Ranger Handbook & Ranger Unit Operations

SH 21-76
UNITED STATES ARMY
RANGER HANDBOOK
"NOT FOR THE WEAK

OR FAINTHEARTED
RANGER TRAINING BRIGADE

UNITED STATES ARMY INFANTRY SCHOOL
FORT BENNING, GEORGIA
APRIL 2000
TABLE OF CONTENTS
I RANGER CREED
II STANDING ORDERS ROGERS RANGERS
III RANGER HISTORY
IV RANGER TRAINING BRIGADE HISTORY
CHAPTER 1 LEADERSHIP
PRINCIPLES OF LEADERSHIP 1-1

DUTIES/RESPONSIBILITIES 1-2
ASSUMPTION OF COMMAND 1-7
CHAPTER 2 OPERATIONS
TROOP LEADING PROCEDURES 2-1

COMBAT INTELLIGENCE 2-7
WARNING ORDER 2-8
OPERATIONS ORDER 2-11
FRAGMENTARY ORDER 2-17
ANNEXES 2-22
COORDINATION CHECKLISTS 2-29
DOCTRINAL TERMS 2-34
CHAPTER 3 FIRE SUPPORT
CAPABILITIES 3-2
CLOSE AIR SUPPORT 3-4
CALL FOR FIRE 3-5
CHAPTER 4 MOVEMENT
TECHNIQUES 4-2
TACTICAL MARCHES 4-6
DANGER AREAS 4-9
CHAPTER 5 PATROLLING
PLANNING CONSIDERATIONS 5-1

RECONNAISSANCE OPERATIONS 5-6
COMBAT PATROLS 5-13
AMBUSH 5-14
RAID 5-16
DEPARTURE/RE-ENTRY 5-25
LINK-UP 5-27
PATROL BASE 5-30
MOVEMENT TO CONTACT 5-34
CHAPTER 6 BATTLE DRILLS
PLATOON ATTACK 6-1

SQUAD ATTACK 6-5
REACT TO CONTACT 6-8
BREAK CONTACT 6-9
REACT TO AMBUSH 6-11
KNOCK OUT BUNKERS 6-12
ENTER/CLEAR A TRENCH 6-14
BREACH 6-19
CHAPTER 7 COMMUNICATIONS
AN/PRC-119 7-1
AN/PRC-126 7-3
CHAPTER 8 ARMY AVIATION
AIR ASSAULT 8-1

AIR ASSAULT FORMATIONS 8-3
PZ OPERATIONS 8-5
SAFETY 8-8
CHAPTER 9 WATERBORNE OPERATIONS
ONE ROPE BRIDGE 9-1

BOAT POSITIONS 9-8
EMBARKING/DEBARKING 9-11
LANDING SITE 9-11
RIVER MOVEMENT 9-13
FORMA TIONS 9-14
CHAPTER 10 MILITARY MOUNTAINEERING
SPECIAL EQUIPMENT 10-1

KNOTS 10-2
BELAYS 10-8
TIGHTENING SYSTEMS 10-10
ROCK CLIMBING TECHNIQUES 10-10
RAPPELING 10-14
CHAPTER 11 EVASION/SURVIVAL
EVASION 11-1
SURVIVAL 11-1
NAVIGATION 11-2
WATER 11-4
PLANT FOOD 11-5
ANIMAL FOOD 11-6
TRAPS AND SNARES 11-8
SHELTERS 11-17
FIRE BUILDING 11-19
CHAPTER 12 FIRST AID
LIFESAVING STEPS 12-1

BITES AND STINGS 12-1
NINE LINE MEDEVAC REQUEST 12-2
HEAD INJURY 12-4
ENVIRONMENTAL INJURIES 12-5
CHAPTER 13 DEMOLITIONS
MDI COMPONENTS 13-1

DETONATION SYSTEMS 13-2
DEMOLITION EFFECTS SIMULATOR (DES) 13-3
CHAPTER 14 RANGER URBAN OPERATIONS
TYPES OF URBAN OPERATIONS 14-1

PRINCIPLES OF URBAN OPERATIONS 14-2
METT-TC CONSIDERATIONS 14-2
CLOSE QUARTERS COMBAT 14-5
BREACHING 14-19
RANGER CREED
Recognizing that I volunteered as a Ranger, fully knowing the hazards of my

chosen profession, I will always endeavor to uphold the prestige, honor, and high
esprit de corps of the Rangers.
Acknowledging the fact that a Ranger is a more elite soldier who arrives at the
cutting edge of battle by land, sea, or air, I accept the fact that as a Ranger my
country expects me to move further, faster, and fight harder than any other
soldier.
Never shall I fail my comrades I will always keep myself mentally alert,
physically strong, and morally straight and I will shoulder more than my share of
the task whatever it may be, one hundred percent and then some.
Gallantly will I show the world that I am a specially selected and well trained
soldier. My courtesy to superior officers, neatness of dress, and care of
equipment shall set the example for others to follow.
Energetically will I meet the enemies of my country. I shall defeat them on the
field of battle for I am better trained and will fight with all my might. Surrender is
not a Ranger word. I will never leave a fallen comrade to fall into the hands of the
enemy and under no circumstances will I ever embarrass my country.
Readily will I display the intestinal fortitude required to fight on to the Ranger
objective and complete the mission, though I be the lone survivor.
I
STANDING ORDERS ROGERS RANGERS
1. Don't forget nothing.
2. Have your musket clean as a whistle, hatchet scoured, sixty rounds powder
and ball, and be ready to march at a minute's warning.
3. When you're on the march, act the way you would if you was sneaking up
on a deer. See the enemy first.
4. Tell the truth about what you see and what you do. There is an army
depending on us for correct information. You can lie all you please when
you tell other folks about the Rangers, but don't never lie to a Ranger or
officer.
5. Don't never take a chance you don't have to.
6. When we're on the march we march single file, far enough apart so one
shot can't go through two men.
7. If we strike swamps, or soft ground, we spread out abreast, so it's hard to
track us.
8. When we march, we keep moving till dark, so as to give the enemy the least
possible chance at us.
9. When we camp, half the party stays awake while the other half sleeps.
10. If we take prisoners, we keep'em separate till we have had time to examine
them, so they can't cook up a story between'em.
11. Don't ever march home the same way. Take a different route so you won't
be ambushed.
12. No matter whether we travel in big parties or little ones, each party has to
keep a scout 20 yards ahead, 20 yards on each flank, and 20 yards in the
rear so the main body can't be surprised and wiped out.
13. Every night you'll be told where to meet if surrounded by a superior force.
14. Don't sit down to eat without posting sentries.
15. Don't sleep beyond dawn. Dawn's when the French and Indians attack.
16. Don't cross a river by a regular ford.
17. If somebody's trailing you, make a circle, come back onto your own tracks,
and ambush the folks that aim to ambush you.
18. Don't stand up when the enemy's coming against you. Kneel down, lie
down, hide behind a tree.
19. Let the enemy come till he's almost close enough to touch, then let him
have it and jump out and finish him up with your hatchet.
MAJOR ROBERT ROGERS 1759
II
RANGER HISTORY
The history of the American Ranger is a long and colorful saga of courage, daring and
outstanding leadership. It is a story of men whose skills in the art of fighting have
seldom been surpassed. Only the highlights of their numerous exp loits are told here.
Rangers primarily performed defensive missions until Benjamin Churchs Company of

Independent Rangers from Plymouth Colony proved successful in raiding hostile
Indians during King Phillips War in 1675. In 1756 Major Robert Rogers, a native of
New Hampshire, recruited nine companies of American colonists to fight for the British
during the French and Indian War. Ranger techniques and methods of operation were
an inherent characteristic of the American frontiersmen; however, Major Rogers was the
first to capitalize on them and incorporate them into the fighting doctrine of a
permanently organized fighting force.
The method of fighting used by the first Rangers was further developed during the
Revolutionary War by Colonel Daniel Morgan, who organized a unit known as
Morgans Riflemen. According to General Burgoyne, Morgans men were .the most
famous corps of the Continental Army, all of them crack shots.
Francis Marion, the Swamp Fox, organized another famous Revolutionary War
Ranger element known as Marions Partisans. Marions Partisans, numbering
anywhere from a handful to several hundred, operated both with and independent of
other elements of General Washingtons Army. Operating out of the Carolina swamps,
they disrupted British communications and prevented the organization of loyalists to
support the British cause, substantially contributing to the American victory.
The American Civil War was again the occasion for the creation of special units such as
Rangers. John S. Mosby, a master of the prompt and skillful use of cavalry, was one of
the most outstanding Confederate Rangers.He believed that by resorting to aggressive
action he could compel his enemies to guard a hundred points. He would then attack
one of the weakest points and be assured numerical superiority.
With Americas entry into the Second World War, Rangers came forth to add to the
pages of history. Major William O. Darby organized and activated the 1 st Ranger
Battalion on June19, 1942 at Carrickfergus, North Ireland. The members were all hand-
picked volunteers; 50 participated in the gallant Dieppe Raid on the northern coast of
France with British and Canadian commandos. The 1 st, 3rd, and 4 th Ranger Battalions
participated with distinction in the North African, Sicilian and Italian campaigns. Darbys
Ranger Battalions spearheaded the Seventh Army landing at Gela and Licata during the
Sicilian invasion and played a key role in the subsequent campaign which culminated in
the capture of Messina. They infiltrated German lines and mounted an attack against
Cisterna, where they virtually annihilated an entire German parachute regiment during
close in, night, bayonet and hand-to-hand fighting.
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The 2 nd and 5 th Ranger Battalions participated in the D-Day landings at Omaha Beach,
Normandy; it was during the bitter fighting along the beach that the Rangers gained
their official motto. As the situation became critical on Omaha Beach, the division
commander of the 29th Infantry Division stated that the entire force must clear the beach
and advance inland. He then turned to Lieutenant Colonel Max Schneider, Commander
of the 5 th Ranger Battalion, and said, Rangers, lead the way. The 5 th Ranger Battalion
spearheaded the breakthrough and thus enabled the allies to drive inland away from the
invasion beaches.
The 6 th Ranger Battalion, operating in the Pacific, conducted Ranger type missions
behind enemy lines which involved reconnaissance and hard-hitting, long-range raids.
They were the first American contingent to return to the Philippines, destroying key
coastal installations prior to the invasion. A reinforced company from the 6 th Ranger
Battalion formed the rescue force which liberated American and allied prisoners of war
from the Japanese prison camp at Cabanatuan.
Another Ranger-type unit was the 5307th Composite Unit (Provisional), organized and
trained as a long -range penetration unit for employment behind enemy lines in
Japanese occupied Burma. The unit commander was Brigadier General (later Major
General) Frank D. Merrill, its 2,997 officers and men became popularly known as
Merrills Marauders.
The men composing Merrills Marauders were volunteers from the 5 th, 154th, and 33rd
Infantry Regiments and from other Infantry regiments engaged in combat in the
southwest and South Pacific. These men responded to a call from then Chief of Staff,
General George C. Marshall, for volunteers for a hazardous mission. These volunteers
were to have a high state of physical ruggedness and stamina and were to come from
jungle-trained and jungle -tested units.
Prior to their entry into the Northern Burma Campaign, Merrills Marauders trained in
India under the overall supervision of Major General Orde C. Wingate, British Army.
There, they were trained from February to June 1943 in long-range penetration tactics
and techniques of the type developed and first employed by General Wingate. The
operations of the Marauders were closely coordinated with those of the Chinese 22nd
and 38th Divisions in a drive to recover northe rn Burma and clear the way for the
construction of Ledo Road, which was to link the Indian railhead at Ledo with the old
Burma Road to China. The Marauders marched and fought through jungle and over
mountains from Hukwang Valley in northwest Burma to Myitkyina and the Irrawaddy
River. In 5 major and 30 minor engagements,they met and defeated the veteran
soldiers of the Japanese 18th Division. Operating in the rear of the main force of the
Japanese, they prepared the way for the southward advances of the Chinese by
disorganizing supply lines and communications. The climax of the Marauders
operations was the capture of Myitkyina Airfield, the only all-weather strip in northern
Burma. This was the final victory of Merrills Marauders which was disbanded in
August 1944. Remaining personnel were consolidated into the 475th Infantry Regiment
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which fought its last battle February 3-4,1945 at Loi-Kang Ridge, China. This Infantry
Regiment would serve as the forefather of todays 75th Ranger Regiment.
Shortly after the outbreak of the Korean War in June 1950, the 8 th Army Ranger
Company was formed of volunteers from American units in Japan. The Company was
trained in Korea and distinguished itself in combat during the drive to the Yalu River,
performing task force and spearhead operations. In November 1950 during the
massive Chinese intervention, this small unit, though vastly outnumbered, withstood five
enemy assaults on its position.
In September 1950, a Department of the Army message called for volunteers to be

trained as Airborne Rangers. In the 82nd Airborne Division, five thousand regular Army
paratroopers volunteered, and from that number nine hundred men were selected to
form the initial eight Airborne Ranger Companies. An additional nine companies were
formed from volunteers of regular Army and National Guard Infantry Divisions. These
seventeen Airborne Ranger companies were activated and trained at Fort Benning,
Georgia, with most receiving additional training in the mountains of Colorado.
IN 1950 and 1951, some 700 men of the 1 st, 2nd, 3 rd, 4th, 5 th and 8 th Airborne Ranger
companies fought to the front of every American Infantry Division in Korea. Attacking by
land, water, and air, these six Ranger companies conducted raids, deep penetrations
and ambush operations against North Korean and Chinese forces. They were the first
Rangers in history to make a combat jump. After the Chinese intervention, these
Rangers were the first Americans to re-cross the 38th parallel. The 2 nd Airborne Ranger
Company was the only African American Ranger unit in the history of the American
Army. The men of the six Ranger companies who fought in Korea paid the bloody price
of freedom. One in nine of this gallant brotherhood died on the battlefields of Korea.
Other Airborne Ranger companies led the way while serving with infantry divisions in
the United States, Germany and Japan. Men of these companies volunteered and
fought as members of line infantry units in Korea. One Ranger, Donn Porter, would be
posthumously awarded the Medal of Honor. Fourteen Korean War Rangers became
general officers and dozens became colonels, senior noncommissioned officers, and
leaders in civilian life. They volunteered for the Army, the Airborne, the Rangers, and
for combat. The first men to earn and wear the coveted Ranger Tab, these men are the
original Airborne Rangers.
In October 1951, the Army Chief of Staff, General J. Lawton Collins directed, Ranger
training be extended to all combat units in the Army. The Commandant of the Infantry
School was directed to establish a Ranger Department for the purpose of conducting a
Ranger course of instruction. The overall objective of Ranger training was to raise the
standard of training in all combat units. This program was built upon what had been
learned from the Ranger Battalions of World War II and the Airborne Ranger companies
of the Korean conflict.
III-3
During the Vietnam Conflict, fourteen Ranger companies consisting of highly motivated
volunteers served with distinction from the Mekong Delta to the DMZ. Assigned to
separate brigade, division and field force units, they conducted long-range
reconnaissance and exploitation operations into enemy-held areas providing valuable
combat intelligence. Initially designated at LRRP, then LRP companies, these units
were later designated as C, D,E,F,G,H,I,K,L,M,N,O and P (Ranger) 75th Infantry.
Following Vietnam, recognizing the need for a highly trained and highly mobile reaction
force, the Army Chief of Staff, General Abrams directed the activation of the first
battalion-sized Ranger units since World War II, the 1 st and 2 nd Battalions (Ranger), 75th
Infantry. The 1 st Battalion was trained at Fort Benning, Georgia and was activated
February 8, 1974 at Fort Stewart, Georgia with the 2 nd Battalion being activated on
October 3, 1974. The 1 st Battalion is now located at Hunter Army Airfield, Georgia and
the 2 nd Battalion at Fort Lewis, Washington.
The farsightedness of General Abrams decision, as well as the combat effectiveness of

the Ranger battalions, was proven during the United States invasion of the island of
Grenada in October 1983 to protect American citizens there, and to restore democracy.
As expected, Rangers led the way! During this operation, code named Urgent Fury,
the Ranger battalions conducted a daring, low level airborne assault (from 500 feet) to
seize the airfield at Point Salines, and then continued operations for several days to
eliminate pockets of resistance, and rescue American medical students.
As a result of the demonstrated effectiveness of the Ranger battalions, the Department

of the Army announced in 1984, that it was increasing the strength of Ranger units to its
highest level in 40 years by activating another Ranger battalion, as well as a Ranger
Regimental Headquarters. These new units, the 3 rd Battalion (Ranger), 75th Infantry,
and Headquarters Company (Ranger) 75th Infantry, have increased the Ranger strength
of the Army to over 2,000 soldiers actually assigned to Ranger units. On February 3,
1986, the 75th Infantry was re-designated the 75th Ranger Regiment.
On December 20,1989, the 75th Ranger Regiment was once again called upon to
demonstrate its effectiveness in combat. For the first time since its reorganization in
1984, the Regimental Headquarters and all three Ranger battalions were deployed on
Operation Just Cause in Panama. During this operation, the 75th Ranger Regiment
spearheaded the assault into Panama by conducting airborne assaults onto
Torrijos/Tocumen Airport and Rio Hato Airfield to facilitate the restoration of democracy
in Panama, and protect the lives of American citizens. Between December 20, 1989
and January 7, 1990, numerous follow-on missions were performed in Panama by the
Regiment.
Early in 1991, elements of the 75th Ranger Regiment deployed to Saudi Arabia in
support of Operation Desert Storm.
In August 1993 elements of the 75th Ranger Regiment deployed to Somalia in support
of Operation Restore Hope, and returned November 1993.
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The performance of these Rangers significantly contributed to the overall success of
these operations and upheld the Ranger tradition of the past. As in the past, the
Regiment stands ready to execute its mission to conduct special operations in support
of the United States policies and objectives.
Ranger Medal Of Honor Recipients
Millett, Lewis L. Sr Captain Feb 7 1951 Co. E 2/27th Infantry
* Porter, Donn F. Sergeant Sept 7 1952 Co. G 2/14th Infantry
Mize, Ola L. Sergeant June 10-11 1953 Co. K 3/15th Infantry
Dolby, David C. Staff Sergeant May 21 1966 Co. B 1/8 th (ABN) Calvary
Foley, Robert F. Captain Nov 5 1966 Co. A 2/27th Infantry
Zabitosky, Fred M. Staff Sergeant Feb 19 1968 5th Special Forces
Bucha, Paul W. Captain May 16-19 1968 Co. D 3/187 Infantry
* Rabel, Laszlo Staff Sergeant Nov 13 1968 74th Infantry (LRRP)
Howard, Robert L. Sergeant First Class Dec 30 1968 5th Special Forces
* Law, Robert D. Specialist 4 Feb 22 1969 Co. I 75th Infantry (Ranger)
Kerrey, J. Robert Lieutenant Mar 14 1969 Seal Team 1
* Doane, Stephen H. 1st Lieutenant Mar 25 1969 Co. B 1/5 th Infantry
* Pruden, Robert J. Staff Sergeant Nov 22 1969 Co. G 75th Infantry (Ranger)
Littrell, Gary L. Sergeant First Class April 4 -8 1970 Advisory Team 21 (Ranger)
* Lucas, Andre C. Lt Colonel Jul 1-23 1970 HHC 2/506 Infantry
* Gordon, Gary I. Master Sergeant Oct 3 1993 Task Force Ranger
* Shughart, Randall D. Sergeant First Class Oct 3 1993 Task Force Ranger
*posthumously
III-5
HISTORY OF THE RANGER DEPARTMENT / RANGER TRAINING
BRIGADE
The Ranger Course was conceived during the Korean War and was known as
the Ranger Training Command. On 10 October 1951, the Ranger Training
Command was inactivated and became the Ranger Department, a branch of
the Infantry School at Fort Benning, Georgia. Its purpose was, and still is, to
develop combat skills of selected officers and enlisted men by requiring them to
perform effectively as small unit leaders in a realistic tactical environment,
under mental and physical stress approaching that found in actual combat.
Emphasis is placed on the development of individual combat skills and abilities
through the application of the principles of leadership while further developing
military skills in the planning and conduct of dismounted infantry, airborne,
airmobile, and amphibious independent squad and platoon-size operations.
Graduates return to their units to pass on these skills.
From 1954 to the early 1970s, the Armys goal, though seldom achieved, was
to have one Ranger qualified NCO per infantry platoon and one officer per
company. In an effort to better achieve this goal, in 1954 the Army required all
combat arms officers to become Ranger/ Airborne qualified.
The Ranger course has changed little since its inception. Until recently, it was
an eight-week course divided into three phases. The course is now 61 days in
duration and divided into three phases as follows:
BENNING PHASE (4th Ranger Training Battalion) Designed to develop the

military skills, physical and mental endurance, stamina, and confidence a small-
unit combat leader must have to successfully accomplish a mission. It also
teaches the Ranger student to properly maintain himself, his subordinates, and
his equipment under difficult field conditions.
MOUNTAIN PHASE (5th Ranger Training Battalion) The Ranger student

