War Fighting Tactics

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Sergeants Distance

Education Program

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MCI Course 8015A i Course Introduction

WARFIGHTING TACTICS (8015A)

Course Introduction

Scope This course takes the doctrine you learned in MCI Course 8014 Introduction

to Warfighting and teaches you how to apply this doctrine to squad tactics. In war, tactics focuses on the application of combat power to defeat an enemy force in combat at a particular time and place…tactics can be thought of as the art and science of winning engagements.

MCDP 1, Warfighting

Importance of Tactics to All Marines

The Marine rifle squad is the foundation of the Marine Corps. You as a Marine NCO can well realize your role as the leader of Marines in your squad.

Because all units exist to help the squad seek out, close with, and destroy the enemy, tactical thought is important, even if you are not an infantryman. In a world where Marines are deployed to many low-intensity conflicts, all

Marines need to understand warfighting and tactical thought. Before you know it, you may be called on to be a rifle squad leader.

Course Layout This course will teach you the NCO’s role as a tactical decision-maker, the basics of an operations order, offensive tactics, defensive tactics, and squad patrolling. Each study unit is designed to give you the tools to take the theory you learned in MCI Course 8014 Introduction to Warfighting and apply it to tactical decisions.

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MCI Course 8015A ii Course Introduction

Course Introduction,

Continued

How to Study

This Course Like MCI Course 8014 Introduction to Warfighting, this course will not tell _{you what to do in combat. This course will help you plan an operation,}

communicate your plan, and execute your plan. Read the text critically and compare the concepts and examples given here with those from your own experience. Think about how you can use these to tools to train yourself and your unit, then do it.

All Marines, regardless of occupational specialty, will be trained in basic combat skills. At the same time, unit skills are extremely important.

MCDP 1, Warfighting

References The following references were used in the writing of this course. MCWP 3-1, Ground Combat Operations.

FMFM 6-3, Marine Infantry Battalion.

MCWP 3-11.1, Marine Rifle Company/Platoon. FMFM 6-5, Marine Rifle Squad.

MCWP 3-11.3, Scouting And Patrolling.

MCRP 3-11.1B, Small Unit Leader’s Guide to Weather and Terrain. MCWP 3-35.3, Military Operations on Urbanized Terrain (MOUT). MCRP 5-12A, Organizational Terms and Grapics

Table of

Contents The following is a table of contents for this course.

Study Unit Title Page

-- Course Introduction i

1 Introduction to Tactics 1-1

2 Squad Offensive Tactics 2-1

3 Squad Defensive Tactics 3-1

4 Security Patrols 4-1

5 Urban Patrolling 5-1

-- Review Exercise R-1

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MCI Course 8015A iii Course Introduction

Course Introduction,

Continued

Estimated

Study Time You will need about 12 hours and 45 minutes to complete this course. They _{include the time you will need to study the text, complete the exercises, and}

take the final exam.

Reserve Retirement Credits

You earn four retirement credits for completing this course. You earn reserve retirement credits at the rate of one credit for each 3 hours of estimated study time.

Note: Reserve retirement credits are not awarded for the MCI study you do during drill periods, if you are awarded credits for drill attendance.

Summary The table below summarizes all-important “gateways” needed to successfully complete this course.

Step When you… Then you will… For more

information…

1 Enroll in the program Receive your program

material Refer to the Program Introduction 2 Complete the

self-paced text

Arrange to take the final examination

Refer to the Program Introduction

3 Pass the final examination

Receive a course completion certificate

Refer to the Program Introduction

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MCI Course 8015A iv Course Introduction

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MCI Course 8015A 1-1 Study Unit 1

STUDY UNIT 1

INTRODUCTION TO TACTICS

Overview

Estimated

Study Time 1 hours, 50 minutes

Unit Scope Theory is the basis for all the decisions we as warfighters make. However, knowing the theory is only half of the battle. All the theory in the world is useless unless you know how to apply it to the battlefield.

This study unit discusses the relationship between theory and tactics and will introduce the role of the Marine NCO as the tactical decision-maker. This unit discusses how your commander’s intent impacts your tactical decisions. This unit will also cover the process of relating your tactical thoughts to your subordinates. You will learn about the various techniques for getting and receiving orders and what formats are used in what situations.

Learning

Objectives After completing this study unit, you should be able to

· Identify how warfighting theory affects tactical decisions.

· Identify how tactical decisions are communicated with an operations order.

· Identify how to transfer an operations order into an order for your subordinates.

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Overview,

Continued

In This Study

Unit This study unit contains the following lessons:

Topic See Page

Lesson 1 Tactics: Theory to Practice 1-3

Lesson 2 Operations Orders 1-11

Lesson 3 Receiving, Transcribing, and Issuing Orders 1-37

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MCI Course 8015A 1-3 Study Unit 1, Lesson 1

LESSON 1

TACTICS: THEORY TO PRACTICE

Introduction

Estimated

Study Time 20 minutes

Lesson Scope “In tactics, the most important thing is not whether you go left or right, but why you

go left or right.”

—General A.M. Gray, 29th CMC

This lesson will discuss how the theory you learned in MCI Course 8014

Introduction to Warfighting affects decisions on the battlefield. The squad

leader is responsible for deciding which way to go and, more important, for understanding why go that way. This lesson will also discuss how your commander’s intent establishes the boundaries for your tactical decisions.

Learning

Objectives After completing this lesson, you should be able to

· Identify how theory affects the application of combat power.

· Identify what the squad leader must know as a tactical decision maker. · Identify how commander’s intent affects tactical decisions.

In This Lesson This lesson contains the following topics:

Topic See Page

Introduction 1-3

Warfighting Theory 1-4

Small Unit Leader 1-6

The Impact of Commander’s Intent 1-7

Lesson 1 Exercise 1-7

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Warfighting Theory

Review from MCI Course 8014

In MCI Course 8014 Introduction to Warfighting you studied the Marine Corps’ theory of warfighting from MCDP 1 Warfighting. That course focused on the why: Why should you

· Take one hill instead of another?

