4-13. AIR
DEFENSE
Avengers or mounted Stinger sections may be attached, with organic vehicle support, to travel with the company. Their security must be a consideration in planning for offensive operations. The company commander must plan for and rehearse internal air security and active air defense measures. SOP normally dictates ADA requirements and procedures.
The commander must anticipate possible contact with enemy air assets by templating enemy helicopter and fixed-wing air corridors and avenues of approach. Unit SOPs should dictate internal air security measures and active air defense measures.
4-14. COMBAT SERVICE SUPPORT
The main purpose of combat service support in the offense is to assist maneuver elements in maintaining the momentum of the attack. In the offense, CSS functions are performed as far forward as the tactical situation allows. Company trains remain one terrain feature behind the location of the company vehicles when the company has dismounted and is moving forward on foot. The commander must consider the enemy situation and how it relates to the security of the company trains. If the company is conducting decentralized operations, the company trains locate where they can best support the platoons in the accomplishment of the company's mission. The ICVs and medical evacuation team move forward to the objective area to evacuate casualties and conduct resupply. If necessary, the supply sergeant also can move forward to assist with sustainment operations. The company CP reports the company's combat status to the SBCT battalion and requests resupply as needed. Key CSS planning considerations for company offensive operations include the following:
• Increased consumption of Class III, V and VIII supplies.
• Higher casualty rates.
• Vehicle maintenance requirements.
4-15. AVIATION
The SBCT does not have organic or assigned helicopter support, but the SBCT infantry company commander must have a good understanding of aviation employment
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capabilities in case the company is supported by these assets. Refer to Chapter 10 for a detailed discussion of Army aviation support.
a. Reconnaissance. Like their ground-based counterparts, air reconnaissance operations obtain information by visual observation and other detection methods. They must have the ability to develop the situation, process the information, and provide it to the commander in near real time. The company commander, through the battalion, can take advantage of the supporting aviation element’s AH-64 Apache helicopters to dramatically improve his 24-hour reconnaissance capability. Under favorable conditions, they can furnish early information concerning the enemy’s general disposition and movements to considerable depth beyond the forward line of troops.
b. Security. Aviation assets can extend the company’s security area, providing the commander with battle-tracking capability. They can expand the company's maneuver space, provide additional reaction time, and assist in protection of the company.
c. Attack. The primary purpose of attack helicopter operations is the destruction of enemy ground forces at decisive points in close operations. Helicopters are normally most effective when used en masse in continuous operations on the enemy’s flanks and rear. Night operations are preferred.
d. Support by Fire. When assigned a support-by-fire mission, attack helicopters establish a base of fire or overwatch position. They then can engage enemy targets while SBCT infantry elements move to or bypass the target area. The helicopters’ role may range from suppression to complete destruction of the enemy force. Their most common mission is to fix targets so other friendly elements can maneuver.
e. Attack by Fire. When the enemy situation is vague, as in a movement to contact, and the attack helicopter battalion commander has been assigned his own sector, the commander may establish attack-by-fire positions. From these positions the attack helicopters engage their targets without maneuvering over them. The intent here is to inflict only a specified level of damage. Attack-by-fire positions are best suited to a fluid battlefield. The aviation commander often has the best vantage point from which to synchronize the combat multipliers, clear fires, and prevent fratricide.
f. Air Assault. SBCT forces should always consider the use of air assault to assist them in overcoming obstacles or restricted terrain during the seizure of critical terrain and in executing follow and support missions to preserve the momentum of the attack. The company can participate in an air assault to an objective, and the vehicles can be brought forward during consolidation and reorganization to resupply and prepare for upcoming missions. (Refer to FM 90-4 for a detailed discussion of air assault operations.) g. Communications. All Army helicopters have SINCGARS radios and can transmit digital information to vehicles equipped to receive such data. While the radio is the primary means of tactical communications, face-to-face contact remains the best method of passing information between air and ground elements. Whenever the situation permits, aviation leaders should land their aircraft, link up with their ground counterparts (such as the company commander), and directly communicate the battlefield situation as gathered from the air.
h. Coordination. Aviation scout assets can easily identify enemy targets and then coordinate with the company FIST to facilitate destruction of the targets with direct and indirect fires. In addition, identifying friendly positions and planned movements during 4-12
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prior coordination between air and ground elements can eliminate a significant number of factors that contribute to fratricide, a vital concern during combined-arms missions.