gains proficiency in the fundamentals, principles and techniques of employing
small combat units in a mountainous environment. He develops his ability to
lead squad-sized units and to exercise control through planning, preparation,
and execution phases of all types of combat operations, including ambushes
and raids, plus environmental and survival techniques.
FLORIDA PHASE (6th Ranger Training Battalion) Emphasis during this phase
is to continue the development of combat leaders, capable of operating
effectively under conditions of extreme mental and physical stress. The training
further develops the students ability to plan and lead small units on
independent and coordinated airborne, air assault, amphibious, small boat, and
dismounted combat operations in a mid-intensity combat environment against a
well-trained, sophisticated enemy.
IV-1
On 2 December 1987, on York Field, Fort Benning, Georgia, the Ranger
Department, in accordance with permanent orders number 214-26, became the
Ranger Training Brigade with an effective date of 1 November 1987.
After 40 years and 23 Directors and Commanders, the Ranger Course is still
dedicated to producing the finest trained soldier in the worldthe United States
Army Ranger!
IV-2
CHAPTER ONE
PRINCIPLES OF LEADERSHIP
1-1. GENERAL. Leadership is the most essential element of combat power.
Leadership provides purpose, direction, and motivation in combat. The leader
determines the degree to which maneuver, firepower, and protection are
maximized, ensures these elements are effectively balanced, and decides how to
bring them to bear against the enemy.
a. PRINCIPLES OF LEADERSHIP.
(1) BE -
(a) Technically and tactically proficient: Can accomplish all tasks to standard
that are required to accomplish the wartime mission.
(b) Possess professional character traits: Courage, Commitment, Candor,
Competence and Integrity.
(2) KNOW -
(a) Four major factors of leadership and how they affect each other: The
Led, The Leader, The Situation, and Communications.
(b) Yourself and seek self-improvement: Strengths and weaknesses of your
character, knowledge, and skills. Continually develop your strengths and
work on overcoming your weaknesses.
(c) Your soldiers and lookout for their well-being. Train them for the rigors of
combat, take care of their physical/safety needs, and discipline/reward
them.
(3) DO -
(a) SEEK RESPONSIBILITY and TAKE RESPONSIBILITY FOR YOUR
ACTIONS: Leaders must exercise initiative, be resourceful, and take
advantage of opportunities on the battlefield that will lead to victory.
Accept just criticism and take corrective actions for mistakes.
(b) MAKE SOUND AND TIMELY DECISIONS: Rapidly assess the
situation and make sound decisions. Gather essential information,
announce decisions in time for soldiers to react, and consider short/long-
term effects of your decision.
(c) SET THE EXAMPLE: Be a role model for your soldiers. Set high, but
attainable standards, be willing to do what you require of your soldiers,
and share dangers and hardships with your soldiers.
(d) KEEP YOUR SUBORDINATES INFORMED: Keeping your
subordinates informed helps them make decisions and execute plans
within your intent, encourage initiative, improve teamwork, and enhance
morale.
(e) DEVELOP A SENSE OF RESPONSIBILITY IN SUBORDINATES:
Teach, challenge, and develop subordinates. Delegation indicates you
trust your subordinates and will make them want even more responsibility.
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(f) ENSURE THE TASK IS UNDERSTOOD, SUPERVISED, AND
ACCOMPLISHED: Soldiers need to now what you expect from them:
What you want done, what the standard is, and when you want it.
(g) BUILD THE TEAM: Train and cross train your soldiers until they are
confident in the team's technical/tactical abilities. Develop a team spirit
that motivates them to go willingly and confidently into combat.
(h) EMPLOY YOUR UNIT IN ACCORDANCE WITH ITS CAPABILITIES:
Know the capabilities and limitations of your unit. As a leader you are
responsible to recognize both of these factors and employ your patrol
accordingly.
1-2. DUTIES AND RESPONSIBILITIES. To complete all assigned tasks, every

soldier in the patrol must do his job. Each soldier must accomplish his specific
duties and responsibilities and be a part of the team.
a. PLATOON LEADER (PL): Responsible for what the patrol does or fails to do.
This includes tactical employment, training, administration, personnel
management, and logistics. He does this by planning, making timely decisions,
issuing orders, assigning tasks, and supervising patrol activities. He must know
his men and how to employ the patrol's weapons. He is responsible for
positioning and employing all assigned or attached crew-served weapons and
employment of supporting weapons. The platoon leader:
(1) Establishes time schedule using backwards planning. Consider time for
execution, movement to the objective, and the planning and preparation
phase of the operation.
(2) Takes the initiative to accomplish the mission in the absence of orders.
Keeps higher informed by using periodic situation reports (SITREP).
(3) Plans with the help of the Platoon Sergeant (PSG), Squad leaders, and other
key personnel (Team Leaders, FO, attachment leaders).
(4) Stays abreast of the situation through coordination with adjacent patrols and
higher HQ, supervise, issue FRAGOs, and accomplish the mission.
(5) If needed to perform the mission, requests more support for his patrol from
higher headquarters.
(6) Directs and assists the Platoon Sergeant in planning and coordinating the
patrol's CSS effort and casualty evacuation (CASEVAC) plan.
(7) During planning, receives on-hand status reports from the Platoon Sergeant,
and squad leaders.
(8) Reviews patrol requirements based on the tactical plan.
(9) Checks security, corrects unsatisfactory actions, and spot checks.
(10) During execution, positions himself where he can influence the most critical
task for mission accomplishment; usually with the main effort.
(11) Commands through his squad leaders using the intent of the two levels
higher commanders.
(12) Conducts rehearsals.
b. PLATOON SERGEANT (PSG): Senior NCO in the patrol and second in
succession of command. Helps and advises the patrol leader, and leads the
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patrol in the patrol leader's absence. Supervises the patrol's administration,
logistics, and maintenance. Prepares and issues paragraph 4 of the patrol
OPORD.
(1) Duties of the Platoon Sergeant:
(a) Organizes and controls the patrol CP IAW the unit SOP, patrol leaders
guidance, and METT-TC factors.
(b) Receives squad leaders requests for rations, water, and ammunition.
Work with the company first sergeant or XO to request resupply. Directs
the routing of supplies and mail.
(c) Directs the patrol medic and patrol aid-litter teams in moving casualties
to the rear.
(d) Maintains patrol personnel status, consolidate and forward the patrols
casualty reports (DA Forms 1155 and 1156), and receive and orient
replacements.
(e) Monitors the morale, discipline, and health of patrol members.
(f) Supervises task-organized elements of patrol:
(g) Quartering parties.
(h) Security forces during withdrawals.
(i) Support elements during raids or attacks.
(j) Security patrols during night attacks.
(k) Coordinates and supervises company-directed patrol resupply
operations.
(l) Ensures that supplies are distributed IAW the patrol leaders guidance
and direction.
(m) Ensures that ammunition, supplies, and loads are properly and evenly
distributed (a critical task during consolidation and reorganization).
(n)Ensures the casualty evacuation plan is complete and executed properly.
(o) Ensures that the patrol adheres to the Platoon Leaders time schedule.
(p) The following checklist outlines the Platoon Sergeants duties and
responsibilities during specific actions:
(2) Actions of the Platoon Sergeant during movement and halts:
(a) Takes action necessary to facilitate movement.
(b) Supervises rear security during movement.
(c) Supervises, establishes, and maintains security during halts.
(d) Knows unit location.
(e) Performs additional tasks as required by the patrol leader and assists in
every way possible. Focuses on security and control of patrol.
(3) Actions by Platoon Sergeant at Danger Areas:
(a) Directs positioning of near-side security (usually conducted by the trail
squad or team).
(b) Maintains accountability of personnel.
(4) Actions by Platoon Sergeant on the Objective Area:
(a) Assists with ORP occupation.
(b) Supervises, establishes, and maintains security at the ORP.
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(c) Supervises the final preparation of weapons and equipment in the ORP
per patrol leaders guidance.
(d) Assists the patrol leader in control and security.
(e) Supervises the reorganization and redistribution of ammo and
equipment. Ensures accountability and status of personnel is
maintained, to include WIAs and KIAs.
(f) Performs additional tasks assigned by the patrol leader and reports
status to Platoon Leader.
(5) Action by the Platoon Sergeant in the Patrol Base:
(a) Assists in patrol base occupation.
(b) Assists in establishing and adjusting perimeter.
(c) Enforces security in the patrol base.
(d) Keeps movement and noise to a minimum.
(e) Supervises and enforces camouflage.
(f) Assigns sectors of fire.
(g) Ensures designated personnel remain alert and equipment is maintained
in a high state of readiness.
(h) Requisitions supplies, water, ammo and supervises their distribution.
(i) Supervises the priority of work and ensures its accomplishment.
1. Security plan. Ensures crew served weapons tied in according to
platoon sector sketch.
2. Maintenance plan.
3. Hygiene plan.
4. Messing plan.
5. Water plan.
6. Rest plan.
(j) Performs additional tasks assigned by the patrol leader and assists him
in every way possible.
c. SQUAD LEADER (SL). Responsible for what the squad does or fails to do.
He is a tactical leader that leads by example.
(1) Duties of the Squad Leader:
(a) Controls the maneuver of his squad and its rate and distribution of fire.
(b) Manages the logistical and administrative needs of his squad. Requests
and issues ammunition, water, rations, and special equipment.
(c) Maintains equipment accountability.
(d) Completes casualty feeder reports and review the casualty reports
completed by squad members.
(e) Directs the maintenance of the squad's weapons and equipment.
(f) Inspects the condition of soldiers' weapons, clothing and equipment.
(g) Keeps the Platoon Leader/Platoon Sergeant informed on status of
squad.
(h) Submits ACE report to Platoon Sergeant.
(2) Actions by Squad Leader throughout the mission:
(a) Obtains status report from team leaders and submits reports to PL/PSG.
(b) Makes a recommendation to the PL/PSG when problems are observed.
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(c) Ensures tasks are accomplished by delegating tasks to team leaders by
establishing a priority of tasks in accordance with orders received from
the PL.
(d) Uses initiative in the absence of orders.
(e) Follows the PLs plan and makes recommendations.
(3) Actions by Squad Leader during movement and halts:
(a) Rotates heavy equipment and difficult duties.
(b) Ensures PL is notified when rest halts and water replenishment are
required.
(c) Maintains proper movement techniques while monitoring route, pace, and
azimuth.
(d) Prevents breaks in contact.
(e) Ensures subordinate leaders are disseminating information, assigning
sectors of fire, and checks personnel.
(4) Action by Squad Leader in the objective area:
(a) Ensures special equipment has been prepared for actions at the
objective.
(b) Maintains security and control during conduct of the assault.
(c) Obtains status reports from team leaders and ensures ammunition is
redistributed and reports status to PL.
(5) Actions by Squad Leader in the patrol base:.
(a) Ensures patrol base is occupied according to the plan.
(b) Ensures that his sector of the patrol base is covered by interlocking fires;
makes final adjustments, if necessary.
(c) LP/OPs sent out in front of assigned sector. (METT-TC Dependent).
(d) Ensures priorities of work are being accomplished and reports
accomplished priorities to the PL/PSG.
(e) Adheres to time schedule.
(f) Ensures personnel know the alert and evacuation plan the locations of
key leaders, OPs and the location of the alternate patrol base.
d. WEAPONS SQUAD LEADER (When designated). Responsible for all that
the weapons squad does or fails to do. His duties are the same as the squad
leader. Additionally, he controls the machine guns and MAWs in support of the
patrol's mission. He advises the PL on employment of his squad.
(1) Supervises machine gun teams to ensure they follow priority of work.
(2) Inspects machine gun teams for correct range cards, fighting positions, and
understanding of fire plan.
(3) Supervises maintenance of machine guns (done correctly, deficiencies
corrected, reported and does not violate security plan).
(4) Assists PL in planning.
(5) Positions machine guns not attached to squads according to patrol SOP at
halts and danger areas.
(6) Rotates loads. Machine gunners normally get tired first.
(7) Submits ACE report to PSG.
(8) Designates targets for each gun.
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(9) Gives additional fire commands to achieve maximum effectiveness of
firepower:
(a) Shifting fires.
(b) Corrects windage or elevation to increase accuracy.
(c) Alternates firing guns.
(d) Prevents lulls in fire.
(10) Knows location of assault elements, security elements and prevents
fratricide.
(11) Reports to higher.
e. TEAM LEADER (TL). Controls the movement of his fire team and the rate and
placement of fire by leading from the front and using the proper commands and
signals. Maintains accountability of his men, weapons and equipment. Ensures
his soldiers maintain unit standards in all areas. The following checklist outlines
specific duties and responsibilities of team leaders during mission planning and
execution. The Team Leader leads by example.
(1) Actions Taken by Team leader During Planning and Preparation:
(a) Warning Order.
(1) Assists in control of the squad.
(2) Monitors squad during issue of the order.
(b) OPORD Preparation.
(1) Posts changes to time schedule.
(2) Posts/Updates team duties on warning order board.
(3) Prepares ammo and supply lists.
(4) Turns in and picks up supply requests.
(5) Distributes ammo and special equipment.
(6) Performs all tasks given by the SL special instructions paragraph.
(c) Operation Order.
(1) Monitors squad during issue of the order.
(2) Assists SL during rehearsals.
(2) Actions taken by Team Leader during a Movement and at Halts:
(a) Takes actions necessary to facilitate movement.
(1) Enforces rear security during movement.
(2) Supervises, establishes, and maintains security at all times.
(3) Performs additional tasks as required by the SL and assists him in
every way possible, particularly control and security.
(3) Action taken by Team Leader in the ORP:
(a) Assists in the occupation of the ORP.
(b) Assists in the supervision, establishment and maintenance of security.
(c) Supervises the final preparation of men, weapons, and equipment in the
ORP as per the squad leader guidance.
(d) Assists in control of personnel departing and entering the ORP.
(e) Reorganizes perimeter after recon party departs.
(f) Maintains commo with higher headquarters.
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(g) Upon return of recon party, assists in the reorganization of personnel and
redistribution of ammo and equipment; ensures accountability of all
personnel and equipment are maintained.
(h) Disseminates PIR to his team.
(i) Performs additional tasks assigned by the SL.
(4) Actions taken by Team Leader in the Patrol Base:
(a) Inspects the perimeter to ensure team has interlocking sectors of fire;
prepares team sector sketch.
(b) Enforces the priority of work and ensures it is properly accomplished.
(c) Performs additional tasks assigned by the SL and assist him in every
way possible.
(5) Actions taken by Team Leader during Link Up:
(a) Assists in the preparation of men and equipment.
(b) Ensures all personnel are knowledgeable of their tasks and the
operation.
f. MEDIC. Assists the PSG in directing aid and litter teams; monitors the health
and hygiene of the platoon.
(1) Treats casualties and assists in their evacuation under the control of the
PSG.
(2) Aids the PL/PSG in field hygiene matters, personally checks the health and
physical condition of platoon members.
(3) Requests Class VIII (medical) supplies through the PSG.
(4) Provides technical expertise and supervision of combat lifesavers.
(5) Ensures casualty feeder reports are correct and attached to each evacuated
casualty.
(6) Carries out other tasks assigned by the PL/PSG.
g. RADIOTELEPHONE OPERATOR (RTO). Responsible for establishing and
maintaining communications with higher headquarters and within the patrol. The
RTO also serves as an enroute recorder and keeps a detailed patrol log. The
patrol RTO must know the use and care of the radio to include:
(1) Waterproofing and presetting frequencies.
(2) Use of the SOI.
(3) How to construct and erect field-expedient antennas.
1-3. ASSUMPTION OF COMMAND. Any platoon/squad member may have to take

command of his element in an emergency - all members must be prepared to do so.
a. During an assumption of command, situation permitting, the following tasks are
accomplished applying METT-TC. Tasks are not necessarily accomplished in
the following order:
(1) Informs the units subordinate leaders of the command and notifies higher
headquarters.
(2) Checks security.
(3) Checks crew served weapons.
(4) Pinpoints location.
(5) Coordinates and checks equipment.
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(6) Checks personnel status.
(7) Issues FRAGO (if required).
(8) Reorganizes as needed maintaining unit integrity when possible.
(9) Maintains noise and light discipline.
(10) If done in a patrol base, continues patrol base activities, especially security.
(11) Makes reconnaissance (at a minimum, a map recon).
(12) Finalizes plan.
(13) Executes the mission.
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CHAPTER TWO
OPERATIONS
This chapter provides techniques and procedures used by infantry platoons and
squads. These techniques are used throughout the planning and execution phases
of platoon and squad tactical operations.
COMMAND AND CONTROL
This section discusses troop-leading procedures, combat orders, and techniques for
preparing a platoon to fight. These topics pertain to all combat operations. Their
application requires time. With more time, leaders can plan and prepare in depth.
With less time, they must rely on previously rehearsed actions, battle drills, and
standing operating procedures (SOPs).
2-1. TROOP LEADING PROCEDURES

Troop leading is the process a leader goes through to prepare his unit to
accomplish a tactical mission.
Begins when he is alerted for a mission or receives a change or a new
mission.
The troop-leading procedures comprise the steps listed below. Steps 3
through 8 may not follow a rigid sequence. Many of the steps may be
accomplished concurrently.
1. Receive the mission. 5. Reconnoiter.
2. Issue a warning order. 6. Complete the plan.
3. Make a tentative plan. 7. Issue the complete order.
4. Initiate Movement 8. Supervise.
Figure 2-1. Tools of the tactician relationship
2-1
a. STEP 1. Receive the Mission. The leader may receive the mission in a warning
order, an operation order (OPORD), or a fragmentary order (FRAGO).
The leader should use no more than one third of the available time for his
own planning and for issuing his operation order.
The remaining two thirds is for subordinates to plan and prepare for the
operation.
Leaders should also consider other factors such as available daylight and
travel time to and from orders and rehearsals.
b. STEP 2. Issue a Warning Order. The leader provides initial instructions in a

warning order. The warning order contains enough information to begin preparation
as soon as possible.
The warning order mirrors the five -paragraph OPORD format.
The following information may be included in a warning order.
The mission or nature of the operation. (mission statement)
Time and place for issuance of the operation (coordinating instructions)
Who is participating in the operation? (coordinating instructions)
Time of the operation. (timeline)
c. STEP 3. Make a Tentative Plan. The leader develops an estimate of the situation to
use as the basis for his tentative plan. The estimate has five steps.
(1) Conduct a detailed mission analysis.
(a) The Higher Commanders' Concept and intent two levels up. This
information is found in paragraph 1b for two levels up and in paragraphs 2
and 3 for one higher.
(b) The Unit's Tasks. Tasks that are clearly stated in the order (Specified Tasks)
or tasks that become apparent as the OPORD is analyzed (Implied Tasks).
Examples of specified tasks are:
Retain hill 545 to prevent envelopment of B Co.
Provide one squad to the 81-mm platoon to carry ammo.
Establish an OP VIC GL124325 NLT 301500 NOV 89.
Examples of implied tasks are:
Provide security during movement.
Conduct resupply operations.
Coordinate with adjacent units.
(c) The Unit's Limitations. The leader next determines all control measures or
instructions in the OPORD that restrict his freedom of action; these are called
limitations. In every operation, there are some limitations on the unit. The
following are some examples of common limitations:
Graphic control measures.
Cross the LD at 100030 OCT 94.
MOPP4 in effect.
ADA weapons status, tight; warning status, yellow.
(d) Mission-Essential Task(s). After reviewing all the above factors, the leader
identifies his mission-essential task(s). Failure to accomplish a mission-
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essential task results in the unit's failure to accomplish its primary purpose for
that operation. The mission essential task should be found in the maneuver
paragraph.
(e) The Restated Mission Statement. The restated mission statement
becomes the focus for the remainder of the estimate process. This is a clear,
concise statement of the mission essential task(s) to be accomplished by the
unit and the purpose to be achieved. The mission statement will state WHO,
WHAT (the task), WHEN (the critical time), WHERE (usually a grid
coordinate), and WHY (the purpose the unit must achieve). Some examples
of restated missions follow:
(WHO) 1 st Platoon attacks (WHAT) to seize (WHERE) HILL 482 VIC NB
457371 (OBJ BLUE) (WHEN) NLT 09050OZ Dec 92 L 482 (OBJ BLUE)
(WHY) to enable the company's main effort to destroy enemy command
bunker.
(WHO) 1 st Platoon, C Company defends (WHAT) to destroy from
(WHERE) AB163456 to AB163486 to AB123486 to AB123456 (WHEN)
NLT 28153OZ Oct 97 (WHY) to prevent enemy forces from enveloping B
Company, 1 -66 infantry (L) from the south.
(2) Analyze the situation and develop a course of action. Each COA must be:
(a) Feasible: It accomplishes the mission and supports the commanders
concept.
(b) Reasonable: The unit remains an effective force after completing the mission.
(c) Distinguishable: It is not just a minor variation of another COA.
(3) Upon developing a COA, the unit leader will assign C2 headquarters, complete
generic task organization assigning all organic and attached elements, and
prepare COA statement and sketch.
(4) With the restated mission from step one to provide focus the leader continues the
estimate process using the remaining factors of METT-TC:
(a) What is known about the ENEMY?
(b) Composition. This is an analysis of the forces and weapons that the enemy
can bring to bear. Determine what weapons systems they have available, and
what additional weapons and units are supporting him.
(c) Disposition. The enemy's disposition is how he is arrayed on the terrain,
such as in defensive positions, in an assembly area, or moving in march
formation.
(d) Strength. Percentage strength.
(e) Recent Activities. Identify recent and significant enemy activities that may
indicate future intentions.
(f) Reinforcement Capabilities. Determine positions for reserves and estimated
time to counterattack or reinforce.
(g) Possible Courses of Actions. Determine the enemy's possible COAS.
Analyzing these COAs may ensure that the friendly unit is not surprised
during execution.
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(5) How will TERRAIN and weather affect the operation? Analyze terrain using
OCOKA.
(a) Obstacles. Identify the existing and reinforcing obstacles and hindering
terrain that will affect mobility.
(b) Cover and concealment. The analysis of cover and concealment is often
inseparable from the fields of fires and observation. Weapon positions must
have both to be effective and to be survivable. Infantry units are capable of
improving poor cover and concealment by digging in and camouflaging their
positions. When moving, the terrain is used to provide cover and
concealment.
(c) Observation and fields of fire. Determine locations that provide the best
observation and fields of fire along the approaches, near the objective, or on
key terrain. The analysis of fields of fire is mainly concerned with the ability to
cover the terrain with direct fire.
(d) Avenues of approach. Avenues of approach are developed next and
identified one level down. Aerial and subterranean avenues must also be
considered.
(1) Offensive considerations:
How can these avenues support my movement?
What are the advantages/disadvantages of each? (Consider enemy,
speed, cover, and concealment.)
What are the likely enemy counterattack routes?
(2) Defensive considerations:
How can the enemy use these approaches?
Which avenue is most dangerous? Least? (Prioritize each approach.)
Which avenues would support a counterattack?
(e) Key Terrain. Key terrain is any location or area that the seizure, retention, or
control of affords a marked advantage to either combatant. Using the map
and information already gathered, look for key terrain that dominates avenues
of approach or the objective area. Next, look for decisive terrain that if held or
controlled will have an extraordinary impact on the mission.
(1) What TROOPS are available?
(2) How much TIME is available?
(3) How do CIVILIANS on the Battlefield effect the operation?
(6) Analyze courses of action (Wargame). This analysis is conducted by war-

gaming the friendly courses of action against the enemy's most probable courses
of action.
(7) Compare courses of action. The leader compares the COAs and selects the
one that is most likely to accomplish the assigned mission. He considers the
advantages and disadvantages for each COA. He also considers how the critical
events impact on COAs.
(8) Make a decision. The leader selects the COA that he believes has the best
chance of accomplishing the mission.
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d. STEP 4. Start Necessary Movement. The unit may need to begin movement while
the leader is still planning or forward reconnoitering. This step could occur at any
time during the troop-leading procedure.
e. STEP 5. Reconnoiter. If time allows, the leader makes a personal reconnaissance.