· Give your subordinates mission type orders? · Employ combined arms?

You also learned about the three levels of war in MCI Course 8014.

Remember, the lowest level of war where combat power is applied directly against the enemy is the tactical level.

Definition of

Tactics According to MCDP 1-3 Tactics, tactics is the art and science of winning _{engagements and battles. Tactics include the use of firepower and maneuver,}

the integration of different arms, and the immediate exploitation of success to defeat the enemy.

By this definition, tactics involve the actual concepts and methods used to accomplish a particular objective. In short, tactics is the application of combat power to defeat the enemy: the actions and counteractions taken against the enemy force.

Importance to

Tactics The relationship between warfighting theory and tactics is that theory is the _{why and tactics is the how.}

The tactical decisions and actions taken in combat need to be based on the Marine Corps’ warfighting theory. We should not attack an enemy position simply because it is there, but because taking this position gives us control of key terrain, degrades the enemy’s will to fight, or allows us to achieve our commander’s intent.

Losing the connection between warfighting theory and tactical decisions leads to conflicting orders, low morale, and, most important, unnecessary

casualties.

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Warfighting Theory,

Continued

Applied to Tactical Thought

In MCI Course 8014 Introduction to Warfighting, you learned the importance of Marines using combined arms when attacking the enemy as part of

warfighting theory. If you are tasked with attacking an enemy position on a hilltop, how you employ combined arms is tactics.

For Example: Deciding to suppress the hilltop with five minutes of artillery followed by machinegun fire while you maneuver close to the objective is a tactical decision. Historical Example: Failing to Apply Theory

During the Vietnam War, tactical decisions were not always made according to the Marine Corps’ warfighting theory. Confusion and conflicting orders were the result.

On multiple occasions, Marines were often tasked with covering the same ground or seizing the same terrain, only to withdraw and have to seize the terrain again. This cycle led to low morale, confusion among the Marines, and excessive casualties.

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Small Unit Leader

Tactical

Decision-Maker In a modern combat environment, the squad leader becomes the most _{important man on the battlefield. Only one officer and staff NCO is in each}

platoon. They cannot be everywhere on the battlefield.

Therefore, the squad leader, usually the senior man on the scene, will have to make the decisions. Squad mission success and the lives of the squad

members depend on the squad leader’s decision-making ability.

Maneuver

Warfare A maneuver warfare mindset requires decisions to be made quickly and at the _{lowest level possible. In a rapidly changing environment, the squad leader}

has no time to wait for a decision from the platoon commander. The squad leader is responsible for making and acting on a decision, so his unit can continue to press the enemy and keep the enemy’s forces off balance.

Critical

Information The squad leader must understand the unit’s mission, his commander’s intent, _{and the situation around the squad at all times. The squad leader will not be}

able to make the correct decisions if he is not fully aware of his surroundings. The squad leader needs to be proactive in finding this information and must relay this information to his subordinates.

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The Impact of Commander’s Intent

Review of

Definition Commander’s intent is what the commander wants accomplished, when the _{mission is concluded, and why.}

This goal is more than just saying that the commander wants a hilltop secured; it is why the commander wants the hilltop secured.

Provides

Guidance The commander’s intent sets the framework within which the subordinates _{need to work. If the subordinate knows the desired end state of the}

battlefield, he can easily adapt to the changing situation around him.

Returning to the example of the order to attack a hilltop, if the subordinate is told to attack the hilltop to secure a pass so follow-on forces can continue their mission, the subordinate can correctly adjust to the changing situation. He may find that the enemy is overlooking the pass from a different hill, and he must secure the other hill to meet the commander’s intent.

Effect on Tactical Decisions

It creates the framework that all subordinates must operate within. In

essence, the commander’s intent builds a football field for the subordinates to act in. They are free to move anywhere within the boundaries, but they cannot operate out of bounds. Thus the subordinates are allowed to make the necessary tactical decisions to support the commander’s intent. They are restricted from making any tactical decisions that run against the

commander’s intent.

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MCI Course 8015A 1-8 Study Unit 1, Lesson 1 Exercise

Lesson 1 Exercise

Estimated

Directions Complete the following items. Check your answers against the correct answers at the end of this lesson. If you have any questions, refer to the reference page listed for each item.

Item 1 You should always consider theory before making tactical decisions. a. True, because all tactical decisions must be based on the book answer. b. True, because theory, the why, should drive tactical decisions, the how. c. False, all decisions should be made solely on the enemy’s actions. d. False, only the enemy and the terrain should dictate tactical decisions.

Items 2 For a squad leader to make the correct tactical decisions, they must know the a. battalion’s mission, the squad’s task, and the company’s location.

b. company’s mission and the battalion commander’s intent.

c. commander’s intent, the squad’s mission, and the current situation. d. enemy’s location, the squad’s task, and the company’s mission.

Item 3 Which statement best describes the influence of the commander’s intent on tactical decisions?

a. It paints the picture of the commander’s desired end-state.

b. It describes how the commander envisions the mission concluding. c. It provides information a subordinate can refer to but is not necessary. d. It creates the framework that all subordinates must operate within.

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Lesson 1 Exercise

Correct

Answers The table below provides the correct answers to the exercise items. If you _{have any questions, refer to the reference page listed for each item.}

Item Number Answer Reference Page

1 b 1-4

2 c 1-6

3 d 1-7

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LESSON 2

OPERATIONS ORDERS

Introduction

Estimated

Lesson Scope While the focus of this course is on tactical thought, Marines need to know how to explain their tactical decisions to their subordinates. This lesson will focus on some tools to help you explain your plan to your subordinates and ensure they fully understand their tasks.

Learning

· Identify the purpose of an operations order.

· Identify the three different formats for operations orders. · Identify how each format of an operations order is used.

· Identify the purpose of each paragraph in a five-paragraph operations order.

