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c·opy 3 FM 7 30
DEPARTMENT OF THE ARMY FIELD MANUAL
INFANTRY, AIRBORNE,
AND MECHANIZED DIVISION
BRIGADES
Paragraph Page
CHAPTER 1. GENERAL
Section I. Purpose and scope ----------------------------- 1, 2 3
II. Missions and roles of the infantry, airborne, and ,
mechanized division brigades ----------- 3, 4 4
III. Organization ------------------------- 5 4
IV. Capabilities and limitations ---------------------- 6-12 9
CHAPTER 2. COMMAND AND CONTROL
Section I. Command ------------------ 13, 14 14
II. The brigade staff ---- 15-20 15
III. Combat battalions command and staff ----------- 21 24
IV. Command posts and brigade trains ------------- 22-25 24
CHAPTER 3. THE BRIGADE HEADQUARTERS AND HEAD-
QUARTERS COMPANY.
Section I. General -------- ----- 26 28
II. Brigade headquarters and staff section ------------ 27 28.
III. Company headquarters ------------------------- 28 28
IV. Liaison section -- - - - ------ 29 29
V. Aviation platoon ------------------------------ 30 29
VI. Command vehicle section ----------------------- 31 29
VII. Scout section ----------------------- 32 30
VIII. Communication platoon --------------- 33 31
CHAPTER 4. COMBAT UNITS, COMBAT SUPPORT UNITS,
AND ORGANIZATION FOR COMBAT
Section I. General --------------------------- 34 37
II. Combat units --------------------------------- 35-38 37
III. Fire support -- - -- 39-45 42
IV. Intelligence support ---------------------------- 46-52 58
V. Engineer support ------------------------ 53 61
VI. Brigade aviation support ------------- 54-61 62
VII. Other combat support -- -- -- --- 62-64 65
VIII. Organization for combat ------------------------ 65$67 66
CHAPTER 5. ADMINISTRATIVE SUPPORT
Section I. General ------------------- 68 70
II. Personnel ------------------------------ 69575 72
III. Civil affairs --------------------------------- 76 73
IV. Logistics ------------------- 77-88 74
CHAPTER 6. OFFENSE
Section I. General 89-91 84
II. Planning the attack --------------------------- 92-106 86
III. Movement to contact -------------------------- 107-111 106
TAGO 3326B-December 1
Paragraph Page
2 AGO 3326B
CHAPTER 1
GENERAL
2. Scope
a. This manual describes the organization of and provides specific
doctrine on the functions and operations of the brigade headquarters
and headquarters company of the infantry, airborne, and mechanized
brigades.
b. It includes command, control, communications, tactical and admin-
istrative support, organization for combat, and tactical operations of
the infantry, airborne, and mechanized brigades of the army divisions
and, with appropriate adjustments for minor organizational differences,
the separate brigade organized for combat with a preponderance of in-
fantry, mechanized infantry, or airborne battalions. Generally, the
doctrine herein is applicable to all three types of brigades; the parts of
the text which pertain exclusively to one type brigade are so specified.
c. The manual also includes doctrine for employment of the brigade,
-appropriately reinforced, on independent and semi-independent missions.
d. This manual is a brigade level manual; however, the fundamentals
of tactical operations of the army division as covered in FM 61-100
apply to the brigade, generally. Information on combat support and
administrative support units normally attached to the brigade is included
to the extent necessary for clarity and understanding of brigade opera-
tions. FM 54-2 contains details on logistical organization at division
level and in some cases is applicable to the division and brigade level.
e. Operations under all conditions of warfare for which the brigade
has been tailored are included. The basic material applies to nuclear
and non-active nuclear warfare; essential modifying guidance for situa-
tions short of war and for nonnuclear war has been added. The manual
is designed for use in conjunction with other manuals and training
texts, particularly those for special operations.
f. For brevity only, brigades will be referred to as the infantry, air-
borne, and/or mechanized brigades.
g. Users of this manual are encouraged to submit recommended changes
or comments to improve this manual. Comments should be keyed to the
specific page, paragraph and line of the text in which change is recom-
mended. Reasons should be provided for each comment to insure under-
AGO 3326B 3
standing and complete evaluation. Comments should be forwarded
directly to United States Army Infantry School, Fort Benning, Ga.
3. Mission
a. The Brigade. The mission of the brigade is to close with the
enemy by means of fire and maneuver in order to destroy or capture him,
or to repel his assault by fire, close combat, and counterattack.
b. The Brigade Headquartersand HeadquartersCompany. The mission
of the brigade headquarters and headquarters company is to provide com-
mand and control facilities and limited army aviation support for em-
ployment of attached combat and combat support elements.
4. Roles
In addition to its basic combat mission, the brigade may be employed
to-
a. Supervise the training of combat and combat support units of the
division to which it is assigned.
b. Participate as part of a division or independently in situations short
of war, activities to include a show of force, truce enforcement, inter-
national police action, legal occupation, or in martial law and civil
defense operations.
5. General Characteristics
a. The Army Division (fig. 1). The Army division is designated as
an infantry, mechanized, armored, or airborne division depending upon
the number and types of combat battalions initially assigned to it.
This strategic tailoring of the division is usually accomplished prior to
its deployment to a particular area of operations. Each Army division
has assigned to it three brigades, normally of the same type as the
division itself, i.e., infantry, mechanized, armor, or airborne. For a
detailed discussion of the organization of the various types of Army
divisions, see FM 61-100.
b. The Brigade. When organized for combat the brigade consists of
a brigade headquarters and headquarters company to which a variable
number of combat battalions and combat support and administrative
support units are attached or placed in support. By the allocation of
combat, combat support, and administrative support units to brigades,
the division internally tailors itself to achieve an optimum capability
to perform an assigned mission in a specific operational environment.
4 AGO 3326B
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The brigade has the capability to accept or release attachments on
short notice, and attachment and detachments to it are made by division
as dictated by the mission and the tactical situation. Examples of
"type" infantry, mechanized, and airborne brigades are shown in figures
2 through 4. The organization and employment of the armored brigade
is covered in appropriate TOE and FM 17--30.
c. Brigade Organization for Combat. Using the combat, combat
support, and administrative support units attached to it or placed in its
support, the brigade organizes for combat to best accomplish its mission.
Maneuver battalions may be employed as pure (all elements of a single
arm) infantry, mechanized, armor, or airborne units; however, when-
ORGANIC
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AGO 3326B 7
ever available resources permit, it is preferable to form combined aims
task forces within the brigade by cross attachment of units. For further
details of organization of the brigade for combat see paragraphs 65
through 67.
d. Administrative Support. The brigade is a tactical echelon. The
brigade commander or his designated representative enters the ad-
ministrative chain of command in a control, coordinating, and super-
visory role. When combat and combat support units are attached to
ORGANIC
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8 AGO 3326B
the brigade, these units continue to be supported directly by the division
administrative support units attached to or placed in support of the
brigade for this purpose. When the brigade is employed in an inde-
pendent or semi-independent role, necessary administrative support
elements are provided to make the brigade self-sufficient. In this event,
the brigade becomes directly responsible for administrative support
operations for all assigned or attached units. A type infantry brigade
organized for independent or semi-independent operations is shown in
figure 5.
e. Common Base. The organization of the brigade headquarters and
headquarters companies of the infantry, airborne, and mechanized
brigade is the same, except for minor differences in equipment and per-
sonnel. The organization of the brigade headquarters and headquarters
company is shown in figure 6.
6. General
a. Basically, the capabilities and limitations of the brigade are de-
termined by the type and number of combat battalions and combat
support and administrative support units attached to or in support of it.
Because the brigade is a tailored, flexible organization, its capabilities
and limitations are established by division to enable it to best accomplish
a particular mission.
b. All three brigade headquarters have the following capabilties,
regardless of the type and number of units which may be attached to or
in support of it at any given time:
(1) Commands and controls up to five attached combat battalions
plus required combat support and administrative support units
in offensive and defensive combat operations in nuclear and
nonnuclear war.
(2) Accepts or releases attached elements on short notice.
(3) Conducts brigade operations on a sustained 24-hour-a-day basis.
(4) Supervises the movement and security of attached or supporting
elements.
(5) Supervises tactical training of attached elements.
(6) Acts as an emergency alternate operational headquarters for the
division in the event the latter is incapable of operating.
(7) Provides limited Army aviation support to attached elements.
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b. Conducts ground offensive and defensive operations under all con-
ditions of weather and terrain, with or without nuclear support.
c. Seizes and holds terrain.
d. Conducts airmobile operations when provided adequate aircraft.
e. Conducts independent and semi-independent operations when ap-
propriately reinforced.
f. Conducts antiguerrilla operations.
g. Conducts infiltration operations.
h. Participates in joint amphibious and joint airborne operations.
i. Exploits the effects of nuclear weapons with mobility and fire power.
12 AGO 8326B
combat, combat support, and administrative support units for indepen-
dent and semi-independent employment have the capability of sustain-
ing themselves in combat for extended periods of time when supported
logistically by field army installations.
12. Mobility
a. Air.
(1) The headquarters and headquarters companies of all three
type brigades are air transportable, and the airborne brigade
headquarters and headquarters company can be delivered by
parachute landing (par. 194).
(2) For the air transportability characteristics of the combat,
combat support and administrative support units normally
attached as part of brigade, see paragraph 194 and FM 7-20
and 61-100.
b. Vehicular.
(1) All personnel and equipment of the headquarters and head-
quarters companies of all three type brigades can be trans-
ported in one lift using their organic transportation.
(2) The vehicular mobility of the brigade when organized for
combat is restricted by the limited tactical ground transport
organic to the attached infantry and airborne battalions. For
the techniques of using trucks and armored personnel carriers
(APC) to motorize or mechanize the infantry and airborne
battalion, see FM 7-20.
AGO 8326B 13
CHAPTER 2
COMMAND AND CONTROL
Section I. COMMAND
13. Brigade Commander
a. The brigade commander has overall responsibility for the command
and control of his brigade in training and in combat. He must be pre-
pared for and capable of commanding diverse combinations of combat and
combat support and administrative support units under all conditions of
nuclear, non-active nuclear, and nonnuclear war in all kinds of weather
and terrain. The flexible organizational characteristics of the brigade
demands that the commander have complete knowledge and understand-
ing of combined arms operations, and that his leadership, mental alert-
ness, and adaptability to change be of the highest order.
b. He makes rapid and positive decisions and is capable of operating
with mission-type orders from higher headquarters which require exercise
of personal initiative and professional judgment in execution. In turn, he
provides his subordinate commanders with adequate guidance for their
operations and allows them freedom of action in implementing his orders.
He is alert to exploit the opportunities for decisive results which arise in
combat, and is willing to take calculated risks to accomplish his mission.
Once he elects a course of action, he pursues it vigorously and aggressively,
and inspires these qualities in his staff, his subordinate commanders,
and his troops.
c. In situations short of war, particularly those involving deployment
of his brigade in oversea areas, the commander must have a thorough
understanding of the people with whom he deals, and the ability to adapt
his concepts and thinking to the political and other limitations which
may be imposed on the use of his force.
d. For a discussion of the commander's responsibilities in the function-
ing of the brigade communications system to support his operations,
see appendix II.
14 AGO 3326B
assume command of the division in accordance with the order of succession
in the event the division commander becomes a casualty. His staff must
be prepared to function as the division command element if it becomes
inoperable. Similarly, the brigade commander makes provision for an
alternate headquarters in the event his headquarters is unable to function.
He usually designates a battalion headquarters as the alternate and suc-
cessor brigade command headquarters.
15. General
a. The brigade staff's primary purpose is to assist the commander in
the exercise of his command. Staff actions must be thorough, accom-
plished rapidly, recommendations submitted promptly, and instructions,
based on the commander's decision, issued without delay. Efficient staff
action reduces the number of details requiring command action, and
thereby frees the commander for the important functions of command.
b. Brigade staff officers must establish and maintain close and harmo-
nious relationships with the commanders and staffs of attached and
supporting units. Frequent staff visits to these units accomplish this
and assist the staff in supervising and coordinating the execution of the
commander's orders and policies.
c. The brigade staff operates under the supervision of the brigade
executive officer, and functions within the framework of the guidance
and authority given it by the brigade commander. The commander
must keep his staff officers informed of his plans, policies, and decisions
to enable them to discharge their duties efficiently.
d. See FM 101-5 for general discussion of staff organization and pro-
cedure.
16. Organization
a. The brigade unit staff is composed of the executive officer, the S1,
S2, S3, and S4. The special staff consists of the chemical officer, the
chaplain, the liaison officers, the surgeon, the communication officer,
the headquarters and headquarters company commander when func-
tioning as the headquarters commandant, and the aviation officer.
b. When combat support and administrative support units are attached
to or placed in support of the brigade, the commanders of these units may
function as brigade special staff officers for their field of interest if a
special staff officer is not already assigned in this area. For example,
the commanding officer of an attached or direct support engineer com-
pany acts as the brigade engineer in the absence of a brigade staff engineer.
c. The brigade fire support coordinator (FSC) is the commander of the
artillery battalion in direct support of the brigade.
d. Composition of the brigade staff is shown in figure 7.
AGO 3326B 15
17. The Brigade Unit Staff
a. General. Details covering the functions, procedures, authority,
and responsibilities of the various components of the staff are contained
in FM 101-5.
b. The Executive Officer.
(1) The brigade executive officer is the principal assistant and
adviser to the brigade commander. His functions and responsi-
bilities are similar to those of a chief of staff. He exercises
supervision over the operations of the brigade staff, and repre-
sents and acts for the brigade commander during the temporary
absence of the latter when directed to do so. He is prepared
to assume command of the brigade at any time.
(2) As an additional duty, the brigade executive officer is also the
information officer for the brigade.
(3) The executive officer is normally located at the brigade com-
mand post. He and the commander should not be absent from
the command post at the same time. When the command post
is displaced, the executive officer normally moves with the last
command post echelon.
(4) The brigade sergeant major is the senior noncommissioned
officer in the brigade headquarters. He acts in the name of
the brigade commander when dealing with other noncommis-
sioned officers in the brigade, and is the brigade commander's
noncommissioned officer adviser. He assists the SI in adminis-
trative matters. He establishes liaison with sergeant majors,
personnel liaison sergeants, and first sergeants of the attached
battalions and assists them in administrative matters. He holds
periodic meetings with them to disseminate information and
orders from the brigade commander. He assists in inspections
of brigade activities as prescribed by the brigade commander.
He makes notes of observed discrepancies and initiates appro-
priate corrective action in the name of the brigade commander.
He accompanies the brigade commander on visits and at cere-
monies.
c. The Adjutant (SI).
(1) The S1 section of the brigade headquarters consists of the
brigade S1, the brigade sergeant major, and the personnel Staff
NCO.
(2) The S1 has unit staff responsibility for personnel activities
and other administrative matters not specifically assigned to
another staff officer. He may, when the need arises, perform
the personnel functions of those special staff officers in the
personnel and administrative field found at higher staff levels
but who are not included in the brigade staff, including the in-
spector general, the staff judge advocate, the provost marshal,
special services officer, and finance officer. The S1 supervises
16 AGO 3326B
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17
the headquarters commandant in administrative matters per-
taining to the brigade headquarters. He exercises staff sulper-
vision over the brigade chaplain and the S1 activities of attached
units.
(3) The Personnel Staff NCO keeps the S1 and the headquarters
commandant informed on all personnel and administrative ac-
tions pertaining to personnel of the brigade headquarters and
headquarters company. He keeps the S1 informed of personnel
actions in attached units which are of interest to the brigade.
The Personnel Staff NCO performs his duties by maintaining
liaison with the Personnel Staff NCO of attached units, and with
the division rear echelon.
d. The Intelligence Officer (S2).
(1) The S2 has staff responsibility for intelligence matters. His
duties are as prescribed for the G2 in FM 101-5.
(2) The S2 is responsible for coordinating surveillance, and target
acquisition and reconnaissance patrolling activities of combat
units attached to the brigade. He coordinates these activities
with the S3.
(3) The S2's principal assistant is the assistant S2. He assists the
S2 as directed and acts as the S2 air for the brigade.
(4) He exercises staff supervision over reconnaissance activities
of the scout section of the brigade headquarters company.
(5) The S2 exercises staff supervision over any intelligence units
or detachments attached to or in support of the brigade
(6) The S2 supervises evacuation of captured enemy materiel if it
has intelligence value.
e. The Operationsand Training Officer (S3).
(1) The S3 has staff responsibility for all matters pertaining to the
organization, training, and combat operations of the brigade.
His duties correspond generally to those prescribed for the G3
in FM 101-5.
(2) The S3 is the commander's principal adviser on organization of
the brigade for combat.
(3) He has staff responsibility for civil affairs functions and exer-
cises staff supervision over civil affairs elements or personnel
that may be attached to the brigade.
(4) The S3 has staff responsibility for fire support planning and
coordination. He has staff responsibility for those functions
and operations at brigade level which are accomplished by the
tactical operations center (TOC) at divisional level. (See
FM 61-100.) He exercises staff supervision over the com-
munication officer, the chemical officer, the aviation officer,
and the aviation platoon.
(5) The S3 is responsible for planning and supervision of security
for the brigade command post.
18 AGO 3326B
(6) He coordinates combat patrol activities with the S2.
(7) The S3's principal assistant is the assistant S3 air. The latter
assists the S3 in planning and in administrative matters. The
S3 air coordinates the employment of close air support; speci-
fically, the S3 air-
(a) Prepares the brigade standing operating procedure for air
ground operations.
(b) Consolidates and processes preplanned air requests from
attached tactical units.
(c) Monitors, using the radios organic to his section, requests for
immediate air support from attached tactical units.
(8) The S3 has staff responsibility for integrating psychological
warfare into the brigade operations and exercises staff super-
vision over psychological warfare elements or personnel that
may be attached to the brigade.
The logistics officer (S4).
(1) The brigade S4 has staff responsibility for logistical matters of
interest to the brigade. The brigade normally enters the ad-
ministrative chain of command in a control, coordinating, and
supervisory role to insure that logistical support is coordinated
and adequate to support brigade operation. The S4's principal
location is at the main command post.
(2) The brigade S4, assisted by personnel of his section, controls
and supervises the operations, security, and displacement of the
brigade trains.
(3) The assistant S4 serves as the S4's representative in the trains
area.
(4) The brigade S4 coordinates his activities closely with the division
support command and maintains liaison with the ADSOC if
conditions so warrant.
(5) When the brigade is organized for independent or semi-indepen-
dent operations, administrative support elements as required
are normally attached to the brigade. In such cases, the
brigade S4 exercises staff supervision and such operational
control over these elements as is directed by the brigade com-
mander.
(6) The S4 is responsible for supervision of the execution of rear
area security measures prescribed by the brigade commander.
(7) The S4 is responsible for area damage control planning and for
the integration of the area damage control plan with that of the
division.
(8) He exercises staff supervision over the activities of the surgeon.
20 AGO 3326B
detonations and disseminates the fallout prediction message to
subordinate units.