When time does not allow, the leader must make a map reconnaissance.
Sometimes the leader must rely on others (for example, scouts) to conduct the
reconnaissance.
f. STEP 6. Complete the Plan. The leader completes his plan based on the
reconnaissance and any changes in the situation.
g. STEP 7. Issue the Complete Order. Platoon and squad leaders normally issue oral
operations orders to aid subordinates in understanding the concept for the mission.
If possible, leaders should issue the order with one or both of the following aides:
(1) Within sight of the objective or on the defensive terrain
(2) On a terrain model or sketch. Leaders may require subordinates to repeat all of
part of the order or demonstrate on the model or sketch their understanding of
the operation. They should also quiz their soldiers to ensure that all soldiers
understand the mission.
h. STEP 8. Supervise. The leader supervises the unit's preparation for combat by
conducting rehearsals and inspections.
1. The leader uses rehearsals to--
Practice essential tasks (improve performance).
Reveal weaknesses or problems in the plan.
Coordinate the actions of subordinate elements.
Improve soldier understanding of the concept of the operation (foster
confidence in soldiers).
2. Rehearsals include the practice of having squad leaders brief their planned
actions in execution sequence to the platoon leader.
3. The leader should conduct rehearsals on terrain that resembles the actual
ground, and in similar light conditions.
4. The platoon may begin rehearsals of battle drills and other SOP items before the
receipt of the operation order. Once the order has been issued, it can rehearse
mission specific tasks. Some important tasks to rehearse include--
Actions on the objective.
Assaulting a trench, bunker, or building.
Actions at the assault position.
Breaching obstacles (mine and wire).
Using special weapons or demolitions.
Actions on unexpected enemy contact.
5. Rehearsal Types
(a) Backbrief
Key leaders brief actions required during operation.
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Patrol leader controls
Briefed sequentially
Best to conduct the rehearsal two times:
(1) immediately following FRAGO (Confirmation Brief)
(2) after subordinates develop own plan
(b) Reduced Force
Conducted when time is key constraint
Conducted when security must be maintained
Key leaders normally attend
Mock-ups, sand tables, and small scale replicas used
(c) Full Force
Most effective type
First executed in daylight and open terrain
Secondly conduct in same conditions as operation
All soldiers participate
May use force on force
6. Rehearsal Techniques
(a) Force on Force
(b) Map
limited value
limited number of attendees
(c) Radio
cannot mass leaders
confirms communications
(d) Sand table/terrain model
key leaders
includes all control measures
(e) Rock drill
similar to sand table/terrain model
subordinates are actually moving themselves
7. Inspections. Squad leaders should conduct initial inspections shortly after receipt
of the warning order. The platoon sergeant spot checks throughout the unit's
preparation for combat. The platoon leader and platoon sergeant make a final
inspection. They should inspect:
(a) Weapons and ammunition.
(b) Uniforms and equipment.
(c) Mission-essential equipment.
(d) Soldier's understanding of the mission and their specific responsibilities.
(e) Communications.
(f) Rations and water.
(g) Camouflage.
(h) Deficiencies noted during earlier inspections.
2-6
2-2. COMBAT INTELLIGENCE. Gathering information is one of the most important
aspects of conducting patrolling operations. The following details what information to
collect and how to report it.
a. Reporting. All information must be quickly, completely, and accurately reported.

Use the SALUTE report format for reporting and recording information.
SIZE Seven Enemy Soldier

ACTIVITY Traveling SW
LOCATION GL123456
UNIT/UNIFORM OD uniforms with red six-point star on left shoulder
TIME 210200JAN99
EQUIPMENT Carrying one machine gun and one rocket launcher
b. Field Sketching. When reporting information include a sketch, if possible. Limit the
detail of the sketch to aspects of military importance such as targets, objectives,
obstacles, sector limits, or troop dispositions and locations. The symbols used
should be the standard Army symbols IAW FM 101-5-1. Notes should be used to
explain the drawing, but they should not clutter the sketch. Personnel/weapons
and/or equipment should not be used on the sketch, as it is a part of the SALUTE
report.
b. Captured Documents. Documents are collected by the leader and turned in when he
makes his reports. The documents should be marked as to time and place of
capture.
c. Prisoners. If prisoners are captured during a patrolling operation, they should be

treated IAW the Geneva Convention and handled by the 5-S rule:
(1) Search
(2) Silence
(3) Segregate
(4) Safeguard
(5) Speed to Rear
d. Debriefing. Immediately upon return from a mission, the unit will be debriefed using
the standard NATO report format.
2-3. WARNING ORDER. Warning orders give subordinates advance notice of

operations that are to come. This gives them time to prepare. The order should be
brief, but complete. A WARNING ORDER DOES NOT AUTHORIZE EXECUTION
UNLESS SPECIFICALLY STATED. A sample annotated WARNORD format follows:
2-7
WARNING ORDER ________
(Number)
References: Refer to higher headquarters OPORD, and identify map sheet for
operation.
Time Zone Used throughout the Order: (Optional)
Task Organization: (Optional) (See paragraph 1c.)
1. SITUATION
a. Enemy forces. Include significant changes in enemy composition dispositions and
courses of action. Information not available for inclusion in the initial WARNO can be
included in subsequent warning orders.
b. Friendly forces. (Optional) Only address if essential to the WARNO.
(1) Higher commander's mission.
(2) Higher commander's intent.
c. Attachments and detachments. Initial task organization, only address major unit
changes.
2. MISSION. Concise statement of the task and purpose (who, what, when, where, and
why). If not all information is known, state which parts of the mission statement are
tentative.
3. EXECUTION
Intent:
a. Concept of operation. Provide as much information as available. The concept
should describe the employment of maneuver elements.
b. Tasks to maneuver units. Provide information on tasks to subordinate units for
execution, movement to initiate, reconnaissance to initiate, or security to emplace.
Identify special teams within squad and platoon.
c. Tasks to combat support units. See paragraph 3b.
d. Coordinating instructions. Include any information available at the time of the
issuance of the WARNO. Include the following:
Uniform and Equipment Common to All (changes in SOP e.g., drop rucks,
drop or pick up helmets).
Time line.
CCIR.
Risk guidance.
Deception guidance.
Specific priorities, in order of completion.
2-8
Guidance on orders and rehearsals.
Orders group meeting (attendees, location, and time).
Earliest movement time and degree of notice.
4. SERVICE SUPPORT (Optional) Include any known logistics preparation for the
operation.
a. Special equipment. Identifying requirements, and coordinating transfer to using units.
b. Transportation. Identifying requirements, and coordinating for pre-position of assets.
5. COMMAND AND SIGNAL (Optional)

a. Command. State the chain of command if different from unit SOP.
b. Signal. Identify current SOI edition, and pre-position signal assets to support
operation.
This space intentionally left blank for notes.
2-9
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2-4. OPERATIONS ORDER. An Operations Order (OPORD) is a directive issued by a
leader to his subordinates in order to effect the coordinated execution of a specific
operation. A five-paragraph format (shown below) is used to organize the briefing, to
ensure completeness, and to help subordinate leaders understand and follow the order.
Use a terrain model or sketch along with a map to explain the order. When possible,
such as in the defense, give the order while observing the objective. The platoon/squad
leader briefs his OPROD orally off notes that follow the five -paragraph format. A sample
OPORD format follo ws:
OPERATION ORDER __________ (code name)

(Number)
Plans and orders normally contain a code name and are numbered consecutively within
a calendar year.
References: The heading of the plan or order includes a list of maps, charts, datum, or
other related documents the unit will need to understand the plan or order. The user
does not need to reference the SOP, but may refer to it in the body of the plan or order.
The user references a map using the map series number (and country or geographic
area, if required), sheet number and name, edition, and scale, if required. Datum is the
mathematical model of the earth used to calculate the coordinate on any map. Different
nations use different datum for printing coordinates on their maps. The datum is usually
referenced in the marginal information of each map.
Time Zone Used Throughout the Order: The time zone used throughout the order
(including annexes and appendixes) is the time zone applicable to the operation.
Operations across several time zones use ZULU time.
Task Organization: Describe the allocation of forces to support the commander's

concept. Task organization may be shown in one of two places: preceding paragraph
one, or in an annex, if the task organization is long and complicated.
1. Weather and Light Data and General Forecast:

High Moonrise Sunrise
Low Moonset Sunset
Wind Speed Moonphase BMNT
Wind Direction % Illumination EENT
2. Terrain: OCOKA
NOTE: Describe the effects on enemy and friendly forces for lines (1) and (2).
2-11
1. SITUATION
a. Enemy forces. The enemy situation in higher headquarters OPORD (paragraph
1.a.) is the basis for this, but the leader refines this to provide the detail required by
his subordinates.
1. Include the enemys composition, disposition, strength
2. Recent activities
3. Known/suspected locations and capabilities
4. Describe the enemy's most likely and most dangerous course of action
b. Friendly forces. This information is in paragraph 1b, 2 and 3 of higher
headquarters OPORD.
1. Include the mission, the commander's intent, and concept of operations for
headquarters one and two levels up.
2. Locations of units to the left, right, front, and rear. State those units task and
purpose and how those units will influence your unit, particularly adjacent unit
patrols.
c. Attachments and detachments. Do not repeat information already listed under
Task Organization. Try to put all information in the Task Organization. However,
when not in the Task Organization, list units that are attached or detached to the
headquarters that issues the order. State when attachment or detachment is to be
effective if different from when the OPORD is effective (such as on order, on
commitment of the reserve). Use the term remains attached when units will be or
have been attached for some time.
2. MISSION. State the mission derived during the planning process. There are no
subparagraphs in a mission statement. Include the 5 W's: Who, What (task), Where,
When, and Why (purpose).
3. EXECUTION
a. Concept of the Operations. The concept of operations may be a single paragraph,
may be divided into two or more subparagraphs or, if unusually lengthy, may be
prepared as a separate annex. The concept of operations should be based on the COA
statement from the decision-making process and will designate the main effort. The
concept statement should be concise and understandable and describe, in general
terms, how the unit will accomplish its mission from start to finish.
The concept describes
The employment of major maneuver elements in a scheme of maneuver.
A plan of fire support or scheme of fires supporting the maneuver with fires.
The integration of other major elements or systems within the operation. These
include, for example, reconnaissance and security elements, intelligence assets,
engineer assets, and air defense.
Any be-prepared missions.
1. Maneuver. The maneuver paragraph addresses, in detail, the mechanics of the

operations. Specifically address all subordinate units and attachments by name,
giving each its mission in the form of a task and purpose. The main effort must
be designated and all other subordinates missions must relate to the main effort.
2-12
Actions on the objective will comprise the majority of this paragraph and
therefore could address the plan for actions on the objective,
engagement/disengagement criteria, an alternate plan in the event of
compromise or unplanned movement of enemy forces, and a withdrawal plan.
2. Fires. Clarify scheme of fires to support the overall concept. This paragraph
should state which maneuver unit is the main effort and has priority of fires, to
include stating purpose of, priorities for, allocation of, a nd restrictions for fire
support. A target list worksheet and overlay are referenced here, if applicable.
Specific targets are discussed and pointed out on the terrain model (see chapter
3, Fire Support).
b. Tasks to maneuver units. Clearly state the missions or tasks for each maneuver
unit that reports directly to the headquarters issuing the order. List units in the same
sequence as in the task organization, including reserves. Use a separate subparagraph
for each maneuver unit. Only state tasks that are necessary for comprehension, clarity,
and emphasis. Place tactical tasks that affect two or more units in subparagraph 3d.
Platoon leaders task their subordinate squads. Those squads may be tasked to provide
any of the following special teams: reconnaissance and security, assault, support, aid
and litter, EPW and search, clearing, and demolitions. Detailed instructions may also
be given to platoon sergeant, RTOs, compassman, and paceman.
c. Tasks to combat support units. Use these subparagraphs only as necessary. List
CS units in subparagraphs in the same order as they appear in the task organization.
Use CS subparagraphs to list only those specific tasks that CS units must accomplish
and that are not specified or implied elsewhere. Include organization for combat, if not
clear from task organization.
d. Coordinating instructions. List only instructions applicable to two or more units and
not routinely covered in unit SOPs. This is always the last subparagraph in paragraph 3.
Complex instructions should be referred to in an annex. Subparagraph d(1)-d(5) below
are mandatory.
(1) Time Schedule (rehearsals, backbriefs, inspections and movement).
(2) Commander's critical information requirements (CCIR)
(a) Priority intelligence requirements (PIR) Intelligence required by the
commander needed for planning and decision making.
(b) Essential elements of friendly information (EEFI). Critical aspects of friendly
operations that, if known by the enemy, would compromise, lead to failure, or
limit success of the operation.
(c) Friendly force information requirements (FFIR). Information the commander
needs about friendly forces available for the operation. May include personnel
status, ammunition status, and leadership capabilities.
(3) Risk reduction control measures. These are measures unique to this operation
and not included in unit SOPs and can include mission-oriented protective
posture, operational exposure guidance, vehicle recognition signals, and
fratricide prevention measures.
(4) Rules of engagement (ROE).
2-13
(5) Environmental considerations.
(6) Force Protection
(7) Movement Plan. Use terrain model and/or sketch. State azimuths, directions,
and grid coordinates.
a. Order of Movement, formation, and movement technique
b. Actions at halts (long and short).
c. Routes.
d. Departure and Re -entry of friendly lines.
e. Rally points and actions at rally points (plan must include IRP, ORP, PF, and
RRP and all other planned rally points to include grid location and terrain
reference).
f. Actions at danger areas (general plan for unknown linear, small open areas
and large open areas; specific plan for all known danger areas that unit will
encounter along the route.
4. SERVICE SUPPORT Address service support in the areas shown below as needed
to clarify the service support concept. Subparagraphs can include:
a. General: Reference the SOPs that govern the sustainment operations of the
unit. Provide current and proposed company trains locations, casualty, and
damaged equipment collection points and routes.
b. Materiel and Services.
(1) Supply
a. Class I Rations Plan
b. Class V Ammunition
c. Class VII Major end items (weapons)
d. Class VIII Medical
e. Class IX Repair parts
f. Distribution Methods
(2) Transportation
(3) Services (Laundry and showers)
(4) Maintenance (weapons and equipment)
a. Medical evacuation and hospitalization. Method of evacuati ng dead and
wounded, friendly and enemy personnel. Include priorities and location of
CCP.
b. Personnel support. Method of handling EPWs and designation of the
EPW collection point.
5. COMMAND AND SIGNAL

This paragraph states where command and control facilities and key leaders are located
during the operation.
a. Command.
(1) Location of the higher unit commander and CP.
(2) Location of key personnel and CP during each phase of the operation.
(3) Succession of Command.
(4) Adjustments to the patrol SOP.
b. Signal.
2-14
(1) SOI index in effect.
(2) Methods of communication in priority.
(3) Pyrotechnics and signals, to include arm and hand signals.
(4) Code words.
(5) Challenge and password (used when behind friendly lines).
(6) Number Combination (used when forward of friendly lines).
(7) Running Password.
(8) Recognition signals (near/far and day/night).
c. Special Instructions to RTOs.
6. ISSUE ANNEXES.
7. GIVE TIME HACK.
8. ASK FOR QUESTIONS.
2-15
2-16
2-5. FRAGMENTARY ORDERS (FRAGO). A FRAGO is an abbreviated form of an
operations order, usually issued on a day-to-day basis that eliminates the need for
restating information contained in a basic operations order. It is issued after an OPORD
to change or modify that order or to execute a branch or sequel to that order. The
following is an annotated sample FRAGO:
FRAGMENTARY ORDER_____________
(number)
Time Zone referenced throughout order:
Task Organization:
Weather and Light Data

High: BMNT: Moonrise:
Low: Sunrise: Moonset:
Wind Speed: Sunset: % Illum:
Wind Direction: EENT:
Forecast:
Terrain (changes that will effect operation in new area of operations)
Obstacles:
Avenues of approach:
Key Terrain:
Observation/Fields of fire:
Cover and concealment:
1. SITUATION (brief changes from base OPORD specific to this days operation)
a. Enemy Situation
(1) Composition, disposition and strength
(2) Capabilities
(3) Recent activities
(4) Most likely COA
b. Friendly Situation
(1) Higher mission
(2) Adjacent patrols task/purpose
(3) Adjacent patrol objective/route (if known)
2. MISSION (who, what (task), when, where, why (purpose)from higher HQ maneuver
paragraph)
3. EXECUTION
a. Concept of the operation (explain how platoon will accomplish mission in general
terms. Identify mission essential task, designate the main effort and how the
supporting efforts support the main effort)
2-17
(1) Maneuver (assign task/purpose for squads/elements and discuss actions on
the objective in detail from the ORP to dissemination) (Use a sketch or terrain
model to brief)
(2) Fires (in support of todays mission, portions that do not change not briefed)
(a) Purpose
(b) Priority of fires (PL normally retains at platoon-level)
(c) Allocation
(d) Restrictions on fires
(e) Fires planned during movement
(f) Fires planned on objective
b. Tasks to maneuver units (list tasks that apply to the squads unique to each squad)
c. Coordinating Instructions:
(1) Timeline
(a) Hit time:
(b) ORP time:
(c) Movement time from PB:
(d) Final inspection:
(e) Platoon rehearsal:
(f) Squad rehearsal:
(g) FRAGO complete:
(2) Movement plan (Use a sketch to brief)
(a) Route (primary and alternate)
(b) OOM
(c) Formations
(d) Movement technique
(3) PIR (specific to this mission)
(4) Rehearsal plan
(5) Patrol Base plan (if not IAW SOP)
(a) Teams
(b) Occupation plan
(c) Operations plan (Security plan, alert plan, Black and Gold)
(d) Priorities of work
(6) Air assault plan (provided w/higher FRAGO, if applicable)
(a) Number/type/ACL aircraft
(b) PZ grid/DOL/PZ posture time
(c) Load time/lift time/flight time
(d) # of lifts and composition
(e) Air checkpoints enroute
(f) LZ grid/DOL/LZ time
(g) Actions after getting off aircraft
(h) Actions on contact on LZ
(7) Link -up plan (if applicable)
(a) Time of link-up
(b) Location of link-up site
(c) Stationary element
2-18
(d) Moving element
(e) Rally points
(f) Actions at link-up point
(g) Near/far recognition signals (day and night)
4. SERVICE SUPPORT (Only cover changes from base order that apply for todays
mission)
a. Material and services
(1) Any changes in classes of supply
(2) Resupply plan
(3) Water resupply plan
(4) Aerial resupply plan (if applicable)
(5) Truck plan
(6) Maintenance issues specific to plan
b. Medical evacuation plan specific to mission
(1) CCP point and markings
(2) Aid and litter duties (if not SOP)
5. COMMAND AND SIGNAL

a. Command
(1) Location of Company CP
(2) Location of PL
(3) Location of key leaders
(4) Succession of command
b. Signal
(1) Location of radios
(a) During movement
(b) During actions on the objective
(2) SOI in effect
(a) Bn command freq: Co CP callsign:
(b) Bn MEDEVAC freq: PL callsign:
(c) Retrans freq: PSG callsign:
(d) Company freq: 1 SL callsign:
(e) Platoon freq: 2 SL callsign:
3 SL callsign:
WSL callsign:
(3) Pyro signals in use
(4) Running password/number combination
(5) OPSKEDs in effect
The Field FRAGO is intended to take no more then 40 minutes to issue, with 30 minutes
as the target. The proposed planning guide is as follows:
Paragraph 1 and 2 5 minutes
Paragraph 3 20/30 minutes
Paragraph 4 and 5 5 minutes
2-19
The FRAGO should focus on actions on the objective. The PL may use subordinates to
prepare para 1, 4, 5 and routes and fires for the FRAGO. It is acceptable for
subordinates to brief the portions of the FRAGO they prepare.
Use of sketches and a terrain model are critical to allow rapid understanding of the
operation/FRAGO.
Rehearsals are critical as elements of the constrained planning model. The FRAGO
used in conjunction with effective rehearsals reduces preparation time and allows the
PL more time for movement and recon.
SPECIAL CONSIDERATIONS FOR PLANNING IN A FIELD ENVIRONMENT.