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Introduction,

Continued

Topic See Page

Introduction 1-11

Five Paragraph Order 1-13

Types 1-14

Five-Paragraph Order 1-16

Situation Paragraph 1-17

Mission Paragraph 1-21

Execution Paragraph 1-24

Administration and Logistics Paragraph 1-28

Command and Signal Paragraph 1-31

Lesson 2 Exercise 1-32

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Five Paragraph order

Purpose The purpose of the operation order is to convey a plan to accomplish that mission. The operation order is a continuing process with the

accomplishment of the mission as its main goal.

Organization All five paragraph orders are built around the six troop leading steps (BAMCIS) and are the sequence by which a leader receives, plans, and executes his mission. The development of the order begins at the receipt of the mission, continues through combat, and transitions to anticipation of the next mission. While the order is the method for explaining your tactical decision making, it goes one step farther; it involves the method and intent of the order.

Characteristics The numerous types of combat orders range from a simple “follow me” shouted by a fire team leader to the complex document required to plan and execute a Marine air-ground task force (MAGTF) operation. However, all successful orders contain certain key characteristics:

· Clarity - Clearly conveys the intent to all subordinates

· Completeness - Contains all information necessary to accomplish the mission

· Brevity - Short and to the point without sacrificing completeness

· Trust - Mission-type orders that do not infringe on subordinate initiative · Affirmative format - Always uses positive statements to avoid confusion.

For example, “you will stay in the assembly area” instead of “you will not go into the attack.”

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Types

Types While there are numerous formats and techniques for operations orders, the three standard formats are:

· Five-paragraph order · Warning order · Fragmentary order

Format All operations orders follow the same basic format, the format of the five-paragraph order. The warning and fragmentary orders are scaled down versions of the five-paragraph order.

Five-Paragraph

Order The five-paragraph order is the backbone of the Marine Corps process for _{giving operations orders. It is very thorough and contains all the information}

a subordinate will need to execute a mission. The order gets its name from the five paragraphs that comprise the order. This order is generally referred to by the acronym SMEAC, which stands for:

· Situation · Mission · Execution

· Administration and Logistics · Command and Signal

The format of each of these paragraphs will be explained later in this lesson.

Warning Order A warning order, issued upon receipt of a mission, is essentially a “heads up” to your subordinates that gives them advance notice of the contemplated action. A warning order contains as much information as is currently available and whatever instructions are available at the time. They can be oral or written, but they at least contain a mission statement and the time of execution.

The purpose of the warning order is to allow your subordinates time to plan for the mission. While you are preparing the tactical plan and writing the order, your subordinate leaders can ensure the Marines have the proper equipment, have sufficient chow, and conduct rehearsals for the upcoming mission. Warning orders are used extensively at all levels of command.

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Types,

Continued

Warning Order

Example Here is an example of a squad leader’s warning order:

“There is an enemy squad in the vicinity of Company Objective A. At 1800, we will attack to seize the objective. We will move to the attack position at 1700. Fire team leaders ensure your Marines have all their ammunition and equipment and conduct rehearsals. The order will be given at my fighting hole at 1400.”

This example contains a mission statement, a projected time to depart and the tasks the subordinate leaders need to accomplish. While more information can be added to the warning order, this is the minimum information you should provide your Marines.

Fragmentary

Order Often referred to as a “FragO,” the fragmentary order is used to provide _{changes to existing orders or to prepare for a follow-on mission. A “FragO”}

is used in time-critical situations to provide specific instructions to the unfolding situation. A “FragO” contains a mission statement, an execution plan, and any other part of the order that has changed.

“FragO”

Example The following is an example of a simple squad “FragO”:

“Approximately one fire team sized unit withdrew from the Objective A during the attack. They are preparing a hasty defense and are planning to delay our advance. Our mission is to attack to clear the enemy from Objective B to allow the platoon free movement through the area. We will attack on line with 2nd Fire Team as the base unit. The attack will commence at 2100. There are no other changes.”

This order contains more information than the warning order. Also remember that this type of order is used when you are conducting a follow-on mission during an operation. This order contains a mission statement, the execution plan, and any changes to the initial order.

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Five-Paragraph Order

Background The five-paragraph order is the essential part of the Marine Corps’ order writing process. All Marines from every MOS are taught its format. This format, designed to be delivered orally, is usually delivered using a terrain model or operational graphics. (You will be taught how to deliver the order later in this lesson.) Although the five-paragraph order can be used at any level, it is primarily used at the company level and below.

Orientation Although not an official part of the five-paragraph order, the order begins with an orientation paragraph. The orientation paragraph has no set format, usually describes the terrain model, and identifies the

· Direction of north · Present location · Unit objectives · Key terrain · Weather forecast

· Astronomical data (sunset, moonrise, etc.)

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Situation Paragraph

Organization The first official paragraph of the five-paragraph order is the situation paragraph. This section contains the overall status and disposition of both friendly and enemy forces. The situation paragraph contains three

subparagraphs: · Enemy forces · Friendly forces

· Attachments/detachments

Enemy Forces The company commander, who received a brief from the unit’s intelligence shop, gives you the information in the enemy forces subparagraph. The focus of this information is on facts that could pertain to mission accomplishment. The enemy forces subparagraph is further divided into three sections:

· Composition, disposition, and strength. · Capabilities and limitations.

· Enemy’s most probable course of action (MPCOA).

Enemy

Composition Enemy composition information is obtained directly from next higher _{commander’s order. The best way to convey this information is through}

SALUTE which stands for

· Size – the size of the enemy force

· Activity – the last known activity of the force · Location – the last known location

· Unit – the type of unit or the designation, if known · Time – the last time the enemy was observed

· Equipment – the weapons and vehicles the enemy has

Enemy

Capabilities The enemy capabilities section should highlight what courses of action the _{enemy is capable of conducting and how long it would take them to conduct}

this action. This section also discusses the enemy’s potential weaknesses and vulnerabilities. The focus should be on the enemy’s ability to react and counter the mission you are planning to conduct.

