammunition availability and the rapid resupply ability. Care must be taken to ensure that planning focuses on the critical fires and effects requirements identified by the company commander.
b. The company FSO completes the indirect fire plan and briefs the company commander. The company commander may alter the plan or approve it as is, but he makes the final decision. After the company commander approves the plan, the FSO
makes sure the targets are passed to the battalion FSE where the fire plans are integrated into the battalion scheme of maneuver.
c. The FSO ensures platoon leaders are thoroughly familiar with the indirect fire plan. He also provides target overlays to the platoon leaders, forward observers, and the commander. He also may disseminate the company fire support plan as a target list and a fires and effects execution matrix. The FSO does this in sufficient time to allow subordinates to brief their platoons and sections. (A good plan given with the company order is better than a perfect plan handed out at the line of departure.) (1) The Fires Paragraph. As a subparagraph to the concept of operations, the fires paragraph describes the concept of fires that, along with the scheme of maneuver, communicates how the force as a whole will achieve the commander’s intent. It must clearly describe the logical sequence of EFSTs and how they contribute to the concept of operations. The overall paragraph organization should mirror that of the scheme of maneuver paragraph. If the maneuver paragraph is phased or otherwise organized, the fires paragraph will take on the same organization.
(2) Task, Purpose, Method, and Effects. The internal format for the fires paragraph uses the