PAM 8-03 - Training Exercise
PAM 8-03 - Training Exercise
TRAINING EXERCISE
TRAINING EXERCISE
Philippine Army Manual 8-03 (PAM 8-03) dated 21 May 2014 is promulgated
on authority of the Commanding General, Philippine Army
PREFACE
1. Purpose
This manual sets forth the procedures for the Philippine Army to
precisely plan, conduct, and sustain its training exercises.
3. User Information
4. References
5. Rescission
6. Gender
CONTENTS
Title Page i
Promulgation Note iii
Preface v
Contents vii
ANNEXES
CHAPTER 1
TRAINING MANAGEMENT, TRAINING FUNDAMENTALS, AND TRAINING
EXERCISES
RESOURCE
PHASE
PLANNING TRAINING
FEEDBACK
PHASE PHASE
EVALUATION
PHASE
BACKWARD
PLANNING
a. Identify.
b. Program.
c. Coordinate.
d. Obtain.
The operational missions of the Army include not only war, but also
military operations other than war (MOOTW). Operations may be conducted
as major combat operations, a small-scale contingency, or a peacetime
military engagement. Offensive and defensive operations normally dominate
military operations in war along with some small-scale contingency, or a
peacetime military engagement. Stability operations and support operations
dominate in MOOTW. Commanders at all echelons may combine different
types of operations simultaneously and sequentially to accomplish missions in
war and MOOTW. Throughout this document, we will emphasize the primary
function of the Army-to fight and win our Country’s wars. These missions also
require training; future conflict will likely involve a mix of combat and MOOTW,
often concurrently. The range of possible missions complicates training.
Army forces cannot train for every possible mission; they train for war and
prepare for specific missions as time and circumstances permit. The nature
of world crisis requires Army level, warfighting will encompass the full
spectrum of operations that the Philippine Army may be called upon to
execute. Warfighting in units is refined and focused on assigned wartime
missions or directed change of missions.
Resources for training are not unconstrained and compete with other
missions and activities. Time is the inelastic resource, there is not enough
and it cannot be increased. We cannot do everything; we must forge and
sustain trained and ready forces. Training for the warfight, training to maintain
near-term readiness is the priority; compliance training and non-mission
activities are of lower priority. If training cannot be conducted, readiness
reports are the vehicle to inform the Philippine Army’s leadership of the risks
being assumed.
3. How the Army Trains the Army. Training is a team effort and the
entire Philippine Army—the institutional training base, units, and each
individual soldier—has a role that contributes to force readiness. The
Philippine Army is responsible for resourcing the Army to train. The
institutional Army including schools, training centers, and NCO academies, for
example, train soldiers and leaders to take their place in units in the Army by
teaching the doctrine and tactics, techniques, and procedures (TTP). Units,
leaders, and individuals train to standard on their assigned missions, first as
an organic unit and then as an integrated component of team. Operational
deployments, and major training opportunities such as major training
exercises. Combat like training, and external evaluations (EXEVAL) provide
rigorous, realistic, and stressful training and operational experience under
actual or simulated combat and operational conditions to enhance unit
readiness and produce bold, innovative leaders. Simultaneously, individual
soldiers, NCOs, and officers are responsible for training themselves through
personal self development. Training is a continuous, lifelong endeavor that
produces competent, confident, disciplined, and adaptive soldiers and leaders
with the warrior ethos in our Army. Commanders have the ultimate
responsibility to train soldiers and develop leaders who can adjust to change
with confidence and exploit new situations, technology, and developments to
their advantage. Effective training produces the force-soldiers, leaders, and
units-that can successfully execute any assigned mission.
have little time to learn non-standard procedures. Therefore, units must train
to the standards.
f. Train to adapt.
2) Enemy/threat capabilities.
3) Operational environment.
5) Training environment.
UNIT PROFICIENCY
PLATOON PROFICIENCY
SQUAD PROFICIENCY
INDIVIDUAL PROFICIENCY
To win air-land battles, all elements of the combined arms and services
team must be integrated and need to function effectively on the battlefield.
Commanders must be competent in their command and control tasks. Battle
staffs must be proficient in executing staff planning responsibilities to achieve
full integration of supporting arms and services. Training that enhances these
skills should receive emphasis at battalion level and above. The three
categories of command and control training are battle staff training,
survivability training, and combined arms and services training.
10) Local security, to include calls for indirect fire and close
air support.
1) Fire support.
2) Intelligence.
3) Electronic warfare.
5) Ground maneuver.
6) Anti-armor.
7) Combat support.
combined arms integration. Once technical proficiency by the battle staff has
been achieved, it should be integrated with supporting, supported, and
adjacent units in full-scale exercises against a target array or OPFOR that
realistically represents the enemy. Although the battlefield cannot be
replicated completely, it should be represented accurately to include
electronic warfare, sensor, and electronic intelligence targeting. Training aids
such as emitters, transponders, jammers, and OPFOR vehicles / personnel to
represent the enemy formations allow the commander to train the unit to
operate under combat conditions.
4. Phases.
AARs should be used at every echelon, and they should occur as often
as necessary to ensure that participants learn from the training conducted. If
the exercise divides into deployment, attack, and defense, for example, an
AAR should be conducted after each phase. If significant events, such as a
movement to initial positions and a deliberate river crossing, occur in a phase,
an AAR should likewise be held after each significant training event. Annex G
contains additional information on AARs.
CHAPTER 2
EXERCISE PLANNING
b. Survivability training.
An exercise must never be conducted simply for its own sake. It must
always help attain training objectives which are tied to the unit’s mission.
Legend:
A – Battle Staff Training CFX – Command Field Exercise LFX – Live Fire Exercise
B – Survivability Training CPX – Command Post Exercise MAP EX – Map Exercise
C– Training System FCX – Fire Coordination Exercise FTX – Field Training Exercise
TEWT – Tactical Exercise Without Troops
Use of Terrain X X X X
Actual Maneuver of Units X X X X
Staff Procedures X X X X
Weapons Em ployment X X X X X
Fire Support Planning and Coordination X X X X X
Combat Support X X X
Systems Integration X X X X X
Survivability X X X
Contingency Operations X X
Communications/electronics X X X
Intelligence/EW X X X
Direct and Indirect Fire Control
X X X X
Coordination
Air Defense X X X X
Engineer Systems* X X X X X
* Mobility, counter mobility, and survivability operations
3. Facilities and Land. Planners must consider the environment for the
exercise and the impact of weather. If inadequate land or facilities will
seriously degrade training, planners may have to alter the exercises. For
example, if an FTX has been selected but the available training areas are not
large enough to allow unit tactics to be realistically played, the planners may:
b. Fire control.
5. Time. The time allocated for each exercise must permit appropriate
troop-leading steps to be exercised, as well as develop tactical situations that
lead to logical and sound tactical employment of player units. The time should
also be allocated for conducting complete logistical support of tactical
operations, as well as for an appropriate AAR.
consisting of two-man tank crews can be expected to gain very little from an
LFX. Personnel shortages might also cause commanders to conduct CFXs
rather than FTXs.
Simulations will not correct all command and control training problems
or substitute for field training. If properly used, they can provide a readily
acceptable means for exercising significant elements of the command and
control system.
Battle simulations have the following characteristics:
c. Conducting research.
f. Conducting a reconnaissance.
l. Conducting a rehearsal.
c. Indicate the time frame for the exercise, its physical location,
and the duration of its execution phase. The location, time, and duration must
be consistent with the type of exercise selected, the participating units, and
the training objectives.
Planning Milestones
Developed early in the process, milestones will ensure full and timely
completion of the planning effort. Typical milestones for a brigade-size FTX
are shown in Table 2.4. Exercises that involve reserve units also require extra
planning and preparation time.
DATE MILESTONE
E-13 to 14 months Exercise inserted in the long-range planning calendar
E-120 days Training objectives and planning responsibilities assigned
E-115 Exercise selected
Exercise area selected (may be required sooner based
E-110
upon local maneuver area allocation requirements
E-100 Exercise directive published
Research completed and supporting plan schedule
E-90
prepared
E-75 Outline Plan developed
E-70 Reconnaissance conducted
E-60 LOI and scenario prepared
OPLAN and supporting plans and documents prepared
E-30
and issued
Terrain prepared and Controllers, Evaluators, and
E-15
Umpires trained; Players brifed
OPFOR, Controllers, Umpires, Evaluators, and
E-7 to E-13
communications rehearsed
E-2 Unit movement conducted
E to E+5 Exercise (STARTEX to ENDEX conducted
E+7 After-Action review conducted
E+12 After-Action report completed
*E = Exercise (the first day of maneuver or STARTEX)
COMPLETION / STAFF
EX ERCISE S UPPORT PLAN START DATE
APPROV AL DATE RESPONSI BILITY
1. Maneuver Damage
E- 50 E-30 G7
Plan
2. Information Plan E-50 E-31 G7
3. CMO Plan E-50 E-32 G7
4. Administrative /
E-50 E-32 G1 / G4
Logistic Plan
5. Communication Plan E-49 E-34 G6
6. Cont rol Plan E-45 E-35 G3 / G1
7. OPFOR Maneuver
E-60 E-50 G2/ G3
Plans
8. Intelligence Plans E-60 E-50 G2 / G3
The outline plan is the framework used to build the scenario—the story
of the exercise. The procedures for developing the outline plan depend on the
size of the unit involved. In small-unit exercises at company and battalion
levels, the reconnaissance phase and the outline planning considerations are
normally combined. For large-unit exercises, these two phases are separated.
Nonetheless, exercise directors and staffs take the same actions in preparing
outline plans for large-unit and small-unit exercises.
6. Conducting a Reconnaissance.
Planners should make the most efficient use of land allocated for
exercises. They should first study updated maps of the areas with updated
aerial photographs, if available. They should analyze the land to determine its
military features, including observation and fields of fire, cover and
concealment, obstacles, key terrain, and avenues of approach. For example,
if an exercise starts with the mission "deliberate attack," the planners should
first select the final objective. They then plan backward, choosing a possible
assault position, a line of departure, an assembly area, and other control
features normally used in the attack.
Plans must be developed that fully use the terrain but do not abuse it.
The use of legs, as illustrated in Figure 6, is one method of ensuring that
terrain does not suffer from excessive maneuver damage.
Defend Leg
AA2 AA1
Attack Leg
For the training exercise to run smoothly and accomplish its objectives,
written support plans must contain practical guidance for the exercise
participants. The plans discussed in this section are distributed to the
appropriate controllers, umpires, evaluators; OPFORS, and players.
LEGEND:
PAO – Public Affairs Officer
SJA – Staff Judge Advocate
a. Intelligence Plans
Before writing an intelligence plan, the G2/S2 studies the directive and
the scenario. In coordination with the G3/S3 and designated OPFOR
commander, the G2/S2 prepares a series of OPFOR situations. These will
guide the exercise in a scenario that reflects the tactical doctrine, capability,
and vulnerability of the selected adversary. The G2/S2 then reconnoiters the
terrain to ensure that the OPFOR situations are feasible. The intelligence plan
and its support documents must be carefully coordinated with the control plan
and the operations plan.