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Situation Paragraph,

Continued

Enemy

MPCOA The enemy MPCOA is a concise statement of the enemy’s most probable _{course of action within your sector. The statement describes the enemy’s}

objectives and how they will likely fight a battle. One tool that can help determine this information is DRAW-D which stands for

· Defend - the enemy employs all means and methods available to prevent, resist, or destroy an attack.

· Reinforce - one unit augments the capabilities of another similar unit. · Attack - offensive operation characterized by coordinated movement

supported by fire.

· Withdraw - a force in contact disengages from an enemy force. Withdrawal is a form of retrograde.

· Delay - forces under pressure trades space for time by slowing down the momentum without becoming decisively engaged. Delay is a form of retrograde.

DRAW-D lays out the options the enemy can take. When you combine DRAW-D information with any pertinent intelligence about the enemy, you can establish the enemy’s MPCOA.

Friendly Forces The friendly forces subparagraph in the situation paragraph is friendly forces information taken directly from the higher commander’s order.

This subparagraph is further divided into sections that contain the higher commander’s intent and the missions and locations of higher, adjacent, supporting, and security units. When writing this paragraph, remember HASS which stands for

· Higher · Adjacent · Supporting · Security

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Situation Paragraph,

Continued

Friendly

Higher The most important aspect the friendly higher section contains is the higher _{commander’s intent. For a squad leader, receiving an order from his platoon}

commander, this will be the company commander’s intent. This information is imperative because every Marine should know the intent of the commander two levels up. This knowledge will allow any small unit leader to make decisions in combat that support not only his commander’s intent, but the next higher commander’s intent as well.

The friendly higher section also contains the mission and the location of the next higher unit. Again, for a squad leader receiving a platoon mission, this will be the company’s mission and the location of the company’s main body.

Friendly

Adjacent The friendly adjacent section contains the missions and locations of the _{adjacent units, units that surround your area of operations and may impact}

your mission. An adjacent unit does not have to be the same size as your unit. For instance, a platoon on the far left of a company in a battalion defense will have a different company adjacent to it on its left flank.

Friendly

Supporting The friendly supporting section addresses the non-organic units providing fire _{support or combat service support to your unit. Generally these are either}

indirect fire assets or crew-served weapons. The friendly supporting section describes the type of support the assets are providing, direct support of your unit or general support of the higher unit.

You must understand that the friendly supporting section addresses only non-organic units. Therefore, in the company commander’s order the machinegun section is not listed as a supporting unit because they are organic to the company. However, in the platoon order, the machinegun section would be listed as a supporting unit.

Friendly

Security The friendly security section addresses the missions and locations of any _{security units operating in your zone. This information can either be broken}

out separately or included with the “supporting units” section. Security units are listening posts, reconnaissance teams, or patrols that are operating in your zone and can influence your mission.

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Situation Paragraph,

Continued

Attachments and

Detachments

The attachments and detachments subparagraph covers any non-organic units that are attached or any organic units that are detached. At the squad level, there are usually never any detachments, but there are many cases when a machinegun or assault team can be attached to a squad. If there are no attachments or detachments, be sure to specify so to prevent confusion.

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Mission Paragraph

Importance The mission statement is the shortest but most important paragraph of the five-paragraph order. The mission statement is the heart of the order and must stand alone without references to any document other than a map.

Contents The mission statement expresses the unit’s primary task and purpose by addressing the “five Ws”:

· Who (Unit) · What (Task) · When (Time) · Where (Location) · Why (…in order to…)

Task Versus

Purpose The mission statement describes the task and the purpose. Of the two, the _{purpose is the most important. The situation may change, which changes the}

task, but the purpose still describes the commander’s desired goal. The purpose is always preceded by the words “in order to.” This phrase signals to all individuals receiving the order that they are about to get the purpose for the mission.

Mission Type

Order Remember what you learned about mission type orders in MCI Course 8014 _{Introduction to Warfighting. To allow the subordinate unit leader to exercise}

initiative and operate with a maneuver warfare mentality, the order must clearly state the purpose of the task, as well as the task itself. Knowing the purpose is what allows the subordinate unit leader to make adjustments on the battlefield as the situation changes.

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Mission Paragraph,

Continued

Standard

Offensive Tasks The Marine Corps uses several standard tasks. Some offensive tasks and their _{meanings are to attack to}

· Destroy the enemy – kill personnel or destroy vehicles/buildings · Clear terrain – push the enemy off a particular piece of ground

· Seize terrain – push the enemy off and retain control of a piece of ground · Secure terrain – similar to seize in that you push the enemy off and retain

control of a piece of ground, but for only a limited time

Standard

Defensive Tasks The Marine Corps uses several standard defensive tasks as well. All of these _{tasks are centered on first establishing a defense and determining how the}

defense should be focused.

Some examples and their meanings are establishing a defense to · Retain terrain – to protect and hold a piece of terrain

· Disrupt the enemy – to cause enemy casualties and break up their formations

· Delay the enemy – to slow the enemy’s movement

· Block the enemy – to prevent the enemy from moving in a specific direction

· Attrit the enemy – to cause enemy casualties

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Mission Paragraph,

Continued

Sample

Purposes The Marine Corps also uses some standard terminology for the purpose _{statement. Some of the terms and their meanings are}

· Allow – to let friendly forces do something · Cause – to lead to a specific result

· Create – to make something happen (to create a breach in the enemy’s line)

· Deceive – to trick the enemy

· Deny – to prevent the enemy from doing something · Enable – to allow friendly forces to do something · Prevent – to stop the enemy from doing something · Support – to aid another unit’s mission

· Surprise – to shock the enemy

Remember, this list is not all inclusive, but list, combined with the sample tasks, provides a baseline for writing orders.