4-16. INTEGRATION OF VEHICLES
The ICV is primarily a troop transport vehicle that provides increased mobility and tactical flexibility. The purpose of the vehicle is not to provide a substantial increase in firepower for the infantry close fight. However, if the terrain supports wheeled movement and the weapons systems can range the objective area, the commander can use the mounted weapons systems to augment the effects of direct and indirect fires. There are two basic concepts for augmentation fires: complementary and reinforcing.
Complementary fires are fires that are different in nature from the "base" weapon system but increase the effects of that base system. For example, a commander may implement complementary fires by utilizing his MGS platoon, with flechette rounds, to increase the lethality of his dismounted suppression element in an attack. Reinforcing fires are additional fires that are similar to the base system but that increase the volume and, subsequently, the lethality of the base weapon system. For example, a commander may employ his mounted weapons systems from the ICVs to reinforce the dismounted suppression element in an attack. The following are employment options for the ICV in the offense:
• Overwatching the movement of infantry.
• Providing long-range suppression fires that can augment a dismounted support-by-fire position in support of an attack.
• Securing MGSs as they provide direct fire support to the dismounted attack.
• Providing internal and external isolation of an objective.
• Resupplying infantry with Class V (ammunition) and providing casualty evacuation (CASEVAC) to the urban operations (UO) fight.
• Conducting a mounted assault onto an enemy objective and then dismounting the infantry directly on the objective (if the antitank [AT] threat is low).
Section IV. ACTIONS ON CONTACT
In both offensive and defensive operations, contact occurs when a member of the SBCT
infantry company encounters any situation that requires an active or passive response to the enemy. These situations may entail one or more of the following forms of contact:
• Visual contact (friendly elements may or may not be observed by the enemy).
• Physical contact (direct fire) with an enemy force.
• Indirect fire contact.
• Contact with obstacles of enemy or unknown origin.
• Contact with enemy or unknown aircraft.
• Situations involving NBC conditions.
• Situations involving electronic warfare tactics.
• Contact with nonhostile elements, such as civilians.
Leaders at echelons from platoon through battalion conduct actions on contact when they or a subordinate element recognizes one of the forms of contact or receives a report of enemy contact. The company may conduct actions on contact in response to a variety of circumstances, including the following:
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• Subordinate platoon(s) conducting actions on contact.
• Reports from the SBCT battalion or another higher unit.
• Reports from or actions of an adjacent unit.
4-17. DEVELOPING ACTIONS ON CONTACT
SBCT infantry company commanders and platoon leaders analyze the enemy throughout the troop-leading procedures to identify all likely contact situations that may occur during an operation. Through the planning and rehearsals conducted during troop-leading procedures, they develop, modify if necessary, and refine COAs to deal with probable enemy actions. Planning and rehearsals will, when conducted properly, reduce the planning to action time. The COAs eventually become the foundation for the company’s scheme of maneuver. During the troop-leading process, the leaders must evaluate a number of factors to determine their impact on the unit’s actions on contact. For example, the commander needs to consider how the likelihood of contact affects his choice of movement techniques and formations. By doing this, he can begin preparing the company for actions on contact; for example, he may outline procedures for the transition to more secure movement techniques before a contact situation.
4-18. TIME REQUIREMENTS FOR ACTIONS ON CONTACT
SBCT infantry commanders must understand that properly executed actions on contact require time at both platoon and company levels. To develop the situation fully, a platoon may have to execute extensive lateral movement, dismount and remount infantry squads, conduct reconnaissance by fire, and call for and adjust indirect fires. Each of these activities requires time. The commander must balance the time required for subordinate elements to conduct actions on contact with the need of the company or SBCT battalion to maintain tempo and momentum. In terms of slowing the tempo of an operation, however, the loss of a platoon is much more costly than the additional time required to allow the subordinate element to develop the situation properly.