(3) Patrols.
b. Control Plans
The administrative and logistics plan provides for actual combat service
support of the exercises. The planning staff G4/S4 coordinates with the
G1/S1, G7/S7, and appropriate special staff officers regarding CSS. The
G4/S4 determines the availability of essential supplies and maintenance
support and plans for medical evacuation and traffic control.
The administrative and logistics plan must match the scenario and
operation plan. It contains instructions for the realistic play of CSS for both
OPFOR and friendly units. It also provides for the concurrent training of the
CSS elements involved. Logistic support must conform to the logistic policies
of the exercise. The planning staff G4/S4 coordinates closely with the G1/S1
and G7/S7 to prepare the plan, which covers all phases of the exercise.
d. Movement Plan
The maneuver damage control plan is closely related to the claims plan
described later in this chapter. The maneuver damage control plan prescribes:
1) General policies.
3) Areas of responsibility.
The CMO plan, prepared by the planning staff G7/S7, establishes the
scope and objectives of CMO play in the exercise. It may cover the
employment of civil affairs units and staffs during the exercise, as well as
those portions of the PSYOP plan consolidating PSYOP activities in support
of the civil affairs plan.
i. Information Plan
The planning staff information officer coordinates with all staff sections
to prepare a public information plan that will develop public support of the
Philippine Army's mission. The scope and objectives of the exercise
determine the extent of this plan. In the interest of sound public relations, the
exercise director should prepare the local population for any unusual or
inconvenient situations that may arise.
7) Unit orientation.
j. Claims Plan
8) Off-limits areas.
k. Comptroller Plan
The planning staff G3/S3 formulates a plan for required records and
reports based on the exercise director's guidance. At a minimum, it requires
an AAR upon completion of the exercise. The plan designates the
commanders who must conduct AARs and prescribes the format, number of
copies, and suspense date for after-action reports. All reports are tabulated to
show the:
1) Proper title.
2) Basic references.
3) Submitting unit.
5) Suspense date.
6) Format.
8) Method of transmission.
Once the exercise director has approved the outline plan, the primary
planning staff (G3/S3 and G2/S2), along with other staff participation,
complete the scenario. Scenarios are stories for training exercises. They list
the events that lead up to the points requiring player units to execute their
operation orders (OPORDs) and thus begin the exercises. These lists include
the facts necessary to place player units in the desired tactical settings prior to
STARTEX. Scenarios guide umpire, controller, and evaluator personnel so
that the exercise will progress according to predetermined plans. Although
scenarios are normally in narrative form, overlay scenarios may be used for
small exercises with limited objectives. Scenarios portray a series of tactical
situations. They are supported by OPLANs to include the annexes and
overlays necessary to meet the command objectives.
n. General Situation
o. Initial Situation
The initial situation places the player unit in a tactical situation before
STARTEX. If a pre exercise phase is used to prepare an OPLAN, the
prepared OPLAN is converted to an OPORD at, or prior to, STARTEX by a
fragmentary order (FRAGO). However, if a pre exercise phase is not used, an
OPLAN is developed during the initial phase. It provides the basis for
subsequent operations. The requirements for the initial situation will depend
on when the player OPLAN is developed. In any case, the controllers should
review the OPLAN for format and content, since the preparation,
dissemination, and supervision of plans, orders, and estimates are normally
prime objectives of any exercise. The annotated OPORD should be used as a
model format.
The initial situation should cause the G2/S2 to begin IPB. Through
careful analysis of the terrain, avenues of approach, and adversary doctrinal
templating, the player unit can determine the most dangerous avenue of
approach and the most likely enemy configuration. At STARTEX, the player
unit should have sufficient enemy intelligence information as would
realistically be available in wartime. This information should be provided
through player channels to the lowest level to ensure a consistent portrayal of
the enemy situation. Failure to disseminate intelligence to subordinate units
should be addressed in the AAR.
p. Subsequent Situations
The exercise scenario is the basis for the OPLAN. The OPLAN is the
responsibility of the planning staff G3/S3. However, all members of the
planning staff must share in developing the OPLAN to produce the various
supporting annexes and overlays that it requires.
The complexity of the OPLAN may vary with the scope of the exercise.
For example, the OPLAN for a battalion-level exercise may be issued as a
verbal order. Warning orders and FRAGOs to initiate continue, change, or halt
operations are often prepared in advance in support of exercises conducted
for the purpose of evaluating or testing multiple units under like conditions.
The LOI is prepared in a format that is easy to use and provides all the
necessary information. If the exercise is very large or complex, annexes to the
LOI may address specific subjects.
The first draft of the LOI is published far enough in advance of
STARTEX to allow all concerned agencies, major subordinate commands,
and special staff members to respond and submit comments. The final
version of the LOI is published only when these comments have been
considered and incorporated.
SEE DISTIRBUTION
1. PURPOSE. This paragraph states what the LOI I designed to do; for
example, “To provide direction for planning, conducting, and controlling
FTX.
CHAPTER 3
CONDUCT OF TRAINING EXERCISES
The commander should receive an update briefing from the staff upon
his return to the TOC. This practice requires the staff to maintain an estimate
of the situation, which is continually updated during the course of their duties.
TOC operators brief their replacements when relieved at the end of their tour
of duty. The update briefing for the commander normally takes one of two
forms: a formal briefing attended by the senior shift personnel or individual
updates for the commander at each staff section.
The commander uses the update to ensure his estimate of the situation
is current, to evaluate the staff estimate, and to train the staff. Normally the
commander, who has observed the major actions of the unit and visited his
subordinate commanders, will have more current information than does his
staff. The staff update will often show that subordinate units have failed to
report essential information that SOP requires them to report. This experience
teaches the staff to insist upon prompt and continuous reporting. During the
update briefing, the commander coaches the staff on the proper formulation of
estimates, a disciplined thought process developed over time.
1. Description.
b. To exchange information.
c. To prepare estimates.
d. To give appraisals.
f. To prepare plans.
g. To issue orders.
MAPEXs are suitable for command and control training from battalion
through brigade levels. They are especially useful for multi-echelon staff
training when commanders want to involve the minimum number of soldiers
while fully exercising staff procedures and techniques at multiple echelons.
MAPEXs are relatively inexpensive. Their scenarios derive from event
schedules or from battle simulations, depending upon the resources available.
2. Characteristics.
Controllers must consider how the information they input affects player
staff sections under actual battle conditions. These inputs should make
players aware of the tactical and logistical situations, both friendly and enemy,
as well as of the impact of the civilian situation upon tactical operations. The
control group must render prompt and logical rulings for all tactical and
logistical situations that arise. When player and enemy forces make contact,
controllers allow the situation to develop until a tactical ruling is indicated or
required. The control group assesses casualties and damage and announces
engagement results. The company players use this information to paint the
battlefield picture to battalion headquarters. Since MAPEXs are training
vehicles, players, and controllers must not reveal information unavailable in a
real situation.
3. Personnel.
The number of control personnel required depends upon the size of the
player organization and the scope of the exercise scenario. If a simulation
drives the MAPEX, the instructions contained in the simulation package will
provide guidance for developing controller manning tables.
Both controller and player personnel must understand the specific job
positions and command echelons represented by members of the control
group. The control group represents all persons and units except those
specifically represented by the player units.
5. Phases
a. Pre-exercise.
scope, troop list, exercise area, and outline are approved, the player unit
commander and selected unit personnel should be briefed on the exercise.
The commander of the player unit uses the MAPEX LOI as the basis for
providing exercise information to subordinates. The planning staff also uses
the LOI to brief controllers, umpires, and evaluators.
CDR
Plans / Operations S3 S2 T
XO
T
T
T
S1 S4 FSO TACP
LEGEND:
FSO – Fire Support Officer TACP – Tactical Air Control Party
T – Telephone to Player Counterpart XO – Executive Officer
Note: This is a sample Brigade TOC. Planners should ensure that all members of the
combat team are represented as dictated by wartime task organization.
2) Training objectives.
3) Participating units.
4) Enemy situation.
5) Control organization.
6) Communications plan.
b. Execution.
Plans / Operations S3 T T
NBC S2 S2 (BDE)
T
T
T
S1 S4 T CDR
XO
Admin / Logistics Maps
T
Note: This is a sample Battalion TOC. Planners should ensure that all members of the
combat team are represented as dictated by wartime task organization.
Threat Di v
Assis tant Battle Map Controller
1 FSE 2 Maneuver
XXX
Battle Map
Battle Damage Chief Chief
Battle Controller
Map
Assessment Controller T
Tx
Assis tant
Assis tant Logistics Admin Battle Map
Tx
Battle Map Controller T Controller Controller
Controller
Tx
LEGEND:
ADA – Air Defense Artillery Tx – Telephone to Bn X used by players
FSE – Fire Support Element T – Telephone to Brigade counterpart
X – Player Company Commander, XO, FIST Chief – Threat
O – Controller
Note: This is a sample only. Planners should ensure that all members of the combat team
are represented as dictated by wartime task organization.
c. Post-exercise.
1. Description
a. To analyze terrain.
the special situation--an extension of the general situation that was issued in
advance of the TEWT--followed by the initial requirement. Group members
then solve each requirement individually and prepare to present their
solutions. Next, the group discusses individual solutions and develops a group
solution. The commander critiques the group and presents his solution.
Discussion of individual solutions generates interest and understanding of
tactics and optimum use of the terrain. By allowing group leaders to explain
unit dispositions for a given operation, TEWTs create a favorable environment
for a professionally challenging and informative class on subjects that impact
directly upon the unit mission.
2. Characteristics
For a successful TEWT, the commander must select the proper terrain
and reconnoiter it. This process is vital since the TEWT teaches tactics by
using actual terrain. The general area is selected from a map reconnaissance
and then followed up with an on-the-ground reconnaissance. Sites pre-
selected should be appropriate for the training objectives and flexible enough
to portray more than one practical solution. The various locations selected for
specific events during the reconnaissance become training sites for specific
situations. The time schedule identifies these locations by six-digit grid
coordinates.
3. Personnel
a. MOUT.
b. Deployment planning.
c. Mobilization planning.
d. Amphibious operations.
f. Intelligence-gathering techniques.
5. Phases
a. Pre-exercise.
verbal orders to introduce new situations will not only save time, but also give
subordinate commanders and staffs practice in working from verbal orders.
EVENT TIME
Introduction 5 minutes
General Situation 2 minutes
Situation & Requirements 120 minutes
Travel 15 minutes
Situation and Requirements 120 minutes
Summary 15 minutes___
TOTAL 4 Hrs 37 mins
4) Training objectives.
5) Personnel to be trained.
b. Execution.
c. Post-exercise.
1. Description.
are usually reduced, and CPs do not need to exercise all tactical
communications.
The most effective CPXs are conducted in the field. In field operations,
time and distance should realistically reflect Air Land Battle doctrine.
Operations should be continuous and use all organic and supporting
communications equipment. Commanders practice combined arms integration
and tactical emplacement and displacement of CPs. Each headquarters
should practice survivability operations such as dispersion, camouflage, and
security.
b. To exchange information.
c. To prepare estimates.
d. To give appraisals.
e. To prepare plans.
f. To issue orders.