Example

Mission At 1900, 2

nd_{Squad attacks to clear the enemy forces in the vicinity of}

company objective A to prevent the enemy from delaying further operations. Notice that this example has answered all of the five Ws:

· Who – 2nd_Squad

· What – attack to clear (task) · When – at 1900

· Where – Company Objective A

· Why – in order to prevent the enemy (purpose)

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Execution Paragraph

Organization The execution paragraph contains the “how to” information of the order. It lays out the plan for conducting the mission. While the mission statement is the heart of the order by establishing the purpose, the organization paragraph is the meat of the order by detailing how the purpose will be achieved and further explains the purpose by explaining the commander’s intent. The execution paragraph contains the following subparagraphs: · Commander’s intent

· Concept of the operation · Tasks

· Coordinating instructions

Commander’s

Intent Remember the importance of commander’s intent from MCI Course 8014 _{Introduction to Warfighting. The commander’s intent describes the}

commander’s desired end state of the operation. Remember how this information allows subordinates to act in a changing environment in the absence of additional orders.

At the company level and below, the order conveys the commander’s intent throughout because the commander personally writes the order and focuses on the elements he finds the most vital. For orders at platoon level and below, the intent is generally the same as the mission purpose and is usually the same as the company commander’s intent.

Concept of the

Operation The concept of the operation details how the mission will be conducted. The _{concept of operations is where the order giver walks subordinates through the}

plan from beginning to end, explaining all the steps in between.

The concept of operation subparagraph is further broken down into the following sections:

· Scheme of maneuver · Fire support plan · Obstacle plan

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Execution Paragraph,

Continued

Scheme of

Maneuver In the scheme of maneuver section, using either a terrain model or a map _{graphic, the commander explains the plan. The plan is described in general}

terms without identifying specific units. The scheme of maneuver must be brief and in a logical order, beginning with the current location, continuing through each phase of the operation, and concluding at consolidation.

Offensive Scheme of Maneuver

In an offensive order, the scheme of maneuver contains the · Form of maneuver – how the unit will move

· Distribution of forces – who is the main effort and who is supporting · Direction of movement – literally, north, south, east, or west

· Tactical control measures – boundaries and phase lines · Consolidation – how the unit will reform after the attack

Defensive Scheme of Maneuver

In a defensive order, the scheme of maneuver contains the

· Defensive techniques – what kind of defense will be established

· Distribution of forces – who is in what position and who is the main effort · Direction of fires – which way you are going to shoot

· Planned engagement areas – where you will try to engage the enemy · Security plan – where the listening posts will go

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Execution Paragraph,

Continued

Fire Support

Plan The fire support plan subparagraph describes how the commander plans on _{using fire support to complement the scheme of maneuver. The fire support}

plan paragraph is not only for indirect fires, but can also detail how direct fire weapons like machineguns will be used for support.

The following information should be included in the fire support plan: · Purpose/concept of fire support – how the fire works with maneuver · Priority of fire – what unit has the priority for indirect fires

· Preplanned targets – the location and description of any pre-designated targets

· Firing units – what firing units are in support and their locations · Control measures – any permissive or restrictive control measures · Allocation of targets – what are priority targets for fire support assets

Tasks The tasks section is where each subordinate unit is given its specific mission to be accomplished and the main effort is designated. Each unit is included in its own separate paragraph. Each task statement becomes the subordinate units’ mission statements; so they must be worded to answer the five Ws. If a subordinate unit is given multiple tasks, they are further broken into subparagraphs, and if there is a priority within these tasks, it must also be stated. The subordinate tasking statements are given in a logical sequence from the start of the mission until the consolidation. These statements also need to include any tasks the commander thinks may arise.

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Execution Paragraph,

Continued

Coordinating

Instructions This paragraph is the place to put the information that does not fit anywhere _{else in the order. Any information that is applicable to two or more}

subordinate units goes in the coordinating instructions section. Some items commonly addressed in this section are the

· Order of movement and planned formations – who moves where and how do they move

· Consolidation plan – how the unit will reform after the attack

· Grids for control measures – where on the ground all control measures are · Target precedence – mainly for crew-served weapons and rockets, a list of

what targets should be engaged first

· Reporting requirements – what information must be reported to higher · MOPP level – what the NBC gear requirement is

· Timelines – the time specific event will happen · Safety

· Any other tasks that apply to two units

This list is by no means complete. The best way to treat the coordinating instructions paragraph is to include any information that you think must be given to subordinates that is not stated somewhere else in the order.

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Administration and Logistics Paragraph

Contents The administration and logistics paragraph contains all the information required for the subordinate units to coordinate their initial supply, resupply, recovery of equipment, and evacuation of the wounded and prisoners of war (POWs).

The administration and logistics paragraph covers the “Five Bs”: · Beans – Chow

· Bullets – Ammunition

· Batteries – Communication resupply

· Band-aids – Medical evacuation (MEDEVAC) · Bad Guys – Enemy POWs (EPWs)

As the title suggests, the administration and logistics paragraph is broken into two subparagraphs:

· Administration · Logistics

Administration The administration subparagraph focuses on three main topics: · Evacuation of wounded (MEDEVAC)

· Handling of EPWs

· Civil-military cooperation

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Administration and Logistics Paragraph,

Continued

MEDEVAC

Plan The section that addresses the evacuation of the wounded must be thorough _{and complete. Too often leaders pay little attention to this subparagraph}

because we do not suffer casualties in training. The MEDEVAC plan needs to be well thought out and implemented. Concerns that should be addressed are

· The location of the corpsman

· The location of the company aid station · Who will

· Serve as litter bearers · Call for the MEDEVAC

· Be put in charge of executing the plan

At the platoon level, the platoon sergeant is often in charge of executing the plan. Remember, this plan will be implemented when the unit is

consolidating after an engagement, and the unit leaders will be busy positioning their Marines and preparing for further enemy contact.

Handling

EPWs The section that addresses the handling of EPWs is also a plan that will be _{implemented during consolidation and needs to be well thought out. MCI}

Course 8016 Warfighting Techniques teaches the proper procedures for handling EPWs.