4-19. THE FOUR STEPS OF ACTIONS ON CONTACT
The company should execute actions on contact using a logical, well-organized process of decision-making and action entailing these four steps:
• Deploy and report.
• Evaluate and develop the situation.
• Choose a COA.
• Execute the selected COA.
The four-step process is not intended to generate a rigid, lockstep response to the enemy.
Rather, the goal is to provide an orderly framework that enables the company and its platoons to respond to the initial contact and then to apply sound decision-making and timely actions to complete the operation. Ideally, the company will acquire the enemy before being sighted by the enemy; it then can initiate physical contact on its own terms by executing the designated COA.
a. Step 1, Deploy and Report. Events that occur during the first step of actions on contact depend in great measure on whether the contact is expected or unexpected.
Regardless of whether contact is expected or unexpected, the first step of actions on contact concludes with the unit deployed (into base of fire and bounding forces), the 4-14
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enemy suppressed or destroyed, and the commander sending a contact report to SBCT
battalion headquarters. The following discussion examines some of the variables the company commander faces in expected and unexpected contact situations and discusses the roles of platoon battle drills, SOPs, and reports.
(1) Expected Contact. If the commander expects contact, he will already have deployed the company by transitioning to the bounding overwatch movement technique.
If the company is alert to the likely presence of the enemy, it has a better chance of establishing visual contact, and then physical contact, on its own terms before being detected by the enemy. An overwatching or bounding platoon usually makes visual or physical contact which initiates the company's actions on contact. In a worst-case scenario, the platoon may be engaged by a previously undetected (but expected) enemy element. In this event, the platoon in contact conducts a battle drill for its own survival and then initiates actions on contact.
(2) Unexpected Contact. In some cases, the company may make unexpected contact with the enemy while using traveling or traveling overwatch. The element in contact or, if necessary, the entire company may have to deploy using battle drills to survive the initial contact.
(3) Battle Drills. Battle drills provide virtually automatic responses to contact situations in which immediate, and in many cases violent, execution of an action is critical both to the unit’s initial survival and to its ultimate success in combat. Drills are not a substitute for carefully planned COAs; rather, they buy time for the unit in contact and provide a framework for development of the situation. When contact occurs, the company’s platoons deploy immediately, executing the appropriate battle drills under the direction of the commander. (For additional information on dismounted platoon battle drills, refer to FM 3-21.9 [FM7-5].)
(4) Maneuver Standing Operating Procedures. An effectively written, well-rehearsed maneuver SOP helps to ensure quick, predictable actions by all members of the company. The SOP, unlike platoon battle drills, allows leaders to take into account the friendly task organization, a specific enemy, and a specific type of terrain. Therefore, the SOP can assist the company in conducting actions on contact and maintaining the initiative in a number of battlefield situations.
(5) Reports. Timely, accurate, and complete reports are essential throughout actions on contact. As part of the first step of the process, the company commander must send a contact report to the SBCT battalion as soon as possible after contact occurs. He provides subsequent reports to update the situation as necessary.
b. Step 2, Evaluate and Develop the Situation. While the company deploys, the commander must evaluate the situation and, as necessary, continue to maneuver to develop it.
(1) The commander quickly gathers as much information as possible, either visually or, more often, through FBCB2 reports from the platoon(s) in contact. He analyzes the information to determine critical operational considerations, including these:
• Size of the enemy element.
• Location, composition, activity, orientation, and capabilities of the enemy force.
• Effects of obstacles and terrain.
• Probable enemy intentions.
• How to gain positional advantage over the enemy.
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• Friendly situation (location, strength, and capabilities).
• Possible friendly COAs to achieve the specified end state.
(2) After evaluating the situation, the commander may discover that he does not have enough information to identify the necessary operational considerations. To make this determination, he must further develop the situation in accordance with the SBCT
battalion commander’s intent, using a combination of these techniques:
• Dismounted squads conducting surveillance (using binoculars and other optical aids).
• Mounted maneuver, dismounted maneuver, or both (this includes lateral maneuver to gain additional information by viewing the enemy from another perspective).
• Indirect fire.
• Reconnaissance by fire.