2. Characteristics
tactical and logistical situations and cause player action. Field CPXs should
force the player units at all echelons to emplace and displace their TOC. TOC
displacement teaches the units to use tactical and main CPs, to perform
continuous operations and reconnaissance, and to set up organic and
supporting communications systems. It also provides realistic time and
distance experience.
The control group renders prompt and logical rulings for all tactical and
logistical situations that arise during exercise play. When player and threat
forces make contact, controllers allow the situation to develop until a tactical
ruling is indicated or required. Rulings are based on results obtained from
war-gaming, based on player-directed actions. The control group assesses
casualties and damage and announces engagement rulings. The company
players use this information to paint the battlefield picture to the battalion
headquarters. Controllers are allowed free access to player facilities to
perform their assigned duties, but they do not interfere with player personnel.
3. Personnel
players. The assistant chief controller acts as the chief controller when
necessary and performs as the higher HQ chief of staff for the player units.
a. Security.
c. Food service.
d. Medical aid.
e. Maintenance.
f. Hygiene.
b. Additional communications.
e. Billeting.
f. Medical support.
g. Food service.
CONTROLLER-PLAYER RELATIONSHIPS
BRIGADE CPX
SAMPLE TOC
5. Phases
a. Pre-exercise.
2) Training objectives.
4) Participating units.
5) Enemy situation.
6) Control organization.
8) Controller duties.
conduct, and review the exercise. The commander directing the CPX first
approves the objectives, scope, troop list, exercise area, and outline plan of
the CPX. Then the player unit commander and selected personnel should be
briefed by the controllers.
b. Execution.
c. Post-exercise.
1. Description
FTXs are used to train the commander, staff, and subordinate units:
FTXs are the only exercises that fully integrate the total force in a
realistic combat environment. They involve combat, CS, and CSS units to
include battle staff, survivability, and combined arms training. FTXs
encompass battle drills, crew drills, situational training exercises, and other
types of training to reinforce individual and collective task integration.
2. Characteristics
Controllers must not influence play artificially. The control group must
render prompt and logical rulings in all tactical and logistical situations that
arise. When the players and OPFOR controllers make contact, the control
group allows the situation to develop until a tactical ruling is indicated or
required. The control group assesses casualties and damage. It announces
rulings in a manner that provides as much realism as possible. These rulings
are based on observation of the player units, as well as on results from war-
gaming, player-directed actions. Controllers have free access to player
facilities so they can perform their assigned duties. However, they do not
interfere with the players.
3. Personnel
a. Security.
c. Food service.
d. Medical service.
e. Maintenance.
f. Hygiene facilities.
The amount of outside support required will also depend on the scope
and duration of the exercise. Assistance from outside agencies may be
required in the following areas:
d. Billeting.
e. Medical service.
f. Food service.
5. Phases
a. Pre-Exercise.
2) Training objectives.
4) Participating units.
5) Enemy situation.
6) OPFOR organization.
7) Rules of engagement.
8) Communications plan.
9) Controller duties.
b. Execution.
c. Post-exercise.
1. Description
CPX FTX
CFX
LESS MORE
RESOURCE- RESOURCE-
INTENSIVE INTENSIVE
The CFX is an FTX with reduced combat unit and vehicle density, but
with full command and control, CS, and CSS elements. For example, the
platoon leader in his combat vehicle represents the entire platoon. The battery
headquarters, the fire direction center (FDC), and the base piece represent
the artillery firing battery. The CFX allows the full-up employment of certain
assets such as the signal battalion, and the target acquisition battery (TAB).
CFXs are not simply scaled-down FTXs. They are, in fact, excellent vehicles
for training commanders and staffs with certain full-up systems to gather
information, to provide communication links, and to develop intelligence.
CFXs provide real-time operations over actual distances with appropriate
logistical support. They are driven by schedules of events or by controlled
OPFORs operating under the exercise director.
2. Characteristics
CFXs are less expensive than FTXs. Yet they provide equal training
value for training of the staff. They may be the single best way to train inter-
systems linkages for full-up integration of all brigade and above assets.
Commanders should use CFXs to sharpen unit skills in such areas as:
a. Fire support.
b. Re-supply procedures.
3. Personnel
Because CFXs use fewer soldiers than FTXs, they need less logistical
support. The support should be sufficient for the personnel and equipment
actually employed. The maneuver area required for a CFX is the same as for
an FTX at the same echelon. However, because the CFX uses fewer
vehicles, maneuver damage is considerably less.
5. Phases
a. Pre-exercise.
b. Execution.
umpires, who know unit disposition and activities in detail, should meet at a
vantage point to umpire the ensuing action.
c. Post exercise.
1. Description
a. A dry run conducted to review the unit SOP and battle drills.
2. Characteristics
3. Personnel
Evaluators and umpires observe the activities of the players and player
units to assess the results of fires and determine whether tasks are performed
to standard. Range support personnel include an officer in charge (OIC) and a
chief safety officer. An ammunition detail is necessary to handle, secure, and
account for ammunition. A guard detail controls traffic adjacent to and
entering the range. If targets are left in place overnight, additional guards are
required. A target detail checks targets after each unit run. Demolition
personnel emplace and detonate the explosives in demolition pits. Moving
target operators, if applicable, activate the appropriate targets at the
appropriate time in the scenario. Administrative personnel assist the range
OIC and chief safety officer in operating radios and telephones and in
tabulating scores. Medical personnel and a litter-carrying vehicle stand by.
c. Target maps.
Note: Targets will appear for a maximum of 60 secs. As soon as that time
is up, they will be pulled down whet her or not they have been engaged.
Vehicular targets should be equipped with smoke to indicate when t he
target has been destroy ed.
Note: The target description chart links the type of target to be portrayed with
the target number on the target engagement chart.
The target map is normally in strip map format and shows where each
target, by number, is located on the range. The demolition pit map shows the
location of each demolition pit on the range, displaying its number.
Fire support information details the weapons and ammunition that can
be fired and specifies when they can be fired. It provides special instructions
to the players and controllers. Approved overlays of all firing points and the
weapons and ammunition from them must be developed and approved by
range control. Information concerning ammunition requirements must be
provided.
TYP E AMOUNT
M113A1 SQUAD APC
Ctg Ball 5.56……………………………………………………… 1,800
Ctg Ball 5.56 Tracer………………………………………………….180
Ctg Ball 7.62 4/1 Tracer MLB……………………………………….700
Ctg Ball .50 cal 4/1 Tracer MLB …………………………………….500
Rocket Practice 60mm LAW………………………………………… 6
Ctg TP T 40-mm………………………………………………………..18
Ctg Smoke 40-mm……………………………………………………...6
5. Phases
a. Pre-exercise.
EV ENT ACTION
1 Platoon moves into assembly area GC XP 906127
2 Orders are issued, ammunition uploaded, and all troop loading procedure conducted.
3 Platoon Leader reconnoiters primary and alternate positions.
4 Platoon moves tactically to first defensive position, vicinity GC XP 912128
5 Platoon has time to establish the position tactically, and then it receive enemy pressure.
6 Platoon fires engagement 8
7 Platoon fires engagement 9 with 90RR
8 Platoon fires engagement 10 with 90RR
9 Platoon fires engagement 11
10 Platoon fires engagement 12
11 Platoon receives order to occupy alternate position vicinity GC XP918126
12 Platoon withdraws from defensive position and establish hasty defense at alternate
position
13 Platoon receives enemy pressure
14 Platoon fires engagement 4
15 Platoon fires engagement 5
16 Platoon fires engagement 6
17 Platoon fires engagement 7
18 Platoon received order to move to alternate position, vicinity GC XP 925130
19 Platoon withdraws from defensive position and establish hasty defense at alternate
position
20 Platoon fires engagement 2 with 90RR
21 Platoon fires engagement 3 with 90RR
22 Platoon withdraws from position and moves to control center for an AAR.
Note: Platoon’s initial defensive position is on the objective. Engagement 8 through 11 are on the target
arrays normally forward of the position. The alternate position is directly north on the target map. Ranges
and target types for target number 4 through 30 will be staked forward of this position. The second
alternate position is the vicinity of phase line (PL) 2, and from this location targets 2 and 3 will be
engaged.
The OPORD issued to the player unit for an LFX is in the form of a
standard five-paragraph field order. It contains enough detail to ensure that
the player unit deploys properly to begin the exercise and to allow the LFX to
flow smoothly.
The commander directing the LFX approves its objectives, scope, troop
list, exercise area, and outline plan. Then the player unit commander and
selected personnel, such as controllers, umpires, and evaluators, must be
briefed on the exercise. The company commander uses the exercise LOI as a
basis for providing instructions to subordinates.
Before the unit occupies the range, each OIC, controller, umpire, and
evaluator must be briefed by range control personnel. Briefings are scheduled
with range control operations and conducted at least 24 hours before
STARTEX. These briefings include a terrain walk of the entire range area. It
familiarizes evaluators and safety personnel with all the safety requirements.
2) Training objectives.
4) Participating units.
6) Control measures.
7) Communications plan.
8) Controller duties.
b. Execution.
c. Post-exercise.
1) Troop-leading procedures.
2) Maneuver.
3) Close support.
4) Weapons employment.
assigned mission. FCXs should stress target acquisition. FCXs present target
arrays and target information to player units, placing commanders and leaders
in realistic battle-field situations. Targets controlled mechanically and
electronically appear at the appropriate places and times according to the
scenario. Commanders employ FCXs to train subordinate leaders to integrate
and distribute direct and indirect fire systems so that the optimum weapons
engage the targets at optimum ranges as they become vulnerable to
engagement.
a. MAPEX.
b. CPX.
c. CFX.
d. FTX.
d. Map compatibility.
During the planning phase, all national armed forces must be advised
of AAR procedures and the necessity for their participation. Representatives
from each-national force should participate actively in the AAR.
ANNEX A
Training Management in Unit
1. Responsibilities in Training.
Training provides knowledge and skills that soldiers and leaders need
to carry out their assigned mission. It prepares them to perform their tasks to
the level of standards set by their organization. Training also ensures that
they fight as a unit while giving them the confidence to defeat the enemy.
This enables them to readily accomplish the tasks and/or mission given to
them. It also promotes esprit de corps and professionalism among leaders
and soldiers. The Army’s philosophy of training is constantly changing, so,
leaders at all echelons must know how to conduct and evaluate training in
accordance to established standards.
Commanders at all levels are responsible for the training and proper
training management employment of their subordinates. Commanders must
hold their subordinate leaders accountable for preparing and implementing
effective training programs. For example, platoon leaders, platoon sergeants,
and squad or section leaders provide information (feedback) to the company
commander to help him plan the unit training program. They are accountable
to the company commander for the training and evaluation of their assigned
soldiers, just as the company commander is accountable to the battalion.
The role of the officer is to command and lead in the execution of tasks
to train his men and manage his resources of his unit. These roles are
mutually supporting and embody a single but balanced unit or team. The
commander retains the overall responsibility for the mission, training and unit
leadership by guiding, supervising, inspecting, and evaluating duties
conducted by his subordinates. The chain of command supervises and
evaluates training. Leaders are directly responsible for the training their
immediate subordinates. They are expected to know the training the unit
needs, and the training their soldiers need. They are also expected to have
the proper motivation and influence on their soldiers to serve as a role models
for subordinates, and to be responsible to develop a skilled and trained unit.