(g) Prepares recommendations for the integration of toxic
chemical agents to produce persistent effects in minefield and
barrier plans.
(h) Plans and coordinates the employment of flame weapons,
flame field expedients, and smoke in support of operations.
(i) Plans for the employment of attached or supporting chemical
units. When so directed by the brigade commander, exercises
operational control over attached chemical units.
(j) Supervises and inspects CBR training conducted by the
chemical officers of attached battalions.
(4) In coordination with the logistics officer (S4), the chemical
officer-
(a) Inspects CBR equipment of subordinate units.
(b) Monitors the requisition and distribution of CBR equipment
and supplies.
(c) Plans for and supervises the installation of collective protec-
tion facilities, when appropriate.
(d) Supervises CBR decontamination activities.
c. The Chaplain. The brigade chaplain is the senior chaplain assigned
to the brigade headquarters and headquarters company. He functions
and is under the staff supervision of the brigade S1. The chaplains of the
section provide religious services and pastoral care for all units or elements
assigned or attached to the brigade. The brigade chaplain will coordinate
his activities and will provide the assistance and supervision necessary to
insure adequate religious coverage of all organic or attached units.
(1) The chaplain advises the commander on all matters pertaining to
religion and morality and the effective utilization of the chap-
lains in the chaplain section.
(2) He coordinates the activities of all assigned or attached chap-
lains and supervises and assists them to provide religious ser-
vices and pastoral care for all organic and attached units or
elements of the brigade.
(3) He keeps in close contact and maintains liaison with the chaplain
section in higher headquarters to insure continuing chaplain
support for the brigade.
(4) He provides information and makes recommendations to the
brigade commander and his staff on all questions affecting or
affected by the chaplain program.
(5) See FM 101-5 for additional duties of the chaplain.
d. The Surgeon.
(1) The surgeon advises the commander on all matters affecting the
mental and physical health of the command. He effects liaison
with the medical company of the division supported element in
support of the brigade, and exercises staff supervision over all
AGO 3826B 21
medical units when they are attached to the brigade. His
specific duties include the following:
(a) Prepares and supervises the execution of medical plans for
the brigade.
(b) Recommends measures for the prevention and control of
disease and injury.
(c) Identifies and describes medical implications of tactical plans,
to include the effects on personnel of chemical, biological, and
nuclear weapons, and the interpretation of radiological data
as they pertain to personnel.
(d) Recommends procedures for the locating, collecting, sorting,
treating, and evacuating of casualties.
(e) Monitors all requests for aeromedical evacuation originated
by surgeons of subordinate battalions and recommends
priority for support when requirements conflict.
(f) Recommends measures for the medical care of sick and
wounded prisoners of war and nonmilitary personnel in the
brigade area.
(g) Supervises the preparation of medical records and reports
as may be required.
(h) Supervises the examination of captured medical documents
and equipment in coordination with S2, in order to obtain
information of value to medical intelligence.
(2) The brigade surgeon provides his commander with a plan for
reallocation of medical resources organic to attached elements
which best supports the specific tactical operation.
(3) He maintains close contact with the division surgeon and the
division medical battalion to insure adequate and continuous
medical support for the brigade.
(4) The surgeon works under the staff supervision of the brigade S4.
e. The Communication Officer. The brigade communication officer is
the principal adviser to the brigade commander and staff in all com-
munication matters. He coordinates and exercises technical supervision
over the training and activities of the communication platoon and other
communication personnel within the headquarters and headquarters
company. He keeps informed of current and planned activities of the
brigade. Under the staff supervision of the S3, he prepares plans and
makes recommendations for the employment of all signal and electronic
warfare means. His functions include the following-
(1) Coordinates with the S1 who selects the exact location of the
command post.
(2) Coordinates with the S2 on the location of observation posts
and on communication security measures.
(3) Obtains current signal operation instructions (SOI) and standing
signal instructions (SSI) from higher headquarters. He pre-
pares and distributes extracts of the SOI and SSI.
22 AGO 3326B
(4) Prepares the communication portion of the brigade SOP.
(5) Submits recommendations for paragraph 5 of the operation
order and signal annexes when required.
(6) Plans, supervises, and coordinates matters pertaining to signal
supply and maintenance.
(7) Coordinates communication activities of attached units.
(8) Procures, stores, and distributes codes, ciphers, and crypto
material.
(9) Supervises the installation, operation, and maintenance of signal
equipment issued to the communication platoon and brigade
headquarters.
(10) Supervises the operation of communication installations.
(11) Supervises the movement of communication installations when
the command post displaces.
(12) Coordinates with supporting elements of the signal battalion
and the division signal officer for communication with higher
and adjacent units.
(13) Supervises the maintenance of communication security including
the employment of codes, ciphers, and authentication systems.
(14) For a detailed discussion of actions and responsibilities of the
communication officer see appendix II.
f. The Aviation Officer.
(1) The aviation officer is the commander's adviser on all matters
pertaining to Army aviation support for the brigade.
(2) He is the platoon commander of the aviation platoon of the
brigade headquarters and headquarters company, and controls
all aviation attached for support of the brigade.
(3) He pilots aircraft of the platoon when required, but avoids
flying missions which require his prolonged absence from the
command post.
(4) The aviation officer operates under the staff supervision of the
brigade S3.
(5) He establishes landing facilities for Army aircraft as required
and is responsible for air traffic control in the brigade area.
(6) See paragraphs 54 through 61 for additional information on
brigade aviation.
g. Headquarters Company Command (Headquarters Commandant).
(1) The headquarters and headquarters company commander is also
the headquarters commandant.
(2) The headquarters commandant is supervised, when acting in
this capacity, by the brigade S1.
(3) His responsibilities and duties are described in FM 101-5.
20. Liaison
a. The brigade executive officer is responsible for establishing brigade
level liaison as directed by the brigade commander and higher head-
quarters. He also assists liaison personnel from other units attached to
the brigade.
b. The duties of the two brigade liaison officers of the brigade head-
quarters and headquarters company are discussed in paragraph 29.
21. References
For a discussion of the responsibilities, organization, and functions of
the commander and staff of the infantry, mechanized infantry, airborne
infantry, and tank battalions see FM 7-20 and FM 17-15.
22. General
a. The brigade headquarters and headquarters company is staffed and
equipped to organize and operate the following command installations:
(1) Command post (CP).
(2) Command group.
(3) Trains command post.
b. The brigade SOP for operations should cover in detail the composi-
tion operation, location, internal arrangement, security, and movement
of these installations.
23. Brigade Command Post
a. General.
(1) The command post (CP) is the principal command installation
of the brigade.
(2) The CP operates from vehicles to the extent feasible, using for
this purpose organic vans and radio vehicles, and in the mech-
anized brigade, APC. It is highly mobile and capable of
rapid and frequent displacement. It can operate on a sustained,
around-the-clock basis. It relies heavily on radio communica-
tions and in highly mobile operations it must have the capability
for operation while moving.
24 AGO 8326B
b. Composition. The following are normally located in the main
command post:
(1) The brigade commander.
(2) The executive officer.
(3) The S1 section.
(4) The S2 section.
(5) The S3 section.
(6) The S4.
(7) The FSCOORD.
(8) The communication officer.
(9) The chemical section.
(10) The chaplain section.
(11) The aviation officer.
(12) The surgeon.
(13) The headquarters commandant (headquarters and headquarters
company commander.)
(14) Company headquarters of the brigade headquarters and head-
quarters company.
(15) Liaison personnel.
(16) Scout section, when not.assigned other missions.
(17) Command vehicle section (except in the airborne brigade.)
(18) Communication platoon.
(19) Civil affairs elements or personnel attached to the brigade.
(20) Representatives of combat support units.
c. Location.
(1) The S3 recommends the general location of the command post
after coordination with the communication officer. The brigade
S1, in conjunction with the headquarters commandant and the
communication Officer, selects the actual CP site and plans the
internal arrangement of elements therein.
(2) The primary consideration in CP location is the ability to com-
mand and control the brigade. Additional desirable charac-
teristics for the main CP include-
(a) Optimum condition for efficient operation of communication
means.
(b) Proximity to attached combat units and installations for
added security.
(c) An area which has sufficient space for the proper dispersion of
command post installations.
(d) Sufficient space in the vicinity for operation of brigade aircraft.
(e) Adequate concealment; cover; firm, well-drained ground;
access roads; and vehicular parking area.
(f) Terrain which facilitates ground defense of the command post.
d. Security.
(1) The S3 has overall staff responsibility for security of the com-
mand post. The headquarters commandant is charged with
AGO 3326B 25
implementing security plans and the control and supervision
of security personnel.
(2) The headquarters commandant utilizes command post personnel
for local security and the scout section of headquarters company
when it is not engaged on other missions. Additional security
is gained by locating the command posts near combat units of
the brigade. Military police, and all other personnel attached
to the brigade, may also be used. In exceptional circumstances
squads or platoons from attached combat battalions are used
for CP security.
e. Displacement. Rapid and efficient displacement of the main com-
mand post is accomplished by-
(1) Thorough understanding by all concerned of the brigade SOP
for CP displacement.
(2) Continuous staff coordination between the SI, S2, S3, S4, com-
munication officer, and headquarters commandant.
(3) CP organization to provide two operational groups; one to dis-
place first to establish the new CP and the other to continue
operation in the old area until the new side is opened. The
commander normally moves with the first echelon and the execu-
tive officer with the second.
(4) Use of radio and motor messengers to maintain contact with key
personnel during the move.
24. Brigade Command Group
The brigade commander may elect to operate with a command group in
fast-moving situations or when his presence is required forward. In such
cases, he is accompanied by key members of his staff, usually the S2, S3,
FSC, communication officer, and selected security and communication
personnel. The command group is highly mobile and operates from
vehicles, using for this purpose the vehicles from the command vehicle
section of the infantry and mechanized infantry, or other command and
radio vehicles as required. The command group relies primarily on
radio, messenger service and personal visits for control and communica-
tion until such time as wire is installed.
26 AGO 8326B
(6) Service elements of other combat support and administrative
support units attached to or in support of the brigade.
b. The general location of the brigade trains is selected by the S4 in
coordination with the S3. The specific location is selected by the assis-
tant S4.
c. The S4 has staff responsibility for the operations, security, and
displacement of the brigade trains. Generally the brigade trains displace
by echelon.
AGO 3326B 27
CHAPTER 3
THE BRIGADE HEADQUARTERS AND HEADQUARTERS
COMPANY
Section I. GENERAL
26. Organization
The organization of the three types of brigade headquarters and head-
quarters company is basically the same. Significant differences are
noted below:
a. The mechanized brigade headquarters and headquarters company
has eight APC for use by staff sections, the command vehicle section, and
the radio section of the communications platoon.
b. In the infantry brigade there are two APC in the command vehicle
section. Wheeled vehicles provide the principal means of transportation
for the infantry brigade headquarters and are available in the staff
sections.
c. The airborne brigade has fewer vehicles than the other two types of
brigade, and has smaller and lighter types of other equipment to facilitate
transport by air. The airborne brigade does not contain a command
vehicle section because of the difficulty of transporting these vehicles by
air. See figure 6.
28 AGO 8826B
mand and control of the headquarters company and administrative
support for the brigade headquarters. This section is normally located
in the command post.
b. Maintenance Section. This section consists of the motor sergeant,
wheel and tracked vehicle mechanics, a mechanic helper, wrecker operator,
powerman, and the armorer. This section provides for second echelon
maintenance for all vehicles and weapons of the headquarters and head-
quarters company, and for recovery and evacuation of vehicles of the
headquarters and headquarters company. This section operates from the
brigade trains area on task assigned by the headquarters and headquarters
company commander.
c. Administrative, Mess and Supply Section. This section provides
administrative support for the headquarters and headquarters company,
to include mess and supply. It consists of the mess steward, two first
cooks, two cooks, a cook's helper, the supply sergeant, and drivers.
SCOUT
0 a
SCOUT SCOUT
NOTES
1. THE SECTION LEADER ALSO ACTS AS SQUAD LEADER OF ONE OF THE SQUADS
AND AS A LEADER OF A TEAM WITHIN THIS SQUAD.
2. EACH TEAM IS MOUNTED IN A 1/4 TON TRUCK (TOTAL OF 4 FOR THE SECTION)
WHICH MOUNTS A 7.62-MM MACHINEGUN.
30 AGO 8326B
d. Capabilities. The scout section has the following capabilities:
(1) Limited reconnaissance and patrolling missions for the brigade,
using organic vehicles or the aircraft assigned to the aviation
platoon.
(2) Manning a brigade observation post.
(3) Security for the brigade command post or other brigade instal-
lations.
(4) Maintaining contact with adjacent or attached units.
(5) Operating as motor messengers when this use is mandatory.
e. Control. The headquarters commandant controls the scout section
for all of its activities except reconnaissance and patrolling; the latter
being supervised by the brigade S2.
33. General
a. Organization. The communication platoon is organized as shown on
figure 6.
b. Functions.
(1) The communication platoon provides the personnel and equip-
ment required to man and operate the message center of the
headquarters; to install, operate, and maintain wire communi-
cations within the headquarters, to attached units, and to
adjacent units as prescribed by the SOP; performs organiza-
tional maintenance on signal equipment in the headquarters and
headquarters company and operates a radio station in the divi-
sion command operations net (RATT).
(2) The communication platoon leader assists in the supervision and
training of the communication personnel in the staff section, and
other personnel in the headquarters who act as radio operators
as an additional duty.
(3) The platoon provides second echelon radio maintenance for the
brigade headquarters and headquarters company and assists the
headquarters company supply personnel in signal supply matters.
(4) For a detailed discussion of the brigade communication systems
and the brigade communication platoon, see appendix II.
See also figures 9 through 13.
AGO 8826B 31
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AGO 3826B 33
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36 AGO 8826B
CHAPTER 4
COMBAT UNITS, COMBAT SUPPORT UNITS AND
ORGANIZATION FOR COMBAT
Section I. GENERAL
34. General
Combat, combat support, and administrative support units are
attached to or placed in support of brigades to provide the means re-
quired to conduct operations to accomplish the brigade mission. These
units are provided by the division, or from the corps and field army
sources.
a. Combat Units. Combat units which may be attached to the
brigade for combat operations or for training include: infantry, mecha-
nized infantry, airborne infantry, tank, and armored cavalry.
b. Combat Support Units. Combat support units from the division
that may be attached to, placed under operational control of, or placed
in direct support of the brigade include: artillery, army aviation, engineer,
signal, and military police.
c. Corps and Field Units. Corps and field army combat support units
may also be attached or in support of the brigade. These include: army,
and corps artillery, including air defense; army aviation, engineers;
signal; military intelligence; technical intelligence, army security agency;
chemical; transportation; and psychological warfare.
d. Other Combat Support. The brigade will normally receive tactical
air support from the Air Force; and naval gunfire, air and amphibian
support when required.
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38 AGO S326B
c.: Mechanized infantry battalions and infantry battalions, when
mechanized, have the following additional capabilities.
(1) Possess high cross-country mobility with light armor protection
and multiple communications.
(2) Exploit the effects of mass destruction weapons.
(3) Complement and enhance the inherent capabilities of tank
elements, when employed in tank/infantry task forces.
(4) Provide a highly mobile exploitation force when suitably rein-
forced with appropriate tactical and tactical support elements.
(5) Traverse inland waterways while mounted.
d. Airborne infantry battalions have the additional capability of
frequent airborne assault by parachute or assault aircraft with minimum
marshalling and planning procedures.
e. The infantry battalion is a tactical and administrative unit; however,
it is primarily dependent on higher echelons for administrative support.
f. Organization-the major units of the infantry, mechanized infantry,
and airborne infantry battalions are shown in figure 14. For details of
organization and equipment, see appropriate TOE and FM 7-20.
37. Tank Battalion
a. Mission. To close with and destroy or capture the enemy, using
fire, maneuver, and shock action in coordination with other arms.
b. Capabilities.
(1) Conducts operations requiring mobile fire power and armor
protection.
(2) Provides armor protection during attacks or counterattacks
under hostile fire.
(3) Destroys enemy armor by direct fire.
(4) Supports infantry units by fire, maneuver, and shock action.
(5) Exploits after breakthrough with high cross-country mobility.
(6) Exploits the effects of mass destruction weapons.
(7) Has a limited capability for conducting tactical operations under
limited visibility conditions employing infrared viewing devices
and surveillance equipment.
(8) Employed as a combined arms team when suitably reinforced.
c. Organization. The tank battalion organic to the armored, mecha-
nized, infantry, and airborne division is organized as shown in figure 15.
d. Equipment. Equipment is the same in the armored, infantry, and
mechanized division tank battalion. In the airborne division tank
battalion, light tanks are substituted for medium tanks, and there are no
armored vehicle launched bridges.
e. References. For additional information on tank battalions see
appropriate TOE and FM 17-18.
AGO 3326B 39
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38. Armored Cavalry Squadron, Armored, Mechanized,
and Infantry Divisions; and the Airborne Division
Armored Cavalry Squadron
a. Mission. The mission of these squadrons is to provide security for
the division, and to engage in offensive, defensive, and delaying actions
as an economy of force unit. The squadron is generally capable of per-
forming its reconnaissance and security mission without additional
support of reinforcement. When used in sustained combat, it requires
artillery support, and may be reinforced with armor, infantry, and
engineers.
b. Capabilities.
(1) Protects the flank or flanks of the division.
(2) Provides security between division elements or between the
division and adjacent units.
(3) Conducts ground and aerial reconnaissance over wide fronts and
extended depths.
(4) Collects and reports information of intelligence value, including
information of nuclear targets and nuclear damage assessment,
employing ground and aerial observation and electronic ground
surveillance means.
(5) Screens and conducts security missions on wide fronts.
(6) Supports squadron combat operations with organic nuclear and
nonnuclear fire.
(7) Maintains liaison and contact between major units and provides
communications relay.
(8) Conducts radiological monitoring and survey.
(9) Performs damage control operations or provides forces for rear
area security when directed.
(10) Provides armed aerial escort for airmobile operations.
(11) When suitably reinforced, conducts semi-independent operations.
(12) The airborne division squadron possesses a pathfinder capability.
c. Organization. Figure 16 shows the organization of the armored
cavalry squadron.
d. References. For additional information on the armored cavalry
squadron, see appropriate TOE and FM 17--36.
39. General
a. Concept. The two basic elements of combat power are firepower
and maneuver of forces. The brigade commander is responsible for the
effective employment of all available firepower and maneuver elements
under his direct control or in support of his unit, and is responsible for the
coordination of supporting fires with the plan of maneuver. He inte-
42 AGO ss826B
grates the plan of fire support with the scheme of maneuver to insure that
each complements and supports the other.
b. Fire Support. The most flexible and responsive fire support avail-
able to the brigade is furnished by the division artillery battalion normally
attached to or placed in direct support of a committed brigade. The
fires of this battalion are augmented by other division and corps artil-
lery units, as well as tactical air and naval gunfire.
c. Fire Support Plan. The brigade fire support plan implements the
commander's concept for the employment of supporting fire, and contains
the necessary details required for the coordination, integration, and
delivery of fire. The fire support plan is an annex to the brigade opera-
tion order or plan. It may consist of a single document with details of
air, artillery, chemical, and naval gun fire included in appropriate para-
graphs, or it may have appendixes for some or all of the weapons fire
plans.
d. Relationship Between Plan of Fire Support and Scheme of Maneuver.