The basic information that must be included in the order is · Who will be the handling team

· Location to where EPWs are going to be evacuated

Civil Military

Cooperation The civil military cooperation section details any restrictions or limitations _{that exist when operating in a certain area, including restrictions on types of}

ammunition, etc.

(35)

Administration and Logistics Paragraph,

Continued

Logistics The logistics subparagraph covers the initial supply the Marines will need to accomplish the mission and the plan for resupply. The key issues that must be considered when planning logistical needs are

· The length of the operation

· The potential for resupply during the operation

· Any special ammunition that may be required to accomplish the mission

Duration of the

Operation The length of time the mission will take directly impacts the logistical _{planning. Obviously, a lot more supplies are required to conduct a three-day}

reconnaissance patrol than a two-hour security patrol. The amount of supplies the Marines need before commencing the mission is spelled out in the logistics subparagraph.

Resupply

Capabilities Resupply capabilities is another issue that can greatly impact the need for _{logistical planning. If the unit will be able to resupply during the operation,}

they will need to carry fewer supplies up front. The resupply capability does not have to be someone delivering food, water, and ammunition; it could be the ability to draw water from local sources or other means to reduce what the Marines need to carry. The resupply capability information is also stated in the logistics subparagraph.

Special

Ordinance The last key issue to consider in the logistics subparagraph is the ordinance _{that is required to accomplish the mission. If the mission is a security patrol,}

the ammunition requirement is different than if the mission is to conduct a vehicle ambush. The mission and the commander’s plan directly impact the special ordinance information. All ammunition required must be discussed in the logistics section.

(36)

Command and Signal Paragraph

Contents The command and signal paragraph contains the instructions and information relating to the functions controlling the unit. The command and signal paragraph consists of two paragraphs:

· Signal · Command

Signal The signal subparagraph specifies the signal instructions to be used during the operation. The instructions include the

· Primary and alternate signal plans

· Priority for using different methods of communications · Times when the signal plan will change

The signal subparagraph is organized to contain, at a minimum, the · Communication plan (including primary and alternate call signs and

frequencies)

· Visual signals required to conduct the concept of the operation · Challenge and password and a running password

· Brevity codes and code words

Command The command subparagraph identifies the location of all the key leaders as required. At a minimum, the command subparagraph contains the

· Location of the higher commander

· Order giver’s location before, during, and after the battle

· Succession of command of the unit leaders (i.e. 1st_{fire team leader, 2}nd fire team leader, etc.)

(37)

Lesson 2 Exercise

Estimated

Item 1 What is the primary purpose of an operations order?

a. Convey a mission and a plan to accomplish that mission b. Relay standard information to subordinate leaders

c. Develop the tactical plan to be used to accomplish a mission d. One time session to explain the plan to subordinates

Item 2 Identify the three formats of operations order. a. Situation, mission, execution

b. Fragmentary, five-paragraph, warning c. Alert, five-paragraph, FragO

d. Five-paragraph, plan, warning

(38)

Lesson 2 Exercise,

Continued

Items 3

Through 5 Matching: In the space provided, place the letter of the purpose of the order _{from column 2 that matches the type of order in column 1. The answers in}

column 2 may be used only once.

Column 1 Types of Orders Column 2 Purposes of Orders ___ 3. Five-Paragraph Order ___ 4. Fragmentary Order ___ 5. Warning Order

a. Provides subordinates a “heads up” about a mission.

b. Quickly tasks a subordinate for a follow-on mission.

c. Provides detailed guidance on the plan for fire support.

d. Gives the commander’s guidance for the operation.

e. Gives detailed information on an upcoming operation.

Items 6

Through 8 Matching: In the space provided, place the letter of the use of the order from _{column 2 that matches the type of order in column 1. The answers in column}

2 may be used only once.

Column 1 Type of Order Column 2 Use of Order ___ 6. Five-Paragraph Order ___ 7. Fragmentary Order ___ 8. Warning Order

a. Used by commanders to inform their subordinates of an

upcoming mission.

b. Used by commanders to sit all their subordinates down and give them a detailed plan.

c. Used by commanders to develop their tactical plan.

d. Used by commanders to quickly task their subordinates with a follow-on mission.

(39)

Lesson 2 Exercise,

Continued

Item 9 The five-paragraph order is usually used at the _________ level and it is designed to be given to subordinates _________.

a. squad level and below; orally b. platoon level and below; orally c. platoon level and below; written d. company level and below; orally

Items 10

Through 14 Matching: In the space provided, place the letter of the purpose of the order _{paragraph from column 2 that matches the order paragraph in column 1. The}

answers in column 2 may be used only once.

Column 1 Order Paragraph Column 2 Purpose of Paragraph ___ 10. Situation ___ 11. Mission ___ 12. Execution ___ 13. Administration and Logistics

___ 14. Command and Signal

a. Lays out the plan for conducting the mission

b. Lays out the purpose of the mission.

c. Lays out the status and disposition of forces.

d. Lays out the plans for controlling the unit.

e. Lays out the plan for providing the 5 Bs.

(40)

Lesson 2 Exercise

Correct

1 a 1-13 2 b 1-14 3 e 1-14 4 b 1-15 5 a 1-14 6 b 1-16 7 d 1-15 8 a 1-14 9 d 1-16 10 c 1-17 11 b 1-21 12 a 1-24 13 e 1-28 14 d 1-31

(41)

(42)

LESSON 3

RECEIVING, TRANSCRIBING, AND ISSUING ORDERS

Introduction

Estimated

Lesson Scope In Lesson 2, you learned the format for operations orders used in the Marine Corps. This lesson will focus on the process of receiving an order from your commander and converting this information to prepare an order for your subordinates.

Learning

Objectives After completing this lesson, you should be able to describe the process to

· Identify the process to receive an operations order. · Identify the process to transcribe an operations order. · Identify the process to issue operations order.