RESOURCE
PHASE
PLANNING TRAINING
FEEDBACK
PHASE PHASE
EVALUATION
PHASE
BACKWARD
PLANNING
a. Planning Phase.
Missi on
Essential Training Commander’s Training
Task Li st Asse ssment Guidance Plans
(METL)
- Training vision
- Goals
- Priorities
5) Mobilization plans
2) Authority
4) Teamwork
The needs of the unit for training are derived from the
mission analysis through the listing of essential tasks that the individual,
leaders, and unit should accomplish in the performance of their mission. This
is provided through the development of the mission essential task list (METL).
DEFEND A
BATTLE
POSITION
Be prepared for these other collective tasks
MOVE TO A
BATTLE
POSITION
of proficiency in the performance of critical tasks in the unit battle plan. For
example, an infantry battalion that is assigned a defensive sector without
significant water obstacles would assign a lower priority to training river-
crossing operations. Approval to delay training of a critical task should be
obtained from the next higher commander.
6) Multi-echelon training.
2) Unit goals
4) Training environment
3. Resources Phase.
b. Identify
c. Program
d. Coordinate
e. Obtain
right resources must be available at the right time. These resources include
manpower, facilities, equipment, ammunition, money, land, fuel, training time,
and know-how. Periodic follow-up is required to ensure that all resources
requested and allocated will support those tasks to be trained. Availability of
such items as ranges, ammunition, and training-support devices must be
confirmed well in advance. If vital resources are not available, it may be
necessary to omit or scale down the training schedule. Carefully planned and
rehearsed training will ensure that equipment, facilities, and materials are
available and operational at the training site. The following are the different
kinds of training resources:
must follow unit supply guidelines when accounting and ordering for these
materials. To order materials properly, order far enough ahead of the training
to ensure having the proper materials when needed. Receive and check out
ahead of time the materials that will used during training. Ammunition, fuel,
and other sensitive or perishable materials must be stored in a approved
manner. Plan for moving materials to the training site. Arrange also for
unpacking, preparing, issuing, and using the materials. There are many
materials that can be used to the present training. Each product has its uses.
Trainers must decide which product, or combination of products, is best for
each training situation.
remedial courses are recommended that are included and incorporated in the
programmed courses. However, if there is essential training or courses that
need to be conducted, these must be approved first by HPA prior to their
conduct. Unit commanders must first prepare and have the Program of
Instruction approved if it is a new course and then prepare the Program of
Expenditure. It should be submitted to their respective G3s or their respective
higher commander for prior approval prior to endorsement to HPA (Attn: G3).
The normal procedure in the request for training resources and funds
will be through the chain of command.
Receiving of resources
G3, PA will release quarterly unit training funds every first week of the
quarter or upon approval of the Philippine Army’s quarterly program of
expenditures by CG, PA which is normally approved during the last week of
the preceding quarter and then monitor the utilization training fund.
The major units through the coordinated effort of their MFOs and G3s
will monitor fund release and disseminate the availability of unit training fund
to the units concerned and then the G3s to monitor the administration of
training and utilization of training funds by the units.
The end users or line units that administer the training must submit
opening report by wire and written After Opening Report as well as Utilization
of Fund Report to their respective G3s. Utilization of Fund Report should
follow the prescribed format.
The major units through their respective G3s will consolidate and
forward reports to OG3, PA on or before the last week of the quarter.
However, the major units shall forward late reports submitted by line units to
G3, PA separately without delay.
Providing resources
OG3, upon approval of the AOP, will support and allocate funds for all
programmed in-service and unit raining. In the case of unprogrammed
4. Training Phase
e. Realism. Units train the way they will fight or support. Leaders
prepare scenarios based on enemy doctrine that enable their units to train
under combat conditions. Units that will fight or support as part of a combined
arms team must exercise as members of that team. Whenever possible, they
should train with all the equipment they would use in war. Mess,
administrative, supply, maintenance, and other routine activities should take
place in the field. Units use as much realism as they can afford and are ready
for. Too much realism early in training can waste time and resources if
soldiers have not mastered basic tasks. Once soldiers have learned the
basic, leaders add realism as quickly as soldiers can profit from it. Realistic
training develops endurance, coordination, and determination. Such training
reinforces unit discipline and provides opportunities to exercise personal
initiative as condition change.
Coaching and critiquing are the primary tools leaders use to provide
feedback in training. In coaching, leaders make corrections or gives
additional guidance during the actual performance or practice of a task. In
critiquing, leaders tell all the members of a unit or team about the strong and
weak points of their performance.
Coaching: Critiquing:
- Correct errors on the spot - Identify strengths/weaknesses.
- Provides help needed. - Answers critical training
- Ensure correct leaning questions
- Focuses on critical details - Indicates any additional
- Prevents negative learning. practice needed.
- Improves speed. - Encourage open
- Provides immediate feedback. discussion/group participation.
- Improve understanding of
tasks.
- Aids retention.
Coaching
Coaches and leaders watch every action, correcting mistakes on the spot and
providing tips to ensure that soldier, crews, and units learn correctly.
Critiquing
Critiques are discussions that leaders conduct after practice. They are
mini-AARs. They bring out both strength and weaknesses, answering three
questions important to learning:
a. What happened?
Leader critique after each task is performed during practice. After each
critique, soldiers practice as soon again as possible to reinforce what they
have learned in the critique.
During critiques soldiers talk about what they did during the training.
As they attempt to answer the three questions, they correct each others
understanding of the tasks. The leaders listen to the discussion, add
appropriate information and comments, reinforce the correct actions taken,
identify incorrect actions, and determine if additional practice is required. If
necessary and possible, leaders conduct more practice immediately after the
critique. Such repetition helps the soldiers remember what they learned in the
critiques. Leaders ensure that the soldiers correct their mistakes and then
critique the practice again.
The spirit and tone of the critiques are important. Soldiers must feel
that they can discuss their practice honestly. Leaders encourage open,
honest talk and get all members of the group to participate. They convince
the soldiers to help themselves and each other by taking part in the critiques.
5. Evaluation Phase
Self-Evaluation Checklist
1. Preparation of Training N/A YES NO
Administrative instructions:
2. Conduct of Training
Did you:
b. Phase II – (Practice)
Walk-Through
Did you:
Individual Practice
Did you:
Did your:
d. General
Did your:
Unit_______________________________
Date______________________________
Subject/Mission_____________________
Principal Trainer_____________________
Time Training Began _________________
Soldiers Present for Training ___________
Ended ____________________________
Time Evaluator Arrived________________
Location___________________________
Departed___________________________
Comments:
Comments:
Time
Equipment
Ammunition
Training aids/Devices
Comments:
Comments:
Comments:
Comments:
Specific recommendations:
a. What happened?
b. Why did it happen?
c. How can it be done better?
After-Action Review
General. The evaluators always discuss an AAR first with the platoon
leader alone and then assist the platoon leader to conduct the AAR with the
entire platoon. The procedures for both AARs are otherwise the same.
Sample Procedure
b. Discusses not only what took place, but also why it happened.
The evaluator covers all events associated with the unit’s training
session and evaluation. He summarizes what took place with respect to the
training objectives. The evaluator never criticizes the leader. Based on the
facts presented, the leader will have to critique himself mentally.
Step 3. Review training events with the entire platoon. The portion of
the AAR involving the entire platoon is conducted by the platoon leader and
moderated by the evaluator. The same procedures are used in the AAR for
the platoon leader except that the leader conducts the discussion with his
soldiers. The evaluator maintains a secondary role and serves only to keep
the meeting on track regarding training objectives and to prevent any
arguments. This procedure strengthens the chain of command and puts the
focus of the AAR on the unit leader as the primary trainer of his unit. This
AAR focuses on the unit’s collective task performance. The evaluator must
be careful not to embarrass the unit leader in front of his soldiers.
ANNEX B
Hierarchy of Training
UNIT PROFICIENCY
PLATOON PROFICIENCY
SQUAD PROFICIENCY
INDIVIDUAL PROFICIENCY
Unit training does not proceed through the levels of the hierarchy in
sequence. The hierarchy merely provides a structure for developing unit
training programs. In fact, different echelon and levels of skills must be trained
simultaneously if units are to achieve and sustain the necessary proficiency.
This is normally done using multiechelon training.
ANNEX C
Scenario Example
1. Outline.
2. Scenario.
Commander-in-Chief
Defense Secretary
Chief-of-Staff
3. General Situation.
This was the picture of the confederation until the civilian democratic
government of CALABANIAN was ousted by a military-backed junta following
a successful military coup d’ etat six months ago. Consequently, a radical
shift of foreign policies of CALABANIAN was greatly felt throughout the
region. Succeeding political and economic pronouncements and activities of
CALABANIAN created a stir within the confederation and elicited strong
protests and criticisms from other member states. As a result, CALABANIAN
resigned from the confederation a month later. Immediately thereafter,
CALABANIAN started flirting with NORTHLAND, a non-member state of the
confederation but is an established economic and military power in Asian
region. NORTHLAND’S avowed objective of establishing an economic
hegemony in the region jibed perfectly with the vision of the current ruling
junta of CALABANIAN. This resulted to an alliance between these two
countries that was formed sometime four months ago. Thereafter, these two
countries started taunting the confederation’s call for regional economic
cooperation and peaceful trade competition by intentionally flaunting their
combined armed forces through violation of territorial waters and airspace of
CAS member during their combined exercises in the region three months ago.
4. Initial Situation
The 307 Div (Inf), the lead Division of the 103 Army, 1st Army Group,
CALABANIAN Field Army, CAF made a successful landing at Lingayen Gulf
on D011900 (E-7). The 103 Army is a part of the 2nd echelon attack
force/main body of the 1st Army Group, Calabanian Field Army who is
postured to envelop NCR from the North. Likewise, 307 Div is the 103 Army’s
1st echelon attack force initially to secure the beach head at Lingayen and
immediate areas prior to the arrival of 308 and 309 Div, the 103 Army 2nd
echelon and main attack and the landing of 102 Army, the other part of the 1st
Army Group main body. Upon arrival of the 308 and 309 Div at Lingayen Gulf
on D020700 (E-6), the 307 Div, moved on its advance Southwest of Luzon
towards general direction of Metro Manila. However, after finding heavy
resistance from defending BLUELAND forces at the boundary of Pangasinan
– Tarlac provinces, 307 Div shifted its general direction of attack towards
Nueva Ecija via Urdaneta – Umingan areas all of Pangasinan Province and
Cabanatuan City areas, all of Nueva Ecija. 103 Army lead Division, the 307
Division is now temporarily halted at vicinity Lupao, Nueva Ecija and is
expected to resume his offensive once 102 Army has landed at Lingayen
Gulf, that is, within the next 24 hours. He is expected to be at Lupao, Nueva
Ecija in four (4) days and will likely continue pushing forward towards Metro
manila only when Cabanatuan City is cleared.