In determining his plan of fire support and scheme of maneuver, the
brigade commander considers the capabilities and limitations of the
forces available to the brigade. Development of both plans is con-
current, because they are so closely interrelated. The commander
determines which operational tasks can be accomplished by fire or ma-
neuver alone and which tasks will require the integrated effort of both.
Whenever possible, fires alone, particularly nuclear, are employed to
destroy the enemy to reduce the requirement for maneuver forces to
close with the enemy in close combat.
e. Responsibility. The coordination of all available fires is a command
responsibility; the S3 has unit staff responsibility while the fire support
coordinator is responsible for working out the details.
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(3) Maneuvers massed fires rapidly within a large area on a wide
front.
(4) Regroups units to bring greater firepower on important
sectors.
(5) Provides depth to the combat zone and isolates the battlefield
by counterfire, by fire on hostile reserves, by restricting move-
ment in rear areas, and by disrupting hostile command facilities
and other installations.
(6) Possesses cross-country mobility and the capability for rapid
emplacement.
(7) Provides the commander with a powerful means of rapidly
influencing the course of combat.
(8) Provides input to the intelligence systems through artillery tar-
get acquisition and fire control systems.
(9) Commands and controls additional artillery units attached to
the division.
c. Organization. See figure 17.
46 AGO 3326B
may result from the use of radioactive fallout from surface or
subsurface bursts.
(2) Division normally allocates nuclear weapons to the brigade.
In exceptional circumstances, for example, when a combat
battalion or battalion task force is operating under division
control, an allocation of nuclear weapons may be made directly
to the battalion.
(3) Nuclear allocation-an allocation of nuclear weapons is that
number of weapons by type delivery system and yield which a
commander is authorized to expend during a specified period of
time or operation. An allocation is implicit authority to fire
the weapons subject to such restrictions as have been imposed.
This allocation includes but is not confined to those weapons
for which the commander controls delivery means. An alloca-
tion may be subdivided by the commander into a reserve,
those to be fired under his control, and allocation(s) to subordi-
nate units.
(4) Special ammunition load (SAL)-a specific number of weapons
authorized to be carried by a delivery unit constitutes the
special ammunition load. Replenishment of these weapons is
not automatic. The SAL of a delivery element organic to,
attached to, or in support of the brigade does not mean that
the maneuver unit may order its use beyond the weapons
allocated.
(5) The brigade commander initiates requests for nuclear alloca-
tions when none has been made to the brigade or when he
foresees additional requirements for nuclear support. He
bases his requests, in part, on recommendations from his
subordinate commanders.
(6) Subkiloton yield nuclear weapons and delivery systems give
the brigade commander an immediately available nuclear capa-
bility which can be used with minimum restrictions. The use
of these weapons reduces the extent of detailed target analysis.
The commander's responsibilities for employing these weapons
and displacing their delivery systems are like those for any other
fire support delivery system commanded by him. Subkiloton
weapon delivery means are organic to all combat battalions
which may be attached to the brigade.
e. Chemical/BiologicalFires.
(1) Authority to fire toxic chemical and biological weapons rest
with command. Regardless of the echelon delegated fire
authority, the brigade initiates and coordinates planning and
recommendations for the integration of these fires with non-
nuclear and nuclear fires and with the scheme of maneuver when
their use is probable.
(2) Because of their area coverage effect, toxic chemical and
AGO 3826B 47
biological agents are particularly suitable both against hard,
dug-in targets, and against ill-defined targets. In both the
offense and defense, toxic chemical agents are employed to
produce a nonpresistent effect and rapid casualties among per-
sonnel. In the defense, persistent toxic chemicals may also be
used in conjunction with minefields and barriers, to contaminate
and restrict enemy use of important terrain features such as
crossroads, bridges and defiles. Biological agents may be used
when delayed casualty effects are desirable and/or acceptable.
f. Integration of Nuclear and Nonnuclear Fires.
(1) The brigade commander must insure that nonnuclear fires are
completely integrated with the nuclear fires used in his planned
operations. He does this whether the nuclear fires are specifi-
cally controlled or requested by him or are planned and directed
by higher headquarters.
(2) The capabilities of nuclear and nonnuclear fires must be care-
fully considered to insure their most effective use. The de-
termination of whether to use nuclear or nonnuclear fires, or
both, must take into consideration the mission, characteristics
of weapons and the target, and availability of munitions.
Nuclear and nonnuclear fires are most effective when employed
to complcpient each other. In addition to other types of non-
nuclear fires. the use of quick-acting, toxic chemical agents
producing.nonpersistent effects should be considered for attack-
ing selected targets, and those in the buffer zone of a nuclear
weapon attack. Persistent CB agents should be considered
for use on terrain or targets which are not in the path of friendly
attack and which the commander wants to bypass, and/or to
restrict enemy activity.
(3) Nonnuclear fires may be used to attack close-in targets which
escape nuclear fire damage. They may be used in areas of
great nuclear fire damage to prevent or delay reorganization or
in areas of lesser damage to increase the damage and prevent
or delay reorganization. They may be placed to interdict
enemy routes of reinforcement and withdrawal. They may also
be the sole means employed against a target area. Quick acting
toxic chemical agents are particularly useful in increasing the
level of casualties and the area of coverage.
(4) In planning the intergration of fires, the brigade commander
must consider the possibility that the planned nuclear fires
may not achieve the expected results or that they may become
unavailable because of operational or technical conditions.
Insofar as possible, he should plan other courses of action
for these eventualities. If the success of the overall operation
plan is based on the availability and employment of certain
nuclear fires, the brigade commander will have to alter, revise,
48 AGO 3S26B
or perhaps discard the plan entirely if the nuclear fires are not
employed. He must be prepared to make these changes rapidly
or to make specific recommendations to higher headquarters
concerning alternate courses of action.
g. Fire Control Measures.
(1) Boundaries. In addition to delimiting areas of unit responsi-
bility, boundaries control maneuver and also serve as a measure
for coordinating fire. When fires employed by one force will
have casualty or damage producing effects in the zone of an
adjacent unit, these fires must be coordinated with and approved
by the adjacent force. Units may engage targets outside their
boundaries without coordination with the adjacent force pro-
vide the target is beyond the adjacent units "no-fire" line.
(2) Bombline. The bombline (BL) is a line designated by ground
forces beyond which air attacks may be executed without
clearance from the ground forces, provided that no more than
negligible weapons effects occur short of the line. The bomb-
line should be easily identifiable from the air and should follow
well defined geographical features.
(3) Nuclear safety line. Nuclear safety lines (NSL) are lines
selected to follow well-defined geographical features if possible
and used as troop safety measures in conjunction with the em-
ployment of friendly nuclear weapons. They may be used to
establish areas in which friendly troops must observe certain
protective measures; to designate limits of advance of friendly
troops before specified unacceptable effects from planned
nuclear fires are encountered; or to prescribe limits to which
certain effects of friendly weapons may be permitted to extend
in the direction of friendly troops. The exact usage of each
nuclear safety line must be explained in paragraph 3, "Coor-
dinating Instructions," of the operation order.
(4) Fire coordination line. The fire coordination line (FCL) is a
line established to coordinate fires between airborne forces
and linkup forces or between two converging forces. It is used
to regulate flat-trajectory and high-angle fires as well as air-
strikes. Units will not fire beyond this line without first co-
ordinating with the unit on the other side. The FCL should be
easily identifiable on the ground and on the map.
(5) No-fire line. The no-fire line (NFL) is a line beyond which
artillery units may fire without prior clearance from the artillery
unit in direct support of the unit in whose area of interest the
line is located. Artillery fire short of the no-fire line must be
cleared by the direct support artillery unit supporting the unit
concerned or by the headquarters which established the line.
(6) Preplanned fires. Commanders must insure flexibility in the
procedures governing the use of preplanned fires and fire co-
AGO 3326B 49
ordination measures. Many operations may gain such mo-
mentum that preplanned fires are not required for their success.
50 AGO 8826B
port plan is the commander's guidance and concept of operation.
In both, he includes a statement of his desired employment of
supporting fires and specifies, in general terms, general target
area, scheduling of fires and priorities of fires. His guidance on
nuclear employment specifies the results he expects to achieve
with nuclear fires, the results he does not want, troop safety and
the way these fires are to be integrated with his plan of ma-
neuver (par. 45).
(2) The exchange of fire support planning data between attached
units and the brigade and between brigade and division must
be timely and continuous. This is essential to permit con-
current and coordinated fire support planning at all levels.
(3) In the brigade, fire support planning is conducted from company
through brigade level. Company commanders, assisted by
their artillery forward observers, formulate the company's fire
support plan. The company fire support plan, when com-
pleted, is forwarded to the battalion S3 and FSCOORD who
integrate it into the battalion fire support plan.
(4) At the battalion level, the FSCOORD (a liaison officer from the
artillery battalion in DS of the brigade, or when no liaison
officer is present, the platoon leader of the heavy mortar pla-
toon) integrates into the battalion fire support plan the require-
ments generated by the companies, the battalion commander
and his staff, and those imposed by higher headquarters. The
battalion FSCOORD informally coordinates his plan during its
preparation with the brigade FSCOORD and requests additional
fires reflected in his plan which cannot be met with organic fire
means. The battalion fire support plan is approved by the
battalion commander and forwarded to the brigade S3 and
FSCOORD where it is checked and integrated into the brigade
fire support plan. Final coordination and allocation of means
for portions of the plan dealing with request for fires, nuclear
and naval fires, and preplanned air strikes, all previously
approved informally by the brigade FSCOORD, are accom-
plished by the brigade staff on receipt of the plan. When
available means are limited and requests for approved pre-
planned fires cannot be met, the FSCOORD either provides
alternate means or refers the matter to the S3 for decision of the
brigade commander and establishing of priority.
(5) At the brigade, the fire support coordinator determines require-
ments for fire in support of the brigade's plan of operation, and
compares these requirements against fire capabilities available
to the brigade. The fire support coordinator consolidates and
refines the requests for fire from attached units. When the
total requirements have been determined, fire support means
under control of the brigade are allocated, and additional fire
AGO 8326B 51
support, including close air, is requested from the fire support
element (FSE) of the tactical operations center (TOC) division.
(a) The brigade fire support plan is published as an annex to the
brigade operation plan or order. Advance copies are fur-
nished to the direct support artillery battalion and division
FSE, where concurrent fire support planning takes place.
(b) Concurrently with the preparation of the fire support plan,
detailed weapons fire plans such as artillery, air, and naval,
are prepared and either become a part of the plan of fire sup-
port or are appended to the fire support annex. Normally
nuclear fires are included in the fire support plans of the
various fire support agencies. In exceptional cases where
the quantity of information about nuclear fire warrants, a
separate nuclear fire plan is prepared and included as an
appendix to the fire support plan.
(c) Ideally, the fire support plan is produced and disseminated as
a completed plan; however, this is often impractical because
of time limitations. The operation order is frequently issued
initially without the fire support :plan annex and its detailed
appendixes. The initial order will contain the fire support
portion of the commander's concept, as well as information of
direct support, and reinforcing or attached fire support units
available. Details of the fire support plan and approval of
these details are sent piecemeal between the brigade and
subordinate units. Ultimately, the complete fire support
plan becomes an annex to the operation order.
(d) Fire planning does not stop when the fire support plan has
been published. Changes must be made and the plan revised
because of alterations in the plan of operation and changes in
the enemy and friendly situations.
43. Artillery Fire Planning
a. The artillery fire plan for the brigade is prepared by the artillery
battalion (battalion group) in DS of the brigade. It is based on require-
ments for preplanned fires-
(1) Submitted by the brigade commander and staff.
(2) Submitted by brigade combat units.
(3) Imposed by higher headquarters, for example to support an
attack by an adjacent brigade.
b. Requirements for nuclear toxic chemical and biological fires to be
delivered by artillery units are processed through command channels.
The commander with approval authority will, if he approves the request,
refer it to his FSE in the TOC for implementation. If the brigade com-
mander has authority to approve the request;, and does so, he passes the
fire request to his FSCOORD.
c. The completed brigade artillery fire plan is forwarded to the division
52 AGO 8826B
artillery FSCOORD where it is integrated into the artillery fire plan for
the division. A copy of the brigade artillery fire plan may be attached as
an appendix to the brigade fire support plan.
NONNUL54
EAAGO 8326B
takes no action unless the request is disapproved by the brigade,
in which case he enters the air request net to issue the necessary
disapproval. Requests for immediate air strikes originating at
the brigade are transmitted over the air request net to the
division G3 air.
g. Naval Gunfire. Requests for naval gunfire are submitted through
representatives of the naval commander supporting a ground operation.
These representatives normally are part of an air naval gunfire liaison
company (ANGLICO). When naval gunfire is to be employed to attack
a target, it is fired by the direct or general support ship(s) of the echelon
concerned using naval gunfire procedures. If additional naval gunfire
is required, assistance is requested of the next higher echelon.
56 AGO 8826B
can be employed. Difficulties and delays in attacking targets
of opportunity highlight the need for planning of on-call fires.
d. Selection of Weapons.
(1) In determining what nuclear weapons to use, the commander
should consider the number, type, and characteristics of the
weapons available; delivery means available; extent of damage
desired; troop safety requirements; permanence of target; and
means available to exploit the effects.
(2) The number and type of weapons available to the brigade are
determined by higher echelons of command. This should not
preclude requests for specific weapons not included in such
allocations. From the weapons allocated to him, the brigade
commander must make maximum use of available warheads by
proper target analysis, selectivity in the choice of targets, and
maximum exploitation of the effects of the strikes.
(3) Army nuclear delivery systems are generally preferred because
of their greater accuracy, all-weather capability, and respon-
siveness to the will of the supported commander. Air delivery,
if properly preplanned, permits a fuller utilization of a nuclear
weapon's potential in some situations. Such situations arise
when the supported unit is beyond the range of ground delivery
units, when enemy action prevents ground units from deliver-
ing fire, or when ground delivery means within range of the
target are inadequate because of yield or other limitations.
Delivery means under the direct control of the lowest com-
mander should be used to the maximum to speed the process of
delivery and permit higher commanders' to conserve their
delivery means until urgently required.
(4) The extent of damage desired is determined by the commander
who plans or requests the fire. To establish the amount of
damage desired, he considers his mission, the enemy situation
(to include state of combat training and defenses against nuclear
weapons), the terrain and weather, and the safety of his troops.
His decision constitutes the basis for weapons planning.
(5) Troop safety is a prime consideration in planning the employ-
ment of nuclear weapons. Commanders must determine the
safety criteria desired for each nuclear strike and inform nuclear
weapons employment officers and other operational planners
during the planning stage.
(6) The fleeting nature of a target may be the overriding consider-
ation in determining whether or not a nuclear weapon. will be
employed against it. Intelligence processes and confirmation
reports concerning the target must be expedited to the maxi-
mum.
(7) A linear target is usually less remunerative to a single weapon
attack than is a circular target. The use of more than one small
AGO 3326B 57
yield nuclear weapon may provide better results than a single
weapon attack against a linear target.
e. Type of Burst.
(1) Normally the height of burst is selected that will cause maximum
casualties or damage to the target consistent with troop safety
and limiting requirements.
(2) When it is desired to deny the enemay an area that will not be
used by friendly forces, a surface or subsurface burst may be
used to contaminate the area with residual radiation and to form
a crater when surface bursts are permitted by higher head-
quarters and the area of predicted fallout is within the brigades
area of responsibility. This may be particularly useful in areas
where routes for movement are few or pass through defiles.
Wind velocity and direction with respect to the location of
friendly forces are critical to a decision to employ a surface or
subsurface burst.
f. Troop Safety Procedures.
(1) A nuclear safety line for each nuclear weapon or group of nuclear
weapons employed is established in advance of the time of
employment (par. 41g(4)).
(2) In an attack, nuclear safety lines may be planned in conjunction
with either on-call or scheduled fires. Friendly troops do not
advance beyond the safety line without clearance from the
commander who controls the employment of the nuclear weap-
ons. Phase lines may be employed as nuclear safety lines.
(3) Troops must be warned of a nuclear attack in time to take
necessary protective measures as directed by the commander.
(4) In conjunction with plans for nuclear fires, provisions are made
for radiological monitoring and surveying, and for actions to be
taken in the event of radiological contamination.
(5) Commanders must personally approve any deviation from the
safety criteria.
58 AGO S826B
the S2 section will insure timely dissemination of this intelligence to all
staff sections and to higher, lower, and adjacent units.
b. The requirement for a swiftly functioning intelligence system is
greatly assisted by an effective communication system. The brigade S2
section has a radio which operates in the division intelligence net.
48. Reconnaissance
a. Ground Reconnaissance. Each major maneuver unit attached to the
brigade has an organic ground reconnaissance capability. Aggressive
ground reconnaissance is a positive means of determining disposition and
identification of enemy forces. The greater the dispersion of the battle-
field, the greater is the requirement for reconnaissance and the more
readily patrols can penetrate and develop enemy positions.
(1) The armored cavalry squadron is one of the principal division
reconnaissance units. This unit is normally employed under
division control, but the squadron, or elements thereof may be
attached to the brigade. See paragraph 38 for a discussion of
the reconnaissance capabilities of this unit.
(2) The scout section of the brigade headquarters and headquarters
company has a limited ground reconnaissance capability.
b. Aerial Reconnaissance. Aerial reconnaissance should be continuous
and coordinated with ground reconnaissance. The brigade commander
through the S2 must exploit the capabilities of Army aviation, supporting
services and allied air forces.
(1) Army aviation. Army aviation may be used either in a primary
air reconnaissance role or in support of ground reconnaissance
elements. The division aviation battalion has an aerial sur-
veillance capability employing visual observation and sensory
devices to include photography and radar. It also has the
capability for battle area illumination for night reconnaissance.
The brigade aviation platoon also has a limited reconnaissance
capability. See paragraph 58. Helicopters may expedite the
effects of patrols and extend their range by moving them to
their starting points in enemy territory and picking' them up at
prearranged locations. Requests for aerial surveillance or
reconnaissance missions for intelligence purposes are coordi-
nated by the S2.
(2) Tactical air force. The reconnaissance wings of the tactical
air force include reconnaissance-fighter and reconnaissance-
bomber type aircraft. Reconnaissance-bomber type aircraft
provide night photographic, electronic, weather, and limited
visual reconnaissance information. The reconnaissance-fighter
aircraft perform visual and photo air reconnaissance.