Topic See Page

Introduction 1-37 Receiving an Order 1-38 Transcribing an Order 1-40 Issuing an Order 1-44 Lesson 3 Exercise 1-46

(43)

Receiving an Order

Two Main

Responsibilities The two main items that need to be taken from the commander’s order are _{that you, as the recipient of the order,}

· Must understand the mission, the tasks, the plan, and all the specifics of the commander’s order

· Need to extract information from the commander’s order to write the order you will give to your subordinates

Hold Questions When receiving an order, the commander should tell all subordinates to hold all their questions until the end of the order so the commander can continue the order, possibly answering the questions along the way, without

interruptions. However, take good notes and be sure to write down any questions so you do not forget them at the end of the order.

Techniques for Getting the Order

Several things that can be accomplished to ease the actual process of receiving the order are to

· Always have laminated paper and non-water soluble markers to receive orders in bad weather.

· Always have a map handy to refer to during the receipt of the order. · Develop a style of shorthand that allows for quick, yet understandable,

writing.

· Listen to the entire order to ensure that you understand the entire operation.

· Arrive at the order early and sketch the terrain model so you can sketch the scheme of maneuver on the graphic instead of writing it down. · Schedule a time, if possible, to use the commander’s terrain model to

issue your order.

(44)

Receiving an Order,

Continued

Understanding

the Order You ensure that you fully understand the commander’s order by

· Taking thorough notes throughout the order · Paying attention to all parts of the order · Asking questions

It is absolutely imperative that, when you leave the order, you fully

understand all aspects of the operation because you will be giving the order to your subordinates. As a subordinate unit leader, the responsibility is on you to understand the commander’s intent and plan and to ensure that all of your Marines are fully informed before the line of departure is crossed.

(45)

Transcribing an Order

Purpose To ensure the information the commander gave you is successfully passed on to your Marines, you must know how to transcribe the information in the commander’s order into the order you issue to your subordinates. In several instances information from the commander’s order is copied directly into your order. The transformation process is explained below.

Orientation The orientation paragraph in your subordinate’s order is almost identical to the commander’s orientation. The subordinate’s order contains all the information in the commander’s order but may have additional control measures and objectives that apply only to the subordinate commander.

Enemy

Situation The subparagraph containing the information on the enemy situation is _{identical between the two orders. Since all of the subordinate units are}

involved in the mission, they all need the full information on the enemy forces, regardless of their role in the mission.

(46)

Transcribing an Order,

Continued

Friendly

Situation The friendly situation subparagraph contains most of the information in the _{commander’s order, but the organization differs in the following manner:}

· Higher – in the subordinate’s order, this information comes directly from the commander’s mission statement and intent. For example, in a squad order, this will contain the platoon’s mission and the platoon

commander’s intent.

· Adjacent – this information comes directly from the task statements for the other subordinate units. For example, in a squad order, this will contain the other squads’ tasks.

· Supporting – this information carries directly over from the commander’s order but should be tailored for the level of support. For example, if an artillery battery is in direct support of the company, they are not in direct support of a platoon, and this needs to be clearly articulated.

· Security – this also comes directly from the commander’s order and should include all the security units the commander discussed.

· Attachments – this information will come from the commander’s task statements. If a non-organic unit will be attached to the subordinate unit, the commander will detail this in the execution paragraph.

Mission The mission statement in the subordinate’s order is copied verbatim from the task statement the commander gave to the subordinate leader in the execution paragraph.

(47)

Transcribing an Order,

Continued

Execution The subordinate commander writes the majority of the execution paragraph from scratch. However, the commander must fit within the guidelines

established by the commander’s order. The execution paragraph is created in the following manner:

· Commander’s intent – the subordinate commander creates this; however, below the company level, the intent is usually copied from the higher commander’s intent and must fit within the subordinate unit’s task. · Scheme of maneuver – the subordinate commander has free reign to

develop his scheme of maneuver as long as it fits within the higher commander’s intent and the subordinates task statement.

· Fire support plan – the subordinate commander can tweak this section as needed, but below the company level, this information is usually copied from the higher commander’s order.

· Tasks – the subordinate commander creates these from scratch for his subordinates; they must fit within the subordinate’s scheme of maneuver. · Coordinating instructions – Most of this section is copied directly from

the commander’s order and will have any additional information that is applicable to the subordinate order.

Administration

and Logistics The administration and logistics paragraph takes the information from the _{commander’s order and tailors it as needed to adapt it for the subordinate unit.}

The majority of the logistic information remains the same as in the

commander’s order, and the administration information is tied directly into the commander’s plan.

(48)

Transcribing an Order,

Continued

Command and

Signal The command and signal information is also very similar to the commander’s _{order. Identical to the commander’s order are the}

· Radio procedures · Frequencies

· Challenge/passwords · Brevity codes

The signal plan for executing the scheme of maneuver is also the same but may contain any specific signals the subordinate unit requires.

The command paragraph is elevated one level. For example, a platoon order gives the company commander and platoon commander locations, while a squad order will give the platoon commander and squad leader locations.

(49)

Issuing an Order

Preparation Remember what you first learned about the five-paragraph order: that it is designed to be given orally. The best written order will not be executed properly if the order giver does not fully prepare to give the order properly.

Terrain Model The two ways to use a terrain model are

· The subordinate commander can try and use the commander’s terrain model to issue his order

· If the higher commander’s terrain model is not available, then the subordinate commander will need to have one built. Designate a Marine to build the terrain model while you are writing an order and, to ensure success, be sure that it

· Is orientated to the ground and direction of movement · Accurately depicts all the essential terrain

· Clearly depicts all trails, roads, vegetation, etc.

Index Cards Create a handful of laminated index cards that contain basic map symbols on them. Also have a few blank ones that you can write on as needed. Use these cards in conjunction with your terrain model to ensure the subordinates fully understand the situation and the scheme of maneuver.

Timeliness One of the worst crimes seniors in the Marine Corps commit is they do not give their subordinates enough time to plan. Proper use of the warning order can alleviate this, but subordinates still require the entire order with enough time left to prepare their Marines for the operation. Remember, a good order now is better than a perfect order too late!