Meanwhile, the 301 Div (Inf), the lead Division of 101 Army, 1st Army
Group, CALABANIAN Field Army, CAF made a surprise and successful
landing at Dingalan Bay on D022400 (E-6). 301 Div, the 101 Army’s 1st
echelon attack force was initially tasked to secure the beach head at Dingalan
Bay and immediate areas prior to the arrival of 302 and 303 Div, the 101
Army’s 1st echelon attack force was initially tasked to secure the beach head
at Dingalan Bay and immediate areas prior to the arrival of 302 and 303 Div,
the 101 Army 2nd echelon (Main Body) and main attack. Likewise, 101 Army
is the 1st echelon attack force of the 1st Army Group whose main body has
landed at Lingayen Gulf. He is postured to destroy our forces at Palayan City
– Cabanatuan City – Gapan City areas to allow unhindered passage of 1st
Army Group, Calabanian Filed Army follow – on forces towards Metro manila
and control Fort Magsaysay area to serve as the 1st Army Group’s forward
logistical base and bypass route towards Metro manila. Eight hours later (E-
4), the 101 Army main Body arrived at Dingalan Bay with no resistance.
Capitalizing on this initial success, on D030500, 301 Div immediately resume
its advance from East to Southwest towards general direction of Metro Manila
(via Dingalan – Gabaldon – Bongabon – Laur- Palayan City – Cabanatuan
City – Gapan City areas). With very little resistance from the local BLUE
FORCE POLICE FORCE in the area, the rest of the 101 Army forces (302 Div
and 303 Div) were able to swiftly occupy areas of Dingalan – Bongabon –
Laur areas extending up to San Josef – Marcos Village – Imelda Valley
Complex. 301 Division is now occupying hasty defensive positions at Laur
with his forward defensive belt established extending to vic Brgy Matalahib to
block possible BLUE FORCE counterattack coming from the South.
One (1) day prior to the surprise landing of 101 Army Forces (E-8) at
Dingalan Bay, Calabanian Air Force conducted a successful air bombardment
at Fort Magsaysay area resulting to the destruction of 7ID post units at said
camp. To prevent further damage, CG, 7ID moved his Headquarters at
Gapan City.
METHOD
ANTICIPATED CONTROLLER
TO
EVENT DTG FROM TO EVENT PLAYER OPFOR REMARKS
INITIATE
ACTION ACTION
EVENT
BDE to
Enemy to Initiate the
100700 Chief OPFOR conduct
1 Radio STARTEX attack across Start of
Jul Controller Cmdr defensive
7ID area Exercise
opns
701IBDE units
Controller Occupation Lead elements
101000 Chief to begin
2 w/ Radio of Unit of OPFOR to
Jul Controller occupation of
701IBDE Sector advance slowly
Sector
Brigade S2
Bde S2 to brief
to develop
BDE Cmdr on
locations of
101000 location of Controller to
3 Controller BDE S2 Verbal OPFOR
Jul OPFOR main attend briefing
main &
& secondary
secondary
attack
attacks
ANNEX D
COMBAT SUPPORT AND COMBAT SERVICE SUPPORT IN EXERCISES
TACTICAL SITUATION
RESPONSE
RESPONSE RESPONSE
RESOURCES
The tactical situation creates the needs to which the system responds.
Consequently, the tactical situation drives the support system. The response
is the way in which CS and CSS fill the needs. It is determined by the
resources available. In wartime, the needs are created by what happens on
the battlefield: equipment may be lost or damaged; personnel may be killed or
wounded. However, in peacetime exercises, planners determine the tactical
situation and the resources available in order to meet the objectives.
a. Health services.
b. Military police.
d. Transportation.
e. Maintenance.
The terms patient and casualty are precise designations that ensure
proper care of actual patients and proper use of actual resources. Patients are
sick, injured, or wounded personnel receiving medical care or treatment.
Actual patients are those who are really sick, injured, or wounded. They need
actual medical care. Simulated patients are not really sick, injured, or
wounded. They are tagged or otherwise identified (with or without cosmetic
makeup) to simulate actual patients for training or evaluation purposes. They
must be physically moved or cared for to meet training or evaluation
requirements. Constructive patients represent sick, injured, or wounded
patients in reports, messages, or other written or oral communications to
assist in CPX play. It is not necessary to move these patients. Casualties are
those lost to their organizations because of death, wounds, injuries, or
disease. The differences among actual, simulated, and constructive casualties
are similar to those described for patients. In exercises, all patients and
casualties should have one of these designations.
1) Funds.
2) Personnel.
3) Equipment.
4) Supplies.
5) Transportation.
1) Units involved.
3) Enemy forces.
4) Type of combat.
5) Weather.
6) Terrain.
2) Emergency care.
4) Hospitalization.
INSTRUCTIONS ON INSTRUCTIONS ON
REVERSE REVERSE
through, the medical system. Controllers should bring major problem areas to
the attention of player units for corrective action.
a. Plans.
needed to employ military police realistically are best met by including them in
exercises conducted by higher headquarters. Military police can receive
excellent training in planning for, and assisting with, the movement of units to
and from the training areas.
2) Security.
______________________
Productive man hours per person Number of military police
for the length of the mission
= required to man post or
accomplish mission
EXAMPLE:
51.7 X 365
2700 = 7 Military Police required
c. Security of LOC.
4) Replacement processing/operations.
5) Casualty reporting.
6) Military awards.
7) Postal operations.
9) Promotions/reductions.
a. Plans
1) Establish objectives.
c. Control
4. Transportation Operations.
a. Plans.
STRATEGIC
• Assess the theater-wide transportation situation.
• Determine transportation requirements.
• Allocate re-s upply.
• Study the theater operations area & select MSRs and alternates.
• Advise the theater commander on theater transportation operations.
• Select ports, terminals, and trans fer points to use or avoid.
• Set the theater transportation policy.
COORDINATIVE
• Match transportation requirements with capabilities.
• Allocate & use transportation modes.
• Cont rol activities, transportation groups, and other assigned units required
in the movement of cargo and pers onnel.
• Report the daily capabilities of highways, inland waterways, air routes, and
rail lines.
• Maintain liais on with loc al & national commercial transporters.
• Collect, evaluate, int erpret, analyze, and integrate t rans port ation
intelligence.
• Prepare traffic circulation plan.
• Advise all concerned of the play.
• Recommend substitution of one mode for another.
OPERATIVE
• Perform the unit mission as directed.
• Prepare reports on requirements versus capabilities.
• Recommend re-routing or diversion.
• Recommend substitution of one mode for another.
• Report daily readiness status.
• Maintain readiness.
• Apply & implement Command policies & directives.
c. Maintenance Operations
1) Inspecting.
2) Testing.
3) Classifying.
5) Cannibalizing.
6) Controlling exchange.
7) Repairing.
8) Modifying materials.
ANNEX E
Opposing Forces
1. Purpose
d. Deception measures.
2. Organization
3. Size
4. Equipment
5. Training
6. Planning
2. Control
a. To evaluate actions.
b. To ensure realism.
d. To control activities.
ANNEX F
Exercise Control
1. Purpose
All training exercises require control. Some such as TEWTs need only
commanders. Others such as division or brigade level CPXs or FTXs may
require formal controller organizations responsible for conducting entire
exercises. The control system for any exercise should ensure that it follows its
scenario and attains its objectives. The control system makes sure that each
exercise develops smoothly and provides meaningful, realistic training.
2. Organization
a. Engagements.
b. Fires.
c. Obstacles.
d. Support activities.
CONTROL TEAM
Duty Position Rank Quantity Specialty Clearance Equipment
Chief Umpire COL 1 INF Secret
Driver / RATE LO Sgt 1 OS M450
Harris
As the focal point for controlling each exercise, the ECC will portray the
higher headquarters of the player unit. It will also be responsible for the
administration and logistics necessary to support the exercise. Subordinate
control centers, if used, and umpire teams report to, and coordinate their
activities through, the ECC. ECC personnel must also know control and
umpire procedures thoroughly and interact as required with subordinate
control centers. The chief controllers or their designated representatives will
coordinate all activities of the control organization according to the guidance
from the exercise director. All training exercises have ECCs. Higher echelons
require formal organizations.
NCO SGT 1
Clerk CPL 1
Note: The scope of this exercise will dictate what equipment and
facilities are necessary.
Equipment for this and all subsequent tables in this appendix is
intentionally omitted.
a. Chief Controller
b. Operations Officer
c. Intelligence Officer
d. FSE Officer
e. Engineer Officer
f. ADA Officer
g. Aviation Officer
i. Provost Marshal
j. Surgeon
a. A maneuver section.
c. An obstacle section.
For exercises for special contingencies, they might add other sections
such as maneuver damage control.
Wire and/or radio communication connects each ACC with the ECC
and with each other. ACCs are administrative elements and do not control,
umpire, or evaluate. ACCs depend upon effective communication and timely
reports from the umpire teams operating within their areas of responsibility.
When the need for ACCs has been established, it is normal to field two or
more of them.
b. Administrative/logistical net.
c. Maneuver net.
e. Obstacle net.
a. Maneuver Section
c. Obstacle Section
a. Brigade Team
brigade team and the ACC maneuver section are notified prior to entering or
departing ACC areas. The chief umpires make sure that the brigade team and
the appropriate ACC maneuver section get updates whenever the battalion or
a subordinate company moves 2 to 3 kilometers or more, changes the
direction of attack, or withdraws. They make sure that timely SITREPs are
transmitted to the ACC. They update the ACC frequently on player plans and
intentions. They place subordinate company umpires in direct contact with
their counterparts in the OPFOR. They resolve player-umpire conflicts and
report them to the brigade chief umpire, as necessary. They conduct informal
briefings at the ends of the exercises and provide input for the AARs.
company umpire. They must clear with the battalion chief umpire/operations
officer before directing the platoon's withdrawal when it is reduced to one-third
TOE strength.
c. Artillery Team
current status to the battalion, umpires, as required. The battery umpires also
submit obstacle reports to battalion umpires.
ANNEX G
1. Basic Functions
2. Preparation
e. Medical procedures.
f. Environmental protection.
k. Preparation of reports.
a. Radio traffic.
c. Message traffic.
show soldiers and leaders better ways to perform tasks or correct poor
performance, if required.
2. Particular Functions
a. Control
support section of the identity and grid locations of OPFOR targets according
to the schedule in Table E-1.
b. Assessment
opponents, the umpire should get the call sign for the opposing umpires from
the ACC.
5. Aviation Play
a. Control
b. Assessment
a. Control
mission to establish control for the exercise. Each active ACC should be
manned by sufficient TACP personnel to maintain and operate the Air Force
control net as directed by the chief controller, and to receive/record BDA
reports for air strikes conducted within the ACC's area of responsibility. On
joint training exercises, the appropriate Air Force headquarters will designate
a chief controller for the exercise.
b. Assessment
For all Air Force tactical air support sorties entering the
exercise area airspace (close air support, battlefield air interdiction,
reconnaissance), the ADA controller computes attrition from ground-based
ADA. The ASOC advises the ADA controller of missions, times over targets
(TOTs), target coordinates or initial contact points based on procedures, and
numbers of aircraft involved. Using the attrition reports, the ASOC advises the
ADA controller of the number of sorties remaining.