49. Agencies
a. General. Information collection agencies organic to the brigade and
its normal attachments and support include-
AGO 3326B 59
(1) The scout section and the aviation platoon of the brigade head-
quarters and headquarters company. (See pars. 32 and 54
through 61.)
(2) Combat battalions-each combat battalion has organic to its
battalion headquarters and headquarters company a reconnais-
sance platoon and a ground surveillance section. In addition
to these elements, which are specifically designed for information
collection and target acquisition, the other subordinate com-
panies and platoons of the battalions have an information collec-
tion capability. See FM 7-20:
(3) Combat support units-supportingartillery units have excellent
target acquisition capabilities in their ground and aerial ob-
servers, aircraft and in countermortar and medium range sur-
veillance radars. Combat support units such as the engineer
company normally in support of the brigade have a limited
information collecting capability.
b. Other Agencies. Normally, corps and field army agencies will be
available to support the division's intelligence operations. In certain
instances, elements of these units may be attached to or working with the
brigade. These include-
(1) Military intelligence detachments. This detachment provides
specialists in image interpretation, language translation and
interpretation, order of battle, prisoner of war interrogation, and
security. Details on the operations of this detachment are
contained in FM 30-9.
(2) U.S. Army Security Agency division support company. This
company will normally support the division by providing com-
munication intelligence and a means of assisting in the mainte-
nance of communication security.
(3) Combat electronic warfare company. A combat electronic war-
fare company may be attached to or support the division. This
unit furnishes information and intelligence of enemy electronic
activities.
50. Counterintelligence
a. Effective counterintelligence increases the security of the brigade
and aids in the achievement of surprise by denying information to the
enemy through active and passive measures. Active counterintelligence
measures are designed to block the enemy's attempts to gain information
and include counterreconnaissance, challenge and password systems, and
aerial and ground reconnaissance to detect and expose the enemy's
intelligence effort. Passive measures conceal information from the enemy
and include censorship, secrecy discipline, security of classified documents
and materiel, signal communications and security, movement control, the
use of concealment, camouflalg, electronic countermeasures, and control
of civil populations.
60 AGO 8326B
b. The brigade assistant S2 is usually designated as the brigade counter-
intelligence officer.
51. Captured Enemy Material
The S2 is responsible for the evacuation of captured enemy material in
accordance with local policy and FM 30-5, when such material has an
intelligence value.
53. General
a. Engineer support is normally provided to each committed brigade.
Usually, one engineer company from the division engineer battalion is
attached to or placed in direct support of the brigade; this unit may be
reinforced by additional division engineer units, equipment, or by corps
engineers. Special engineer units and equipment support the brigade
when it is employed in river crossing operations and joint amphibious
operations.
b. The company at full strength is capable of -
(1) Supervision of organic and attached engineer troops.
(2) Construction, repair, and maintenance of roads, bridges, fords,
and culverts.
(3) Assisting in the removal of obstacles, including mines and
boobytraps.
(4) Preparing and executing demolitions, including atomic demo-
lition munitions (ADM).
(5) Performing engineer reconnaissance and intelligence missions.
(6) General construction, including construction of fixed wing and
helicopter landing facilities.
(7) Assisting in the assault of fortified positions and assault de-
molitions of obstacles.
(8) Technical assistance to supported troops in construction of
obstacles, fortifications, emplacements, camouflage, deception
AGO 3326B 61
devices, and other engineer matters. May construct these
facilities when required.
(9) Engaging in infantry combat missions when required.
c. The commander of the engineer unit attached to or in support of the
brigade functions as the brigade engineer.
62 AGO 3326B
b. Rotary Wing Aviator. The six rotary wing aviators coordinate with
supported unit commanders or staff officers on matters of communica-
-tions, security, and certain logistical support. They are capable of per-
forming minor organizational maintenance on their assigned aircraft.
c. Maintenance Supervisor. The maintenance supervisor acts as pla-
toon sergeant for the platoon and supervises the work of the crew chiefs
on their assigned aircraft. He schedules and coordinates platoon mainte-
nance. He normally remains at the platoon base of operations which is
in the brigade trains area.
d. Crew Chief. The six crew chiefs perform organizational mainte-
nance within individual skill levels and tool availability, to include
armament on their assigned aircraft. They refuel and service organic and
transient aircraft. They are trained to operate the platoon radios. The
crew chief normally accompanies his aircraft when it is supporting a
subordinate unit of the brigade. One crew chief drives the platoon 3s-ton
truck.
e. Petroleum Storage Specialist. The petroleum storage specialist
drives the organic tanker or truck and is responsible for POL resupply for
the platoon aircraft. He assists the maintenance supervisor in main-
taining technical publications and records pertinent to the aircraft and
other equipment of the platoon.
f. Aircraft Mechanic Helper/Driver. The aircraft mechanic helper as-
sists the crew chiefs in the maintenance of the aircraft. Additionally,
he drives the platoon 4-ton truck and operates the radios mounted
therein.
57. Aviation Platoon Communications
a. When time permits, the brigade communications platoon installs
telephone lines to the aviation platoon base of operations.
b. An AN/GRR-5 radio set is installed in the platoon U-ton truck
for the purpose of monitoring the division warning net (AM).
c. An AN/VRC-18 radio set is mounted in the platoon l4-ton truck
and is used to communicate in both the brigade command net (FM) and
the aviation platoon command net (FM).
3
d. An AN/VRC-10 is mounted in the platoon /-ton truck to permit
the maintenance supervisor to enter the aviation platoon command net
(FM).
58. Operations
a. Employment. The principal governing employment of the aviation
platoon is that the organic aircraft will be employed in the performance
of those aviation tasks which the brigade commander deems of greatest
importance to the successful accomplishment of his mission. Operational
missions for the platoon are assigned by the brigade S3, through the
platoon leader, based on priorities and guidance established by the com-
AGO 3326B 63
mander. As a matter of high priority, organic aircraft are employed
primarily for command and control purposes by the brigade and attached
battalion commanders and staffs. Brigade units request army aviation
support through the brigade S3.
b. Location. During the conduct of tactical operations the platoon
normally operates from a base of operations in the vicinity of the brigade
trains. Some brigade aircraft are normally placed under operational con-
trol of the attached elements of the brigade. The platoon base of oper-
ations consists of a helicopter pad and a small maintenance area.
c. Displacement. During displacement, the ground elements of the
platoon move with the headquarters and headquarters company. Aircraft
and aviators displace with supported units. Nonflyable aircraft remain
in the old area with sufficient maintenance personnel to repair them. In
the event evacuation is necessary, adequate personnel remain to provide
security for the aircraft until evacuation is effected. The evacuation of
aircraft may have to be accomplished on brigade vehicles under ex-
ceptional circumstances.
d. Type Support. Army aviation elements are capable of providing
support to all units, agencies, and individuals of the brigade. Examples
of the types of typical support include, but are not limited to, the follow-
ing: Command control; reconnaissance; movement of personnel, equip-
ment, and supplies; security; illumination; adjustment of fire; radio relay;
wire laying; supplemental medical evacuation; smoke screening; radio-
logical survey; propaganda dissemination; target acquisition; surveillance;
photography; courier; and damage assessment. Aviation support beyond
the capabilities of this platoon, especially for airmobile operations, should
be obtained from the division aviation battalion.
59. Maintenance
a. Every opportunity for maintenance should be exploited to avoid
excessive down-time.
b. Maintenance beyond the capability of the crew chief is performed
by mobile repair teams of the forward support platoon of the aircraft
maintenance company of the maintenance battalion. Recovery and
evacuation of disabled aircraft is a responsibility of the aircraft mainte-
nance company. Replacement of evacuated aircraft is made when
replacement items are available, and within the policies established by the
major commander concerned.
c. The aircraft maintenance company provides aircraft repair parts
support on an emergency basis only. Request for emergency parts
support is submitted by the crew chief to the supporting mobile aircraft
repair team by the most expeditious means. For other than emergency
support, crew chiefs report repair part requirements to the maintenance
supervisor who in turn reports the requirements to the supply section of
the brigade headquarters and headquarters company. The supply sect-
ion notifies the general support aircraft maintenance company of require-
64 AGO 88326B
ments by the most expeditious means (radio, telephone, or personal
contact).
d. Aircraft which require maintenance whose scope is beyond the
brigade capability to perform are repaired on-site, on an emergency basis,
by mobile repair teams of the forward support platoon of the aircraft
maintenance company. If the aircraft requires extensive maintenance,
it is made safe for a one-time flight to the main support platoon of the
aircraft maintenance company. If this is impossible, the main support
platoon accomplishes recovery and evacuation of the aircraft.
61. Supply
Resupply for all classes of supply, except class IIIA, for the aviation
platoon is accomplished through normal resupply procedures and is
provided by the brigade headquarters and headquarters company.
When the aviation platoon personnel and equipment are operating with a
subordinate element, the subordinate element provides resupply to the
maximum extent possible, including at least classes I and V. The air-
craft normally return to the aviation platoon base of operations or another
appropriate aviation facility for refueling. See paragraph 80d (3).
65. General
a. Definitions are as follows:
(1) Organization for combat. The grouping of combat, combat
66 AGO 8326B
support, and administrative support units for combat operations
and designating command relationships for their control.
(2) Assigned unit. A unit placed in an organization on a permanent
basis and controlled and administered for its primary function
by that organization. An example is the rifle company of the
infantry battalion.
(3) Attached unit. A unit which is bound temporarily to a command
other than its assigned command; for example, an infantry
battalion is assigned to the division and attached to a brigade
for operations. When a unit is attached to the brigade, the
attached unit is under command of the brigade commander.
Subject to limitations imposed by the attachment order, this
implies full responsibility for supply, administration, training,
and operations.
(4) Unit in direct support. A unit which has been given a mission
or task to provide support for one unit while remaining under
control of its parent unit. The supporting unit is authorized and
required to answer directly to the supported unit's requests for
support.
(5) Units under operational control. Units which are placed under
a commander or staff officer for assignment of tasks and author-
itative directives-to accomplish a mission. Operational control
does not include responsibilities or authority for administration,
discipline, internal organization, or training.
b. The brigade has no assigned units other than the brigade head-
quarters and headquarters company. Combat units (infantry, airborne
infantry, mechanized infantry, and tank battalions) are normally attached
to the brigade for operations. Combat support units may be attached to
or placed in support of the brigade depending on the circumstances of
employment. In most situations, they are placed in direct support;
however, when the brigade is organized for independent or semi-independ-
ent operations, combat support units are usually attached.
c. Attachments to and detachments from the brigade are made by
division to provide the brigade the means to accomplish assigned missions.
In rapidly moving situations, changes in the organizational structure of
the brigade may be made frequently, and on short notice. The brigade
commander and his staff develop SOP and operational techniques which
permit attachments and detachments to be made expeditiously and
efficiently.
66. Implementation
a. Authority. The brigade organization is established and modified by
division orders. Changes in task organization during operations are
frequently made by fragmentary and/or oral orders.
b. Duration and Conditions of Employment. Whenever possible, the
order attaching or placing a unit in support will specify the anticipated
AGO 3326B 67
duration of the attachment; any limitations on or conditions of employ-
ment of the unit should be clearly specified.
c. Timing. Changes in task organizations must be carefully planned
and timed to avoid unnecessary interference with combat operations.
Detachment of a unit should not be made while it is engaged with the
enemy or under conditions where its withdrawal would seriously jeopard-
ize the accomplishment of the mission of the unit to which it is attached.
Whenever possible, major changes in the organization of a unit should be
made while it is in reserve or during a lull in activities.
d. Administration. When attached or placed in support, units report
ready to fight or to perform their support missions. This includes having
the prescribed basic load of ammunition, other supplies as required, and
equipment and weapons in operable condition.
e. Coordination. The commander of an attached or supporting unit,
or his representative, should immediately report to the headquarters of
the supported unit for necessary orders and coordination. After reporting
to the commander, he should contact appropriate staff sections for ad-
ditional guidance and instructions and to arrange for administrative
support which may be required.
f. Communications. In making attachments or assigning support mis-
sions, consideration must be given to communications. Radios of the
attached or supporting unit must be able to operate in the nets of the
supported units, or arrangements made to provide radios which can.
67. Factors Bearing on Organization for Combat
a. Organization for combat is based upon an established requirement.
The command relationship adopted is guided by consideration for the
most effective employment. Attachment represents the firmest control
but may fail to fully utilize the attached element and imposes an addi-
tional administrative burden on the element to which it is attached.
Operational control provides a relationship wherein full use of the attached
element is devoted to the major element to which it is attached without
the burden of additional administrative support. The role of support
makes the element generally available but does not strictly limit the
application of its resources to a single force. Generally, the role of attach-
ment is preferred when the commander designating this status is unable
to otherwise provide effective control and afford administrative support.
Operational control is preferred when outside resources are available for
administrative support and effective control can be maintained. The
supporting role is preferred when effective control can be exercised by
the commander assigning the mission.
b. When conditions permit, i.e., when both tank and infantry units
are attached to the brigade, subordinate units may be formed into com-
bined arms task forces for employment. The brigade creates these task
forces by cross attachment. Type task forces include-
(1) Battalion task force. A battalion task force is a temporary
68 AGO 3326B
grouping of units to provide the battalion task force commander
with the number and type of units necessary to accomplish a
specific mission or task. A battalion task force may be organized
around any type of combat battalion, infantry, mechanized
infantry, airborne infantry, or tank. Normally, battalion task
forces may be infantry heavy, tank heavy, or unweighted (equal
number of tank and infantry units).
(2) Company task force. A company task force is a temporary
grouping of combat units under one company commander for
a specific operation or mission.
c. Combat support units may be attached to or placed in support of
both battalion and company task forces.
d. Except in unusual circumstances, the brigade utilizes all battalion
command headquarters in organization for combat. Only rarely will one
battalion be attached to another. The principle applies to company task
forces formed by battalions.
e. The same combat support units should, when practicable, be placed
in support of the same tactical units. For example, direct support artillery
battalions and engineer companies should work with the same brigade.
Close and continuous association between the commanders and staffs of
combat and combat support units increases effectiveness of operations.
AGO 3826B 69
CHAPTER 5
ADMINISTRATIVE SUPPORT
Section I. GENERAL
68. General
a. Administrative support for the brigade encompasses the
field of personnel support, logistical support, and the adminis-
trative aspect of civil affairs.
b. At division level, administrative support (except civil affairs)
is provided by units of the division support command, which is
organized on a functional basis as shown in figure 19. Personnel,
administrative and replacement functions are the responsibility of
the division adjutant general. Logistical support operations are
under the operational control of the division support command
commander. Details of division administration, logistical support,
and the organization and operation of the ADSOC are covered in
FM 54-2.
c. Combat battalions-
(1) Combat battalions assigned to the brigade are logistically
self sufficient when normal logistical support is available
through the division support command. The airborne in-
fantry battalion has less capability for administrative
support than other types of combat battalions because it
has less transport means. All combat battalions have the
capability of providing logistical support for attached
units.
(2) Combat battalions have no battalion personnel sections.
Personnel and administrative (P&A) functions and serv-
ices are accomplished for the battalions by the appro-
priate staff section of the division administration com-
pany. The battalion commander retains authority and
responsibility for initiating P&A actions and for the
effective overall personnel management of his command.
d. The brigade is a tactical echelon. However, the brigade is
organized and equipped to enter administrative channels to the
extent necessary to insure the successful accomplishment of its
mission. The brigade commander is responsible for all operations
of his brigade, including administration.
70 AGO 3326B
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Section II. PERSONNEL
69. General
a. The brigade S1 exercises unit staff supervision over all
personnel activities affecting the brigade. He is assisted by the
brigade sergeant major. See paragraph 17c for a discussion of
the duties of the S1.
b. The brigade S1 establishes and maintains a close working
relationship with the Si's of attached and supporting units and
with the division G1 and division special staff officers in the per-
sonnel field (AG, IG, SJA, Chaplain, and PM).
c. The brigade Si does not enter the P&A channels between the
division administrative company and attached units, except for
policy matters. Units attached to the brigade normally com-
municate directly with the division Adjutant General Section.
70. Replacements
a. The brigade S1 monitors requirements from attached units
for replacement personnel, and in coordination with the S3, makes
recommendations to the brigade commander on priority of assign-
ment of replacements to attached units. The brigade commander
recommends to division priority of replacement support for
attached units.
b. Replacements are received and processed at the division re-
placement detachment which assigns them directly to division
units. They are moved from the division replacement detachment
to their new units under unit escort.
71. Morale and Personnel Services
The Si keeps the commander informed on the status of morale
and esprit of the brigade. He assists the Si's of attached units in
personnel services programs which include leave, rest and rec-
reational activities, religious activities, and finance, welfare,
legal and special services. He monitors the implementation of
awards and decoration policies established by higher headquarters
to insure prompt and proper recognition of individual and unit
heroism and meritorious achievement. He also monitors graves
registration activities within the brigade.
72. Discipline, Law and Order
a. The S1 assists the brigade commander and attached unit
Si's in maintaining a high state of discipline in the brigade.
b. The operation of the military police platoon attached to a
committed brigade is supervised by the brigade S1.
72 AGO 8326B
73. Courts-Martial Jurisdiction
The brigade commander exercises summary and special court-
martial jurisdiction over personnel of brigade headquarters, head-
quarters company, and units attached thereto which do not other-
wise have such jurisdiction. Normally, commanders of separate
battalions whose units are attached to a brigade will exercise
summary and special court-martial jurisdiction unless such juris-
diction is otherwise specified or withheld by the brigade com-
mander. When subordinate commanders exercise summary and
special court-martial jurisdiction, recommendations of cases for
trial by general court-martial should be forwarded through the
brigade commander. The brigade commander should be considered
in the channel of command for appeals from article 15 punish-
ments. Convening authorities of summary and special courts-
martial will forward records of trial directly to the staff judge
advocate for supervisory review.
74. Prisoner of War
a. The brigade S1 coordinates all matters relating to the col-
lection, safeguarding, processing, evacuation, and utilization of
prisoners of war with the division G1 and the division Provost
Marshal. He recommends the location of brigade POW collection
point which is normally operated by the military police platoon.
b. When the brigade is operating independently or semi-inde-
pendently, military police elements may be attached to assist in
PW collection and evacuation.
75. Headquarters Management
The S1 has staff responsibility for the movement, internal
arrangement, organization, and operation of the headquarters,
and the allocation of shelter within the brigade headquarters. His
principal assistant for this function is the headquarters com-
mandant.
74 AGO 8326B
(1) A forward support company of the maintenance battalion
with teams from the aircraft maintenance company. This
company has the capability of providing one-stop field
maintenance, repair parts, and mobile maintenance con-
tact teams for the maintenance of all equipment of the
brigade except medical, electrical accounting, and crypto-
graphic. The headquarters and main support company
provides backup support to this unit and also provides
salvage and evacuation service for the brigade for those
items not evacuated directly to the supply and trans-
portation battalion of the division support command.
(2) A medical company from the division medical battalion.