(50)

Issuing an Order,

Continued

Delivery Several things the commander can do to ensure the order is successfully delivered to his subordinates are to

· Make sure the order is clear. An order that can be misunderstood will be. · Make sure all subordinate leaders, including leaders of any attachments,

are present.

· Not read the order. Refer to the order, but use the terrain model to walk through it.

· Repeat the mission statement to ensure everyone has it.

· Always conduct a back brief with your subordinates. A back brief is where your subordinates explain to you the overall plan, their mission, and the role they will play in the operation.

(51)

Lesson 3 Exercise

Estimated

Item 1 What are your two main responsibilities as the recipient of a commander’s order?

a. Must thoroughly understand the commander’s order and extract information from it for your subordinates’ order

b. Hold questions until the end of the commander’s order and sketch the terrain model

c. Write questions to ask the commander at the end of the order and refer to your map to understand the order

d. Take thorough notes throughout the commander’s order, including questions you must have answered, and designate someone to build a terrain model

Item 2 When you receive an order from your commander, your unit’s mission statement comes from which section of the commander’s order? a. Task statement of the mission paragraph

b. Mission section of the execution paragraph c. Task statement of the execution paragraph d. Commander’s intent in the execution paragraph

Item 3 When you give an order to your unit who, at a minimum, must attend? a. Organic subordinate unit leaders.

b. All subordinate leaders, including attachments. c. All subordinate leaders with the entire unit. d. Only the individuals who are available at the time.

(52)

Lesson 3 Exercise,

Continued

Correct

1 a 1-38

2 c 1-41

(53)

(54)

STUDY UNIT 3

SQUAD DEFENSIVE TACTICS

Overview

Estimated

Study Time 2 hours, 35 minutes

Unit Scope This study unit will introduce you to the purpose and characteristics of the defense as an integral element of the Marine Corps warfighting doctrine. Lesson 1 explains the specifics of the organization of the rifle squad in the defense, including defensive security measures, communications

considerations, and weapons employment. Lesson 2 expands on some of the basic concepts as you are introduced to the organization of the defense at the company level, basic defensive techniques, and some considerations for conducting the defense.

After the defensive concepts, tactics, and techniques taught in lessons 1 and 2, you will compile all the knowledge of the defense together in lesson 3. You will have all the knowledge necessary to plan all phases of the defense and to write a defensive operations order.

Also, the basic concepts for planning and employment of the reserve and counterattack will be discussed, along with several other defensive

operations. By the end of the study unit, you will understand that defensive operations require flexible planning and execution at the company level from all unit leaders.

(55)

Overview,

Continued

Learning

Objectives After completing this unit, you should be able to

· Identify defensive techniques at the squad and platoon level. · Identify the three echelons of a defensive area.

· Identify techniques for defensive formations. · Identify how to write a defensive operations order. · Identify the components for conducting the defense. · Identify techniques for defensive operations.

In This Study

Unit This study unit contains the following lessons.

Topic See Page

Lesson 1 Fundamentals of the Defense 3-3

Lesson 2 Defensive Scheme of Maneuver 3-33

Lesson 3 Conduct of the Defense 3-45

(56)

LESSON 1

FUNDAMENTALS OF THE DEFENSE

Introduction

Estimated

Study Hours 40 minutes

Lesson Scope The mastery of defensive concepts, tactics, and techniques is crucial to achieving success on the modern battlefield. Innovative defensive tactics, techniques, and procedures continue to develop and will continue to enhance our combat effectiveness in the defense. The common denominator within these concepts is that they are not effective at all if combat leaders are not masters of the basic defensive fundamentals and techniques. This lesson will concentrate on these important defensive fundamentals focusing primarily on the squad and platoon levels.

Learning

· Identify the purpose of the defense. · Identify the characteristics of the defense. · Identify the definitions for defensive mission.

· Identify the organization of a fire team in the defense. · Identify the considerations of the fire team defensive plan. · Identify considerations for individual fighting positions. · Identify the organization of the rifle squad in the defense. · Identify the considerations of the rifle squad defense plan. · Identify the different active security measures in the defense.

(57)

Introduction,

Continued Learning Objectives, continued

· Identify the passive security measures in the defense.

· Identify the considerations for employing weapons systems in the defense.

Topic See Page

Introduction 3-3

Purpose of Defense 3-5

Characteristics of Defense 3-6

Key Terminology 3-9

Fire Teams in the Defense 3-13

Rifle Squads in the Defense 3-16

Active Security Measures in the Defense 3-19

Passive Security Measures in the Defense 3-22

Weapons Employment in the Defense 3-24

(58)

Purpose of Defense

General The purpose of the defense is to defeat an enemy attack.

Specifics Specifically, the purpose of defense is to

· Develop more favorable conditions for offensive operations · Gain time for other preparations

· Allow a higher commander to concentrate forces elsewhere · Control key enemy forces as a prelude to offensive operations

· Retain key or decisive terrain or to prevent the enemy’s capture of terrain

(59)

Characteristics of Defense

Planning and Conducting Defensive Operations

Consider the characteristics of the defense when planning or conducting defensive operations.

· Preparation · Disruption · Concentration · Flexibility

· Proper use of terrain · Security

· Mutual support · Defense in depth

· Coordinated obstacle planning · Coordinated fire planning

Preparation You must make the most thorough preparations for combat that time allows by

· Analyzing METT-TSL and understanding the tactical situation thoroughly · Identifying potential friendly and enemy strengths and weaknesses

· Developing a defensive plan

· Posting local security to provide early warning of an enemy attack

Disruption In the defense, you focus on countering your attacker’s initiative. To prevent your attacker from concentrating overwhelming combat power against your defense, you must

· Patrol aggressively · Plan counterattacks

· Use integrating fires and obstacles · Retain key or decisive terrain

· Disrupt the enemy attacks as far from friendly positions as possible using direct and indirect fires

Concentration You must be able to concentrate combat power at the decisive time and place. You may have to accept risk in one part of the defense to mass combat power in another.