7. Engineer Play
a. Control
6. COMME NT:
CONTROLLER CERTIFICATE
DATE ______________________________
BY
___________________________________________________________
(Unit) (Signature of controller) (Rank)
LEGEND:
b. Assessment
ANNEX H
Assessment and Computation Tables
1. Principles
The tables that follow were developed for assessing such exercise
effects as personnel losses and equipment damage and for computing
emplacement or deployment times. When battle simulations support an
exercise, the tables from the simulations should be used. Other PAMs and
SPs contain data and tables that should be used, as appropriate, in the
assessment procedures. Locally produced tables and procedures should be
used judiciously. Within any exercise, all participating elements must use the
same tables.
a. Step 1
RANGE IN METER
1,000 1,000-2,000 2,000 500
FRIENDLY
1 tank pltn 4 2 1 12
1 mech pltn 3 0 0 20
1 antiarmor
section 1 2 1 3
Total 8 4 2 35
OPFOR
1 tank pltn 4 2 1 12
2 mech pltn 5 0 0 40
2 antiarmor
section 2 4 2 6
Total 12 6 3 58
b. Step 2
FRIENDLY to 8/4/2/35
OPFOR
OPFOR to 12/6/3/58
FRIENDLY
c. Step 3
AVKP for these factors by referring to the OPFOR to Friendly 12/6/3/68 direct
fire adjustment table F-1.
1) Example 1
d. Example 2
e. Example 3
f. Step 4
To determine the effects of direct fires, umpires use the tables below,
as appropriate.
FRIENDLY 2,000-
FORCES 50-1,000 1,000-2,000 3,000 PERSONNEL
Armored cavalry
pltn 3 4 2 13
Scout pltn 2 3 1 10
Rifle pltn
(mechanized) 3 20
Rifle pltn (foot) 2 - - 15
Combat engineer
pltn 1 - - 10
FA battery (155
mm) 2 1 1 36
FA battery (105
mm) 2 2 1 24
ADA pltn - - - 12
OPFOR
Tank company 7 5 2 18
Motorized rifle
company 8 9 2 23
Recon company 2 2 2 11
Antitank company 2 1 - 6
FA battery 2 1 1 25
Notes: The date above is guide. Controllers must adjust target posture,
visibility and suppression. They must apply judgment to account for reduced
effectiveness because of combat losses.
Potential armored
kill for a 105mm FA
battery are not valid
against tank.
SECTION A
Munitions effects radii for various indirect fire weapon systems using HE
ammunitions.
SECTION B
Standardized target arrays in normal battlefield configurations.
Tanks - 5 vehicles
APCs - 4 vehicles
FA - 6 towed weapons (105 mm)
Mortars - 5 vehicles
Troops - 25 individuals
Antitank/ADA - 4 SP/towed/ground mounted weapons
Trucks - 5 vehicles
Helicopters - 5 aircraft
Towed/ground
Mounted artillery crew- 4 individuals
SECTION C
Number of HE rounds, by caliber, necessary to destroy one target
element of the type indicate d:
.
Table H.10 Random Numbers
4. Engineer Tables
H-14
RES TRIC TED
RES TRIC TED
RES TRIC TED
ANNEX I
Post Exercise Activities
1. After-Action Reviews
AARs are not critiques in the traditional sense. They do not merely
judge success or failure. Instead, they are professional discussions of training
events. Trainers or controllers should not lecture participants on what went
wrong. Rather they guide discussions to ensure that important lessons are
openly discussed, preferably by the participants themselves. Soldiers who
identify what went right and wrong learn much more than when lessons are
dictated. For effective AARs:
AARs cover both the strengths and the weaknesses associated with:
a. Tactics.
d. Communications.
e. Survivability.
2. Preparation
If the controllers know something occurred that they could not observe,
they should ask a player unit member who was involved exactly what
happened, but not why or how. The why and how will be presented by the
player during the AAR. Figure G-1 provides a possible format they could use
for making detailed observations during exercises. By collecting and recording
the data from these working papers, chief controllers get the information
needed to conduct AARs. After gathering all the information, the chief
controllers review the exercises to determine the sequence of events and the
cause and effect relationships for all significant activities. The chief controllers
then coordinate the AARs and outline an agenda. Table G-1 shows a possible
agenda for the AAR of a platoon-or company-size maneuver unit in an
offensive role.
DETAILED OBSERVATION
Description:
Comments/Conclusion:
3. Conduct
The chief controller briefly restates the specific training objectives. The
AAR normally covers only the training objectives that the commander
identified prior to the exercise. The chief controller then guides a discussion of
events and their relationships by:
AARs may be delivered in either written or oral form. The Oral AAR is
usually conducted after every particular exercise activity. This is designed to
remedy or refine situations at the soonest possible time prior to the conduct of
the next activity. The Oral AAR may include, but is not limited to, the
following:
a. Summary of Events
Oral AAR usually follows the prescribed time format. For Squads and
Platoon levels, an oral AAR usually lasts from 30-45 minutes. For Company
level, it lasts for approximately 1 hour to 1 hour and 30 minutes. Finally, at
Battalion and Brigade levels, this lasts for at most 2 hours.
b. Observations
c. Lessons Learned
__________________
(Date)
B. Observations
C. Lessons Learned
Annex A - Personnel
Annex B - Intelligence
Annex C - Aviation
Annex D - Electronic Warfare
Annex E - Funding Procedure
Annex F - After Action Review
Annex G - Logistics
Annex H - Public Affairs
Annex I - Civil Military Operations
Annex J - Range Instructions
Annex K - Communications
Annex L - Operations Security
Annex M - Protocol
Annex N - Maneuver Damage and Environmental Considerations
Annex O - Control Cell Organization
Annex P - Provost Marshall
Annex Q - Engineer
Annex R - Distribution
The chief controller concludes the AAR with a quick summary. After the
summary, the chief controller privately discusses individual and unit
performance with unit leaders. They discuss weaknesses honestly and
candidly in order to improve performance. But like the whole AAR, this portion
4. Echelons
For a Brigade FTX, each echelon's AAR discusses items and events
relating to the exercise objectives, unit OPORD, and TSOP as they affected
the unit's mission. CS units also conduct multi-echelon AARs following
exercises or after major phases or events during an exercise. FA, ADA, and
combat engineer units have special considerations that affect their AARs. CS
units normally provide elements, such as FIST and fire sup-port sections, that
associate and collocate with maneuver units. These personnel should attend
both the maneuver unit AAR and the parent unit AAR. If one person cannot
attend both AARs, a representative should attend each one. Commanders of
DS units (FA, engineer) should attend the maneuver brigade (third-echelon)
AAR and may wish to schedule the DS unit AAR later.
a. First Echelon
1) Engagements.
2) Use of terrain.
4) Communications.
It will also discuss how the contact team can get enough
information from the unit requesting support so that supervisors send the right
personnel equipped with the right tools forward to make repairs.
b. Second Echelon
6) Communication support.
8) Staff coordination.
For example, the AAR might discuss why the battalion did
not use combat engineer support properly as a combat multiplier and how
ineffective planning resulted in inadequate preparation of the battlefield. The
lessons learned can apply to the next exercise. The engineer officer who
supported the battalion should be present to discuss the proper use of combat
engineers.
4) Communication procedures.
9) Controlled substitution.
14) Calibration.
b. Third Echelon
4) Maintenance procedures.
5) Transportation.
3. Accident data.
6. Readiness assessments.
8. Change analysis.
4. Sources of Hazards and Risks. Hazards may arise from any number
of areas. Hazards can be associated with enemy activity, accident potential,
weather or environmental conditions, health, sanitation, behavior, and/or
material or equipment. CRM does not differentiate between the sources of the
hazard. The loss of personnel, equipment, or material due to any hazard has
the same disruptive impact on readiness or mission capabilities no matter
what the source. An individual may have a greater influence to effect change
in hazards arising from behavior, accident potential, equipment, or material
than over hazards that arise from enemy action. The bottom-line is the effect
of the hazard, not its source.
2. Catastrophic –
3. Critical –
e) Security failure.
4. Marginal –
5. Negligible –
catastrophic loss (IE) exists. The probability of a critical loss is seldom (IID).
Marginal losses occur with a likely or occasional probability (IIIB or IIIC). A
frequent probability of negligible (IVA) losses exists.
a. Develop Controls
2. Controls can take many forms, but normally fall into one
of three basic categories:
1. Unsecured/unstable loads.
2. Unsecured hatches/ramps.
4. Improper passing.
d. Reassess Risk
guidance and controls. Ensure these changes are fed back into the training
management cycle and guidance for operational missions, including unit
SOPs.
13. Staff (ALL). Each staff element is responsible for integrating CRM into
their staff estimates and plans. The staff responsibilities for application of
CRM include the following:
14. Leader. Leader responsibilities for the application of CRM include the
following:
b. Make use of automated on and off duty CRM tools and surveys
available from the USACRC.
All Soldiers must be aware of all risk regardless of source and address
these risks simultaneously. Soldiers may not prepare risk assessment
worksheets or use any special matrix during the process in all situations. They
rely on risk guidance from the squad leader to determine potential changes in
the risk level. Reporting is the key to CRM at the Soldier level. Soldiers—
b. What is to be trained.
process must operate within a given set of resources. The CRM process runs
simultaneously and continuously to ensure training remains within the
specified level of risk allowed for each event.
a. Safe training.
22. Suicide Prevention. Each year the Army needlessly loses Soldiers to
suicide. Suicide continues to be a problem that demands every leader’s
attention. The causes of suicide are difficult to understand, but by applying the
principles of risk management, leaders and Soldiers alike can better identify
“at risk” Soldiers. They then can take appropriate actions to prevent the
tragedy of suicide. The role of Army leadership in suicide prevention cannot
be overemphasized. Military leaders monitor and protect those under their
command. A military leader can more effectively promote and sustain
protective factors in a military setting than in a civilian one. Quality leaders
endorse, advocate, authorize, and even mandate suicide prevention as a
priority. It is important for all commanders and leaders to recognize that
mental wellness is part of the triad of overall individual fitness (along with
physical and spiritual fitness).
TACTICAL OPERATIONS
prepared for the terrain consisting of moderating rolling hills. The road
network consists of unimproved roads with sharp curves and steep
embankments. The weather has been in the mid 50s to 60s during the day
and mid 40s at night. It has been raining for the last four days and rain in
predicted to continue through the rest of the week.
FACTS:
Company commander and platoon leader have been assigned for the
past 10 months.
The company has been task organized by the battalion with two tank
platoons, one mechanized platoon, and engineer platoon with combat
engineer vehicles and armored combat earthmovers, an air defense artillery
section, and a military police platoon.
The two tank platoons and mechanized platoon are used to working
together.
The other elements were assigned when you entered the theater.
METT-TC Analysis
TERRAIN: The road network consists of unimproved roads with sharp curves
and steep embankments. The roads are generally bordered by open terrain
and provide no cover and concealment for dismounted troops.
TROOPS: Experience level is high within the tank and mechanized units. The
experience level of the troops recently attached to you is unknown.
ANALYSIS:
Hazard-based risk:
Rain/cold
Limited visibility
Surface traction
Road width
Fatigue
Inexperienced personnel
NONTACTICAL OPERATIONS
Base Operations
MISSION: Move a pallet load of material from the receiving dock and store in
the bin storage area.