This company has the capability of establishing and
operating a clearing station. It evacuates casualties from
battalion aid stations using the ambulance platoon and
also provides medical class II and IV supply and main-
tenance.
(3) Division distributing points for class I, III and fast mov-
ing class II and IV supplies. A class V distributing point
may be established for the airborne brigade.
(4) A graves registration team, a salvage collecting point,
and a bath facility.
c. The support command units employed with a brigade nor-
mally operate under the control of the support command com-
mander. However, when the brigade is organized for independent
or semi-independent operations, these support elements are nor-
mally attached to the brigade.
d. The division support command elements supporting a brigade
are located in the brigade trains area. The brigade S4 coordinates
their security, specifies the location of support installations in the
trains areas, and controls displacement when they move with the
brigade trains.
e. For additional information on the organization and oper-
ations of the division support command elements, see FM 54-2.
79. Brigade Trains
a. Organization. The exact composition of the brigade trains
will vary in accordance with the tactical situation and the disposi-
tion of the tactical units attached to or in support of the brigade.
Normally, the brigade trains will include-
(1) The field trains of the attached battalions. These field
trains are composed of-
(a) The mess section of the battalion support platoon.
(b) Class III and V vehicles of the supply and transporta-
AGO 3326B 75
tion section of the battalion support platoon not in-
cluded in the battalion combat trains.
(c) Battalion maintenance elements.
(d) Logistical support elements of units attached to the
battalion.
(2) Elements of the brigade company headquarters.
(3) Brigade staff section personnel not normally located with
the CP.
(4) Maintenance and supply section of the aviation platoon.
(5) The division support command elements.
(6) Service elements of combat support and administrative
support units attached to or in support of the brigade.
b. Control. Activities in the brigade trains area are under the
staff supervision of the brigade S4.
c. Location. Ideally, the brigade trains should be located in an
area which should-
(1) Be convenient to the units being served. If possible, there
should be a convenient road net front to rear that will
allow units to reach the areas quickly and easily. The
road system should contain alternate routes so that move-
ment can still be made even though some roads are cut
off by excessive travel or enemy activity.
(2) Not interfere with the operations of the combat elements.
Supply and maintenance activities and vehicular traffic
must not impede a combat unit's freedom of movement.
(3) Contain sufficient area to permit dispersion of vehicles
and installations.
(4) Offer concealment-from hostile ground and aerial obser-
vation.
(5) Offer firm ground for parking vehicles.
(6) Be where no terrain feature, such as an unfordable river,
is or may become a barrier to logistical operations.
(7) Contain terrain features that favor defense against air
or ground attacks and facilitate local security.
(8) Be so disposed that, in conjunction with other installa-
tions, they do not permit a lucrative nuclear target.
(9) Contain a suitable landing site for attached or supporting
Army aircraft employed in resupply activities, and/or a
suitable drop zone for parachute delivered supplies.
(10) Be near an adequate source of water.
(11) Be beyond the range of enemy light artillery fire.
(12) Permit installation and operation of communications.
80. Supply Procedures
a. General.
(1) Requisitioning, distribution, and other supply activities
76 AGO 3326B
are conducted directly between brigade units and the
division support command. Most of these supply ac-
tivities take place in the brigade trains area. The brigade
assists attached units and the division in every way pos-
sible to insure adequate supply support for combat
operations.
(2) Whenever possible, unit distribution of supplies is made
by the division. However, the capabilities for unit dis-
tribution by the division supply and transport battalion
may make this method impractical in some situations.
When this occurs supply point distribution is used.
(3) Units of the brigade carry only those supplies required
for immediate consumption and depend on division for
continuous resupply.
(4) The brigade S4 routinely monitors logistical operations
for elements of the brigade. He operates in the logistical
system when necessary to insure support for the brigade.
b. Class I.
(1) Requisitions. The division obtains class I supplies from
the field army based on a strength report submitted by
division. Requirements for units are satisfied by their
submission of a request to the supply and transport
battalion.
(2) Distribution. Division delivers rations to the forward
class I distributing point operated by the division sup-
port element operating in the brigade trains area in
vehicles of the supply and transport battalion. Rations
are further broken down to battalions for distribution to
the battalion mess section. Either unit distribution or
supply point distribution may be used to distribute the
rations to battalions; however, unit distribution is de-
sirable.
(3) Supply. Brigade units normally carry one reserve ration
with their kitchens and a second ration for daily issue.
c. Class II.
(1) Requisition. Battalions submit requisitions for class II
supplies (other than medical) directly to the supply and
transport battalion. Requests for medical class II sup-
plies are submitted to the medical battalion. The brigade
S4 does not consolidate requests for supplies nor is he
routinely in the requisitioning channels for supplies.
(2) Distribution. Division delivers class II items to the divi-
sion support command elements operating in the brigade
trains area. From there it is further delivered to the
AGO 8826B 77
requesting unit normally utilizing the vehicles delivering
the rations to the units.
(3) Reserves. While the division does not usually carry a
large reserve of class II items, it may stock some fast
moving class II supplies of all services. These will nor-
mally be kept in the division support command area.
d. Class III.
(1) Requisitioning. Brigade units submit periodic forecasts
for POL direct to the division supply and transport bat-
talion indicating any changes to previously experienced
supply rates.
(2) Distribution. Unit distribution to brigade units by 5,000
gallon tankers of the supply and transport battalion is
the normal method of distributing class III supplies. Five
thousand gallon tankers may be allocated to division sup-
port command elements for this purpose. Brigade and
divisional units in the area of the division forward class
III distributing points obtain POL from distributing
points using organic vehicles (1,200 gallon tankers are
organic to the infantry, mechanized infantry, and tank
battalions). The 5,000 gallon tankers may be included as
a part of the division support element attached to the
brigade for independent and semi-independent operations.
(3) Class IIIA distribution. Class IIIA for the brigade avia-
tion platoon is delivered directly to the platoon by the
division or delivered to the division support element if
unit distribution is not practicable. A 1,200 gallon tank
truck is organic in the infantry, and mechanized brigade
aviation platoons and can be used to pick up gasoline from
the division support element when required. Class IIIA
for the airborne brigade aviation platoon must be de-
livered in drums, cans, or by other packaged means.
e. Class IV. Class IV supplies are handled in the same manner
as class II, except that class IV requisitions are submitted through
command channels. Engineer fortification material, however, is
delivered by army supply points supporting the division, and
whenever possible, unit distribution is made to brigade elements.
f. Class V.
(1) Definitions.
(a) Basic load. The basic load is that quantity of ammuni-
tion authorized to be carried by individuals and on
vehicles of a unit. The basic load gives a unit sufficient
ammunition to initiate combat and provides a tactical
reserve to meet emergencies such as temporary delay
in replenishment or unexpected heavy expenditures.
78 AGO 3326B
(b) Required supply rate. The required supply rate is the
estimated amount of ammunition required to sustain
the operations of any designated force without restric-
tion for a specified period. The required supply rate is
computed on or applied to tactical weapons in combat
and combat support units only.
(c) Available supply rate. The available supply rate is the
rate of consumption of ammunition that can be sus-
tained with available supplies, as announced by each
commander and applicable within his command. This
rate is flexible in that available supplies need not be
distributed equally to subordinate units. Essentially, it
is used as a control on the amount of ammunition which
may be drawn and expended by a unit. The rate is
computed on, and applied to, tactical weapons only;
i.e., weapons in divisional and brigade combat and
combat support units. Weapons in administrative sup-
port units are excluded unless unusual circumstances
necessitate their employment in a combat role.
(2) Requisition. Brigade units present requisitions (trans-
portation orders) to the division ammunition office. The
DAO validates these requisitions, using as a basis for
approval that the ammunition is required to replenish
the unit's basic load. The DAO maintains ammunition
records and controls the issue of regulated items.
(3) Distribution. Ammunition is transported from the army
ammunition supply points by units in their own organic
vehicles. In rare instances, the division support command
elements in the brigade trains area may stock small
quantities of class V supplies. A class V supply point is
normally established with the division support element
supporting an airborne brigade.
g. Nuclear Weapons. Nuclear weapons supply procedure is
covered in FM 101-31, FM 4-5, and FM 9-5.
h. Water. The division engineer establishes and operates a
maximum of five water points to supply division units. Normally
one water point is positioned to service the brigade. Units draw
water from this point using their organic water trailers and
5-gallon water cans.
i. Maps. The brigade S2 supervises the distribution of maps for
the brigade. These maps are provided by the supply and transport
battalion of the division support command.
81. Aerial Resupply
a. Requests for aerial resupply are submitted by brigade units
directly to the division ADSOC, which determines the delivery
AGO 3326B 79
means to be used and allocates priorities. The S4 monitors and
coordinates such requests.
b. Delivery may be made by the USAF using parachute delivery,
or, in certain situations, air landed means; and by army aircraft
using both methods.
c. The aircraft of the aviation battalion have an airlift capa-
bility and may be available for logistical support. Aircraft of the
brigade aviation platoon may be used to lift small critical items.
d. For details of aerial delivery to brigade units, see FM 7-20.
For details of aerial delivery for airborne operations, see FM 57-10
and FM 10-33.
82. Field Maintenance
a. Inherent with the responsibilities of command, the brigade
commander is responsible for maintenance activities in organic
and attached elements.
b. Organizational maintenance (first and second echelon) of all
equipment is a unit responsibility. Units attached to the brigade
and the brigade headquarters and headquarters company are pro-
vided the personnel and equipment necessary to perform organiza-
tional maintenance.
c. Field maintenance of all equipment, except signal crypto-
graphic, electrical accounting and medical, of the brigade and its
attached units is performed by the maintenance battalion of the
division support command. Field maintenance of signal cryp-
tographic equipment is performed by the division signal battalion.
Field maintenance of medical equipment is not accomplished in
the division.
d. A forward support company of the division maintenance bat-
talion, augmented by elements of the aircraft maintenance com-
pany, operates as part of the division support command elements
in each of the brigade trains areas and performs field maintenance
to the extent of its capability. This unit is backed up by the main
support company.
e. When the brigade is organized for independent and semi-
independent operations, a forward support company and elements
of the aircraft maintenance company are normally attached to
the brigade.
83. Repair Parts
Unit maintenance sections procure repair parts from the for-
ward support company supporting it. The basis of requisition is
replenishment of the prescribed allowance (basic load) for repair
parts. The requested repair parts available in the forward support
company will be issued. The forward support company will
80 AGO 38826B
requisition repair parts from the headquarters and main support
company on the same basis.
84. Evacuation of Salvage Material
Combat units are responsible for initial battlefield recovery of
salvage equipment. Large items such as vehicles are evacuated by
combat units to the brigade axis of supply and evacuation or when
time and the situation permit, directly to division salvage collect-
ing points. Small items are evacuated by the combat units to the
salvage collecting points. Division salvage collecting points will
be operated by the forward support companies in the division
support command headquarters and main support company, main-
tenance battalion, in the division support area. The S2 is responsi-
ble for evacuation of captured enemy material and will coordinate
evacuation through intelligence channels if the material has in-
telligence value. If it does not have intelligence value, evacuation
is routine.
85. Aircraft Maintenance
For details on maintenance of the brigade aviation platoon air-
craft, see paragraph 59.
86. Medical Services
a. Medical services for the brigade are provided by the division
medical battalion and by medical personnel of attached and sup-
porting units. Each combat battalion has a battalion surgeon and
a medical platoon or section in the headquarters and headquarters
company. For a discussion of medical services in tactical units, see
FM 7-20 and FM 8-15.
b. The brigade surgeon is the coordinator of all medical services
of the brigade. He works closely with the medical personnel of
units attached to or supporting the brigade, and actively co-
ordinates the operation of the division medical units supporting
the brigade. He keeps the brigade commander informed on medical
services. He insures that this support is adequate, and requests
additional support through medical channels if required.
c. Direct medical support is provided the brigade by the medical
company located in the brigade trains area. In some cases, for
example, when in reserve, the brigade is supported by the medical
facilities in the division support command area.
(1) The clearing platoon of the medical company can estab-
lish two clearing sections for a limited period of time
for displacement, thus permitting the company to provide
continuous support to the brigade in fast moving situa-
tions. The clearing station receives casualties from the
AGO 3326B 81
aid stations of the brigade units, provides treatment
necessary to return the soldier to duty immediately or
to prepare him for further evacuation to the rear.
(2) The ambulance platoon of the medical company works
closely with the clearing platoon and with unit aid sta-
tions. This platoon evacuates casualties from the unit
aid stations to the clearing station.
d. The brigade headquarters and headquarters company does
not establish an aid station. Personnel requiring medical treat-
ment are handled by the medical company clearing station.
e. When the brigade is organized for independent or semi-inde-
pendent operations, a medical company is attached to it and may
come under the operational control of the brigade surgeon if the
brigade commander so directs.
82 AGO 3326B
c. Isolated Burials. Isolated burials are resorted to only as a
last resort and then they are fully documented and reported
promptly through graves registration channels. Details of graves
registration service are covered in FM 10-63, FM 101-1, and FM
101-5.
AGO 33268 83
CHAPTER 6
OFFENSE
Section I. GENERAL
89. Scope
a. This chapter provides guidance for the employment of the
brigade in offensive combat. The material pertains to offensive
combat under normal conditions; certain types of special oper-
ations and extreme conditions of weather and terrain will dictate
modification in the application of the principles discussed herein.
b. Offensive operations at division level are covered in detail
in FM 61-100, and offensive operations of the tactical battalion in
FM 7-20, FM 17-15, and FM 17-36. Employment of support
units, normally employed with the brigade in offensive operations,
is covered in FMs 1-15, 5-135, 5-136, 6-20-1, 6-20-2, 11-50, and
11-57, 54-2, and 57-10. These manuals should be used in con-
junction with this manual to provide complete and comprehensive
coverage of the offense. For comprehensive material on the em-
ployment of armor, see FM 17-30.
90. Mission and Concept
a. The mission of the brigade in offensive action is to close with
and destroy or capture the enemy, using fire, maneuver, and close
combat.
b. The purposes of the offensive are to-
(1) Destroy an enemy force.
(2) Seize and control territory or terrain.
(3) Deprive the enemy of required resources.
(4) Develop the enemy's disposition.
(5) Divert the enemy's attention from other areas.
c. In nuclear war no clear-cut distinction between the offense
and the defense for the force, as a whole, may exist. When nuclear
weapons are employed on any scale, shifts in balance of power
between opposing tactical forces at division and brigade level
may occur rapidly, with corresponding shifts from offense to
defense and defense to offense being rmandatory. As the scale of
nuclear usage increases, the brigade's maneuver capability may
at times be severely curtailed. On the other hand, large scale
nuclear attacks can create opportunities for bold and decisive
offensive action. Under such circumstances, the force which can
exploit its maneuver capability first will have a decided ad-
vantage. The brigade commander must continuously plan toward
84 AGO 8326B
this end and maintain sufficient flexibility to exploit any advantage
that may occur.
d. In nonnuclear war, increased air and ground mobility, in-
creased range and lethality of conventional weapons, more effective
communications, and flexibility of tactical units and administrative
support systems will shorten reaction time, allow greater battle-
field dispersion, and dictate that offensive operations be centrally
controlled, but decentrally executed.
91. Forms of Offensive Maneuver
a. General.
(1) Offensive maneuver is classified as two basic forms, the
envelopment and the penetration. Each has several varia-
tions: envelopment includes vertical envelopment, double
envelopment, and the turning movement; the penetration
includes multiple penetrations, and infiltration. All forms
of offensive maneuver are conducted in phases. The goal
of each attack is first to destroy the enemy force and,
failing this, it should create the conditions which make
the final phases of exploitation and/or pursuit possible.
(2) Appropriately organized for combat, the brigade has the
capability of conducting all forms of the offensive, either
alone or as part of the division or larger force. However,
envelopments, and particularly turning movements, are
usually executed utilizing the brigade as one of the en-
veloping units of a division of corps operation. Most
operations employ a combination of penetration and en-
velopment, representing a different form to each par-
ticipating unit at various echelons. All forms of
maneuver can be assisted by airborne operations de-
signed to place units on the enemy's flank or in his rear.
The airborne brigade is organized and equipped for this
type operation.
b. The Envelopment. The purpose of the envelopment is to de-
stroy the enemy in position by disposing forces in his rear to cut his
routes of escape. In an envelopment, the main attack passes around
or over the enemy's main defensive force to seize objectives which
facilitate his destruction in position. In the turning movement,
which is a form of the envelopment, the attacking force passes
around or over the enemy's main force to seize an objective deep
in the enemy's rear which will cause him to abandon his position,
or to divert the majority of his forces to meet the threat of the
turning force and thus fight on the ground chosen by the attacker.
Supporting attacks fix the enemy in position during the movement
of the enveloping force. The brigade may be the enveloping force
AGO 3326B 85
of a division. The brigade can also conduct envelopments of
limited scale using one or more maneuver battalions as the
enveloping force.
(1) Ground envelopment requires that the enemy have an
assailable flank.
(2) Aerial envelopment requires suppression of enemy air
defense fires, or that enemy dispositions and capabilities
be unable to materially interfere with the flight of the
airborne force.
c. The Penetration. The purpose of a penetration is to destroy
the continuity of the enemy's defense by an attack which passes
through the enemy's principal defense. In a penetration, the main
attack passes through and ruptures the enemy's principal defen-
sive poistion. The penetration consists of three phases: rupturing
of the enemy's forward defensive position; widening the gap; and
seizing objectives which destroy the continuity of his defensive
position. A penetration is required when the enemy has no assail-
able flank, or when time or other reasons do not permit execution
of an envelopment. A brigade may participate in a penetration
as part of a division or larger force or may conduct a penetration
unilaterally in a limited area, with resources available. Attack
by infiltration is a variation of the penetration. Its purpose is to
deploy forces in the enemy's rear for decisive tasks, while exposing
only small forces to enemy fires during the passage through enemy
defenses or positions. Dismounted infantry units found in the
infantry brigade have excellent capabilities for infiltration. In-
filtration may also be accomplished by airborne forces.
86 AGO 3326B
capitalize on the advantages created by the enemy's tactical er-
rors. When the opportunity for decisive action occurs, the com-
mander must unhesitatingly commit his total resources.
d. The brigade commander and his staff follow a logical sequence
of action in planning the attack.
(1) First, the brigade mission is studied and analyzed to in-
sure complete understanding of all of the tasks, both
specific and implied, required to accomplish it.
(2) Next, the brigade commander provides planning guidance
to his staff. This guidance is based upon his study of the
mission, his knowledge of both the friendly and enemy
situation, guidance he has received from higher com-
manders, and his own professional knowledge and skill.
His guidance is usually general in nature, but should in-
dicate courses of action which he feels merit detailed
consideration by his staff. He refrains from favoring a
specific course of action at this time in order to permit
the staff to make unbiased estimates and explore all
courses of action which promise likelihood of success.
(3) After receiving the commander's guidance, the staff offi-
cers prepare their separate estimates. See FM 101-5.