Planning in a field environment will necessarily reduce the amount of time leaders have
for in-depth mission planning. The Troop Leading Procedures were specifically
designed to provide leaders a framework for mission planning and orders production in
a time-constrained environment.
2-20
2-21
2-6. OPERATION ORDER ANNEXES. Operation order annexes are necessary to
complete the plan and to provide greater clarity and understanding during complex or
critical aspects of the operation. Information issued in annex form include the: aerial re-
supply, truck movement, air assault, patrol base, small boat, link up, and stream
crossing annexes. Annexes are prepared only if the subject is not addressed thoroughly
enough in the OPORD; brevity remains the standard. Annexes are always issued after
the operation order.
a. AIR MOVEMENT ANNEX.

1. Situation.
a. Enemy situation
(1) Enemy air capability
(2) Enemy ADA capability
(3) Include in Weather: % Illum, Illum angle, NVG Window, Ceiling and
Visibility.
b. Friendly situation
(1) Unit(s) supporting operation
(2) Friendly ADA status
2. Mission.
3. Execution.
a. Concept of operation
b. Sub-unit missions
c. Coordinating instructions
(1) PZ
(a) Name/Number
(b) Coordinates
(c) Load Time
(d) Takeoff Time
(e) Markings
(f) Control
(g) Landing Formation
(h) Approach/Departure Direction
(i) Alternate PZ Name/Number
(j) Penetration Points
(k) Extraction Points
(2) LZ
(a) Name/Number
(b) Coordinates
(c) H-Hour
(d) Markings
(e) Control
(f) Landing Formation/Direction
(g) Alt LZ Name/Number
(h) Deception Plan
(i) Extraction LZ
2-22
(3) Laager Site
(a) Communications
(b) Security Force
(4) Flight Routes a nd Alternates
(5) Abort Criteria
(6) Down Aircraft/Crew (Designated Area of Recovery (DAR)
(7) Special Instructions
(8) Cross-FLOT Considerations
(9) Aircraft Speed
(10) Aircraft Altitude
(11) Aircraft Crank Time
(12) Rehearsal Schedule/Plan
(13) Actions on Enemy Contact (Enroute and on the Ground)
4. Service Support.
a. Forward Area Refuel/Rearm Points
b. Class I, III, and V (specific)
5. Command and Signal.
a. Command.
b. Signal.
(1) Air/ground call signs and frequencies.
(2) Air/ground emergency code.
(3) Passwords/Number Combinations
(4) Fire Net/Quick Fire Net
(5) Time Zone
(6) Time Hack
b. AERIAL RESUPPLY ANNEX.

1. Situation.
a. Enemy Forces (Include Weather)
b. Friendly Forces
c. Attachments and Detachments
2. Mission.
3. Execution.
(1) Maneuver
(2) Fires
b. Tasks to Combat Units
(1) Command and Control
(2) Security
(3) Marking
(4) Recovery/Transport
c. Tasks to Combat Support Units
d. Coordinating Instructions
(1) Flight Route
(a) General
2-23
(b) Checkpoints
(c) Communication checkpoint (CCP)
- Marking of CCP
- Report time
(d) Heading from CCP
(2) Landing/Drop Zone
(a) Location.
- Primary
- Alternate
(b) Marking
- Near
- Far
(3) Drop Information.
(a) Date/time of resupply (and alternates)
(b) Code letter at DZ/LZ
(c) Length of DZ in seconds or dimensions of LZ
(d) Procedures for turning off DZ/LZ
(e) Formation, altitude, and air speed.
- Enroute
- At DZ/LZ
(4) Actions on enemy contact during resupply
(5) Abort Criteria: Enroute and at DZ/LZ
(6) Actions at DZ/LZ
- Rehearsals
4. Service Support.
a. Command.
(1) Location of patrol leader
(2) Location of assistant patrol leader
(3) Location of members not involved in resupply
b. Signal.
(1) Air to ground call-signs and frequencies (primary and alternate).
(2) Long range visual signals
(3) Short range visual signals
(4) Emergency procedures and signals
(5) Air drop communication procedures
(6) Code Words
c. PATROL BASE ANNEX.

1. Situation
a. Enemy Forces
b. Friendly Forces
2. Mission.
3. Execution.
a. Concept of Operation.
2-24
(1) Maneuver
(2) Fires
(1) Teams
- Security
- Recon
- Surveillance
- LP/OPs
(2) Individuals
d. Coordinating instructions
(1) Occupation plan
(2) Operations plan
- Security Plan
- Alert Plan
- Priority of work
- Evacuation plan
- Alternate patrol base(used when primary is unsuitable or
compromised).
4. Service Support.
a. Water plan
b. Maintenance plan
c. Hygiene plan
d. Messing plan
e. Rest plan
5. Command and signal.
a. Command
(3) Location of patrol CP
b. Signal
(1) Call signs and frequencies
(2) Code words
(3) Emergency signals
d. SMALL BOAT ANNEX.
1. Situation.
a. Enemy forces
(1) Weather
(a) Tide
(b) Surf
(c) Wind
(2) Terrain
(a) River width
(b) River depth and water temperature
2-25
(c) Current
(d) Vegetation
(3) Identification, location, activity and strength.
b. Friendly forces (Unit furnishing support)
c. Attachments and detachments
d. Organization for movement
2. Mission.
3. Execution.
(1) Maneuver
(2) Fires
(1) Security
(2) Tie-down teams
(a) Load equipment
(b) Secure equipment
(3) Designation of coxswains and boat commanders
(4) Selection of navigator(s) and observer(s)
c. Coordinating instructions
(1) Formations and order of movement
(2) Route and alternate route
(3) Method of navigation
(4) Actions on enemy contact
(5) Rally points
(6) Embarkation plan
(7) Debarkation plan
(8) Rehearsals
(9) Time schedule
4. Service Support.
a. Ration plan
b. Arms and ammunition
c. Uniform and equipment
(1) Method of distribution of paddles and life jackets
(2) Disposition of boat, paddles and life jackets upon debarkation.
a. Command
b. Signal
(1) Signals used between and in boats
(2) Code words
e. STREAM CROSSING ANNEX.
1. Situation.
a. Enemy forces
2-26
(1) Weather
(2) Terrain
(a) River width
(b) River depth and water temperature
(c) Current
(d) Vegetation
(e) Obstacles
(3) Enemy location, identification, activity.
b. Friendly forces
c. Attachments and detachments
2. Mission.
3. Execution.
(1) Maneuver
(2) Fires
(1) Elements
(2) Teams
(3) Individuals
(1) Crossing procedure/techniques
(2) Security
(3) Order of crossing
(4) Actions on enemy contact
(5) Alternate plan
(6) Rallying points
(7) Rehearsal plan
(8) Time schedule
4. Service Support.
a. Command
(3) Location of CP
b. Signal
(2) Signals
f. LINK UP ANNEX.
1. Situation.
a. Enemy Forces
b. Friendly forces
2. Mission.
2-27
3. Execution.
(1) Maneuver
(2) Fires
(1) Security Teams
(2) Surveillance Teams
(3) Link -Up element
d. Coordinating instructions
(1) Time of link up
(2) Location of link up site (primary and alternate)
(3) Rally points
(4) Actions upon enemy contact
(5) Actions at the link up site
(6) Actions following link up
(7) Rehearsals
(8) Restrictive Fire Lines
(9) Time Schedule
4. Service Support.
a. Command
(1) Location of patrol leader and assistant patrol leader
(2) Location of patrol headquarters
b. Signal
(2) Spares and code words
(a) Far recognition signal
(b) Near recognition signal
(c) Link up complete
(3) Posting authentication (verbal)
(4) Brevity codes (spares)
(6) Abort criteria and signals
g. TRUCK ANNEX.
1. Situation.
a. Enemy Forces
b. Friendly Forces
2. Mission.
3. Execution.
(1) Maneuver
(2) Fires
2-28
(1) Time of departure and return
(2) Loading plan and order of movement
(3) Route (primary and alternate)
(4) Air Guards
(5) Actions on enemy contact (vehicle ambush) during movement, loading, and
downloading
(6) Actions at the de-trucking point
(7) Rehearsals
(8) Vehicle speed, separation, and recovery plan
(9) Broken vehicle instructions
4. Service Support.
a. Command- Location of PL and PSG
b. Signal
(1) Radio call signs and frequencies
(2) Code words
2-7. COORDINATION CHECKLISTS. The following checklists are items that a

platoon/squad leader must check when planning for a combat operation. In some
cases, he will coordinate directly with the appropriate staff section, in most cases this
information will be provided by the company commander or platoon leader. The
platoon/squad leader, to keep him from overlooking anything that may be vital to his
mission, may carry copies of these checklists.
a. INTELLIGENCE. In this coordination, the leader is informed of any changes in the

situation as given in the operation order of mission briefing. He must keep himself
constantly updated to ensure the plan is sound
(1) Identification of enemy unit
(2) Weather and light data
(3) Terrain update
(a) Aerial photos
(b) Trails and obstacles not on map
(4) Known or suspected enemy locations
(5) Weapons
(6) Probable course of action
(7) Recent enemy activities
(8) Reaction time o f reaction forces
(9) Civilians on the battlefield
(10) Update to CCIR
b. OPERATIONS. This coordination occurs with the platoon leader/company

commander so that the platoon/squad leader can confirm his mission and
2-29
operational plan, receive any last-minute changes to his mission or plan, and to
update his subordinates or issue a FRAGO, if required.
(1) Mission backbrief
(2) Identification of friendly units
(3) Changes in the friendly situation
(4) Route selection, LZ/PZ/DZ selection
(5) Link up procedures
(6) Transportation/Movement plan
(7) Resupply (in conjunction with S4)
(8) Signal Plan
(9) Departure and re-entry of forward units
(10) Special equipment requirements
(11) Adjacent units operating in the area of operations
(12) Rehearsal areas
(13) Method of insertion/extraction
c. FIRE SUPPORT. The platoon/squad leader will normally coordinate the following
with the platoon Forward Observer (FO).
(1) Mission backbrief
(2) Identification of supporting unit
(3) Mission and objective
(4) Route to and from the objective (include alternate routes)
(5) Time of departure and expected time of return
(6) Unit target list (from fire plan)
(7) Type of available support (artillery, mortar, naval gunfire and aerial support to
include Army, Navy and Air Force) and their location.
(8) Ammunition available (to include different fuses)
(9) Priority of fires
(10) Control measures
(a) Checkpoints
(b) Boundaries
(c) Phase lines
(d) Fire support coordination measures
(e) Priority targets (target list)
(f) RFA
(g) RFL
(h) No fire areas
(i) Pre-coordinated authentication
(11) Communication (include primary and alternate means, emergency signals and
code words)
d. COORDINATION WITH FORWARD UNIT. A platoon/squad that requires foot

movement through a friendly forward unit must coordinate with that units
commander for a safe and orderly passage. If no time and place has been
designated for coordination with the forward unit, the platoon/squad leader should
set a time and place when he coordinates with the S3. He must talk with someone
2-30
at the forward unit who has the authority to commit that unit in assisting the
platoon/squad during departure. Coordination entails a two-way exchange of
information.
(1) Identification (yourself and your unit)
(2) Size of platoon/squad
(3) Time(s) and place(s) of departure and return, location(s) of departure point(s),
IRP and detrucking points
(4) General area of operations
(5) Information on terrain and vegetation
(6) Know or suspected enemy positions or obstacles
(7) Possible enemy ambush sites
(8) Latest enemy activity
(9) Detailed information on friendly positions (e.g., crew-served weapons, FPF)
(10) Fire and barrier plan
(11) Support the unit can furnish. How long and what can they do?
(a) Fire Support
(b) Litter teams
(c) Navigational signals and aids
(d) Guides
(e) Communications
(f) Reaction units
(g) Other
(13) Pyrotechnic plan
(14) Challenge and password, running password, number combination forward of
FFU
(15) Emergency signals and code words
(16) If the unit is relieved, pass the information to the relieving unit
(17) Recognition signals
e. ADJACENT UNIT COORDINATION. Immediately after the operation order of

mission briefing, the platoon/squad leader should check with other platoon/squad
leaders who will be operating in the same areas. If the leader is not aware of any
other units operating is his area, he should check with the S3 during the operations
coordination. The S3 can help arrange this coordination if necessary. The
platoon/squad leaders should exchange the following information with other units
operating in the same area.
(1) Identification of the unit
(2) Mission and size of unit
(3) Planned times and points of departure and re-entry
(4) Route(s)
(5) Fire support and control measures
(6) Frequencies and call signs
(7) Challenge and password, running password, number combination
(8) Pyrotechnic plan
(9) Any information that the unit may have about the enemy
2-31
(10) Recognition signals
f. REHEARSAL AREA COORDINATION. This coordination is conducted with the

platoon leader/company commander to facilitate the units safe, efficient and
effective use of rehearsal area prior to its mission.
(1) Identification your unit
(2) Mission
(3) Terrain similar to objective site
(4) Security of the area
(5) Availability of aggressors
(6) Use of blanks, pyrotechnics and ammunition
(7) Mock-ups available
(8) Time the area is available (preferably when light conditions approximate light
conditions of patrol)
(9) Transportation
(10) Coordination with other units using area
g. ARMY AVIATION COORDINATION. This coordination is conducted with the platoon

leader/company commander and/or S3 Air to facilitate the time, detailed and
effective use of aviation assets as they apply to your tactical mission.
1. Situation.
a. Enemy situation
(1) Enemy air capability
(2) Enemy ADA capability
(3) Include in Weather: % Illum, Illum angle, NVG Window, Ceiling and
Visibility.
b. Friendly situation
(1) Unit(s) supporting operation, Axis of movement/corridor/routes
(2) Friendly ADA status
2. Mission.
3. Execution.
a. Concept of the Operation: Overview of what requesting unit want to accomplish
with the air assault/air movement.
b. Tasks to Combat Units.
1. Infantry
2. Attack aviation
c. Task to combat support units
1. Artillery
2. Aviation (lift)
PZ Operations
1. Direction of landing
2. Time of landing/flight direction
3. Location of PZ/Alternate PZ
4. Loading procedures
5. Marking of PZ (panel, smoke, SM, lights)
2-32
6. Flight route planned (SP, ACP, RP)
7. Formations: PZ, enroute, LZ
8. Codewords: PZ secure (prior to landing), PZ clear (lead bird a nd last bird) -
alternate PZ (at PZ, enroute, LZ), names of PZ/alt PZ
9. TAC air/artillery
10. Number of pax per bird and for entire lift
11. Equipment carried by individuals
12. Marking of key leaders
13. Abort criteria (PZ, enroute, LZ)
LZ Operations
1. Direction of landing
2. False insertion plans
3. Time of landing (LZ time)
4. Location of LZ and Alternate LZ
5. Marking of LZ (panel, smoke, SM, lights)
6. Formation of landing
7. Code words, LZ name, alternate LZ name
8. TAC air/artillery preparation, fire support coordination
9. Secure LZ or not?
4. Service and Support
a. Number of aircraft per lift and number of lifts
b. Refuel/rearm during mission or not?
c. Special equipment/aircraft configuration for weapons carried by unit personnel
d. Bump plan
5. Command and Signal
a. Frequencies, call signs and codewords
b. Locations of air missions commander, ground tactical commander and air assault
task force commander
h. VEHICULAR MOVEMENT COORDINATION. This is coordinated with the

supporting unit through the platoon sergeant/first sergeant to facilitate the effective,
detailed, and efficient use of vehicular support and/or assets.
a. Identification of the unit
b. Supporting unit identification
c. Number and type of vehicles and tactical preparation
d. Entrucking point
e. Departure/loading time
f. Preparation of vehicles for movement
1. Driver responsibilities
2. Platoon/squad responsibilities
3. Special supplies/equipment required
g. Availability of vehicles for preparation/rehearsals/inspection (time and location)
h. Routes
1. Primary
2. Alternate
3. Checkpoints
2-33
i. Detrucking points
1. Primary
2. Alternate
j. March internal/speed
k. Communications (frequencies, call signs, codes)
l. Emergency procedures and signals
2-8 DOCTRINAL TERMS. Doctrinal terms used in intents, mission statements, and
concepts of operations:
1. Tactical task: A clearly defined, measurable activity accomplished by individuals and

organizations. Tasks are specific activities that contribute to the accomplishment of
encompassing missions or other requirements. A task should be definable, measurable,
and decisive (achieve the purpose).
Enemy Terrain Friendly

Attack by fire Clear Breach
Block Occupy Cover
Bypass Reconnoiter Disengage
Canalize Retain Exfiltrate
Contain Secure Follow and support
Defeat Seize Guard
Delay Infiltrate
Demonstrate Retire
Destroy Screen
Feint Support by fire
2-34
Fix Withdraw
Interdict
Isolate
Neutralize
Penetrate
Pursue
Recon
Rupture
Suppress
2. Purpose (in order to): The desired or intended result of the tactical operation stated in
terms related to the enemy or the desired situation. The why of the mission statement.
The most important component of the mission statement.
Allow Divert Prevent

Cause Enable Protect
Create Envelop Support
Deceive Influence Surprise
Deny Open
3. Operations: A military action or the carrying out of a military action to gain the
objectives of any battle or campaign. Types of operations include
Attack Counterattack Defend

Movement to contact Retrograde Mobility
Countermobility Survivability River
Crossing Breakout Security
Exploitation
Deception
2-35
2-36
CHAPTER THREE
FIRE SUPPORT
3-1. FIRE SUPPORT.
(a) Planning is the continual process of selecting targets on which fires are prearranged
to support a phase of the commanders plan.
(1) Principles:
(a) Consider what the commander wants to do.
(b) Plan early and continuously.
(c) Exploit all available targeting assets.
(d) Use all available lethal and non-lethal fire support means.
(e) Use the lowest echelon able to furnish effective support.
(f) Observe all fires.
(g) Use the most effective fire support asset available.
(h) Provide adequate fire support.
(i) Avoid unnecessary duplication.
(j) Provide for safety of friendly forces and installations.
(k) Provide for flexibility.
(l) Furnish the type of fire support requested.
(m)Consider the airspace.
(n) Provide rapid and effective coordination.
(o) Keep all fire support informed.
(b) Fire support tasks:

(1) All operations:
(a) Locate targets.
(b) Integrate all available assets.
(c) Destroy, neutralize, or suppress all enemy direct and indirect fire systems.
(d) Provide illumination and smoke.
(e) Provide fires in support of JA/ATT and SEAD missions.
(f) Deliver scatterable mines.
(g) Prepare for future operations.
(h) Provide positive clearance of fires.
(2) Offensive operations:
(a) Support the movement to contact, chance contact.
(b) Soften enemy defenses before the attack by arranging short, violent
preparations, where required.
(c) Provide support during the attack by attacking high payoff targets.
(d) Plan for deep and flanking fires.
(e) Plan fires during consolidation.
(f) Provide counterfires.
3-1
(c) Capabilities:
FIELD ARTILLERY
MAX Burst SUSTAINED
WEAPON MAX MIN RATE Radius RATE
RANGE(m) RANGE(m) Rds per Rds per Min
Min
105mm Howitzer 11,500 0 10 for 3
M102, Towed 14,500(RAP) 3 min 35 m
105mm Howitzer 14,000m 0 6 for 2 min 35 m 3 Rds for 30 min,

M119, Towed then
1 rd per min
155mm Howitzer 18,100 0 4 for 3 min 1 rd per min
M198, Towed 30,000(RAP) 2 for 30 50 m Temp
min Dependent
155mm Howitzer 18,100 0 4 for 3 min 50 m 1 for 60 min
M109A2/A3 SP 23,500(RAP) 0.5
203mm Howitzer 22,900 0 1.5 for 80 m 0.5
M110A2, SP 30,000 (RAP) 3 min
MORTARS
SUSTAINED
WEAPON MUNITION MAX MIN Burst RATE
MAX RATE
AVAILABLE RANGE(m) RANGE(m) Rds per Radius Rds per Min
Min
60mm HE,WP,ILLUM 3500 (HE) 70 (HE) 30 for 4 30 m 20
min
81mm HE,WP,ILLUM 5600 (HE) 70 (HE) 25 for 2 38 m 8
min
107mm HE,WP,ILLUM 6840 (HE) 770 (HE) 18 for 1 3
min 40 m
9 for 5 min
120mm HE,SMK,ILLU 7,200 (HE) 180 (HE) 15 for 1 60 m 5
M min
3-2
NAVAL GUN
REDUCE MAX SUSTAINED
WEAPON FULL D CHARGE RATE RATE
CHARGE Rds per Min Rds per Min
5 in / 38 15,904 8,114 20 15
5 in / 54 23,133 12,215 35 20
16 in / 50 36,188 22,951 2 1
NOTE: The term DANGER CLOSE is included in the Method of Engagement

portion of the call for fire when the target is within 600 meters of any friendly
troops for both mortars and field artillery. When adjusting naval gun fire the term
DANGER CLOSE is announced when the target is located within 750 meters
when using 5 inch or smaller naval guns. For naval guns larger than 5 inch,
DANGER CLOSE is announced when the target is within 1000 meters.
The creeping method of adjustment is used exclusively during DANGER CLOSE

missions. The FO should make range changes by creeping the rounds to the
target using corrections of no more than 100 meters.
(d) Target Overlay. A complete fire support overlay must include:

(1) Unit and official capacity of person making overlay.
(2) Date the overlay was prepared.
(3) Map Sheet Number.
(4) Effective Period of Overlay (DTG).
(5) Priority target.
(6) ORP Location.
(7) Call signs and frequencies. (PRI/ALT)
(8) Routes - Primary/Alternate.
(9) Phase Lines/Checkpoints used by the patrol.
(10) Spares.
(11) Index marks to position overlay on map.
(12) Objective.
(13) Target Symbols.
(14) Description, location and remarks column, complete.
(e) Sterile Overlay must include:

(1) Index marks to position overlay on map.
(2) Target Symbols.
3-3
(f) Target Overlay Symbols:
(1) Point Target:
----------- ---------- Less than 200 meters

in length and width.
ALT TARGET
TYPE
(2) Linear Target:
Target #
|-----------------------| More than 200 meters
but less than 600 meters
long.
(3) Circular Target:
Target # Undisclosed area

and desired radius.
3-2. CLOSE AIR SUPPORT (CAS). There are two types of close air support
requests, planned and immediate. Planned requests are processed by the Army
chain to Corps for approval. Immediate requests are initiated at any level and
processed by the battalion S-3 FSO, and Air Liaison Officer.
a. Format for requesting immediate CAS:

(1) Observer identification.
(2) Warning Order (Request Close Air)
(3) Target location (Grid).
(4) Target description. (Description must include, as a minimum: type and
number of targets, activity or movement; point or area targets, include
desired results on target and time on target.
(5) Location of Friendly Forces
(6) NAV Details (Elevation).
(7) Threats - ADA, Small Arms, etc.
(8) Hazards - Friendly Aircraft in Area.
(9) Wind Direction.
3-4
b. Close Air Support Capabilities:
CLOSE AIR SUPPORT RESOURCES
AIRC SERVICE CHARACTERISTICS
RAFT
A-4 * N/MC Sub-sonic; typical load 4000 lbs, maximum load 9000 lbs.
A-7 * AF Res/NG/N Very accurate delivery; sub-sonic; typical load 8000 lbs, max
load 15,000 lbs.
A-10 * AF Specialized CAS aircraft; sub -sonic; typical load 6000 lbs, max
load 16,000 lbs; 30mm gun.
F-16 * AF A multi-role aircraft; complements the F-4 and F-15 in an air-to-

air role. Most accurate ground delivery system in the inventory;
supersonic; typical load 6000 lbs, max load 10,600 lbs.
F-18 * N/MC A multi-role fighter scheduled to replace the F-4. A wide variety
of air-to-surface weapons. Typical load 7000 lbs, max load
17,000 lbs, 20mm gun mounted in the nose; air-to-air missiles.
AC-130 AF/R A specialized CAS/RACO aircraft propeller driven. Two models:
A model is equipped with two 40mm guns, two 20mm guns and
two 7.62mm miniguns. The H model is similar, except no
7.62mm miniguns and one of the 40mm guns is replaced with a
105mm Howitzer. Both models have advanced sensors and
target acquisition system including forward looking infrared
radar (FLIR) and low light TV. Weapons employment accuracy
is outstanding. This aircraft is vulnerable to enemy air defense
systems and must operate in a low threat environment.
NOTE: * Denotes aircraft with FM capability.
3-3. ELEMENTS AND SEQUENCE OF CALL FOR FIRE.
a. Observers Identification - Call Signs.
b. Warning Order:
(1) Type of mission:
(a) Adjust fire
(b) Fire for effect
(c) Suppress
(d) Immediate suppression
3-5
(2) Size of element to fire for effect - When the observer does not specify
what size element to fire, the battalion FDC will decide.
(3) Method of target location:
(a) Polar Plot
(b) Shift from a known point (give point TRP)
(c) Grid
(4) Location of Target:
(a) Grid Coordinate - 6 digit. 8 digit if greater accuracy is required.
(b) Shift from a Known Point:
(1) Send OT direction:
- Mils (nearest 10).
- Degrees.
- Cardinal Direction.
- Send lateral shift(Right/Left)(Nearest 10m)
- Send range shift (Add/Drop) (Nearest 100m)
- Send vertical shift (Up/Down) Use only if it exceeds 35 meters.
(Nearest 5m)
(c) Polar Plot:
(1) Send direction. (Nearest 10 mils)
- Send distance. (Nearest 100m)
- Send vertical shift. (Nearest 5m)
(5) Description of Target:

(a) Type.
(b) Activity.
(c) Number.
(d) Degree of protection.
(e) Size and shape. (Length/Width or Radius)
(6) Method of Engagement:

(a) Type of Adjustment - When the observer does not request a
specific type of fire control adjustment, area fire issued.
(1) Area fire - moving target.
(2) Precision fire - point target.
(7) Danger Close - When friendly troops are within:

(a) 600m for mortars.
(b) 600m for artillery.
(c) 750m for naval guns 5 inches or smaller.
(d) 1000m for naval guns over 5 inches.
(e) 2000m for 16 inch naval guns (ICM or controlled variable time).
(8) Mark - Used to orient observer or to indicate targets.
3-6
(9) Trajectory:
(a) Low angle. (Standard)
(b) High angle. (Mortars or if requested)
(10) Ammunition - HE quick will be used unless specified by the observer.

(a) Projectile. (HE, ILLUM, ICM, SMOKE, etc.)
(b) Fuse. (Quick, Time, etc.)
(c) Volume of Fire. (Observer may request the number of rounds to be
fired.)
(11) Distribution:
(a) 100m sheaf. (Standard)
(b) Converged sheaf. (Used for small hard targets.)
(c) Special sheaf. (Any length, width and attitude)
(d) Open sheaf. (Separate bursts)
(e) Parallel sheaf. (Linear target)
(12) Method of Fire and Control:

(a) Method of Fire - Specific guns and a specific interval between
rounds. Normally adjust fire, one gun is used with a 5-second
interval between rounds.
(b) Method of Control:
(1) At My Command - Fire. Remains in effect until observer
announces Cancel at my Command.
(2) Cannot Observe. Observer cant see the target.
(3) Time on Target. Observer tells FDC when he wants the rounds
to impact.
(4) Continuous Illumination. Calculated by the FDC otherwise
observer indicates interval between rounds in seconds.
(5) Coordinated Illumination. Observer may order the interval
between ILLUM and HE shells.
(6) Cease Loading to indicate the suspension of loading rounds.
(7) Check Firing. Immediate halt.
(8) Continuous Fire. Load and fire as fast as possible.
(9) Repeat. Fire another round(s) with or without adjustments.
(13) Authentication. Challenge and reply.
(14) Message to Observer:

(a) Battery(ies) to fire for effect.
(b) Adjusting battery.
(c) Changes to the initial call for fire.
(d) Number of rounds (per tube) to be fired for effect.
(e) Target numbers.
(f) Additional information:
(1) Time of flight. Moving target mission.
3-7
(2) Probable error in range. 38 meters or greater (normal
mission).
(3) Angle T. 500 mils or greater.
c. Correction of Errors. When FDC has made an error when reading back he
fire support data, the observer announces CORRECTION and transmits the
correct data in its entirety.
Examples of Call for Fire Transmissions:
GRID MISSION
OBSERVER FIRING UNIT
F24, this is J42, ADJUST J42, this is F24, AJUST
FIRE, OVER. FIRE, OUT.
GRID WM180513, DIRECTION GRID WM180513, DIRECTION
0530, OVER. 0530, OUT.
Infantry platoon dug in, OVER Infantry platoon dug in, OUT
SHOT OVER
SHOT OUT
SPLASH, OVER
SPLASH OUT
End of mission, 15 casualties, End of mission, 15 casualties,
Platoon dispersed, OVER. Platoon dispersed, OUT.
SHIFT FROM KNOWN POINT

OBSERVER FIRING UNIT
J42, this is F24, ADJUST J42, this is F24, ADJUST
FIRE, SHIFT AB1001, OUT. FIRE, SHIFT AB1001, OUT.
DIRECTION 2420, RIGHT DIRECTION 2420, RIGHT
400, ADD 400, OUT. 400, ADD 400, OUT.
5 T72 Tanks at POL site, 5 T72 Tanks at POL site,
OVER AUTHENTICATE Juliet
I AUTHENTICATE Tango November, OVER.
OVER. SHOT, OVER.
SHOT OUT SPLASH, OVER.
SPLASH OUT
End of mission, 2 tanks End of mission, 2 tanks
destroyed, 3 in woodline, destroyed, 3 in
OVER woodline, OUT.
3-8
CHAPTER FOUR
MOVEMENT
4-1. GENERAL. To survive on the battlefield, stealth, dispersion, and security must be
enforced in all tactical movements. The leader must be skilled in all movement techniques.
a. Definition of Formations. Formations are arrangements of elements and soldiers in

relation to each other. Squads use formations for control based on a METT-TC
analysis. Leaders are where they can best control formations. This allows the fire team
leader to lead by example, Follow me and do as I do. All soldiers in the team must be
able to see their leader (see figure 4-1).
LINE
ECHELON
WEDGE
FILE
VEE
Figure 4-1: FORMATIONS
4-1
b. Techniques. A movement technique is the manner a unit uses to traverse terrain. There
are three movement techniques: traveling, traveling overwatch, and bounding
overwatch. The selection of a movement technique is based on the likelihood of enemy
contact and the need for speed. Factors to consider for each technique are control,
dispersion, speed, and security. Movement techniques are not fixed formations. They
refer to the distances between soldiers, teams, and squads that vary based on mission,
enemy, terrain, visibility, and any other factor that affects control. Soldiers must be able
to see his fire team leaders. The platoon leader should be able to see his lead squad
leader. Leaders control movement with arm-and-hand signals and use radios only
when needed.
c. Standards.
(1) Unit moves on designated route or arrives at specified location IAW OPORD
maintaining accountability of all assigned/attached personnel.
(2) Unit uses movement formation and technique ordered by the leader based on
METT-TC.
(3) Leaders remain oriented (within 200m) and follow planned route unless METT-TC
dictates otherwise.
(4) Unit will maintain 360 degree security and a 100% alert during movement.
(5) Unit maintains 360 degree security and a minimum of 75% security during halts.
(6) If contact with the enemy is made, it is made with the smallest element possible.
(7) Control measures are used during movement (head counts, rally points, phase lines,
etc.).
d. Fundamentals.
(1) Have men who can navigate. Preparations are worthless if the objective cannot be
found in time, or if the patrol is compromised because it is run into during
movement. Plan to use at least two compass and pace men per patrol. NOTE: The
element point man must not be tasked to perform compass or pace duties. The
point mans sole responsibility is forward security for the element.
(2) Avoid Detection: Patrols must use stealth, and use the cover and concealment of
the terrain to its maximum advantage. Whenever possible, move during limited
visibility in order to maximize technological advantages gained by night vision
devices and to hinder the enemys ability to detect the patrol. Exploit the enemys
weaknesses, and attempt to time movements to coincide with other operations that
are distracting the enemy.
(3) Maintain Constant Security: The patrol must use both active and passive security
measures constantly. Give men or subunits responsibility for security enroute, at
danger areas, at patrol bases, and most importantly in the objective area.
(4) Plan for Use of Support Fires: Plan for fire support, (artillery, tactical air, attack
helicopter, naval gunfire) even if you think it may not be needed during movement.
(5) The enemy situation determines which of the three movement techniques will be
used. When contact is not likely: TRAVELING; when possible: TRAVELING
OVERWATCH; expected: BOUNDING OVERWATCH. Squads/platoons will usually
move with traveling overwatch.
4-2
(6) In open terrain, keep men widely dispersed. When enemy contact is possible, have
one fire team well forward and overwatch with the other fire team. Assign duties for
the movement.
(7) Fire teams maintain visual contact, but the distance between them is such that the
entire patrol does not become engaged if contact is made. Fire teams can spread
their formations as necessary to gain better observation to the flanks. Although
widely spaced, men retain their relative position in their wedge and follow their team
leader. Only in extreme situations should the file be used.
(8) The lead squad must secure the front along with assuming responsibility for
navigation. For a long movement, the PL may rotate the lead squads
responsibilities. The fire team/squad in the rear is charged with rear security.
(9) Vary movement techniques to meet the changing situation.
(10) With the exception of fire team leaders, leadership moves inside their formation
where they can maintain the best control.
e. Movement techniques.
(1) The traveling is used when enemy contact is not likely but speed is necessary.
(2) The traveling overwatch is used when enemy contact is possible.
(3) The bounding overwatch is used when enemy contact is likely, or when crossing a
danger area.
f. Traveling. In the traveling technique, the distance between individuals is about 10

meters with 20 meters between squads. It has the following characteristics:
(1) More control than traveling overwatch but less than bounding overwatch.
(2) Minimum dispersion.
(3) Maximum speed.
(4) Minimum security.
g. Traveling Overwatch. The traveling overwatch technique is the basic movement

technique.
(1) The distance between individuals is about 20 meters, between teams about 50
meters
(2) In platoon traveling overwatch, the lead squad must be far enough ahead of the rest
of the platoon to detect or engage any enemy before the enemy observes or fires on
the main body. However, it must be close enough to be supported by the platoons
small arms fires. This is normally between 50 to 100 meters, depending on terrain,
vegetation, and light and weather conditions.
(3) In a column formation, only the lead squad should use the traveling overwatch;
however, if greater dispersion is desired, all squads may use it.
(4) In other formations, all squads use traveling overwatch unless the platoon leader
specifies not to.
(5) Traveling overwatch has the following characteristics:
Good control
Good dispersion
Good speed
4-3
Good security forward
h. Bounding Overwatch (Figure 4-1).

(1) In the bounding overwatch technique, the distance between men remains
approximately 20 meters. The distance between teams and squads varies.
(2) The squad or platoon has a bounding element and an overwatch element. The
bounding element moves while the overwatch element occupies an overwatch
position that can cover the route of the bounding element by fire. Each bound is
within supporting range of the overwatch element.
Figure 4-1. Squad Bounding Overwatch
(3) The length of a bound depends on the terrain, visibility, and control.
(4) Before a bound, the leader gives the following instructions to his subordinates:
Direction of the enemy if known
Position of overwatch elements
Next overwatch position
Route of the bounding element
What to do after the bounding element reaches the next position
How the elements receive follow-on orders
(5) The characteristics of bounding overwatch are:
Maximum control
Maximum dispersion
Minimum speed
4-4
Maximum security
i. Platoon Bounding Overwatch (Figure 4-2).

(1) Method One. When platoons use bounding overwatch, one squad bounds and
one squad overwatches; the third squad awaits orders. Forward observers stay
with the overwatching squad to call for fire. Platoon leaders normally stay with the
overwatching squad who use machine guns and attached weapons to support the
bounding squad.
(2) Method Two. Another way is to have one squad use bounding overwatch and
have the other two squads use traveling or traveling overwatch technique
Figure 4-2. Platoon Bounding Overwatch
(3) Movement Considerations. When deciding where to move the bounding element,
consider:
Where the enemy is likely to be
The mission
4-5
The routes to the next overwatch position
The weapons ranges of the overwatching unit
The responsiveness of the rest of the unit
The fields of fire at the next overwatch position
4-2. TACTICAL MARCHES. Platoons conduct two types of marches with the company:
foot marches and motor (road) marches.
a. Purpose/General. A successful foot march is when troops arrive at their destination at

the prescribed time, physically able to execute their tactical mission. Keep in mind that
a Ranger moves faster, further, and fights harder than any other soldier.
b. Standard.
(1) The unit crosses the start point and release point at the time specified in the order.
(2) The unit follows the prescribed route, rate of march, and interval without deviation
unless required otherwise by enemy action or higher headquarters action.
c. Fundamentals.
(1) Effective control
(2) Detailed Planning
d. Considerations.
(1) METT-TC
Mission- Task and Purpose
Enemy- Intentions, Capabilities, and Course of Action
Terrain and Weather- Road Condition/Trafficability, and visibility
Troops/Equipment- Condition of soldiers and their load, number and types of
weapons and radios.
Time- Start time, release time, rate of march, time available
Civilians- Movement through populated areas, refugees, OPSEC
Task Organization.
Headquarters- Command and Control
Security- Advance and trail teams
Main Body- Two remaining line squads and weapons squad
Command and Control
Control measures.
(2) Start point and release point (given by higher)
(a) Check Points- report to higher, utilize to remain oriented
(b) Rally or rendezvous points- utilized if elements become separated
Location of Leaders- Where they can best control their elements
Commo Plan- Location of radios, frequencies, call signs, and OPSKEDs
Movement Techniques-
(1) 3-5 meters day
(2) 1-3 meters night
4-6
(3) March Order. May be issued as an OPORD, FRAGO, or Annex to either (must use
operational overlay or strip map)
(4) Formations and order of movement
(5) Route of march- Assembly area, start point, release point, rally points, check points,
break/halt points
(6) Start point time, release point time, and rate of march
(7) March interval for squads, teams and individuals
(8) Actions on enemy contactair and ground
(9) Actions at halts
(10) Fires detailed plan of fire support for the march
(11) Water supply plan
e. Duties and Responsibilities

(1) Platoon Leader:
Before- Issue Warning Order, FRAGO, inspect, and supervise
During- Makes SP time, ensures interval is maintained, maintains security, checks
condition of men, enforces water discipline and field sanitation.
After the March- Ensures men are prepared to accomplish their mission, supervises
SLs, and ensures medical coverage is provided to men as needed
(2) Platoon Sergeant:
Before- Assists PL, makes recommendations, and enforces uniform and packing
lists
During- Controls stragglers, assist platoon leader in maintaining proper interval and
security
At Halts- Enforces security, ensures welfare of men, enforces field sanitation
After March- Coordinates for water, rations, and medical supplies. Recovers
casualties
(3) Squad Leaders
Before- Provides detailed instruction to TLs, inspects boots and socks for
serviceability and proper fit, adjustment of equipment, full canteens, and equal
distribution of loads.
During- Controls squad, maintains proper interval between men and equipment,
enforces security, and remains oriented.
At Halts- Ensures security is maintained, provided men for water resupply as
detailed. Physically checks the men in his squad, ensures they drink water, and
change socks as necessary. Rotates heavy equipment.
After March- Occupies squad sector of assembly area, conducts foot inspection
and report condition of men to PL, prepares men for accomplishment of the
mission.
(4) Security Squad:
Lead Team- Point element for platoon, recon route to SP, call in check points,
provide early warning, and maintain rate of march
Move 10-20 meters in front of main body
(5) Medic:
4-7
Assists platoon leadership in the assessment and treatment of march casualties.
Advise the chain of command on the evacuation and transportation requirements of
casualties
(6) Individual:
Maintains interval, follows TLs examples, relays hand and arm signals, and remains
alert during movement and at halts.
4-3. MOVEMENT DURING LIMITED VISIBILITY CONDITIONS. At night or when

visibility is poor, a platoon must be able to function the same as during the day. It must be
able to control, navigate maintain security, move and stalk at night or during limited
visibility.
a. Control. When visibility is poor, the following methods aid in control.