FACTS:
Material must be removed from the pallet and manually placed into
storage bins.
The activity does not have a training and licensing program for forklift
and other lifting devices.
METT-TC ANALYSIS
ENEMY (disruptors): Material must be removed from the pallet and manually
placed into storage bins.
No PPE policy.
ANNEX K
Checklist for Training Exercises
Shown hereunder are the checklist samples for the conduct of training
exercises. Users may modify these checklists when deemed necessary in
accordance to the prevailing training standards, conditions, and environment.
1. Movement to Contact
Date: _____________
Students/Participants
______________________________________________
Task Standard:
RESTRICTED K-1
RES TRIC TED
Considerations
-distance between elements
-speed of movement
-pltn/sqd traverse vantage terrain
-take advantage of route cover and concealment
-camouflage personnel and equipment
Note * Indicates Tm/SqdLdr Task +Critical Task
COMMENTS: (Observations not covered but instruction and recommendations)
2. Foot Ambush
Date: _____________
Students/Participants: __________________________________________
Task Standard:
3. Vehicular Ambush
Date: _____________
Students/Participants: __________________________________________
Task Standard:
Driver
-extricate vehicle from kill zone
-bring vehicle to dead spot (cliff or any cover away from enemy direct fire)
Date: _____________
Students/Participants: _________________________________
Task Standard:
casualties.
b. Reports damage assessment to the FDC providing
fires.
Students/Participants ____________________-
____________________________
Task Standard:
Marking Phase
-The Platoon Sergeant Sets up the LZ/PZ
-The Platoon Sergeant supervise the marking of the LZ/PZ with
panel, smoke or any other expedient devise and it is easily
seen by the pilot.
-Color not identifiable with the surrounding vegetation.
-The Platoon Sergeant supervise the clearing of obstacles from
the LZ/PZ
Controlling Phase
-When initial contact with the aircraft is made pertinent
information, advisories are transmitted and when the aircraft is
still not insight, the Company Commander directs to continue
approach until visual contact.
-When the aircraft is in sight, Did the Company Commander
guide using appropriate methods of directing helicopters (clock
method, command and compass method)
-Was the Pilot able to identify the location by means LZ/PZ
markings?
-Signal Identification of the LZ/PZ between the pilot and
Platoon Leader is achieved (smoke color confirmed by pilot)
Marshalling Phase
- Company Commander posted his signal man after his
location was identified by the pilot.
-Signals are conducted with luminous material or any material
visible and recognizable to the pilot
-Signal man positions himself to the right front of the aircraft
where he could be best seen by the pilot
-Arm signal was executed to guide the pilot make his approach
towards the marshal’s front
Aircraft Loading/Unloading
-Aircraft safety briefing was conducted to the members of the
group (Identification tags, helmets fastened, helicopter safety
measures briefed)
-Aircraft is approach only after the landing is completed and
approached from the front (Do not go near the tail rotor blade)
-Approach and depart helicopter in the crouch position for extra
clearance
-Rifles carried with the muzzle pointed DOWNWARD,
magazine in the weapon and weapon on safe. Rounds not
Other Considerations
-Size of the LZ/PZ
-Compatibility of communication equipment
-Security at the LZ/PZ
6. Conduct of CASEVAC
Subject/Activity: CASEVAC
Students/Participants
______________________________________________
Task Standard:
Action
7. Canine Operations
Students/Participants
______________________________________________
Task Standard:
Considerations
-speed of movement during the tracking
-troops must coop up with the phasing of the Canine and
Handler
-appropriate security of the Canine and Handler
-observe the DOs and Dont’s in interacting with Mil Working
Dogs
- Treat dogs kindly and gently
- Socialized dogs with pers especially the medics and
security elements
- do not be fed with leftover food or meat
- do not provoke, harm, shout upon or tease dogs and their
handlers
- do not permit dogs to play with astray dogs and others
animals
- refrain dependents or civilian from playing or interacting
-continue update the higher headquarters about recent
development
-frequently communicate to the Canine Handler
8. Checkpoint Operations
Date: _____________
Students/Participants: _____________________________________
Task Standard:
GO
Location/Consideration
-strategic position
-obstacle to prevent bypass
-well protected
-search bay
Actions
- be polite and humble
- inform the individual why the search is being carried out
- protection and security of friendly forces carrying out the
search
- use of minimum force during the searching
- completed the search quickly yet thoroughly
- apologize to individual for any delay caused
Personnel Search
a. Quick Search
- cover of friendly force troops
- Informed the individual about why the search is
being conducted and the authority
-position of person being searched and searcher
-consider eye contact and individual being searched posture
-search method is to gently pat or squeeze
- systematic search from top of bottom, both sides
- get assistance from person being searched to empty any bags
- use of hand metal detector will assist (if available)
b. Detailed Search
-subject’s identify and address are obtained
- all pockets are emptied
- medical personnel inspect dressings and bandages
-outer clothing is removed and searched
Vehicle Search
a. Initial Check
- interior, through the windows.
- exterior.
- underneath.
- engine compartment.
- dashboard compartment
b. Detailed Check
-inspect all the suspicious compartments
Note * Indicates Tm Ldr Task +Critical Task
Other Considerations
-Signage
-Lighted place/area
-Vehicle, combat park
-Troop organization: inspection, security, flagger, blocking
-Adequacy of communication equipment
-Legal documents (authority/ election primer/COMELEC Deputization Order)
-List of friendly unit contact numbers
9. Link-Up Operations
Date: _____________
Students/Participants
______________________________________________
Task Standard:
-the sqd prepare to accept the moving unit at the linkup point
-establish communications with the other element
-moving element sends a security team forward to confirm the exact location
of the link up point
-the moving element make cont act with the element at the linkup point
-the moving element give the far recognition signal? (Countersign)
-moving element advance and exchanges near recognition signals with
element on the linkup point? (Password)
-elements return to the linkup rally point and brings the moving sqd forward to
the linkup point
-moving sqd move tactically to the linkup point posted
-sqd incorporated into the perimet er defense?
-continue the mission IAW the OP ORD, FRAGO, and or guidance from higher
headquart ers aft er the linkup.
Sqd / Tm Leader Actions
-brief the troops about the operation
-send appropriat e elements
-send out recon on the link-up area
Considerations
-good terrain
-has good vegetation for cover and concealment
Date: _____________
Students/Participants
______________________________________________
Task Standard:
Considerations
-phase line/circumstances for the turn-over of responsibility*
-exchange of tactical plans and standing operating
instructions+
-tactical SOP in the conduct of link-up operations
11. Harboring
Date: _____________
Subject/Activity: Harboring
Students/Participants:
______________________________________________
Task Standard:
Considerations
-applied noise and light discipline
-maintains security+
-elements has a designated sector of fire
-utilize password and countersign
Note * Indicates Tm Ldr Task +Critical Task
COMMENTS: (Observations not covered but instruction and recommendations)
12. Harassment
Date: _____________
Subject/Activity: Harassment
Students/Participants: _______________________________________
Task Standard:
Date: _____________
Students/Participants
______________________________________________
Task Standard:
Actions
-establish base fire and suppress enemy fire+
-sqd/pltnldr identify obstacles and maneuver troops*
-suppress enemy fire+
-sqd/pltnldr deliver appropriate command
-destroys or suppresses enemy crew-served weapons *
-obscure enemy position
-sqd/pltnldr order entry into the building
-shift and continue suppress fire
-first man throws grenade+
-execute TTPs in entering the building+
-sqd/pltnldr inform if the building is clear
-after squad entry follow platoon entry
-consolidate, reorganize and redistribute ammunitions
Considerations
-alert against booby traps and trip wires+
-avoid exposure against open windows and doors+
-suppress the enemy fire with large caliber of weapon+
-rehearsal and SOP
Note * Indicates Tm/SqdLdr Task +Critical Task
COMMENTS: (Observations not covered but instruction and recommendations)
Date: _____________
Students/Participants:
______________________________________________
Task Standard:
Considerations
-sufficiency of space for other support facilities and equipment
-accessibility to MSR
-tactical relevance to area of operations and operating troops +
-cover and concealment
Note: * Indicates Tm Ldr Task + Critical Task
Date: _____________
Students/Participants: _______________________________________
Task Standard:
Date: _____________
Students/Participants: _______________________________________
Task Standard:
Conduct of Raid
-movement to contact techniques
-designation of pre-rally point (PRP)+
-halt, final recon and briefing+
-determine movement technique: single or multiple
route+
-eliminate sentries
-breach and remove obstacles
-destroy targets
Squad/Platoon Actions
-utilize vantage avenue of approach undetected
-command fire
-maneuver+
-change magazine before assault, if applicable
-assault+
-search+
-PRP/ORP
-reorganized
-secure, account and protect recovered evidence
-clarity of voice on commands+
-decisiveness of action
-inspect members (condition, ammo and others)*
-report to higher command+
Considerations
-movement to objective
-control
-timing
-fire support
Date: _____________
Students/Participants ______________________________________
Task Standard:
WITHDRAWAL
-conducted with secrecy and deception when not under pressure
-pltns moves to the rear at the same time leaving a force to cover the
RETIREMENT
-moves to the rear in an organized manner
--cont rols the sequence of actions in which the plt ns withdraw
-perform as part of a larger unit using tactical movement techniques, foot
and vehic ular marches
Considerations
-good terrain
-has good vegetation for cover and concealment
Date: _____________
Students/Participants ______________________________________
Task Standard:
DELAY
-fought within the conceptual framework of HHQs
-conducted spoiling or counter-attacks
-fight as part of the Bn, not independently
-reduced enemy mobility by fire, obstacles and effective use of terrain
-assign sectors or initial and subsequent delay positions for the pltns
-has effective fields of fire to the front
-covered withdrawal routes to the rear
-used delay from battle positions or in sector
-sends quart ering party to recon routes and positions
-effectively positions personnel and key weapons
-coordinate with units to the rear of the coy when passage of line is required
WITHDRAWAL
-conducted with secrecy and deception when not under pressure
-pltns moves to the rear at the same time leaving a force to cover the
withdrawal when required
-controls the sequence of actions in which the pltns withdraw
-plns change roles and bound to the rear, using maneuver when under
pressure
-sends quart ering party to coordinate with other units during the passage of
line as they withdraw
RETIREMENT
-moves to the rear in an organized manner
--cont rols the sequence of actions in which the plt ns withdraw
-perform as part of a larger unit using tactical movement techniques, foot
and vehic ular marches
CONSIDERATIONS
-good terrain
-has good vegetation for cover and concealment
Date: _____________
Students/Participants ____________________________________
Task Standard:
ACTIONS
-planned and coordinated with BnHqs and executed well the CSS
functions of the company
-submits request and status involving pers onnel mngmt, morale,
discipline and law and order to the Bn S1
-submits request and status regarding supplies and equipment required
for sustainment to Bn S4
-evacuat es inoperative commo equipment to the signal plt n through 1SG
during resupply
-ensure effective and continuous unit maintenance to reduce the
requirement for direct support maintenance
-Medical aidmen must be well trained to support medical requirements
-coy trains is located on a covered and concealed position and close
enough to the provide support but out of enemy direct fire.