(4) Upon receiving staff estimates and recommendations, the
commander completes his own estimate and arrives at
his decision. Frequently this will be a rapid process,
performed in a few minutes after a staff briefing. He may
consult with commanders of subordinate maneuver bat-
talions prior to announcing his decision.
(5) His decision must contain the essential information re-
quired to complete planning for the attack. It includes
as a minimum, his concept of operation, the time of the
attack, the mission of the brigade, and objectives to be
seized. The decision must be reached and disseminated
as early as possible in the planning process; subordinate
commanders should receive it immediately, usually in the
form of a fragmentary order, to permit concurrent plan-
ning to take place at all echelons in the brigade.
(6) The commander's concept of operation is the com-
mander's visualization of how the mission is to be ac-
complished by major units in the conduct of the attack;
gives details on the employment of nuclear weapons and
other fire support; indicates the main and supporting
attack, and outlines action to be taken upon seizure of
the assigned objectives.
(7) The commander's decision and concept of operation are
AGO 3326B 87
then translated into the operation order which is dis-
seminated to lower, adjacent, and higher headquarters.
(8) Following the issuance of the attack order, the com-
mander and his staff supervise and assist in its execution,
modifying it as required to meet unexpected changes in
the situation.
e. In developing plans for the attack, the following basic factors
are considered, generally in the sequence listed:
(1) Mission.
(2) Enemy.
(3) Weather and terrain.
(4) Objectives.
(5) Available forces.
(6) Determining the main attack, supporting attack, and
reserve.
(7) Formation for the attack.
(8) Organization for combat.
(9) Fire support.
(10) Control measures.
(11) Security.
(12) Plans to continue the attack beyond the principal objec-
tive.
(13) Administrative support.
f. The factors listed above are discussed in paragraphs 93
through 105.
93. Mission
The mission for the brigade is normally assigned by the division,
and defines the goal toward which the effort of the command is
directed. The mission assigned a brigade is usually brief and gen-
eral in nature. The brigade commander and his staff carefully
study and analyze the mission to determine tasks specifically
included in the mission and other tasks not specifically directed
but which are implied.
94. Enemy
a. The brigade commander makes a continuous estimate of the
enemy situation, especially the enemy's strength, weaknesses, pecu-
liarities, capabilities, and disposition. Under nuclear conditions,
the enemy's nuclear capability and his technique of employment
of nuclear weapons are of critical importance. Much of this infor-
mation will be provided by the agency issuing the order. In the
event the brigade is not in contact when the attack order is issued,
liaison should be established with forces that are in contact, and
information will be requested from their sources.
88 AGO S326B
b. Prior to and during the attack, every possible effort is made
to obtain information about the enemy. All collection agencies and
means are exploited to the fullest extent of their capabilities; the
collection of information is continuous. Processing of information
into usable intelligence must be rapid and accurate. Information
must be disseminated to lower and higher echelon as appropriate.
c. Without degrading the acquisition of detailed information re-
quired on enemy disposition, surveillance coverage must include
the accurate locations of friendly units in the forward area, with
emphasis on timely information which will permit friendly nuclear
fire missions.
95. Weather and Terrain
a. General. The terrain and the weather are important factors
in offensive operations. The commander and his staff make a
thorough analysis of the terrain to capitalize on the advantages
and to counteract the disadvantages. Weather affects virtually all
phases of operations, both administrative and tactical.
b. Weather. Weather conditions have an important bearing on
any decision and should be a primary consideration in operational
planning. The basic meteorological elements affecting operations
are precipitation, wind (speed and direction), temperature,
humidity, and cloud cover. In addition, the climatology forecast,
which includes such items as sunrise, sunset, moonrise, and moon-
set shculd be considered. Weather conditions may limit or prohibit
some phases of an operation. In planning operations, adverse
weather conditions should be considered; often the success gained
during unfavorable weather offsets the limitations and difficulties
imposed by soil trafficability and slow rate of movement. Weather
factors are of special importance in the conduct of offensive or
defensive operations that include nuclear, chemical, or biological
employment. Fallout, thermal radiation, initial nuclear radiation,
and chemical and biological cloud travel are influenced to a great
extent by weather conditions. Army aviation is a valuable supple-
mentary source to confirm current weather data. Detailed infor-
mation is contained in FM 3-5, FM 21-40, TM 3-200, TM 3-240,
FM 101-31, and TM 23-200.
c. Terrain.
(1) Observation and fire. All methods of observation, includ-
ing visual and electronic, both ground and air, are util-
ized. High ground which affords line of sight observation
into the enemy's position is desirable. Frequently an
attacking force or a portion thereof may be routed over
terrain that will provide an observation differential over
the enemy. Good fields of fire are essential for the effec-
tive employment of all direct fire weapons in an offensive.
AGO 3326B 89
When good fields of fire do exist, consideration must be
given the advantage offered the enemy in their defense.
(2) Obstacles.
(a) Obstacles may be natural terrain features, may be
manmade obstructions, or may be created by chemical
and nuclear fires. Obstacles affect the scheme of
maneuver and the plan of supporting fires. The instal-
lation of obstacles will be such that it will limit enemy
mobility but not that of friendly forces.
(b) In the attack, existing obstacles may be used to protect
a flank, to deny the enemy use of key terrain for obser-
vation and defense positions, and to assist in economy-
of-force operations in conjunction with an attack.
(c) Obstacles are used by the enemy to increase the
strength of his defenses, to channel the friendly attack
along avenues of his choosing, and to deny approaches
to key terrain to the attacker.
(d) Nuclear weapons can create obstacles of the following
types: induced and fallout radiation; cratering, rub-
ble, fires, or tree blowdown. The obstacle creating
effect of nuclear weapons must be considered *when
these weapons are used in the attack.
(3) Concealment and cover. Every advantage afforded by
the terrain and conditions of visibility to provide con-
cealment and cover must be exploited. Concealment and
cover are essential in masking assembly of troops for
the attack, for protection against all types of enemy
fires, and in aiding in tactical cover and deception meas-
ures taken for an attack. Natural and artificial camou-
flage, smoke screening, and natural and manmade areas
must all be used to conceal and cover attacking elements.
(4) Key terrain. Key terrain is any locality or area the con-
trol or retention of which affords a marked advantage to
either combatant. Whether or not it has been assigned as
an objective by higher headquarters, key terrain in the
zone of an attacking brigade must be seized, neutralized,
or controlled to deny its use by the enemy.
(5) Avenue of approach.
(a) Possible avenues of approach suitable for the brigade
or elements thereof are analyzed based upon the
availability of observation, concealment and cover,
fields of fire, space for dispersion and maneuver, and
trafficability.
(b) In selecting approach routes for airmobile operations,
the major concern is achieving tactical surprise. Routes
90 AGO 3326B
are selected which provide defilade and ease of naviga-
tion. Heavily forested and swampy areas provide good
routes, as enemy ground troops have little opportunity
to see or fire at low-flying helicopter. Ridges are
avoided, when possible, to reduce the possibility of
detection by radar.
(c) All avenues of approach are considered; use of a less
obvious or desirable avenue of approach may achieve a
degree of surprise which more than offsets its dis-
advantages.
96. Objectives
In the attack, only those objectives are selected which will mate-
rially assist in the accomplishment of the brigade mission. Rarely,
if ever, are objectives used solely as control measures. They are
selected after a careful analysis to determine those key terrain
features or areas which must be seized or controlled to accomplish
or assist in the accomplishment of the mission.
a. Brigade Objective. This is an objective, normally prescribed
by higher headquarters, the seizure or destruction of which will
permit the accomplishment of the mission. For example, in the
attack of a river line, bridges and crossing sites over the water
obstacle are intermediate objectives, while key terrain on the far
bank from which crossing sites and a bridgehead area of adequate
size can be secured are usually the brigade objectives. In the at-
tack, a final objective is all or part of the brigade objective. Its
seizure or destruction is assigned as a task for one or more major
maneuver elements of the brigade depending on its size. When the
seizure or destruction of the final objective is assigned to more
than one unit, it is clearly subdivided to delineate responsibility
of subordinate commanders. The final objective is usually a key
terrain feature, a key geographical area, or an enemy force.
b. Intermediate Objectives. An intermediate objective is one
whose seizure will materially assist in the accomplishment of the
mission, aid in the seizure of the final objective, and/or facilitate
control of the maneuver forces. In mechanized operations, inter-
mediate objectives are rarely assigned.
c. Objectives for the Penetration. In the penetration, inter-
mediate objectives are usually assigned to insure accomplishment
of the first two phases of the operation, i.e., objectives which are
required to rupture the enemy's forward defense and those re-
quired to widen and secure the gap in the enemy's line through
which the main attack will pass. The final objective should be
located in the rear of the enemy's main defensive position so that,
when seized, it will destroy the continuity of his defense and permit
AGO 3326B 91
maximum destruction of his forces when he is compelled to with-
draw.
d. Objectives for the Envelopment. In the envelopment, limited
objectives, generally close-in, are assigned to those forces making
the supporting, or fixing attack. The brigade objective is assigned
to the enveloping force. This objective should be deep in the
enemy's rear and should enable the encircling force to block the
enemy's escape so that he can be destroyed in place. Whenever
possible, intermediate objectives should not be assigned to the
encircling force; it should be directed only to seize the brigade
objective.
e. Objective for Attack by Infiltration. The brigade objective
for an infiltrating force should be easily identifiable under con-
ditions of reduced visibility.
f. Leadership in the Objective. Subordinate units are normally
assigned only final objectives. Intermediate objectives are assigned
only when their control or neutralization is essential to the mis-
sion. Subordinate commanders must be fully informed as to the
purpose of their attacks and objectives. Commanders must kindle
aggressiveness in subordinates and accord them full use of their
initiative. Opportunities to destroy the enemy may be presented
to the subordinate that could not possibly be foreseen by the higher
commander. Procedures must allow such opportunities to be ex-
ploited without undue delay.
92 AGO 8326B
98. Determination of the Main Attack, the Supporting
Attack, and Reserve
a. General. In the attack, maneuver forces and support means
are distributed as a main attack, the supporting attack, and the
reserve. Under certain conditions, only a main attack force and
a reserve will be originally constituted; for example, when the
brigade attacks in a column formation. When the brigade attacks
in multiple columns to develop a vague situation, to conduct a
reconnaissance in force, or in the movement to contact, main and
supporting attacks may not be designated initially; as the situation
develops, one of the columns may be designated as the main effort
and its attack weighted at that time.
b. Main Attack.
(1) The main attack is directed against the brigade objective
and is accorded first priority in the allocation of combat
power. It must be provided the means to gain decisive
superiority over the enemy and to maintain momentum
to the objective. Under some conditions, as in the cases
of double envelopments and multiple penetrations, there
may be equally weighted attacks.
(2) The main attack is weighted by the allocation of maneu-
ver units, by fire support, and by other tactical and ad-
ministrative support. It may also be weighted by giving
it the most favorable avenue of approach.
(3) The brigades inherent air and ground mobility and ex-
tensive communications systems have increased the
tempo of combat. Thus the commander must practice
flexibility in assigning objectives. Although one objective
may appear to offer the best contribution to success of
his mission, another may develop suddenly.
c. Supporting Attack(s).
(1) A secondary attack should contribute to the success of
the main attack by accomplishing one or more of the
following:
(a) Seizing terrain which facilitates the maneuver of the
main attack.
(b) Fixing the enemy in position. Pin or tie him to a ter-
rain feature.
(c) Deceiving the enemy as to location of the main attack.
(d) Forcing the enemy to commit reserves prematurely,
piecemeal, or in an indecisive area.
(e) Preventing reinforcement in the area of the main at-
tack.
(2) Adequate means are provided for the accomplishment of
these tasks. Nuclear weapons may be used to accomplish
AGO 3326B 93
tasks which might otherwise require the commitment
of large bodies of troops. If there is an abundance of
means, especially nuclear weapons, the maneuver ele-
ments of the secondary attack forces may approximate
that of the main attack.
d. Reserves.
(1) General. In the attack, the brigade retains a reserve to
enter combat offensively at a decisive time and place to
exploit success and complete the accomplishment of the
mission. Mobile reserves vastly enhance the potential
of a reserve. A reserve also provides the commander
a means of dealing with unforeseen contingencies. The
reserve should not be used to redeem failure but to-
(a) Exploit success.
(b) Reinforce the main attack.
(c) Maintain or increase the momentum of the attack.
(d) Hold ground seized by the attacking force.
(e) Defeat or block enemy counterattacks.
(f) Provide security.
(2) Size of reserve. A deep objective, limited knowledge of
the enemy situation, or inability to visualize the attack
to its final objective requires the retention of a stronger
reserve than in situations where these conditions are
known. When attacking an enemy known to be of in-
ferior mobility, the reserve may be smaller than when
attacking one of equal or superior mobility.
(3) Location of the reserve. Dispersal of the reserve by com-
bined arms teams into multiple assembly areas or march
columns provides some protection from nuclear attack.
Reserves are located-
(a) On or near a road net which facilitates rapid movement
to points of probable employment. Availability of the
reserve for employment is based on time rather than
distance from the point of employment.
(b) To favor the main attack.
(c) To provide security to the command.
(d) To provide maximum protection against hostile obser-
vation and fire.
(4) Movement of the reserve. In fast-moving operations, the
reserve usually moves at a prescribed distance behind the
attacking echelons. In slow-moving operations, the re-
serve generally moves by bounds. In certain operations,
the reserve may be transported by Army aviation. Re-
gardless of how it moves, the reserve must always be
94 AGO 3326B
positioned for rapid employment and must remain within
supporting distance of the committed forces.
(5) Nuclear weapons. The brigade normally holds a portion
of its nuclear weapons in reserve.
(6) Reconstitution of reserve. When the reserve is com-
mitted, higher headquarters is informed and the brigade
commander makes provisions for reconstituting a re-
serve at the earliest practicable opportunity.
99. Formation for the Attack
a. General. The scheme of maneuver is the commander's place-
ment and movement of manuever units to accomplish his mission.
The order from division or higher headquarters will normally in-
fluence what general form the attack will take, e.g., penetration,
envelopment, or a variation thereof. At brigade level, the scheme of
maneuver is based upon forces attached by division and the as-
signed mission. Execution of the mission includes consideration
of the objectives to be seized, the time phasing of the attack,
terrain, enemy dispositions, the determination of the main and
supporting efforts, the integration of fire and maneuver, and the
formation to be adopted.
b. Formation. The brigade attacks in either a column or linear
formation, or variations thereof, the selection of the type being
based on the factors listed in a above. The formation adopted
must provide for the necessary combat forces required in the
initial phases of the attack, and/or security, control, dispersion,
and flexibility required to meet unforeseen situations which may
develop.
(1) Column formation. This is a brigade attack along a
single axis with battalions or battalion task forces, and
supporting elements in columns (fig. 20). A variation of
the column is the echelon formation wherein the brigade
attacks along a single or multiple axis, but battalions or
battalion task forces move along different routes at
staggered intervals (fig. 21). However, in the echelon
formation, general, the column formation is adopted
when the brigade attacks along a narrow front, when
the enemy situation is vague, or when the enemy's initial
resistance is expected to be light. The column formation
may also be adopted when nuclear weapons are available
to destroy initial enemy resistance. The column forma-
tion provides maximum depth to the attack; battalions
in the rear of the column can move through or around
the leading battalion to maintain the momentum of the
attack. The column formation is more effective for
AGO 3326B 95
mechanized or motorized operations than for dismounted
attacks; the time required to move dismounted elements
from the rear of a column forward for employment is
often excessive. The column formation affords relatively
good protection against nuclear attack. The chief dis-
advantage of the column formation is that initially it
lacks combat power forward.
(2) Linear formations (fig. 22). This is a brigade attack
along two or more axes, employing one or more bat-
talions or battalion task forces, suitably reinforced, on
each axis. The interval between the major units on line
varies according to the situation, but is never so great
as to preclude movement of major units from one axis
to the other before a major element of the brigade can
be defeated in detail. In mechanized or motorized oper-
TF
TF
TFt
96 AGO 3326B
ations, this interval between battalions on line can be
considerably greater than in dismounted operations, due
to increased mobility of the tactical elements. A linear
formation is adopted when it is desirable to have maxi-
mum combat power forward to overcome initial re-
TF
TFr COMD
L~J
GP
TF I
COMD
~
TF GP
GP
AGO 3826B 97
sistance; when considerable information about the ene-
my's defenses is available; when shallow objectives have
been assigned to the attack echelon; when multiple
approaches are available; and when fire support is ade-
quate for all attacking units. The linear formation is
generally used in dismounted operations, in penetrations
when sizeable allocations of nuclear weapons are not
available, and when the brigade's zone must be cleared
of the enemy.
100. Organization for Combat
a. General. The general considerations for organization for
combat covered in chapter 4 are applicable to offensive opera-
tions. When resources permit, battalion task forces are organized
and employed in the attack.
b. Penetration. In the initial stages of the penetration, i.e.,
during the first two phases--the rupture and the widening of the
gap-the brigade is organized with infantry heavy battalion
task forces in the assault. The reserve is tank heavy whenever
possible, to permit rapid movement through the gap for seizure
of the principal objective in the rear during phase three 'of the
operation. Reserve elements of infantry battalions in the pene-
TF TF
X TF x
98 AGO S826B
tration should be motorized or mechanized to increase their
mobility. If nuclear weapons are employed to create and widen the
gap, the initial assault may be made in a column formation, with
tank or mechanized elements in the lead.
c. Envelopment. The brigade is organized with predominately
infantry forces for the supporting attack to hold the enemy in
position, and mechanized, motorized, or airmobile/airborne
infantry are provided for the enveloping force. The bulk of the
tank strength is placed with the enveloping force, or is placed with
the linkup force in airborne operations.
d. Exploitation and Pursuit. The brigade is organized for the
operations so as to provide maximum mobility to the exploitation
force. Mechanized infantry and tank units are well suited for
this purpose. Infantry battalions, if motorized, can function as
an exploitation force. If Army aircraft are available, airmobile
task units may be formed for use in conjunction with the force
moving overland to seize bridges, defiles, and key terrain, or to
block the enemy escape routes.
e. Combat Support.
(1) Artillery. The supporting artillery for the brigade is
placed in direct support of or attached to the brigade by
division headquarters. In either role, its method of
employment, its integration in brigade formation for
the attack, and the priority of its fires are controlled by
the brigade commander. In the movement to contact, in
the exploitation, or when deep objectives are to be seized,
DS artillery must move with the maneuver elements in
order to keep within supporting distance.
(2) Engineers. Attached or supporting engineers are made
available to the brigade in offensive operations. Engineer
units should be retained under centralized control when-
ever possible to provide for unity of engineer effort and
maximum use of resources. Normally, an engineer com-
pany will be placed in DS of each committed brigade.
Engineer platoons will be attached to tactical battalions
when centralized engineer control is not practicable.
Such situations occur when the brigade conducts widely
dispersed or mobile operations.