(1) Use of night vision devices
(2) Leaders move closer to the front
(3) Platoon reduces speed
(4) Use of luminescent tape on equipment
(5) Reduce intervals between men and elements
(6) Headcounts conducted regularly
b. Navigation. To assist in navigation during limited visibility, leaders may use the
following techniques:
(1) Terrain association
(2) Dead reckoning
(3) Resection
(4) Paralleling specific terrain features (handrail)
(5) Guides or marked routes
(6) GSR to guide units to link-ups
(7) Navigation computers
c. Security. For stealth and security in night movements squads and platoons
(1) Enforce strict noise and light discipline
(2) Use radio-listening silence
(3) Use of camouflage
(4) Use of terrain to avoid detection by enemy surveillance or night vision devices
(5) Make frequent listening halts (SLLS)
(6) Mask the sounds of movement with artillery fires
d. Rally Points. Actions to be taken at rally points must be planned in detail. The plan
must provide for continuation as long as there is a good chance to accomplish the
mission. Some form of communications must be left in the rally point to inform
stragglers of how many men linked up and the direction they took. There are two
techniques for actions at rally points:
(1) Men available: The assembled members will wait until a set number of men arrive
and then go on with the mission under the senior man present. This plan is good for
4-8
a reconnaissance patrol when two or three men may be able to accomplish the
mission.
(2) Time Available: The assembled members wait for a set period of time, after which
the senior man present will decide whether to continue the mission, based on troops
and equipment present. This may be the plan when a minimum number of men, or
certain items of equipment, or both, are needed to accomplish the mission.
e. Actions at halts. During halts, security must be posted and all approaches into the
sector will be covered with key weapons.
4-4. DANGER AREAS. A danger area is any place on a units route where the leaders
estimate process tells him his unit may be exposed to enemy observation or fire. Some
examples of danger areas are open areas, roads and trails, native villages, enemy
positions, and obstacles such as minefields, streams, and wire obstacles. Avoid danger
areas whenever possible. If they must be passed or crossed, use great caution.
a. Standards:
(1) The unit prevents the enemy from surprising the main body.
(2) The unit moves all personnel and equipment across the danger area.
(3) The unit prevents decisive engagement by the enemy
b. Fundamentals:
(1) Designate near and far side rally points
(2) Secure near side, left and right flank, and rear security
(3) Recon and secure the far side
(4) Cross the danger area
(5) Plan for fires (when possible)
c. Technique for crossing danger areas:

(1) Linear Danger Area (LDA) for a squad:
STEP 1: The alpha team leader (ATL) observes the linear danger area and sends
the hand and arm signal to the SL who determines to bound across.
STEP 2: SL directs the ATL to move his team across the LDA far enough to fit the
remainder of the squad on the far side of the LDA. Bravo team moves to the LDA to
the right or left to provide an overwatch position prior to A team crossing.
STEP 3: SL receives the hand and arm signal that it is safe to move the rest of the
squad across (B team is still providing overwatch).
STEP 4: SL moves himself, RTO and B team across the LDA. (A team provides
overwatch for squad missions.)
STEP 5: A team on azimuth at SLs command or hand and arm signal.
4-9
Figure 4-3. Linear Danger Area
(2) LDA crossing for a platoon:

(a) The lead squad halts the platoon, and signals danger area.
(b) The platoon leader moves forward to the lead squad to confirm the danger area
and decides if current location is a suitable crossing site.
(c) The platoon leader confirms danger area/crossing site and establishes near
and far side rally points.
(d) On the platoon leaders signal, the A team of the lead squad establishes an
overwatch position to the left of the crossing site. Prior to crossing, the
compassman with the lead two squads confirm azimuth and pace data.
(e) B team of the lead squad establishes an overwatch position to the right of the
crossing site.
(f) Once overwatch positions are established, the platoon leader gives the second
squad in movement the signal to bound across by fire team.
(g) Once across, the squad is now lead in movement and continues on azimuth.
(h) One stop, look, listen and smell (SLLS) is conducted, squad leader signals
platoon leader all clear.
(1) Day timehand and arm signal (e.g. thumbs up)
(2) Night timeClandestine signal (e.g. IR, red lens)
(i) Platoon leader receives all clear and crosses with RTO, FO, WSL, and 2 gun
teams.
(j) Once across, PL signals the 3 rd squad in movement to cross at their location.
4-10
(k) PSG with medic and one gun team crosses after 2 nd squad is across (sterilizing
central crossing site).
(l) PSG signals security squad to cross at their location.
Note 1: Platoon leader will plan for fires at all known LDA crossing sites.
Note 2: Squads in overwatch 2 nd and 3 rd will sterilize where they cross.
Sequence
A and B teams of lead squad occupy overwatch positions
Second squad crosses, and continues on azimuth
PL crosses with RTO, FO, WSL, and 2 gun teams
Third squad crosses in movement, link-up with 1 st squad
PSG crosses with medic and gun team
Security squad crosses, link-up with 2 nd squad
With the new order of movement (formerly 2 nd squad in movement now
leading and the former 1 st squad in movement in trail) the platoon continues
movement on azimuth.
(3) Danger Area (Small/Open)
(a) The lead squad halts the platoon and signals danger area.
(b) The PL moves forward to the lead squad to confirm the danger area.
(c) The platoon leader confirms danger area and establishes near and far side
rally points.
(d) The PL designates lead squad to bypass danger area using the detour-
bypass method.
(e) Upon signal to move, lead squad offsets compass 90 degrees left or
(f) right as designated and moves in that direction. Paceman stops pace count
and starts new pace count.
(g) After moving set distance (as instructed by PL). Lead squad assumes original
azimuth, pace man original pace.
(h) After passing by the open area, the lead squad once again stops and again
offset compass 90 degrees left or right and paceman starts pace once again.
(4) Danger Areas (series): A series of danger areas is two or more danger areas
within an area that can be either observed or covered by fire.
Double linear danger area (use linear danger area technique and cross as
one LDA)
Linear/small open danger area (use by-pass/contour technique. Figure 4-4)
Linear/large open danger area (use platoon wedge in crossing)
Note: A series of danger areas is crossed using the technique which provides the most
security.
4-11
Contour around open area Detour Bypass method
Figure 4-4. Small Open Area
(5) Danger Area (Large).

(a) Lead squad halts the platoon, and signals danger area.
(b) The platoon leader moves forward with RTO and FO and to confirm danger
area.
(c) The platoon leader confirms danger area and establishes near and far side
rally points.
(d) PL designates direction of movement.
(e) PL may designate change of formation as necessary.
Note 1. Prior to the point man stepping into the danger area. The PL and FO will plan for
fires.
Note 2. If far side of danger area is less than 250 meters- PL establishes overwatch, and
designates lead squad to clear woodline on far side.
4-12
4-13
CHAPTER FIVE
PATROLLING
Patrols are missions to gather information or to conduct combat operations. Infantry
platoons and squads primarily conduct two types of patrols: reconnaissance, and
combat. This chapter describes the principles of patrolling, planning considerations
used in preparation for patrols, conduct of patrols, supporting tasks, establishment of
and actions in a patrol base, and movement to contact.
5-1. PRINCIPLES OF PATROLLING. All patrols are governed by five principles.
a. Planning. Quickly make a simple plan and effectively communicate it to the lowest
level. A great plan that takes forever to complete and is poorly disseminated isnt a
great plan. Plan and prepare to a realistic standard, and rehearse everything.
b. Reconnaissance. Your responsibility as a Ranger leader is to confirm what you
think you know, and to find out what you dont.
c. Security. Preserve your force as a whole, and your recon assets in particular.
Every Ranger and every rifle counts; anyone could be the difference between victory
and defeat.
d. Control. Clear concept of the operation and commanders intent, coupled with
disciplined communications, to bring every man and weapon you have available to
overwhelm your enemy at the decisive point.
e. Common Sense. Do what youre supposed to do, without someone having to tell
you, despite your own personal discomfort or fear.
5-2. PATROL PLANNING CONSIDERATIONS.

This paragraph provides the planning considerations common to most patrols. It
discusses task organization, initial planning and coordination, completion of the plan,
and contingency planning.
a. Task Organization. A patrol is a mission, not an organization. To accomplish the

patrolling mission, a platoon or squad must perform specific tasks; for example,
secure itself, cross danger areas, recon the patrol objective, breach, support, or
assault. As with other missions, the leader tasks elements of his unit in accordance
with his estimate of the situation, identifying those tasks his unit must perform and
designating which elements of his unit will perform which tasks. Where possible, in
assigning tasks, the leader should maintain squad and fire team integrity. The chain
of command continues to lead its elements during a patrol. In this chapter, the terms
"element" and "team" refer to the squads, fire teams, or buddy teams that perform
the tasks as described. Squads and fire teams may perform more than one task in
an assigned sequence; others may perform only one task. The leader must plan
carefully to ensure that he has identified and assigned all required tasks in the most
efficient way. Elements and teams for platoons conducting patrols include the
following:
(1) Elements common to all patrols.
5-1
(a) Headquarters Element. The headquarters consists of the platoon leader (PL),
RTO, platoon seargeant (PSG), FO and FO RTO. It may consist of any
attachments that the PL decides that he or the PSG must control directly.
(b) Aid and Litter Team. Aid and litter teams are responsible for buddy aid and
evacuating casualties.
(c) Enemy Prisoner of War (EPW) Team. EPW teams are responsible for
controlling enemy prisoners IAW the five Ss and the leaders guidance.
(d) Surveillance Team. The surveillance team keeps watch on the objective from
the time that the leaders reconnaissance ends until the unit deploys for
actions on the objective. They then rejoin their parent element.
(e) Enroute Recorder. The enroute recorder records all information collected
during the mission.
(f) Compass Man. The compass man assists in navigation by ensuring the
patrol remains on course at all times. Instructions to the compass man must
include initial and subsequent azimuths. As a technique, the compass man
should preset his compass on the initial azimuth before the unit moves out,
especially if the move will be during limited visibility conditions. The platoon
or squad leader should also designate an alternate compass man.
(g) Point/Pace Man. As required, the PL designates a point man and a pace
man for the patrol. The pace man aids in navigation by keeping an accurate
count of distance traveled. The point man selects the actual route through
the terrain, guided by the compass man or team leader. In addition the point
man also provides frontal security.
(2) Common elements of Combat Patrols.

(a) Assault Element. The assault element seizes and secures the objective and
protects special teams as they complete their assigned actions on the
objective.
(b) Security Element. The security element provides security at danger areas,
secures the ORP, isolates the objective, and supports the withdrawal of the
rest of the platoon once actions on the objective are complete. The security
element may have separate security teams, each with an assigned task or
sequence of tasks.
(c) Support Element. The support element provides direct and indirect fire
support for the unit.
(d) Demolition Team. Demolition teams are responsible for preparing and
detonating the charges to destroy designated equipment, vehicles, or facilities
on the objective.
(e) Search Team. The assault element may provide two-man (buddy teams) or
four-man (fire team) search teams to search bunkers, buildings, or tunnels on
the objective. These teams will search the objective or kill zone for
casualties, documents, or equipment. EPW Teams may double as Search
Teams.
(f) Breach Element. The breach team conducts initial breaches as required in
order to allow the patrol to enter an objective. This is typically done IAW
5-2
METT-TC and the steps outlined in the Conduct an initial breach of a mined
wire obstacle battle drill in Chapter 6.
(3) Elements common to Reconnaissance patrols.

(a) Reconnaissance Team. Reconnaissance teams reconnoiter the objective
area once the security teams are in position. Normally these are two-man
teams (buddy teams) to reduce the possibility of detection.
(b) Reconnaissance and Security Teams. R&S teams are normally used in a
zone reconnaissance, but may be useful in any situation when it is impractical
to separate the responsibilities for reconnaissance and security.
(c) Security Element. When the responsibilities of reconnaissance and security
are separate, the security element provides security at danger areas, secures
the ORP, isolates the objective, and supports the withdrawal of the rest of the
platoon once the recon is complete. The security element may have separate
security teams, each with an assigned task or sequence of tasks.
b. Initial Planning and Coordination. Leaders plan and prepare for patrols using the
troop-leading procedures and the estimate of the situation, as described in Chapter
2. Through an Estimate of the Situation, leaders identify required actions on the
objective (mission analysis) and plan backward to departure from friendly lines and
forward to reentry of friendly lines. Because patrolling units act independently, move
beyond the direct-fire support of the parent unit, and operate forward of friendly
units, coordination must be thorough and detailed. Coordination is continuous
throughout planning and preparation. PLs use checklists to preclude omitting any
items vital to the accomplishment of the mission.
(1) Coordination with Higher Headquarters. Includes Intelligence, Operations, and
Fire Support Coordination IAW Chapter 2-7, Coordination Checklists. This initial
coordination is an integral part of Step 3 of Troop-Leading Procedures, Make a
Tentative Plan.
(2) Coordination with Forward Units. The leader coordinates with the unit through
which his platoon or squad will conduct its forward and rearward passage of
lines, IAW Chapter 2-7, Coordination Checklists.
(3) Coordination with Adjacent Units. The leader also coordinates his units patrol
activities with the leaders of other units that will be patrolling in adjacent areas at
the same time, IAW Chapter 2-7, Coordination Checklists.
c. Complete the Plan. As the PL completes his plan he considers the following:
(1) Essential and supporting tasks. The PL ensures that he has assigned all
essential tasks to be performed on the objective, at rally points, at danger areas,
at security or surveillance locations, along the route(s), and at passage lanes.
These make up the maneuver and tasks to subordinate units sub-paragraphs of
the Execution paragraph.
(2) Key travel and execution times. The leader estimates time requirements for
movement to the objective, leaders reconnaissance of the objective,
establishment of security and surveillance, completion of all assigned tasks on
the objective, and passage through friendly lines. Some planning factors are-
5-3
Movement: Average of 1 KM/HR in Woodland Terrain;
Leaders Recon: NLT 1 HR;
Establishment of Security and Surveillance: HR;
Passage through FFU: NLT HR.
(3) Primary and alternate routes. The leader selects primary and alternate routes to
and from the objective. The return routes should differ from the routes to the
objective. The PL may delegate route selection to a subordinate, but is ultimately
responsible for the routes selected.
(4) Signals. The leader should consider the use of special signals. These include
hand-and-arm signals, flares, voice, whistles, radios, and infrared equipment. All
signals must be rehearsed so that all soldiers know their meaning.
(5) Challenge and password forward of friendly lines. The challenge and password
from the units SOI must not be used beyond the FLOT.
(a) Odd-number system. The leader specifies an odd number. The challenge
can be any number less than the specified number. The password will be the
number that must be added to it to equal the specified number. (Example:
the number is 7; the challenge is 3, and the password is 4)
(b) Running Password. SOIs may also designate a running password. This
code word alerts a unit that friendly soldiers are approaching in a less than
organized manner and possibly under pressure. This may also be used to
get soldiers quickly through a compromised passage of friendly lines. The
number of soldiers approaching (Ranger five) follows the running password.
(6) Location of leaders. The PL considers where he and the PSG and other key
leaders are located for each phase of the patrol mission. The PL positions
himself where he can best control the actions of the patrol. The PSG is normally
with the following elements for each type of patrol:
On an ambush, he normally controls the support element.
On a raid, he normally controls the CCP.
On an area reconnaissance, he normally stays in the ORP.
On a zone reconnaissance, he normally moves with the reconnaissance
element that establishes the link-up point.
(7) Actions on enemy contact. Unless required by the mission, the unit avoids
enemy contact. The leaders plan must address actions on chance contact at
each phase of the patrol mission. The units ability to continue will depend on
how early contact is made, whether the platoon is able to break contact
successfully (so that its subsequent direction of movement is undetected), and
whether the unit receives any casualties as a result of the contact. The plan
must address the handling of seriously wounded soldiers and KIAs. The plan
must also address the handling of prisoners who are captured as a result of
chance contact and are not part of the planned mission.
(8) Contingency Plans. The leader leaves his unit for many reasons throughout the
planning, coordination, preparation, and execution of his patrol mission. Each
time the leader departs the patrol main body, he must issue a five-point
contingency plan to the leader left in charge of the unit. The contingency plan is
described by the acronym GOTWA, and includes:
G: Where the leader is GOING.
5-4
O: OTHERS he is taking with him.
T: TIME he plans to be gone.
W: WHAT to do if the leader does not return in time.
A: The units and the leaders ACTIONS on chance contact while the leader is
gone.
(9) Rally points. The leader considers the use and location of rally points. A rally
point is a place designated by the leader where the unit moves to reassemble
and reorganize if it becomes dispersed. Soldiers must know which rally point to
move to at each phase of the patrol mission should they become separated from
the unit. They must also know what actions are required there and how long they
are to wait at each rally point before moving to another.
(a) Criteria. Rally points must be:
Easy to find;
Have no recent signs of enemy activity.
Have cover and concealment;
Be away from natural lines of drift and high speed avenues of approach.
Be defendable for short periods of time.
(b) Types of rally points. The most common types of rally points are initial, en
route, objective, reentry, and near-and-far-side rally points.
(10) Actions at the ORP. Actions at the ORP typically include:
Leaders Recon of the Objective.
Conduct SLLS and pinpoint location.
Issuing a FRAGO, if needed.
Making final preparations before continuing operations; for example,
recamouflaging, preparing demolitions, lining up rucksacks for quick
recover. Preparing EPW bindings, first aid kits, litters, and inspecting
weapons.
Accounting for soldiers and equipment after actions at the objective are
complete.
Reestablishing the chain of command after actions at the objective are
complete.
Disseminating information from reconnaissance, if contact was not made.
(11) Leaders Reconnaissance of the Objective. The plan must include a leaders
reconnaissance of the objective once the platoon or squad establishes the ORP.
Before departing the leader must issue a 5 point contingency plan. During his
reconnaissance, the leader pinpoints the objective, selects reconnaissance,
security, support, and assault positions for his elements, and adjusts his plan
based on his observation of the objective. Each type of patrol requires different
tasks during the leaders reconnaissance. The platoon leader will bring different
elements with him. (These are discussed separately under each type of patrol).
The leader must plan time to return to the ORP, complete his plan, disseminate
information, issue orders and instructions, and allow his squads to make any
additional preparations.
(12) Actions on the Objective. Each type of patrol requires different actions on the
objective. Actions on the objective are discussed under each type of patrol.
5-5
5-3. TYPES OF PATROLS.
The two types of patrols covered in this section are reconnaissance (recon) patrols and
combat patrols. Combat patrols are further divided into raids and ambushes. A third
type of patrol, the tracking patrol, is not covered in this section, but can be found in FM
7-8. This section will cover each of these types of patrols in terms of fundamentals and
planning considerations, task standards, and execution (actions on the objective).
a. RECONNAISSANCE PATROLS. Recon patrols provide timely and accurate

information on the enemy and terrain. They confirm the leaders plan before it is
executed. Units on reconnaissance operations collect specific information [Priority
Intelligence Requirements (PIR)] or general information [Information Requirements
(IR)] based on the instructions from their higher commander. The two types of recon
patrols discussed here are area and zone. This section discusses the fundamentals
of reconnaissance, task standards for the two most common types of recon, and
actions on the objective for those types of recon.
(1) Fundamentals of Reconnaissance. In order to have a successful area
reconnaissance, the platoon leader must apply the fundamentals of the
reconnaissance to his plan during the conduct of the operation.
(a) Gain all Required Information: The parent unit tells the patrol leader (PL) what
information is required. This is in the form of the IR (Intelligence
Requirements) and PIR (Priority Intelligence Requirements). The platoons
mission is then tailored to what information is required. During the entire
patrol, members must continuously gain and exchange all information
gathered, but cannot consider the mission accomplished unless all PIR has
been gathered.
(b) Avoid Detection by the Enemy: A patrol must not let the enemy know that it is
in the objective area. If the enemy knows he is being observed, he may
move, change his plans, or increase his security measures. Methods of
avoiding detection are:
(1) Minimize movement in the objective area (Area Recon).
(2) Move no closer to the enemy than necessary.
(3) If possible use long range surveillance devices or night observation
devices.
(4) Camouflage, stealth, noise and light discipline.
(5) Minimize radio traffic.
(c) Employ security measures: A patrol must be able to break contact and return
to the friendly unit with what information is gathered. If necessary, break
contact and continue the mission. Security elements are emplaced so that
they can overwatch the reconnaissance elements and suppress the enemy so
the reconnaissance element can break contact.
(d) Task Organization: When the platoon leader receives the order, he analyzes
his mission to ensure he understands what must be done. Then he task
5-6
organizes his platoon to best accomplish the mission IAW METT-TC. Recons
are typically squad-sized missions.
(2) Task Standards.

(a) Area Recon. The area recon patrol collects all available information on PIR
and other intelligence requirements specified in the order for the area. The
patrol completes the recon and reports all information by the time specified in
the order. The patrol is not compromised.
(b) Zone Recon. The zone recon patrol determines all PIR and other intelligence
requirements specified in the order for its assigned zone. The patrol
reconnoiters without detection by the enemy. The patrol completes the recon
and reports all information by the time specified in the order.
(3) Actions on the Objective (Area Recon)(Figure 5-1).