(3) Once the commander has determined the size of the enemy force the company has encountered, he sends a report to the SBCT battalion.
c. Step 3, Choose a COA. After developing the situation and determining that he has enough information to make a decision, the company commander selects a COA that meets the requirements of the SBCT battalion commander’s intent and is within the company’s capabilities.
(1) Nature of Contact. The nature of the contact (expected or unexpected) may have a significant impact on how long it takes a commander to develop and select a COA. As an example, in preparing to conduct an attack the company commander determines that the company will encounter an enemy security observation post along its axis of advance.
During troop-leading procedures, he develops a scheme of maneuver to defeat the outpost. When the company’s lead platoon makes contact with the enemy, the commander can quickly assess that this is the anticipated contact and direct the company to execute his plan. On the other hand, unexpected contact with a well-concealed enemy force may require time for development of the situation at platoon level. As it "fights" for critical information that will eventually allow the commander to make a sound decision, the company may have to employ several of the techniques for developing the situation.
(2) COA Procedures. The company commander has several options in how he goes about the process of selecting a COA.
(a) If his development of the situation reveals no need for change, the company commander directs the company to execute the original plan.
(b) If his analysis shows that the original plan is still valid but that some refinement is necessary, the company commander informs the SBCT battalion commander (prior to execution, if possible) and issues a fragmentary order (FRAGO) to refine the plan.
(c) If his analysis shows that the original plan needs to be changed but that the selected COA will still comply with the SBCT battalion commander’s intent, the company commander informs the battalion commander (prior to execution, if possible) and issues a FRAGO to re-task his subordinate elements.
(d) If his analysis shows that the original plan deviates from the SBCT battalion commander’s intent and needs to be changed, the company commander must report the situation and, based on known information in response to an unforeseen enemy or battlefield situation, recommend an alternative COA to the SBCT battalion commander.
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(e) If the battlefield picture is still vague, the company commander must direct the company or a platoon to continue to develop the situation. This will allow him to gather the information needed to clarify a vague battlefield picture. He then uses one of the first four options to report the situation, choose a COA, and direct further action.
d. Step 4, Execute the Selected COA. In executing a COA, the company transitions to maneuver. It then continues to maneuver throughout execution, either as part of a tactical task or as an advance while in contact, to reach the point on the battlefield from which it executes its tactical task. The company can employ a number of tactical tasks as COAs, any of which may be preceded and followed by additional maneuver. As execution continues, more information becomes available to the company commander.
Based on the emerging details of the enemy situation, he may have to alter his COA during execution.
EXAMPLE: As the company maneuvers to destroy what appears to be a dismounted infantry platoon, it discovers two additional enemy platoons in prepared positions. The commander must analyze and develop the new situation. He then selects an alternate COA, such as establishing a support-by-fire position to support another company’s maneuver against the newly discovered enemy force.
Section V. COMPANY OFFENSIVE OPERATIONS
The company normally conducts offensive operations--attack, movement to contact, exploitation, and pursuit--as part of an SBCT battalion or larger element. (The company also may conduct these operations independently.) Movement to contact will be discussed in Section VI. This section examines the various roles the company may play in these operations and the tactics for conducting--
• Force-oriented attacks against a stationary enemy force.
• Force-oriented attacks against a moving enemy force.
• Terrain-oriented attacks.
4-20. ATTACK
CHARACTERISTICS
An attack is a type of offensive operation characterized by movement supported by fire.
The purpose of an attack is to defeat an enemy force or to seize terrain. The company can attack independently or as part of an SBCT battalion or larger element. The two basic types of attack are the hasty attack and the deliberate attack (see paragraph 4-21). Figure 4-5, page 4-18, illustrates the situations under which a company conducts an attack, compares them to the amount of planning and preparation time required, and provides options for the commander to accomplish his purpose and support the higher commander's intent. All attacks, whether hasty or deliberate, depend on synchronization for success. They require planning, coordination via digital or analog means, and time to prepare.
a. The company commanders translate the mission assigned by the SBCT battalion, through analyzing the task and purpose, into specific missions for subordinate platoons and squads. To facilitate parallel planning, they immediately forward these missions digitally, along with the appropriate portions of the battalion's plans and orders, to subordinate platoons and squads. Commanders and platoon leaders must work together to
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