(3) Transportation. Trucks, APC, or Army aircraft attached
to the brigade may be further allocated to the control of
the using tactical units. Whenever possible, such attach-
ment should preserve unit integrity of the transportation
unit.
(a) Brigade command installations. In the attack, the
brigade commander normally operates from a com-
AGO 3326B 99
mand group located in the area of the brigade unit
which is making the main effort and from a location
where he can best influence the action. The brigade
executive officer remains with the CP.
(b) Brigade trains. In most situations, the brigade trains
operate from a position well forward in the brigade
area. It displaces as required. In exceptional cases
where a brigade element, e.g., battalion task force is
employed in a semi-independent role away from the
main body of the brigade, essential medical, supply,
and maintenance elements from the brigade trains may
be attached to it.
TFA TF=
TFn()
T () l
f GMD
,.. TF1(-)
TF
F TF H
TFIT
REARGUARD
JLD TF
LC I f LC
SUPPORTING MAIN ATTACK SUPPORTING
ATTACK ATTACK
RESERVE
114. Preparation
a. During this phase, preliminary actions, such as movement to
assembly areas and resupply and refuelling operations are com-
pleted.
b. If a preparation is to be used, it is initiated during this
phase. Immediate damage assessment of nuclear and chemical
strikes is made, and radiation detection teams report the radiation
level so that it can be compared against the troop safety require-
ments set by the commander.
c. Feints and demonstrations may be! conducted during this
phase as part of the deception plan.
d. Troops begin moving forward from assembly areas into
attack position, if used, so as to cross the line of departure at the
prescribed time. Preparatory fires are exploited to cover this
movement. Normally, the brigade attacks from widely dispersed
assembly areas, massing at the last possible moment to avoid
presenting lucrative targets for enemy fire.
115. Conduct
a. Supporting fires continue in support of the attack as units
cross the line of departure. Battalion task forces move forward
as dispersed as possible, massing only to the extent required to
overcome resistance.
b. Enemy forces which, if bypassed, could jeopardize the ac-
complishment of the mission are destroyed. Unless directed other-
wise, brigade units bypass, destroy by fire, or contain other enemy
forces to permit the rapid advance of the brigade to seize the final
objective. Bypassed enemy are reported to higher headquarters.
c. At the brigade level, the attack is conducted as a series of
rapid advances and assaults, and brigade units are maneuvered
to provide as much mutual support as possible.
d. Priority of supporting fires is shifted in coordination, with
changes in the scheme of maneuver. Whenever possible, the enemy
is destroyed by nuclear or nonuclear fire alone.
e. The reserve moves forward by bounds or at a prescribed
distance behind the attacking units. The reserve should be located
in a position from which it can move rapidly to points of
probable employment. The reserve keeps as dispersed as possible,
making full use of available concealment and cover. Whenever
possible, its long range fire power is used to support the attack.
The reserve should be committed intact at the decisive time and
place. The brigade commander seeks to create opportunities which
can be exploited by the reserve for decisive results. The reserve
may be used to mop-up bypassed resistance, to augment flank or
rear security units if required, to assist in covering gaps, or to
defeat counterattacking enemy. Upon committing his reserve,
the brigade commander reports this fact to higher headquarters,
and reconstitutes a reserve from his own force or requests addi-
tional units from division. If the attack is prolonged, reserve units
are rotated to permit necessary rest, maintenance, and resupply
for brigade elements. For additional details on employment of
the reserve, see FM 7-20.
f. During the assault on the final objective, all resources of the
brigade are committed if required. Maximum firepower is
brought to bear; units proceed beyond the final objective to secure
and defend enemy avenues of approach in to it. Minimum forces
are left on objectives to defend them, and the remainder of the
brigade disperses as much as possible. Fires are shifted to assist
AGO 3826B 113
in the retention of the objective, and are placed on likely avenues
of approach for an enemy counterattack. The brigade makes
necessary preparations to continue the attack.
g. If the attack is discontinued, or if the brigade reverts to
division reserve, it may move into dispersed assembly areas or
assume a defensive posture.
h. During the attack, the brigade trains, or elements thereof,
move forward to insure that logistical support for the attack is
adequate and that the battalion combat trains are supported to
the maximum. In the attack, consumption of class III supplies,
especially by mechanized or motorized units, is considerable, and
the movement of POL forward must be sufficient to prevent halting
the attack for lack of its supply. The expenditure of ammunition
is high, and the brigade S4 advises the division support command
when it will be desirable, or mandatory, for ammunition supply
points to displace forward. The brigade surgeon insures that
division clearing stations move forward to handle casualties.
Section V. PENETRATION
1i 9. General
a. The penetration, as a form of maneuver, is discussed in
paragraph 91. (See fig. 24.)
b. Penetrations are conducted in three phases: rupture of the
enemy's forward defensive position; Widening and securing this
gap; and seizing and controlling objectives which destroy the con-
tinuity of the enemy's defensive position While these phases are
usually conducted in sequence, they are essentially tasks which
must be accomplished before a successful penetration can be
completed. All three phases may be conducted simultaneously,
and frequently are when nuclear weapons and airborne f6rces have
been allocated to the brigade. In such an event, nuclear Weapons
can be employed to create the gap or Widen and secure its
shoulders. Mechanized or motorized battalions exploit it imme-
diately to linkup with airborne units which have seized objectives
in the enemy's rear.
c. The infantry brigade is best suited for the first two phases,
and the mechanized and armored brigade for the rapid movement
through the gap to seize the final objectives or to linkup with air-
borne forces. The airborne brigade has excellent capability for
airborne operations during phase three.
d. The penetration of a well-organized position requires a
preponderance of combat power and continued momentum of the
attack. The attack must move rapidly to seize objectives which
destroy the continuity of the defense. If the attack is slowed or de-
layed, the enemy is given time to react; If the rupture is not made
sharply and rapid seizure of the objectives accomplished, the attack
becomes a pushing type action. This results in high casualty rates
anid affords the enemy an opportunity to fall back intact on his
routes of communications, thus avoiding destruction.
120. Basic Considerations in Planning the Penetration
a. Planning for a penetration is conducted as prescribed in
paragraphs 92 through 106.
b. The penetration is adopted as the form of maneuver when
dictated by the brigade's mission or selected by the brigade com-
mander when one or more of the following conditions exist.
AGO 3326B 115
(1) The enemy's flanks are unassailable, or when time does
not permit another form of maneuver.
(2) When the penetration is favored because-
(a) The enemy is over extended and there are weak spots
in his defenses.
(b) When terrain and observation are favorable.
(c) When ample fire support, particularly nuclear, is
available.
(d) When the attacker has the preponderance of combat
power.
c. Objectives are selected to accomplish all three phases. In
dismounted attacks, objectives are relatively close in, and inter-
mediate objectives may be used to control and phase the attack.
In mechanized penetrations, relatively deep objectives may be
assigned.
d. The main attack should be made over the best terrain and on
a relatively narrow front. Its objectives should be the final ob-
jectives. In some cases, the main attack force is not committed
until supporting attacks and/or nuclear fire have effected the rup-
ture of the enemy's position and provided a gap. The mechanized
battalion task force is ideal for this role. The bulk of the armor
attached to the brigade should be used to move through the
gap to seize the final objective.
e. Supporting attacks may be used to widen the gaps, to prevent
the enemy from disengaging and to destroy him in place. They
are directed toward seizing or controlling terrain on the shoulders
of the penetrations to enable the main attack force to move
through the gap.
f. The reserve should be kept mobile and positioned where it
can exploit initial success. Frequently, it will pass through forces
making the initial assault or assist in seizing or destroying the
final objective.
g. Airborne forces may be assigned the mission of seizing or
destroying objectives in the rear; however, if the enemy is de-
fending in depth, such forces cannot land directly on objectives.
In most cases they must make their landings in undefended areas
from which they will attack to seize the final objectives.
h. Controls imposed by the brigade for a penetration usually
include a line of departure, time of attack, zones, assembly areas
for major subordinate units, objectives, and axis of advance.
When the brigade penetrates a strong enemy position, a direction
of attack may be prescribed for attacking units.
OBJECTIVE
LD
TFk
RESERVE
Section I. GENERAL
137. Purpose
a. The defense is adopted only as a temporary measure until
such time as the defender can assume the offensive. During con-
duct of the defense the defender strives to gain and maintain
the initiative. The attacker is continually harassed by fires and
offensive maneuver when appropriate. The defender uses all
means available to detect an enemy weakness and maintains suffi-
cient flexibility in his planning to exploit those that occur. All
resources are employed to inflict maximum destruction on the
enemy force.
b. The brigade assumes a defensive posture: to gain time in
,preparation for subsequent offensive operations; to economize in
force; to force the enemy to mass before its position and destroy
it by fire; to exhaust an enemy force; to deny a superior enemy
force entry into a vital area; or to force an attacking enemy into
an area where he will be vulnerable to destruction.
138. Capabilities
The brigade is capable of conducting a defensive operation as
part of a larger force or in an independent or semi-independent
role. Its capabilities and limitations are dictated by resources
attached, placed in support of, or otherwise made available.
Methods of conducting the defense are based upon the mission
and capabilities of attached and supporting elements. It will
routinely participate in a mobile defense as part of a larger
force by conducting an area defense, a delaying action, or by
executing offensive maneuver to destroy an enemy penetration.
Under certain circumstances the brigade is capable of conducting
a mobile defense. Ability to participate in a mobile defense
depends on the mobility of organic and attached units. Mechanized
or motorized infantry, supported by tanks, are required for fixing
forces, while the brigade in the reserve or striking force role
should consist of tank-heavy task forces supported by mechanized
infantry.
139. Fundamental Considerations
Defensive operations are characterized by detailed planning and
the degree of centralized control dictated by the type of defense
conducted. Within limits of security, the command should be
AGO 3326B 129
advised of the purpose of the defensive operation and its probable
duration and kept advised as the situation changes. Regardless
of the planned duration of the defense, improvement of the defense
position is continuous.
a. Terrain. Proper evaluation and organization of the brigade
defensive area is essential to maximum utilization of forces avail-
able. That portion of the brigade area that favors the defender is
lightly manned in favor of stronger forces in areas that afford
the attacker an advantage. The natural defensive characteristics
of the terrain are improved with assistance and advice from at-
tached engineers, by artificial obstacles with due consideration for
offensive maneuver and future operations. Use of minefields and
other obstacles will vary with the commander's mobility. When
mobility is high extensive barriers will not be used since they
impede his mobility. When his mobility is low, extensive barriers
will serve to lower enemy mobility. Those terrain features that,
if seized will afford the attacker an advantage, are strongly
defended.
b. Security. The brigade commander insures that he has time
necessary for reaction to meet an enemy threat by early wdarning
of his pending actions. Forces are positioned to provide early
warning and information of enemy movements in sufficient time
to permit the brigade commander to counteract or frustrate enemy
plans. Security is based on the most probable enemy action and
employed at various ranges on the periphery of the brigade.
c. All-round Defense. In defensive planning, the brigade com-
mander retains the capability to defend against enemy forces at
any point in the defensive area. Principal forces are positioned
to engage and defeat enemy forces in areas along their most likely
avenues of approach, but provisions are made for defense against
entry from any directions. Plans should be sufficiently flexible,
and reserves should be positioned to permit destruction of enemy
irregular forces or those delivered vertically into the area. Terrain
permitting, all-round defense is most economically insured by
proper positioning of security forces and provisions of a highly
mobile reserve capable of traversing the entire defensive area.
In areas that are not accessible to vehicular mounted forces,
security elements must be employed in sufficient strength at critical
points to defeat or contain enemy forces and prevent disruption
of supporting operations of the defender.
d. Defense in Depth. An attacker who has effected a breach in
the defensive position, must be canalized, diverted, and blocked
from critical areas. This is accomplished by depth in defense and
achieved through development of alternate positions and placement
of reserve elements. The penetrating force is kept under ever-
GOPL 4 GOPL
COPL X + X I X COPL
/3-CA 3
X3D CAV X
FEBA i FEB
-- S1 , "--'
I -
/ /-LI·,
K .-J"L. \ I 'L'L'.A \I I , .. L.q
-. j
C. THE 4TH BDE COMPOSED OF TWO ARMOR BNS AND TWO MECHANIZED
INFANTRY BATTALIONS CONSTITUTE THE DIVISION RESERVE AND WILL
OCCUPY ASSEMBLY AREAS INDICATED UPON WITHDRAWAL OF THE GOPL.
GOPL GOPL
GOPI
COPL?> f tCOPL
SECURITY
AREA
.~~ ~ ~ ~~~-
-FORWARD -I"
DEFENSE
AREA
AREA
X 1
COMPANIES OF THE FORWARD BATTALIONS ARE MANNING THE COP.
NOTE: RESERVE
CORPS
COVERING f
FORCE
DIVISION
GOPL - GENERAL OUTPOST GOPL AREA
BRIGADE BRIGADE
COPL 6-- COMBAT COMBAT
OUTPOST
COPL
OUTPOST
xX X
' " -
FEBA CO0 C 1) 1 CI ~ at C j< FEBA ,
CD
, C- FORWARD
DEFENSE
AREA
REA-
RESERVE
TF j TF jAREA
149. Control
The brigade commander defines sectors of defensive responsibil-
ity for subordinate elements by designation of lateral and, occa-
sionally, rear boundaries. Lateral boundaries extend forward to
the limit of ground observation and to the rear to provide subordi-
nate units adequate maneuver space for placement of forces. In
the event it is intended that forward elements provide the brigade
security echelon, the lateral boundary is extended forward through
the position where the security echelon is to be located and to the
maximum limits of ground observation. Rear boundaries are used
for control of the area responsibility.
a. Within the limits defined by lateral and rear boundaries the
subordinate commander exercises full responsibility. All opera-
tions not fully coordinated with adjacent units must be conducted
within these limits. In the event it is desired to maneuver or
deliver fire where the effects will extend beyond the boundary,
coordination must be made with the element into whose sector the
effects extend.
b. Coordinating points are placed on boundaries to delineate the
general trace of the forward edge of the battle area and the combat
outpost line. The coordinating points designate that point on the
ground where adjacent commanders are required to coordinate.
Positions in proximity to the coordinating point need not neces-
sarily be occupied, but such coordination as is effected will include
an exchange of information as to the method of discharging re-
sponsibility in that area.
c. When there is a necessity to show the trace of the FEBA on a
map or overlay, it is shown as a line connecting coordinating
points. It represents the general trace of the forward edge of
forward defensive positions. The exact trace of the FEBA is
ultimately determined by the location of the personnel and
weapons positions of the forward rifle companies. Desirably, the
FEBA should provide good fields of fire!, concealment and cover,
observation, natural obstacles parallel to it, and no significant
salients or re-entrants.
d. The brigade commander may designate sectors of responsibil-
I X
FEBA
FEBA
C-ID
COPLt COPL
x x
FEBA C)IC)2F
I I
Section I. GENERAL
167. Introduction
A retrograde operation is any movement to the rear or away from the
enemy. It may be forced by enemy action or executed voluntarily as part
of an overall scheme of maneuver. It should be planned in advance.
Retrograde operations are characterized by centralized planning and de-
centralized execution. A retrograde operation because of its effect on
morale requires positive and effective leadership and places a premium on
initiative in smaller unit and task-force leade:rs.
a. The philosophy of all retrograde operations is to inflict as much
damage on enemy forces as the situation pernmits. Therefore, retrograde
operations are conducted as a series of defensive, offensive, and delaying
actions. Every occasion offered to inflict damage on enemy forces is
exploited to the maximum. When he masses, he is attacked by fires.
Enemy forces that advance too quickly and extend themselves are
attacked and destroyed by maneuver elements.
b. Retrograde actions are operations of movement. Withdrawing
forces must therefore possess mobility superior to or at least equal to that
of the enemy. If mobility resources are not adequate for the entire force,
the portion having mobility superior or equal to that of the enemy is used
to hold and harass the enemy.
168. Type Retrograde Operations
A retrograde operation is categorized as a retirement, withdrawal, or
delaying action. In a brigade operation, all three categories may be
employed simultaneously by different; elements with frequent changes to
meet the situation. Under all circumstances and categories of operations,
the movement is conducted in a deployed formation with all units pre-
pared to resist the enemy at all times. See chapter 7, FM 61-100 for
further details on retrograde operations.
169. Characteristics of Retrograde Operations
Retrograde operations are actions involving movement; therefore con-
siderable attention, during the planning phase, is given to terrain and
weather as it will affect the tactical plan and movement. Obstacles,
trafficable areas, long range observation, road networks and vegetation
are all evaluated in their relation to the operation.
a. Good approaches are denied the enemy or destroyed as the with-
drawing forces pass over them. Defiles are blocked and natural obstacles
are reinforced with artificial obstacles. Mined areas are contaminated
173. General
A withdrawal is an operation wherein a main force disengages from
enemy contact. Contact may be general or confined to certain portions
of the force. Certain elements remain in contact with the enemy to
prevent his unrestricted followup of the main force and to inflict maximum
damage on his formations by fires or appropriate maneuver action. In a
division withdrawal, the brigade may control all or part of the with-
drawing elements or provide a covering force as security to the forces
engaged in the withdrawal. These operations are typed as daylight and
night withdrawals and techniques of execution are based on the type to
be employed.
a. Essentially a night withdrawal is planned and based on secrecy and
deception and a daylight withdrawal envisions the withdrawing unit
fighting its way to the rear by a series of delaying actions. In view of the
losses associated with a daylight withdrawal, it is avoided whenever
possible in favor of a night withdrawal.
b. Normally the time and conditions for a withdrawal are prescribed in
directives from higher command. When the decision for the type with-
drawal rests with the brigade commander, he is guided by weighing losses
expected from a daylight withdrawal against those he will accrue in de-
laying the withdrawal until the hours of darkness. In arriving at such a
decision and in the conduct of a directed daylight withdrawal, maximum
use should be made of smoke and all other resources to create deception.
174. Planning
Planning for a withdrawal involves close attention to detail, thorough
briefing and reconnaissance by all subordinate elements. Consistent with
security requirement, commanders should provide for their subordinate
leaders to reconnoiter the area wherein they are expected to operate.
Elements that are expected to operate on independent missions are per-
mitted to conduct reconnaissance in any case. Planning and directives
for the operation must include the following essential elements. See figure
31.
a. Time and priority of withdrawal of subordinate units.
b. Zones, phase lines, and routes of withdrawal to be employed.
c. Provision for security and covering forces and the locations of each.
d. Provisions to prevent compromise of the intention to withdraw.
e. Organization for combat and time phasing of attachments and sup-
port.
f. Provisions for disposal or destruction of supplies and equipment,
except medical, in a manner and at a time so as not to compromise the
plan of withdrawal.
g. Provisions for administrative support during the operation.
AGO 3326B 163
h. Provisions for locating, treating and evacuation of all wounded
prior to the withdrawal.
i. Location of position to be occupied subsequent to the withdrawal
and disposition of forces therein.
j. The detailed plan must include provisions for breaking contact in
a daylight withdrawal and action to be initiated in the event the enemy
attacks to follow up a night operation.