(a) The element occupies the ORP as discussed in the section on occupation of
the ORP. RTO calls in spare for occupation of ORP. The leader confirms his
location on map while subordinate leaders make necessary perimeter
adjustments.
(b) The PL organizes the platoon in one of two ways: separate recon and security
elements, or combined recon and security elements.
(c) The PL takes subordinates leaders and key personnel on a leaders recon to
confirm the objective and plan.
(1) Issues a 5 point contingency plan before departure.
(2) Establishes a suitable release point. That is out of sight and sound
distance from the objective (if possible), but (at a minimum) definitely out
of sight of the objective, and should also possess good rally point
characteristics.
(3) Allows all personnel to become familiar with the release point and
surrounding area.
(4) Identifies (pinpoints) the objective and emplaces surveillance. The
surveillance team is positioned with one man facing the objective, and one
facing back in the direction of the release point.
(5) Takes subordinate leaders forward to pinpoint the objective, establish a
limit of advance, and choose vantage points.
(6) Maintains commo with the platoon throughout the leaders recon.
(7) Designates a surveillance team to keep the objective under surveillance.
Issues a contingency plan to the senior man remaining with the
surveillance team.
(d) The PSG maintains security and supervises priorities of work in the ORP.
(1) Reestablishes security at the ORP.
(2) Disseminates the PLs contingency plan.
(3) Oversees preparation of recon personnel (Personnel recamouflaged,
NODs and Binos prepared, Weapons on safe with a round in the
chamber).
(e) The PL and his recon party return to the ORP.
(1) Confirms the plan or issues a FRAGO.
5-7
(2) Allows subordinate leaders time to disseminate the plan.
(f) The patrol conducts the recon by long-range observation and surveillance if
possible.
(1) R&S elements move to observation points that offer cover and
concealment, and that are outside of small-arms range and range of local
security measures.
(2) Establishes a series of OPs if information cannot be gathered from one
location.
(3) Gathers all PIR using the acronym SALUTE.
(g) If necessary, the patrol conducts its recon by short-range observation and
surveillance.
(1) Moves to an OP near the objective.
(2) Passes close enough to the objective to gain information.
(3) Gathers all PIR using the acronym SALUTE.
(h) R&S teams move using a technique such as the cloverleaf method to move to
successive OPs. In this method, R&S teams avoid paralleling the objective
site, maintain extreme stealth, do not cross the limit of advance, and
Maximize the use of available cover and concealment.
(i) During the conduct of the recon, each R&S team will return to the release
point when any of the following occurs:
(1) They have gathered all their PIR.
(2) They have reached the limit of advance.
(3) The allocated time to conduct the recon has elapsed.
(4) Contact has been made.
(j) At the release point, the leader will analyze what information has been
gathered and determine if he has met the PIR requirements.
(k) If the leader determines that he has not gathered sufficient information to
meet the PIR requirements, or if the information he and the subordinate
leader gathered differs drastically, he may have to send R&S teams back up
to the objective site. Before doing this, he will issue new five-point
contingency plans all around and may even have to return to the ORP to alert
the PSG of the change.
(l) The R&S element returns undetected to the ORP by the specified time.
(1) Disseminates information to all patrol members through key leaders at the
ORP, or moves to a position at least one terrain feature or one kilometer
away to disseminate. To disseminate, the leader has the RTO prepare
three sketches of the objective site based on his (the leader's) sketch and
provides the copies to the subordinate leaders to assist in dissemination.
(2) Reports any information requirements and/or any information requiring
immediate attention to higher headquarters, and departs for the
designated area.
(m) If contact is made:
(1) Moving to the release point: the recon element will attempt to break
contact and return to the ORP, secure rucksacks, and quickly move out of
the area. Once they have moved a safe distance away, the leader will
inform higher HQ of the situation and take further instructions from them.
5-8
(2) While emplacing surveillance: These individuals will withdraw through the
release point to the ORP and follow the same procedures as above.
(3) While conducting the recon: All personnel will fire a full magazine on to the
objective site. Surveillance will fire a LAW on the biggest weapon on the
objective. All elements will pull off the objective and move to the release
point. The senior man will quickly account for all personnel and return to
the ORP. Once in the ORP, the procedures as outlined in (1) above will
be followed.
Critical Tasks
b
Secure and Occupy ORP (a)
Leaders Recon of OBJ e
d c
Est. RP
Pinpoint OBJ c
Est. Surveillance (S & O RP
S&O
Team)
Position Security element if
OR b c
used c
a e d
Conduct Recon by long-range
surveillance if possible (b) Security
Conduct recon by short-range
surveillance if necessary (c)
Streamto
Tms move as necessary
successive OPs (d)
On order,Tms return to RP (e)
Once PIR is gathered,Tms
return to ORP Road
Patrol links up as directed in
ORP
Patrol disseminates info before
moving
Figure 5-1. Actions on the Objective -- Area Recon
(4) Actions on the Objective (Zone Recon)(Figures 5-2, 5-3, 5-4).

(a) The element occupies the initial ORP as discussed in the section
occupation of the ORP. RTO calls in spare for occupation of ORP.
The leader confirms his location on map while subordinate leaders
make necessary perimeter adjustments.
(b) The recon team leaders organize their recon elements.
(1) Designate security and recon elements.
5-9
(2) Assign responsibilities (point man, pace man, enroute recorder, and
rear security), if not already assigned.
(3) Designates easily recognizable rally points.
(4) Ensure local security at all halts.
(c) The patrol recons the zone.
(1) Moves tactically to the ORPs.
(2) Occupies designated ORPs.
(3) Follows the method designated by the PL:
a. Fan Method. Utilizes a series of ORPs. The patrol establishes
security at the first ORP. Each recon element moves from the
ORP along a different fan-shaped route that overlaps with
others to ensure recon of the entire area. The leader typically
maintains a reserve at the ORP. When all recon elements have
returned to the ORP, the PL collects and disseminates all
information before moving to the next ORP.
b. Converging Routes Method. The PL selects routes from the
ORP through the zone to a link-up point at the far side of the
zone from the ORP. Each recon element moves and recons
along a specified route, and all elements converge at one time
and place to link-up.
c. Box Method. The PL sends his recon elements from the first
ORP along routes that form a box. He sends other elements
along routes through the area within the box. All teams link-up
at the far side of the box from the ORP.
(d) The recon teams perform reconnaissance.
(1) During movement the squad will gather all PIR specified by the
order.
(2) Recon team leaders will ensure sketches are drawn of all enemy
hardsites, roads, and trails.
(3) When the squad arrives at new rendezvous point or ORP, the
recon team leaders report to the PL with all information gathered.
(4) Return to the ORP, or link up at the rendezvous point on time.
(e) The PL continues to control the recon elements.
(1) PL moves with the recon element that establishes the link-up point.
(2) PL changes recon methods as required.
(3) PL designates times for the elements to return to the ORP or to
link-up.
(4) PL collects all information and disseminates it to the entire patrol.
PL will brief all key subordinate leaders on information gathered by
other squads, establishing one consolidated sketch if possible, and
allow team leaders time to brief their teams.
(5) PL and PSG account for all personnel.
(f) The patrol continues the recon until all designated areas have been
reconned, and returns undetected to friendly lines.
5-10
ORP
Critical Tasks
Secure and Occupy ORP
Recon Elements Recon
along designated Routes
PL controls recon
elements
Recon elements linkup as
directed on far side of
Zone
Patrol continues to recon
until all PIR is gathered
Stream
TM 1
TM 2 Road
ORP TM 3
Figure 5-2. Actions on the Objective -- Zone Recon, Box Method.
Critical Tasks
along designated Routes
ORP
PL controls recon
elements
Recon elements linkup as
directed in successive
ORPs
Patrol continues to recon
until entire zone reconned
ORP
Stream
TM 1
TM 2 Road
ORP TM 3
Figure 5-3. Actions on the Objective -- Zone Recon, Converging Routes Method
5-11
ORP
Critical Tasks
along designated
overlapping, fan-shaped
Routes
PL controls recon
elements; maintains a
reserve at ORP
Recon elements linkup as TM 1 TM 2
directed in ORP
TM 2
Patrol disseminates info TM 1
before moving to next ORP
ORP Stream
Reserve
TM 2 TM 1
Road
Figure 5-4. Actions on the Objective -- Zone Recon, Fan Method
5-12
b. COMBAT PATROLS. Units conduct combat patrols to destroy or capture enemy
soldiers or equipment; destroy installations, facilities, or key points; or harass enemy
forces. Combat patrols also provide security for larger units. The two types of combat
patrol missions are ambush and raid. This section describes overall combat patrol
planning considerations, task considerations for each type of combat patrol, and finally
actions on the objective for each type.
(1) Planning Considerations (General). In planning a combat patrol, the PL considers

the following:
(a) Tasks to Subordinate Units. Normally the platoon headquarters element
controls the patrol on a combat patrol mission. The PL makes every attempt to
maintain squad and fire team integrity as he assigns tasks to subordinates units.
(1) The PL must consider the requirements for assaulting the objective,
supporting the assault by fire, and security of the entire unit throughout the
mission.
a. For the assault on the objective, the PL considers the required actions on
the objective, the size of the objective, and the known or presumed
strength and disposition of the enemy on and near the objective.
b. The PL considers the weapons available, and the type and volume of fires
required to provide fire support for the assault on the objective.
c. The PL considers the requirement to secure the platoon at points along
the route, at danger areas, at the ORP, along enemy avenues of approach
into the objective, and elsewhere during the mission.
d. The PL will also designate engagement/disengagement criteria.
(2) The PL assigns additional tasks to his squads for demolition, search of
EPWs, guarding of EPWs, treatment and evacuation (litter teams) of friendly
casualties, and other tasks required for successful completion of patrol
mission (if not already in the SOP).
(3) The PL determines who will control any attachments of skilled personnel or
special equipment.
(b) Leader's Reconnaissance of the Objective. In a combat patrol, the PL has
additional considerations for the conduct of his reconnaissance of the objective
from the ORP.
(1) Composition of the leader's reconnaissance party. The platoon leader will
normally bring the following personnel.
Squad Leaders to include the Weapons Squad Leader.
Surveillance team.
Forward Observer.
Security Element (dependent on time available).
(2) Conduct of the leader's reconnaissance. In a combat patrol the PL considers
the following additional actions in the conduct of the leader's reconnaissance
of the objective.
a. The PL designates a release point approximately half way between the
ORP and this objective. The PL posts the surveillance team. Squads and
fire teams separate at the release point and move to their assigned
positions.
5-13
b. The PL confirms the location of the objective or kill zone. He notes the
terrain and identifies where he can place mines or claymores to cover
dead space. Any change to his plan is issued to the squad leaders (while
overlooking the objective if possible).
c. If the objective is the kill zone for an ambush, the leader's reconnaissance
party should not cross the objective; to do so will leave tracks that may
compromise the mission.
d. The PL confirms the suitability of the assault and support positions and
routes from them back to the ORP.
e. The PL issues a five-point contingency plan before returning to the ORP.
(2) Task Standards.

(a) Hasty Ambush. The platoon moves quickly to concealed positions. The
ambush is not initiated until the majority of the enemy is in the kill zone. The unit
does not become decisively engaged. The platoon surprises the enemy. The
patrol captures, kills, or forces the withdrawal of the enemy within the kill zone.
On order, the patrol withdraws all personnel and equipment in the kill zone from
observation and direct fire. The unit does not become decisively engaged by
follow-on elements. The platoon continues follow-on operations.
(b) Deliberate (Point/Area) Ambush. The ambush is emplaced NLT the time
specified in the order. The patrol surprises the enemy and engages the enemy
main body. The patrol kills or captures all enemy in the kill zone and destroys
equipment based on the commanders intent. The patrol withdraws all personnel
and equipment from the objective, on order, within the time specified in the order.
The patrol obtains all available PIR from the ambush and continues follow-on
operations.
(c) Perform Raid. The patrol initiates the raid NLT the time specified in the order,
surprises the enemy, assaults the objective, and accomplishes its assigned
mission within the commanders intent. The patrol does not become decisively
engaged. The patrol obtains all available PIR from the raid objective and
continues follow-on operations.
(3) Planning Considerations (Ambush). An ambush is a surprise attack from a

concealed position on a moving or temporarily halted target. Ambushes are
classified by category--hasty or deliberate; type--point or area; and formation--linear
or L-shaped. The leader uses a combination of category, type, and formation in
developing his ambush plan. The key planning considerations include:
Cover the entire kill zone by fire.
METT-TC
Use existing or reinforcing obstacles (Claymores and other mines) to keep the
enemy in the kill zone.
Security teams are typically equipped with hand held AT weapons (AT-4 or LAW)
and claymores.
Protect the assault and support elements with mines, claymores, or explosives.
Use security elements or teams to isolate the kill zone.
5-14
Assault into the kill zone to search dead and wounded, assemble prisoners, and
collect equipment. (The assault element must be able to move quickly through
its own protective obstacles.)
Time the actions of all elements of the platoon to preclude loss of surprise.
When the ambush must be manned for a long time, use only one squad to
conduct the entire ambush and determining movement time of rotating squads
from the ORP to the ambush site.
(a) Categories
(1) Hasty ambush. A unit conducts a hasty ambush when it makes visual contact
with an enemy force and has time to establish an ambush without being
detected. The actions for a hasty ambush must be well rehearsed so that
soldiers know what to do on the leader's signal. They must also know what
action to take if the unit is detected before it is ready to initiate the ambush.
(2) Deliberate ambush. A deliberate ambush is conducted against a specific
target at a predetermined location. The leader requires the following detailed
information in planning a deliberate ambush: size and composition of the
targeted enemy, and weapons and equipment available to the enemy.
(b) Types
(2) Point ambush. In a point ambush, soldiers deploy to attack an enemy in a
single kill zone.
(3) Area ambush. In an area, soldiers deploy in two or more related point
ambushes.
(c) Formations(Figure 5-5)
(1) Linear. In an ambush using a linear formation, the assault and support
elements deploy parallel to the enemy's route. This positions both elements
on the long axis of the kill zone and subjects the enemy to flanking fire. This
formation can be used in close terrain that restricts the enemy's ability to
maneuver against the platoon, or in open terrain provided a means of keeping
the enemy in the kill zone can be effected.
(2) L-Shaped. In an L-shaped ambush the assault element forms the long leg
parallel to the enemy's direction of movement along the kill zone. The
support element forms the short leg at one end of and at right angles to the
assault element. This provides both flanking (long leg) and enfilading fires
(short leg) against the enemy. The L-shaped ambush can be used at a sharp
bend in a trail, road, or stream. It should not be used where the short leg
would have to cross a straight road or trail.
5-15
Linear Ambush Formation
Enemy
e
Zon Security
Kill
lt
Security As sau
Support
Security
L-Shaped Ambush Formation
Enemy
Security
Su
e
Zon
pp
Kill
ort
Security
ault
Ass
Security
Figure 5-5. Ambush Formations
(4) Planning Considerations (Raid). A raid is a combat operation to attack a position

or installation followed by a planning withdrawal. Squads do not conduct raids. The
sequence of platoon actions for a raid is similar to those for an ambush.
Additionally, the assault element of the platoon may have to conduct a breach of an
obstacle. It may have additional tasks to perform on the objective; for example,
demolition of fixed facilities. Fundamentals of the raid include:
Surprise and speed. Infiltrate and surprise the enemy without being detected.
Coordinated fires. Seal off the objective with well-synchronized direct and
indirect fires.
Violence of action. Overwhelm the enemy with fire and maneuver.
Planned withdrawal. Withdraw from the objective in an organized manner,
maintaining security.
5-16
(5) Actions on the Objective (Deliberate Ambush) Figure 5-6.
(a) The PL prepares the patrol for the ambush in the ORP.
(b) The PL prepares to conduct a leaders recon.
(1) Designates the members of the leaders recon party (typically includes squad
leaders, surveillance team, RTO/FO, and possibly the security element.
(2) Issues a contingency plan to the PSG.
(c) The PL conducts his leader's recon.
(1) Ensures the leaders recon party moves undetected.
(2) Confirms the objective location and suitability for the ambush.
(3) Selects a kill zone.
(4) Posts a surveillance team at the site and issues a contingency plan.
(5) Confirms suitability of assault and support positions and routes from them to
the ORP.
(d) The PL adjusts his plan based on info from the recon.
(1) Assigns positions.
(2) Designates withdrawal routes.
(3) Designates necessary control measures.
(e) The PL confirms the ambush formation.
(f) The security team(s) occupy first, securing the flanks of the ambush site, and
providing early warning. The security element must be in position before the
support and assault elements move forward of the release point. A security team
remains in the ORP if the patrol plans to return to the ORP after actions on the
objective.
(g) Support element leader assigns sectors of fire.
(1) Emplaces mines and obstacles as designated.
(2) Identifies sectors of fire and emplaces limiting stakes to prevent friendly fires
from hitting other elements.
(3) Overwatches the movement of the assault element into position.
(h) Once the support element is in position, or on the PLs order, the assault element
departs the ORP and moves into position. Actions of the assault element should
include:
(1) Identify individual sectors of fire as assigned by the PL. Emplace aiming
stakes.
(2) Emplace claymores and other protective devices.
(3) Emplace claymores, mines, or other explosives in dead space within the kill
zone.
(4) Camouflage positions.
(5) Move weapon selector switches to FIRE.
(i) The security element spots the enemy and notifies the PL, reporting the direction
of movement, size of the target, and any special weapons or equipment carried.
The security element must also keep the platoon leader informed if any enemy
forces are following the lead force.
(j) The PL alerts other elements, and determines if the enemy force is too large, or if
his ambush can engage successfully.
(k) The PL initiates the ambush using the highest casualty-producing device. He
may use a command-detonated claymore. He must also plan backup method for
5-17
initiating the ambush should the primary means fail. This should also be a
casualty-producing device such as his individual weapon. This information must
be passed out to all soldiers and practiced during rehearsals.
(l) The PL ensures that the assault and support elements deliver fire with the
heaviest, most accurate volume possible. The patrol must have a means of
engaging the enemy in the kill zone during period of limited visibility if it becomes
necessary to initiate the ambush under this situation. Use of tracers must be
weighed against how it might help the enemy to identify friendly positions. The
platoon leader may use handheld or indirect illumination flares to illuminate the
kill zone.
(m)The PL gives the signal to lift or shift fires if the target is to be assaulted. The PL
directs lift or shift prior to any assault.
(n) The assault element assaults before the remaining enemy can react.
(1) Kills or captures enemy in the kill zone.
(2) Uses individual movement techniques or bounds by fire teams to move.
(3) Establishes security for special teams along a designated limit of advance
(LOA) and gives ACE reports to higher.
(o) The PL directs special teams (EPW search, aid and litter, demo) to accomplish
their assigned task once the assault element has established its LOA.
(1) Once the kill zone has been cleared collect and secure all EPWs and move
them out of the kill zone before searching bodies. Establish a location for
EPWs and enemy wounded who will not be taken out that provides them
cover, yet allows them to be found easily by their units.
(2) Search from one side to the other and mark bodies that have been searched
to ensure the area is thoroughly covered. Search all dead enemy personnel
using two-man search techniques. [As the search team approaches a dead
enemy soldier, one man guards while the other man searches. First, he kicks
the enemy weapon away. Second, he rolls the body over (if on the stomach)
by lying on top and when given the go ahead by the guard (who is positioned
at the enemy's head), the searcher rolls the body over on him. This is done
for protection in case the enemy soldier has a grenade with the pin pulled
underneath him. The searchers then conduct a systematic search of the
dead soldier from head to toe removing all papers and anything new (different
type rank, shoulder boards, different unit patch, pistol, weapon, or NVD).
They note if the enemy has a fresh or shabby haircut and the condition of his
uniform and boots. They take note of the radio frequency, SOI, and maps.
Once the body has been thoroughly searched, the search team will continue
in this manner until all enemy personnel in and near the kill zone have been
searched.]
(3) Identify, collect, and prepare all equipment to be carried back or destroyed.
(4) The demolition team prepares dual-primed explosives (C4 with two M60 fuse
lighters and time fuse) or incendiary grenades and awaits the signal to initiate.
This is normally the last action performed before the unit departs the objective
and may signal the security elements to return to the ORP.
(5) Evacuate and treat friendly wounded first, then enemy wounded, time
permitting.
5-18
(6) Actions on the objective with stationary assault line; all actions are the same
with the exception of the search teams. They must work in 3 men teams in
order to provide security within the teams to the far side of the kill zone while
the search is being conducted. All KIAs should be dragged to the near side of
the kill zone prior to the search.
(p) If a flank security team makes contact, it fights as long as possible without
becoming decisively engaged. It uses a prearranged signal to let the platoon
leader know it is breaking contact. The platoon leader may direct a portion of the
support element to assist the security team in breaking contact.
(q) The platoon leader directs the units withdrawal from the ambush site:
Elements normally withdraw in the reverse order that they established their
positions.
The elements may return to the RP or directly to the ORP, depending on the
distance between elements.
The security element of the ORP must be alert to assist the platoons return to
the ORP. It maintains security for the ORP while the rest of the platoon
prepares to leave.
(r) The PL and PSG direct actions at the ORP, to include accountability of personnel
and equipment and recovery of rucksacks and other equipment left at the ORP
during the ambush.
(s) The platoon leader disseminates information, or moves the platoon to a safe
location (no less than one kilometer or one terrain feature away from the
objective) and disseminates information.
(t) As required, the PL and FO execute indirect fires to cover the platoons
withdrawal.
5-19
LOA
6 y
Enem
7
Security
5
ault
Support Ass
4
Security 3 2
1 Critical Tasks, contd.
Critical Tasks
Assault Element Assaults (5)
Establish LOA/Security (6)
Recon OBJ (Kill Zone) (1)
Consolidate/Reorganize (7)
Emplace Security
Elements (2) Security Reposition as Reqd
RP
Emplace Support Element Search Kill Zone
(3) 2 Treat Wounded
Emplace Assault Elements 1 Assault Withdraws
(4)
Support Withdraws
Security Notifies PL of
Enemy Security Withdraws
PL Initiates Ambush ORP Patrol Consolidates in ORP
Support Lifts/Shifts Fire
Figure 5-6. Actions on the Objective -- Deliberate Ambush
(6) Actions on the Objective (Hasty Ambush) Figure 5-7.

(a) Using visual signals, any soldier alerts the unit that an enemy force is in sight.
The soldier continues to monitor the location and activities of the enemy force
until his team or squad leader relieves him, and gives the enemy location and
direction of movement.
(b) The platoon or squad halts and remains motionless.
(c) The PL gives the signal to conduct a hasty ambush, taking care not to alert the
enemy of the patrols presence.
(d) The leader determines the best nearby location for a hasty ambush. He uses
arm-and-hand signals to direct the unit members to covered and concealed
positions.
(e) The leader designates the location and extent of the kill zone.
(f) Teams and squads move silently to covered and concealed positions, ensuring
positions are undetected and have good observation and fields of fire into the kill
zone.
(g) Security elements move out to cover each flank and the rear of the unit. The
leader directs the security elements to move a given distance, set up, and rejoin
the unit on order or, after the ambush (the sound of firing ceases). At squad
level, the two outside buddy teams normally provide flank security as well as fires
into the kill zone. At platoon level, fire teams make up the security elements.
5-20
(h) The PL assigns sectors of fire and issues any other commands necessary
(control measures, etc.).
(i) The PL initiates the ambush, using the greatest casualty-producing weapon
available, when the largest percentage of enemy is in the kill zone.
(1) Controls the rate and distribution of fire.
(2) Employs indirect fire to support the ambush.
(3) Orders cease-fire.
(h) The PL designates personnel to conduct a hasty search of enemy personnel and
process enemy prisoners and equipment.
(i) The PL orders the platoon to withdraw from the ambush site along a covered and
concealed route.
(j) The PL gains accountability, reorganizes as necessary, disseminates
information, reports the situation, and continues the mission as directed.
Critical Tasks
y
Patrol detects an enemy unit;
em PL is notified
En
Patrol halts and remains

motionless
Security PL gives signal for Hasty

Ambush
PL directs elements to covered
and concealed positions
Security Security Elements move to
flanks of patrol
PL establishes control
measures
PL initiates and controls
ambush
PL directs a hasty search
Patrol consolidates,
reorganizes, withdraws, reports,
and continues mission
Figure 5-7. Actions on the Objective -- Hasty Ambush
(7) Actions on the Objective (Raid) Figure 5-8.