-security is provided to the coy train
-resupply occurs once a day and during limited visibility
-organized and assembled supplies in the Bn Field train through the coy
supply sgt
-LOGPAC has provided all the supplies, equipment and personnel
needed to sustain the whole coy for the next 24 hrs or next LOPAC
delivery
-used the appropriate resupply techniques (in-position or pre-position)
-foraging and scavenging techniques are avoided
-well-versed on the application of aerial resupply when required
-maximized and optimized the used of limited land transport ation during
resupply
COMMENTS: (Observations not covered but instruction and recommendations)
GLOSSARY
Area Defense – a form of defense that focuses on denying the enemy access
to designated terrain for specified time, rather than on the outright destruction
of the enemy. A commander may conduct an area defense by using mutually
supporting positions in depth.
Assault Position – a position between the line of departure and the objective
in an attack from which forces assault the objective. Ideally, it is the last
covered and concealed position before reaching the objective.
Battle Command (BC) – the art of battle decision making and leading. It
includes controlling operations and motivating soldiers and organizations into
action to accomplish mission. Battle command includes visualizing the current
states and future state, then formulating concepts of operations to get from
one to the other at least cost.
and survivability, air defense, combat service support and command and
control but do not address timing, tempo, reconnaissance, information
operations or tactics.
Begin Morning Nautical Twilight (BMNT) – the start of that period where, in
good conditions and absence of other illumination, enough light is available to
identify the general outlines of ground objects and conduct limited military
operations. Light intensification devices are still effective and may have
enhanced capabilities. At this time, the sun is 12 degrees below the eastern
horizon.
Boundary – a line which delineates surface areas for the purpose facilitating
coordination and deconfliction of operations between adjacent units,
information or areas. (Army) – 1. a control measure used to define the right,
left, rear and forward limits of an area of operation. 2. a control measure
normally drawn along identifiable terrain features and used to delineate area
of tactical responsibility between adjacent units and between higher
headquarters to the rear of subordinate units.
Close Operations – involves forces in immediate contact wit the enemy and
the fighting between the committed forces and the readily tactical reserves of
both combatants.
Conflict Termination – the point of conflict ends and post conflict activities
begin. The enemy should be both unable and unwilling to resist. Strategic,
operational and political goals established at the beginning of the conflict
should either be secured, or their securement is the immediate result of the
end of the conflict.
Coordinated Fire Line (CFL) – A line beyond which conventional surface fire
support means (mortars, field artillery, naval gunfire ships) may fire at anytime
within the zone of the establishing headquarters without additional
coordination. It is usually established by brigade or division but may be
established by a maneuver battalion.
Covering Force – 1. A force operating apart from the main force for the
purpose of intercepting, engaging, delaying, disorganizing and deceiving the
enemy before he can attack the force covered. 2. Any body or detachment of
troops which provides security for a larger force by observation,
reconnaissance, attack, or defense, or by any combination of these methods.
operation. 3. A selected point along a line of March used for the reference in
giving instructions. 4. A point where there as a change of direction or change
in slope in a ridge or stream.
Critiquing – This type of evaluation tells all members of a unit or team about
strong and weak points of their performance
Decision Support Matrix (DSM) – An aid used by the commander and staff
to make battlefield decisions. It is a staff product of the war-gaming process
which lists the decision point, location of the decision point, the criteria to be
evaluated at the point of the decision, the action or options to occur at the
decision point and the unit element that is to act and has responsibility to
observe and report the information affecting the criteria for the decision.
Decision Support Template (DST) – A staff product initially used in the war-
gaming process which graphically represents the decision points and
projected situations and indicates when, where and under what conditions a
decision is most likely to be required to initiate a specific activity ( such as a
branch or sequel) or event (such as lifting or shifting of fires).
Division Training Units – these are the primary training units of the infantry
division. Its mission is to provide institutional and unit training to the different
sub-units of the infantry division.
Efficiency (of training) – this is concerned with how well the trainers used
valuable training resources to train the soldiers.
End Evening Nautical Twilight (EENT) – Occurs when the sun has dropped
12 degrees beneath the western horizon and is the instant of last available
daylight. At the EENT, there is no further sunlight visible.
End State – A set of required conditions that, when achieved, attain the aims
set for the campaign or operation.
Event Template – a model against which enemy activity can be recorded and
compared. It represent sequential projection of events that relate to space and
time on the battlefield and indicate the enemy’s ability to adopt a particular
course of action. The event template is a guide for collection and
reconnaissance and surveillance planning.
Forward Edge of the Battle Area (FEBA) – The foremost limits of a series of
areas in which ground combat units are deployed, excluding the areas in
which the covering or screening forces are operating, designated to
coordinate fire support, the positioning of forces, or the maneuver of units.
Forward Line of Own Troops (FLOT) – A line which indicates the most
forward positions of friendly forces in any kind of military operation at a
specific time. The FLOT normally identifies the forward location of covering
and screening forces.
General Support (GS) – That support which is given to the supported force
as a whole and not to any particular subdivision thereof.
General Support Artillery – Artillery which executes the fire directed by the
commander of the unit to which it organically belongs or to attached. It fires in
supports of the operations as a whole rather than in support of a specific
subordinate unit. (Army) – A tactical artillery mission.
Key Terrain – Any locality, or area, the seizure or retention of which affords
marked advantage to either combatant.
Line of Contact (LC) – A general trade delineating the location where two
opposing forces are engage.
Line of Communication (LOC) – All the routes, land, water, and air, which
connect an operating military force with a base of operations and along which
supplies and military forces move.
Main Attack – The principal attack or effort into which the commander throws
the full weight of the offensive power at his disposal.
Main Battle Area (MBA) – That portion of battlefield in which the decisive
battle is fought to defeat the enemy. For any particular command, the main
battle area extends rearward from the forward edge of the battle area to the
rear boundary of the command’s subordinate units.
Main Effort – The unit, battle position, sector, zone, axis, avenue of
approach, area of operations, theater of operations, and so forth, the senior
commander has determined has the most important task and purpose at that
time, whose success will make the most difference in the accomplishment of
the higher headquarters’ overall mission or objective.
Military Strategy – The art and the science of employing the armed forces of
a nation to secure the objectives of national policy by the application of force
of the threat of force.
but seldom specifies how. This is the task assigned by the National Command
Authority to the combatant commanders.
No-Fire Area (NFA) – An area in which no fires or effects of fires are allowed.
Two exceptions are (1) when establishing headquarters approves fires
temporarily within the NFA on a mission basis, and (2) when the enemy force
within the NFA engages a friendly force, the commander may engage the
enemy to defend his force.
No-Fire Line (NFL) – A line short of which artillery or ships do not fire except
on request or approval of the supported commander, but beyond which they
may fire at anytime without danger to friendly troops.
Objective – The physical object of the action taken, e.g., a definite tactical
feature, the seizure and/or holding of which is essential to the commanders
plan
Passage Point (PP) – A specifically designated place where units will pass
through one another either in an advance or a withdrawal. It is located where
Platoon Proficiency – these are individual skills and new skills combined
with collective proficiency acquired through team practice.
Roles – Thee are the broad and enduring purposes for which the services
(Army, Navy, and Air Force).
Staff Estimate – The staff officer’s evacuation of how factors in his particular
field of interest will influence the course of action under consideration by the
commander.
Strategy – The art and science if employing the armed forces and other
elements of national power during peace, conflict and war to secure national
security objectives.
Strong Point (SP) – A position requiring intense engineer effort for obstacles
and survivability positions and positioned to control or block an avenue of
approach.
Supporting Effort – The unit, battle position, sector, zone, axis, avenue of
approach, area of operations, theater of operation, and so forth, whose
purpose supports the success of the main effort.
Unit Proficiency – this type of proficiency usually occurs in a field setting and
involves the entire unit.
War – A state of open and declared political units such as states or nations
may be limited or general in nature.
ABBREVIATION
AAR – After Action Review
ACC – Area Coordination Center
ADA – Air Defense Artillery
AG – Adjutant General
AH – Attack Helicopter
ALO – Air Liaison Officer
APC – Armored Personnel Carrier
AR – Army Regulation
ATBSS – Army Training Battle Simulation System
ATEP – Army Training and Evaluation Program
ASA – Aviation Support Activity
ASIC – All-Source Intelligence Center
ASOC – Air Support Operations Center
ATGM – Anti-Tank Guided Missile
AVKP – Armored Vehicle Kill Probability
AVLB – Armored Vehicle Launched Bridge
BAI – Battlefield Air Interdiction
BCC – Battery Control Center
BDA – Bomb Damage Assessment
BMNT– Before Morning Nautical Twilight
CA – Combat Arms
CAS – Close Air Support
CBU – Cluster Bomb Unit
CEV – Combat Engineer Vehicle
CEWI – Combat Electronic Warfare Intelligence
CFX – Combined Field Exercise
C/F – Command/Fire
CI – Counterintelligence
CMO – Civil-Military Operations
CZ – Communications Zone
CP – Command Post
CPX – Command Post Exercise
CS – Combat Support
CSS – Combat Service Support
CTX – Combined Training Exercise
DS – Direct Support
ECC – Exercise Control Center
ECM – Electronic Counter-Measures
EEI – Essential Elements of Information
ENDEX – End of Exercise
EPW – Enemy Prisoner of War
EW – Electronic Warfare
FA – Field Artillery
FAAR – Forward Area Altering Area
FAC – Forward Air Controller
FARP – Forward Arming and Refueling Point
FASCO – Forward Area Support Coordinator
FCX – Fire Coordination Exercise
ABBREVIATION
AAR – After Action Review
ACC – Area Coordination Center
ADA – Air Defense Artillery
AG – Adjutant General
AH – Attack Helicopter
ALO – Air Liaison Officer
APC – Armored Personnel Carrier
AR – Army Regulation
ATBSS – Army Training Battle Simulation System
ATEP – Army Training and Evaluation Program
ASA – Aviation Support Activity
ASIC – All-Source Intelligence Center
ASOC – Air Support Operations Center
ATGM – Anti-Tank Guided Missile
AVKP – Armored Vehicle Kill Probability
AVLB – Armored Vehicle Launched Bridge
BAI – Battlefield Air Interdiction
BCC – Battery Control Center
BDA – Bomb Damage Assessment
BMNT– Before Morning Nautical Twilight
CA – Combat Arms
CAS – Close Air Support
CBU – Cluster Bomb Unit
CEV – Combat Engineer Vehicle
CEWI – Combat Electronic Warfare Intelligence
CFX – Combined Field Exercise
C/F – Command/Fire
CI – Counterintelligence
CMO – Civil-Military Operations
CZ – Communications Zone
CP – Command Post
CPX – Command Post Exercise
CS – Combat Support
CSS – Combat Service Support
CTX – Combined Training Exercise
DS – Direct Support
ECC – Exercise Control Center
ECM – Electronic Counter-Measures
EEI – Essential Elements of Information
ENDEX – End of Exercise
EPW – Enemy Prisoner of War
EW – Electronic Warfare
FA – Field Artillery
FAAR – Forward Area Altering Area
FAC – Forward Air Controller
FARP – Forward Arming and Refueling Point
FASCO – Forward Area Support Coordinator
FCX – Fire Coordination Exercise