FEBA FEBA
BDSERVE
BDE COVERING
POSITION
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G BRIGADE RESERVE.
Section I. GENERAL
183. Purposes and Types
a. Conservation of fighting power, maintenance of effectiveness, and
the tactical plan and changes thereto, may require the periodic relief of
committed units. Under nuclear conditions it may be necessary to replace
company and battalion size units whose combat effectiveness has been
destroyed or greatly reduced by nuclear fire. Such reliefs are effected by
a relief in place, a passage of lines, or withdrawal through a rearward
position.
b. The entire brigade may participate in a relief, a passage of lines, or
a withdrawal through a rearward position, or it may direct and control
any or all of these operations internally.
184. Definitions
a. Relief in Place. A relief in place is an operation in which all.or part
of a unit is replaced in a combat area by another unit. The combat mission
and area of operation responsibilities of the relieved unit are assumed by
the relieving unit. The relief in place is executed when the unit being
relieved is on the defense. The relieving unit may have the mission of
continuing the defense or preparing for a subsequent attack. In either
case the relieved unit or elements are withdrawn.
b. Passage of Lines. A passage of lines is an operation in which an
incoming unit attacks through a unit which is in contact with the enemy.
Elements of the unit being passed through remain in position and support
the attacking unit until their fires are masked, at which time they may
remain in position, be withdrawn, or committed to other action in the
area of the attack.
c. Withdrawal Through a Rearward Position. A withdrawal through a
rearward position is a passage of lines to the rear in which the unit with-
drawing transfers responsibility for the sector to the unit through which
it withdraws. This operation is normally conducted as part of the defense
or delaying action and is discussed 'in chapter 8.
185. Considerations Affecting the Choice of Reliefs
A unit may be relieved of zone or sector responsibility by a relief in
place or a passage of lines.
a. Relief in Place. When sufficient time is available, the relief in place
prior to an attack should be employed in those situations where-
(1) The unit being relieved is required in another area prior to, or
just after the attack is launched.
Section I. GENERAL
192. Scope
a. This chapter discusses the following operations in relation to the
infantry, airborne and mechanized brigade and is appropriate to the
separate brigade with changes where necessary for differences in organiza-
tion.
(1) Airborne operations.
(2) Linkup operations.
(3) Amphibious operations.
(4) Antiguerrilla operations.
(5) River crossings.
(6) Raids, feints, and demonstrations.
(7) Combat in fortified and built.up areas.
(8) Long range patrols.
b. The brigade has the capability of conducting all of the above opera-
tions, although it may have to be augmented with special equipment and
undergo specialized training for some. The tactical principles covered
in other portions of this manual are applicable to these tactical operations.
c. Appendix I lists other manuals -which cover in greater detail the
tactical operations covered in this chapter.
193. General
a. Scope. This section covers the broad aspects of airborne operations
in which the brigade may participate. Detailed information on the
planning and conduct of airborne operations at battalion level is con-
tained in FM 57-10 and FM 57-35.
b. Definitions. See figure 33.
(1) Airborne operation. An airborne operation is the movement
and delivery by air of tactical and tactical support elements
and their logistical support into an objective area for execution
of a tactical or strategic mission. Ground forces participate in
an airborne operation in either a parachute or an air-landed
role. Airborne operations include joint airborne and airmobile
operations.
(a) Joint airborne operations. In joint airborne operations,
participating forces are provided by two or more services;
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200. General
A linkup involves the juncture of two converging ground forces. It
may be conducted as a part of the following operations: airmobile or
joint airborne operations; an attack to assist, or the breakout of, an
encircled force; an attack to join a force of infiltrators; or in the conver-
gence of separate forces. The brigade may participate in linkup opera-
tions as a part of a larger force or it may conduct operations within its
own resources which require linkup.
201. Planning for Linkup
Planning for linkup must insure close coordination of the efforts of the
linkup force and the force with which linkup is made (the stationary
force). Plans are prepared and coordinated in advance and include the
following (fig. 36).
a. The command relationship of forces involved in a linkup operation
must be established prior to the operation to insure a clear delineation
of responsibilities. The stationary force may be attached to the linkup
force or the linkup force may be attached to the stationary force. In
addition, both forces may come or remain under control of a higher
commander. The headquarters directing the linkup establishes the
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FORCE)
NOTES:
3. NFL 6 BECOMES EFFECTIVE FOR AND APPLIES TO BOTH FORCES AFTER LINKUP.
ADDITIONAL FIRE CONTROL MEASURES SUCH AS BOUNDARIES WILL BE ESTABLISHED
AT THAT TIME.
207. General
a. Guerrilla warfare is conducted primarily by irregular forces organized
on a paramilitary or military basis to attack, harass, and divert the
enemy. As a normal part of its tactical operations, the brigade protects
itself against guerrilla attack. Enemy guerrilla operations are usually
associated with other resistance activities such as: passive resistance,
espionage, subversion, sabotage, diversion, reprisal, and propaganda.
b. The brigade may conduct operations to reduce or eliminate large
scale guerrilla activity as part of the division or independently using all
or part of its attached elements.
c. Antiguerrilla operations which the brigade may perform include-
(1) Offensive action to destroy or capture guerrilla forces and
underground elements supporting them.
(2) Providing security for vital military and civil installations.
(3) Eliminating bypassed enemy conventional forces whose actions
resemble guerrilla actions.
(4) Securing and maintaining supply lines.
(5) Denying guerrilla forces all sources of supply, reinforcement,
communication and recruiting including the denial of civilian
support to the enemy guerrilla forces.
d. The brigade may also be directed to conduct operations in con-
junction with U.S. sponsored guerrillas operating in its area of influence.
Normally operations of such guerrilla forces are coordinated by special
forces detachments, but the brigade may have to deal directly with
the guerrilla force.
e. For detailed information on antiguerrilla operations, see FM's 31-15,
31-21, and 31-21A.
208. Basic Considerations for Antiguerrilla Operations
a. In order to function effectively, guerrilla forces normally require
four essential elements: a secure base of operations, a source of supply,
an intelligence system, and adequate communications. In an anti-
LINE OF ENCIRCLEMENT
(PHASE LINE ALFA)
NOTES: (1) TROOPS MOVE QUICKLY AND SILENTLY TO POSITIONS ON THE ENCIRCLEMENT
(PHASE LINE ALFA) TO ACHIEVE SURPRISE.
(2) ON ORDER, STRONG PATROLS ARE SENT FORWARD AND THE LINE OF ENCIRCLE-
MENT IS CONTRACTED
(3) UPON REACHING PHASE LINE BRAVO, TROOP MOVEMENT MUST BE CLOSELY
COORDINATED TO PRECLUDE FIRING INTO OTHER UNIT AREAS. A TASK
FORCE MAY BE SENT INTO AREA TO CLEAR OUT REMAINING GUERRILLA FORCES.
215. General
a. The purpose of a river crossing is to pass over the river obstacle as
rapidly and as efficiently as possible and continue an attack to destroy
the enemy or seize an assigned objective which will protect the crossing
of the remainder of the force. It is an offensive operation differing from
other offensive actions primarily in the application of techniques. How-
ever, it usually requires specialized crossing equipment and trained
personnel. For detailed considerations of river crossing operations, see
FM 31-60.
b. Whenever possible, a crossing is accomplished on a broad front to
facilitate dispersion. However, crossing sites are usually limited in
number, thus resulting in the canalization of attacking forces. Plans
must therefore include provisions for control of forces on the near shore
223. General
Combat in fortified and built-up areas is discussed in detail in FM
31-50.
227. General
A defile is any terrain feature, natural or artificial, which tends to
constrict the passage of troops. Therefore a mountain pass, a gap
through a minefield, a river crossing site, a bridge, or an area between two
radiated areas are all defiles.
a. Preparation and Passage. The reconnaissance must consider all
possible routes. Planning for an alternate route is essential. Major
engineer effort required to prepare a defile for passage should be conducted
preferably at night or under conditions of low visibility. All movements
to the defile target area must be very rigidly controlled by traffic control
points or by a coordinator separate and distinct from the target area
coordinator. Traffic control points must insure that the flow of vehicles
is maintained constant, without halts or grouging directly into the defile
target area or into the designated dispersed holding areas on a scheduled
plan. Units must plan in advance to move directly into a holding area or
the attack position upon clearance of the defile target area. Since an
obvious defile is a prime enemy target, deception will serve to hide the
real intentions and insure successful passage.
b. Passage Procedure. Rapid passage of a defile is the best defense
against annihilation. Where relatively high speed is not feasible,
perfectly timed traffic control which insures no large gaps, no halts, and
optimum use of the route will achieve the same purpose. Increased
AGO 3326B 211
spacing between march elements will serve to make the target offered to
the enemy less lucrative, but such a procedure slows the advance and
prolongs the concentration of combat strength and the prompt commit-
ment of exploiting forces. In most tactical situations the speed of
advance is paramount, consistent with not offering the enemy a truly
profitable target.
c. Control. Traffic control must be absolute. One individual with
intimate knowledge of the defile and its approaches must be designated
by the commander as the defile target area coordinator and made com-
pletely responsible for planning and regulating its passage. This indi-
vidual is preferably the S3 who has paramount interest, although the
commander may designate the Engineer or his Military Police Officer
upon occasion. One of the coordinator's primary functions is to insure
continually that the defile target area is maintained devoid of all un-
essential personnel and equipment. Regardless of the individual so
designated, competent assistants (preferably trained MP's) must be
posted at all critical points to insure the uninterrupted flow of traffic.
Route locations which may cause accidents or halt traffic must be pre-
determined and wreckers positioned to clear the routes in any emergency
(fig. 38).
HOLDING
CA_~~~XHOLDING
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DIRECTION OF MOVEMENT / -
AREA
EFFECTIVE RANGE
NUCLEAR BURST
Section I. GENERAL
1. Responsibilities
a. The brigade commander is responsible for the installation, opera-
tion, and maintenance of the brigade communication facilities and for
the brigade functioning as part of the division signal system. All
subordinate commanders of the brigade are responsible for, and exercise
tactical and technical control over, the communications system within
their commands. Tactical control insures that the systems are established
and maintained properly to meet the operational requirements of the
tactical situation and operational environment. Technical control
includes the supervision of the methods of installation, operation,
maintenance, and supply of the signal equipment employed. A properly
established communication system provides the commander with parallel
means of communication for efficient command, control, and administra-
tion of his unit. The system provides the commander with the capability
to control the actions of his units; to coordinate his supporting fires; to
receive and transmit orders and information; to maintain contact with
higher, lower, attached, supporting, and adjacent units; and to coordinate
logistical and personnel matters. The communication platoon is under
the operational control of the brigade communication officer.
b. Establishing and maintaining communication between units is
governed by the following rules:
(1) The higher unit is responsible for establishing and maintaining
communication with the subordinate (including attached)
units.
(2) A unit supporting another is responsible for establishing and
maintaining communication with the supported unit.
(3) Lateral communications (except radio) between brigades is
established by a forward command communication signal
section and a forward area signal center platoon of the division
signal battalion. Lateral radio communication between bri-
gades withina division is undertaken, without prior arrangement,
on the division command/operations net and division intel-
ligence/operations net. The rule for establishing lateral
communication from left to right is applicablefor the subordinate
units of the brigade.
(4) When contact is lost, units share the responsibility of reestab-
lishment of communication.
AGO 3326B 217
2. Communication Support for the Brigade
a. The establishment of a division area communication system by the
division signal battalion provides for the installation of forward area
signal centers and forward command communication signal sections
within or near the major divisional elements (FM 11-50). These
installations are operated by the forward communication company of the
division signal battalion, and provide the connecting link between the
brigade headquarters and the division area communication system
(fig. 9).
b. Each forward command communication section of the forward
command communication platoon locates itself within the CP area and
provides each brigade with-
(1) Radio relay, telephone carrier, or field wire circuits as necessary
to connect the brigade headquarters into the two main command
echelons of the division.
(2) A radio teletypewriter station in the division command net.
c. Each forward area signal center platoon connects the brigade head-
quarters into the area communication system as well as providing signal
communications to units in the division area supplemental to organic
capabilities on a 24 hour-a-day basis. This platoon is normally located
in vicinity of the brigade trains. They establish and operate-
(1) Message center, cryptographic, teletypewriter terminal and
switching service.
(2) Manual telephone central, installation of telephone lines to
users and provision of telephone instruments if otherwise not
available to users.
(3) Patching and switching facilities for wire and radio relay trunk
circuits in the division area communication system
(4) Radio relay, telephone carrier, or field wire circuits as necessary
to connect users into the division area communication systems.
(5) An FM radio/wire integration station to connect mobile FM
radio stations into the division area communication system.
21. Training
a. Communication training is conducted in these phases: individual,
unit, and operational readiness training. During basic combat training
and advanced individual training, communication personnel are trained
in basic military subjects and qualified in their MOS. They also receive
some specialist training in their primary duties. Each man is taught
how to fight as an infantryman. Specialist training is conducted best in
division and lower unit schools (particularly applicable to radio opera-
tors). Certain specialists, such as brigade communication officers, com-
munication chiefs, and radio mechanics, should receive their training at
service schools. Other specialist training is best conducted at unit
schools.
b. During basic and advanced unit training, specialist training is com-
pleted and communication personnel are trained in the communication
technique for all types of tactical operations. Before participating in
exercises involving entire units, command post exercises are conducted
with commanders and staffs present. These develop skill in procedure
for the installation, operation, and movement of command posts. The
personnel are trained to install, operate, and maintain communication
systems in fast-moving situations, during all conditions of weather,
visibility, and terrain.
c. In the field exercises and maneuvers phase (combined arms training),
tactics and techniques of communication units working with higher,
supporting, attached, and adjacent units are emphasized. This phase
includes each unit participating, as part of a larger unit through a series
of field exercises and maneuvers. As specialists become proficient in
their primary duties, they are rotated to learn the duties of other selected
key members of their unit.
d. As specialists become fully qualified in their primary MOS, they
should be trained in the next higher skill or cross-trained in an appro-
priate secondary MOS.
29. Displacement
a. Displacement is coordinated to avoid disrupting communication and
losing control. Before a location is changed, the minimum communica-
tion facilities required at the new CP are established. This requires that
the communication officer be notified well in advance of the estimated
time of displacement. Other units concerned are notified of the contem-
plated change. When the new location is not already prescribed, the S3
confers with the brigade communication officer and submits recommenda-
tions for the new location to the commander. The S2 must be consulted
with respect to the vulnerability from nuclear weapons attack of any
location considered. A quartering party, including the S1, the brigade
communication officer, guides, and security and communication personnel,
goes to the new location. The exact site is selected and the locations for
the different installations are designated. Communication is established
and guides and security personnel are posted.
b. When the site is ready for occupancy, the commander is notified.
The command group moves to the new location according to his instruc-
tions. Enough personnel, including communication personnel, remain at
the old command post to operate and close it. On the commander's
orders, the old command post is closed and the new command post opened
at the same time. All communication personnel go to the new site,
except a guide who remains to direct messengers to the new location.
AGO 3326B 239
c. The brigade and the forward command communication signal
section and area signal center platoon supporting it coordinate closely to
insure continuous communication during the displacement.
Defense:
Air ------------------------------------ 41 45
Airborne attack -------------------------- 158 153
Antitank ------------------------------- 157 153
Area ------------------------------------- 140 132
Armor ----------- 157 153
Communication --------------------- 150, (app. II, 34) 141,245
Conduct - ------- ------- ------- ------- 153 146
Echelons .--------------------------------
142,143 133,135
Fortified area ----------------------------- 224 209
Fundamental considerations ----------- 139 129
Guerrillas -..------- ------- ------- 159 154
Infiltration -- _ 169 160
Mobile --------------------------------- 140, 154 132, 150
Objective area, joint airborne operations ---- 197 184
Offensive maneuver ----------------------- 139 129
Planning ------------------------------- 146-155 137
Purpose -------------------------------- 137 129
River line ------------------------------- 155 150
Roles of brigade ------------- ------------ 141 132
Security echelon -------------------------- 143 135
Types - ---------------------------------- 140 132
Delaying action ------------------------------ 168, 171,177 160, 161,166
Conduct -------------------------------- 179 168
Planning ------------------------------- 178 167
Selection of positions ------------------- 178 167
Deliberate river crossing ---------------- 216 205
Demonstrations .-.. .......................
222 208
Depth defense ------------------- 139 129
Detachments left in contact --.-------- 175 165
Direct support ----------------- 65 66
Direction of attack --------------------------- 102 101
Discipline, law and order ---------------------- 73 73
Dispersion ------------------------------ 139 129
Displacement of command post ------------ 23, (app. II, 28-29) 24, 239
Distribution of supplies ------------------------ 80 76
Division administrative support elements -------- 78 74
Objective:
Infiltration ---------------------------- 125 120
Offense -------------------------------- 96,102,125 91,101,120
Obstacle ------------------------------------ 95, 157, 178 89, 153, 167
Offense:
Choice of maneuver ----------------------- 91 85
Conduct -------------------------------- 90, 112-118 84,111
Envelopment ----------------------------- 91 85
Mission ---------------------------------- 90, 93 84, 88
Penetration ------------------------------- 119-122 115
Planning .------------- 92-106 86
Preparation ---------------------------- 114 112
Operational control ------------------.--------- 65 66
Operations and training officer ------------------ 17 16
Salvage -------------------------------- 84 81
Scheme of maneuver. (See Maneuver, scheme of.)
Scout section ------------------------------- 32 30
Secrecy -------------------------------- 173, 174 163
Security:
Area ----------------------------------- 164 158
Communication ---------------------- (app. II-20, 27) 233, 239
Defense ------------------------------- 139 129
Relief in place -..------------------------ 187 174
Retrograde ------------------- 169, 174 160, 163
Security forces:
Brigade ------------------- 161-164 155
General -------------------------------- 103 104
Sequence of relief ----------------------------- 187 174
Sergeant Major ------------------------------- 17 16
Signal corps units ------------------- 63 66
Spoiling attack ------------------------------- 147, 153 137, 146
Staff:
Relationships with commanders -------- 15 15
Special -------------------------------- 16, 18 15, 19
Supervision ------------------- 15, 17 15, 16
Unit ----------------------------------- 16, 17 15, 16
Successive positions .------------------ 177 166
Supporting attack ---------------------------- 98, 120, 123 93, 115, 117
Supply --------------------------------- 80 76
Surgeon -------------------------------- 18, 86 19,81
G. H. DECKER,
General, United States Army,
Official: Chief of Staff.
J. C. LAMBERT,
Major General, United States Army,
The Adjutant General.
Distribution:
Active Army:
NG: Div; Div Arty, Div Trains, Bde, Bg (3); Combat Comd, Regt, Gp (1); Inf
Bn (3); Inf Co, FA Btry, Engr Co, Troops (1).
USAR: Same as Active Army except allowance is one copy to each unit.
For explanation of abbreviations used, see AR 320-50,