(a) The patrol moves to and occupies the ORP IAW the patrol SOP. The patrol
prepares for the leaders recon.
(b) The PL, squad leaders, and selected personnel conduct a leaders recon.
(1) PL leaves a contingency plan with the PSG.
5-21
(2) PL establishes the RP, pinpoints the objective, observes the objective, and
verifies and updates intelligence information.
(3) Leaders recon verifies location of and routes to security, support, and
(4) assault positions.
(5) Leaders recon conducts the recon without compromising the patrol.
(6) Leader's recon normally recons support first, then assault.
(7) PL leaves a surveillance team to observe the objective.
(8) If the security teams were brought forward on the leader's reconnaissance,
the security leader can begin moving security into position while the platoon
leader and the remainder of the leaders reconnaissance party move back to
the ORP.
(c) The PL updates his plan and issues instructions to his squad leaders.
(1) Assigns positions and withdrawal routes to all elements.
(2) Designates control measures on the objective (element objectives, lanes,
limits of advance, and assault line).
(3) Allows SLs time to disseminate information, and confirm that their elements
are ready.
(d) Security elements occupy designated positions, moving undetected into positions
that provide early warning and can seal off the objective from outside support or
reinforcement.
(e) The support element leader moves the support element to designated positions.
The support element leader ensures his element can place well-aimed fire on the
objective.
(f) The PL moves with the assault element into the assault position. The assault
position is normally the last covered and concealed position before reaching the
objective. As it passes through the assault position the platoon deploys into its
assault formation; that is, its squads and fire teams deploy to place the bulk of
their firepower to the front as they assault the objective.
(1) Makes contact with the surveillance team to confirm any enemy activity on the
objective.
(2) Ensures that the assault position is close enough for immediate assault if the
assault element is detected early.
(3) Moves into position undetected, and establish local security and fire control
measures.
(g) Element leaders inform the PL when their elements are in position and ready.
(h) The PL directs the support element to fire.
(i) Upon gaining fire superiority, the PL directs the assault element to move towards
the objective.
(1) Assault element holds fire until engaged, or until ready to penetrate the
objective.
(2) PL signals the support element to lift or shift fires.The support element lifts or
shifts fires as directed, shifting fire to the flanks of targets or areas as directed
in the FRAGO.
(j) The assault element attacks and secures the objective. The assault element
may be required to breech a wire obstacle. As the platoon or its assault element
moves onto the objective, it must increase the volume and accuracy of fires.
5-22
Squad leaders assign specific targets or objectives for their fire teams. Only
when these direct fires keep the enemy suppressed can the rest of the unit
maneuver. As the assault element gets closer to the enemy, there is more
emphasis on suppression and less on maneuver. Ultimately, all but one fire
team may be suppressing to allow that one fire team to break into the enemy
position. Throughout the assault, soldiers use proper individual movement
techniques, and fire teams retain their basic shallow wedge formation. The
platoon does not get "on-line" to sweep across the objective.
(1) Assault element assaults all the way through the objective to thedesignated
LOA.
(2) Assault element leaders establish local security along the LOA, and
consolidate and reorganize as necessary, providing ACE reports to the PL
and PSG. The platoon establishes security, mans key weapons, provides
first aid and prepares wounded soldiers for MEDEVAC, redistributes
ammunition and supplies, relocates selected weapons to alternate positions if
leaders believe that the enemy may have pinpointed them during the attack,
adjusts other positions to maintain mutual support and squad and team leader
provide ammunition, casualty, and equipment (ACE) reports to the platoon
leader. The PL/PSG reorganize the patrol based on the contact.
(a) On order, special teams accomplish all assigned tasks under the
supervision of the PL, who positions himself where required to maintain
control of the patrol.
(b) Special Team Leaders report to PL when assigned tasks are complete.
(k) On order or signal of the PL, the assault element withdraws from the objective.
Using prearranged signals the assault line begins an organized withdrawal from
the objective site maintaining control and security as the withdrawal is conducted.
The assault element will bound back in the vicinity of the original assault line and
will begin a single file withdrawal through the APLs choke point. It is critical for
all men to move through the choke point to maintain an accurate count. Once
the assault element is a safe distance from the objective and the headcount is
confirmed, the platoon can withdraw the support element. If the support element
were a part of the assault line they will withdraw together and the security would
be given the signal to withdraw. Once the support is a safe distance off the
objective they will notify the platoon leader and the platoon leader will contact the
security element and give them the signal to withdraw. All security teams will
link-up at the release point and notify the platoon leader prior to moving to the
ORP. As personnel return to the ORP, they immediately secure their equipment
and establish 360-degree security. Once the security element returns, the
platoon will move out of the objective area as soon as possible, normally within 2
3 minutes.
(1) Prior to withdrawal, demo team activates demo devices and charges.
(2) Support element or designated personnel within the assault element maintain
local security during withdrawal.
(3) Leaders report updated accountability and status (ACE report) to the PL and
PSG.
5-23
(l) Squads withdraw from the objective in the order designated in the FRAGO to the
ORP.
(1) Account for personnel and equipment.
(2) Disseminate information.
(3) Redistribute ammunition and equipment as required.
(m) The PL reports mission accomplishment to higher and continues the mission.
(1) Reports raid assessment to higher.
(2) Informs higher of any IR/PIR gathered.
5-24
Security
Security
Critical Tasks Critical Tasks, cont.

Secure and Occupy PL initiates Raid
ORP
Support Lifts/Shifts Fire
Leaders Recon of OBJ;
Assault
LOA Assault Element
Pinpoint OBJ Assaults through OBJ
Determine Est. LOA/Security
Positions
Consolidate/Reorganize
Establish
Surveillance Reposition as
Necessary
Confirm Plan Support Search OBJ
Emplace Security
Element Treat Wounded
Emplace Support Security/S&O Assault Withdraws
Element RP Support Withdraws
Emplace Assault Security Withdraws
Element
Patrol consolidates in
ORP
ORP
Figure 5-8. Actions on the Objective -- Raid
5-4. SUPPORTING TASKS. This section covers Passage of Friendly Lines, Link-up,
Patrol Debriefing, and Occupation of an ORP.
(a) Passage of Lines. Movement in and around forward units must be controlled,
coordinated, and kept to a minimum to preclude the possibility of being engaged by
friendly forces and /or activating their reconnaissance, surveillance, and target
acquisition devices. Additionally, the forward unit positions are considered danger
areas and it must be assumed that they are under enemy surveillance at all times.
(1) Task Standards. The unit moves all personnel and equipment through the
stationary unit NLT the time specified in the order. The enemy surprises neither
unit main body during passage of lines.
(2) Planning Considerations.
(a) Fundamentals of Passage of Lines.
Conduct the passage as quickly as possible.
Avoid masking the fires of the forward unit.
Coordinate early during the planning process and maintain coordination
and liaison during execution.
Plan for likely contingencies.
When possible, bypass the stationary unit.
When possible, avoid passing through a unit in contact.
(b) Coordination measures (to be used ICW the Coordination Checklists in
Chapter 2-7).
5-25
Identify both units.
Provide the size of both units.
Provide the times of departure and return.
Provide the departing units AO (but not specific objectives or missions).
Plan for exchange of intelligence.
Plan for recon of the stationary units position.
Plan for exchange of tactical plans.
Plan for exchange of communication information.
Plan for near and far recognition signals.
Plan for guides and traffic control measures.
Plan for security measures during the passage.
Plan specific control measures for the passage (contact points, passage
lanes and points, release points, assembly areas, and rally points).
Coordinate fire support responsibilities and fire plans.
Determine transfer of responsibility or action on enemy contact during
passage.
Coordinate any CSS.
Coordinate contingency plans for both units.
(c) The PL should recon and locate the following if time permits:
Passage lanes and passage points.
Obstacles and safety lanes.
Release Points.
Assembly Areas.
Contact points, start points, and routes.
Positions of the stationary force.
CS and CSS elements.
Enemy positions in the AO.
(3) Execution (Forward Passage).
(a) The patrol moves at the specified time to a covered/concealed positionnear
the contact point.
(b) Link up with stationary unit guides that lead the patrol from the contact point
through the passage lanes and passage points to the release point (RP).
(c) Confirm or update the plan with the unit guide, and effect final coordination
with the stationary unit commander.
(d) The guide leads the patrol to the Passage Point (PP). Enroute to the PP, the
guide designates the Initial Rally Point (IRP) using the appropriate hand and
arm signal, and all personnel ensure they know its location. This can easily
be accomplished by passing by, moving through, or actually occupying.
(e) Patrol clears forward of the RP to the first covered and concealed position
using security elements.
(f) Patrol moves forward to the RP once the area is cleared.
(g) PSG counts the patrol through the RP with the unit guide, and makes the
following final coordination:
Confirms the number of personnel in the patrol.
Confirms the time the guide will wait at the RP.
5-26
Confirms the running password.
(h) The patrol ensures continuous movement through the RP, and conducts a
security halt to orient to the sights, sounds, and smells of the battlefield only
once it has moved beyond the stationary unit FPF.
(4) Execution (Rearward Passage).
(a) The patrol occupies the reentry rally point.
(b) PL contacts the forward unit by radio and tells them that the platoon is ready
to reenter.
(c) During good visibility the moving element has 2 chances at finding the break
in the wire, during limited visibility they only have one chance.
(d) Upon confirmation of reentry with the stationary unit, the PL and a security
team move to the contact point.
(1) The security team establishes contact with the guide using far and near
recognition signals.
(2) Upon link-up with the guide, the security team leads the platoon forward
to the passage point.
(e) The PSG and guide count each man through the passage point, and the PSG
identifies each man.
(f) The patrol follows the guide without stopping to an assembly area to the rear
of the stationary unit.
(g) The PL reports to the CP of the stationary unit and provides tactical
information concerning the commanders area of responsibility.
(h) The PL rejoins the patrol and moves to the location designated in the order.
Actions on Enemy Contact during Forward Passage.
(1) If contact is made while the squad/platoon is at the security halt location
and the squad/platoon leader is at the FFUs command post, the PSG will
take command of the patrol and take guidance from the guide.
(2) If contact is made while the patrol is moving toward the PP, the patrol will
occupy the IRP as a security perimeter, call higher for orders, and stay in
the IRP unless a representative from the friendly unit moves the
squad/platoon.
(3) If contact is made while the squad/platoon is the passage lane, they will
turn around and move back through the PP and occupy the IRP. They will
inform higher of the situation and await orders.
(4) If the squad/platoon gets outside the PP but not yet gone beyond the
friendly forward units FPF and contact is made, the squad leader will
issue verbal instructions as to whether to go forward or back to the guide.
If the squad/platoon goes back, they will use the running password to
enter the PP and occupy the IRP and inform higher. Otherwise, the
squad/platoon leader will simply attempt to break contact using the
appropriate battle drill and then continue on the mission.
(5) If the squad/platoon is already outside the FPF and makes contact, they
will use the appropriate battle drill to react to or break contact.
b. Link-Up. A link-up is a meeting of friendly ground forces. Link-ups depend on

control, detailed planning, communications, and stealth.
5-27
(1) Task Standard. The units link up at the time and place specified in the order.
The enemy does not surprise the main bodies. The link-up units establish a
consolidated chain of command.
(2) Link-up Site Selection. The leader identifies a tentative link-up site by map
reconnaissance or higher headquarters designates a link-up site. The link-up
site should have the following characteristics:
(a) Easy to recognize.
(b) Provides cover and concealment.
(c) Has no tactical value to the enemy.
(d) Away from natural lines of drift.
(e) Defendable.
(f) Provides multiple access and escape routes.
(3) Execution. Link-up procedure begins as the unit moves to the link-up point. The
steps of this procedure are:
(a) The stationary unit performs link-up actions.
(1) Occupies the link-up rally point NLT the time specified in the order.
(2) Establishes all-around security, establishes commo, and prepares to
accept the moving unit.
(3) The security team clears the immediate area around the link-up point. It
then marks the link-up point with the coordinated recognition signal. The
unit moves to a covered and concealed position and observes the link-
up point and immediate area around it.
(b) The moving unit performs link-up actions.
(1) If using radio communications, the unit reports its location using phase
lines, checkpoints, or other control measures.
(2) Halts at a safe distance from the link-up point in a covered and concealed
position (the link-up rally point).
(c) The PL and a contact team prepare to make physical contact with the
stationary unit.
(1) Issue a contingency plan to the PSG.
(2) Maintain commo with the platoon; verify near and far recognition signals
for link-up (Good Visibility and Limited Visibility).
(3) Exchange far and near recognition signals with the link-up unit; conduct
final coordination with the link-up unit.
(d) The stationary unit guides the patrol from its link-up rally point to the
stationary unit link-up rally point.
(1) Link-up is complete by the time specified in the order.
(2) The main body of the stationary unit is alerted before the moving unit is
brought forward.
(e) The patrol continues its mission IAW the order.
(4) Coordination Checklist. The PL coordinates or obtains the following information
from the unit that his patrol will link-up with:
(a) Exchange frequencies, call signs, codes, and other communication
information.
(b) Verify near and far recognition signals.
(c) Exchange fire coordination measures.
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(d) Determine command relationship with the link-up unit; plan for consolidation
of chain of command.
(e) Plan actions following link-up.
(f) Exchange control measures (contact points, phase lines, contact points, and
others as appropriate).
c. Debriefing. Immediately after the platoon or squad returns, personnel from higher
headquarters conduct a thorough debrief. This may include all members of the
platoon or the leaders, RTOs, and any attached personnel. Normally the debriefing
is oral. Sometimes a written report is required. Information on the written report
should include:
Size and composition of the unit conducting the patrol.
Mission of the platoon (type of patrol, location, and purpose).
Departure and return times.
Routes. Use checkpoints, grid coordinates for each leg or include an overlay.
Detailed description of terrain and enemy positions that were identified.
Results of any contact with the enemy.
Unit status at the conclusion of the patrol mission, including the disposition of
dead or wounded soldiers.
Conclusions or recommendations.
d. Objective Rally Point (ORP). The ORP is a point out of sight, sound, and small
arms range of the objective area. It is normally located in the direction that the
platoon plans to move after completion of actions on the objective. The ORP is
tentative until the objective is pinpointed.
(1) Occupation of the ORP (Figure 5-9).
(a) The patrol halts beyond sight and sound of the tentative ORP (200-400m in
good visibility, 100-200m in limited visibility).
(b) The patrol establishes a security halt IAW the unit SOP.
(c) After issuing a contingency plan to the PSG, the PL moves forward with a
recon element to conduct a leaders recon of the ORP.
(d) For a squad-sized patrol, the PL moves forward with a compass man and one
member of each fire team to confirm the ORP.
(1) After physically clearing the ORP location, the PL leaves two men at the 6
oclock position facing in opposite directions.
(2) The PL issues a contingency plan and returns with the compass man to
guide the patrol forward.
(3) The PL guides the patrol forward into the ORP, with one team occupying
from 3 oclock through 12 oclock to 9 oclock, and the other occupying
from 9 oclock through 6 oclock to 3 oclock.
(a) For a platoon-sized patrol, the PL follows the same sequence, taking
one ammo bearer or assistant gunner from each gun team forward and
positioning them at 10, 2, and 6 oclock.
(1) The first squad in the order of march is the base squad, occupying
from 10 to 2 oclock.
5-29
(2) The trail squads occupy from 2 to 6 oclock and 6 to 10 oclock
respectively.
(3) The patrol headquarters element occupies the center of the
triangle.
(b) Actions in the ORP. The unit prepares for the mission in the ORP.
During the leaders recon of the objective, once the objective is
pinpointed, the PSG will generally line up rucks IAW unit SOP in the
center of the ORP.
Squad ORP Platoon ORP

12 oclock Tentative ORP Location Critical Tasks
10 oclock 2 oclock
Halt beyond
sight/sound of tentative
B TM Team
2nd Squad
ORP
3 3 Establish Security
SL Halt (1)
TeamTeaTeam
PL moves forward
6 oclock 6 oclock
with Recon Element
(2)
A TM
Recon Element clears

ORP (3)
2 2 PL leaves selected
200-400 M
personnel at ORP,
4 4
returns and brings
patrol forward (4)
Security Halt Security Halt Patrol Occupies ORP
1 1
(5)
Figure 5-9. Occupation of the ORP
5-5. PATROL BASE. A patrol base is a security perimeter that is set up when a squad
or platoon conducting a patrol halts for an extended period. Patrol bases should not be
occupied for more than a 24 hour period (except in emergency). A patrol never uses
the same patrol base twice. Patrol bases are typically used:
To avoid detection by eliminating movement.
To hide a unit during a long detailed reconnaissance.
To perform maintenance on weapons, equipment, eat and rest.
To plan and issue orders.
To reorganize after infiltrating on an enemy area.
5-30
To establish a base from which to execute several consecutive or concurrent
operations.
a. Fundamentals. Keep the following fundamentals in mind during patrol base

operations.
(1) Site selection. The leader selects the tentative site from a map or by aerial
reconnaissance. The sites suitability must be confirmed and secured before the
unit moves into it. Plans to establish a patrol base must include selecting an
alternate patrol base site. The alternate site is used if the first site is unsuitable
or if the patrol must unexpectedly evacuate the first patrol base.
(2) Planning Considerations. Leaders planning for a patrol base must consider the
mission and passive and active security measures. A patrol base must be
located so it allows the unit to accomplish its mission.
(a) Security Measures. Security measures involve the following selection criteria
and planning considerations:
(1) Selection Criteria.
Select Terrain the enemy would probably consider of little tactical
value.
Select Terrain that is off main lines of drift.
Select difficult terrain that would impede foot movement such as an
area of dense vegetation, preferably bushes and trees that spread
close to the ground.
Select Terrain near a source of water.
Select Terrain that can be defended for a short period of time and that
offers good cover and concealment.
Avoid known or suspected enemy positions.
Avoid Built-up areas.
Avoid Ridges and hilltops, except as needed for maintaining
communications.
Avoid Small valleys.
Avoid Roads and trails.
(2) The leader plans for:
Observation posts and communication with observation posts.
Patrol or platoon fire plan.
Alert Plan.
Withdrawal plan from the patrol base to include withdrawal routes and
a rally point, rendezvous point, or alternate patrol base.
A security system to make sure that specific soldiers are awake at all
times.
Enforcement of camouflage, noise, and light discipline.
The conduct of required activities with minimum movement and noise.
Priorities of Work.
b. Occupation (Figure 5-10).
5-31
(1) A PB is reconned and occupied in the same manner as an ORP, with the
exception that the platoon will typically plan to enter at a 90 degree turn
(this is METT-TC dependent; if there is nothing to be gained by this step,
the patrol does not do it). The PL leaves a two-man OP at the turn, and
the patrol covers any tracks from the turn to the PB.
(2) The platoon moves into the PB. Squad-sized patrols will generally occupy
a cigar-shaped perimeter; platoon-sized patrols will generally occupy a
triangle-shaped perimeter.
(3) The PL and another designated leader start at 6 oclock and move in a
clockwise manner, inspecting and adjusting the perimeter as necessary.
(4) After the PL has checked each squad sector, each SL sends a two-man
R&S team to the PL at the CP. The PL issues the three R&S teams a
contingency plan, recon instructions, and detailed guidance on what to
look for (enemy, water, built-up areas or human habitat, roads, trails, or
possible rally points).
(5) Each R&S team departs at the left flank of its squad, moves a prescribed
distance and direction, and reenters at the right flank of its own squad.
(a) Squad-sized patrols do not normally send out an R&S team at night.
(b) R&S teams will prepare a sketch of the area to the squad front if
possible.
(c) The patrol remains at 100 % alert during this recon.
(d) If the PL feels the patrol was tracked or followed, he may elect to wait
in silence at 100 % alert before sending out R&S teams.
(e) The R&S teams may use methods such as the "I", the "Box", or the T".
Regardless of the method chosen the R&S team must be able to
provide the PL with the same information.
(6) Upon completion of R&S, the PL confirms or denies the patrol base
location, and either moves the patrol or begins priorities of work.
c. Passive (Clandestine) Patrol Base (Squad)

(1) The purpose of a passive patrol base is for the rest of a squad or smaller
size element.
(2) Unit moves as a whole and occupies in force.
(3) Squad leader ensures that the unit moves in at a 90-degree angle to the
order of movement.
(4) A claymore mine is emplaced on route entering patrol base.
(5) Alpha and Bravo teams sit back to back facing outward, ensuring that
atleast one individual per team is alert and providing security.
d. Priorities of Work (Platoon and Squad) Once the PL is briefed by the R&S
teams and determines area is suitable for a patrol base, the leader
establishes or modifies defensive work priorities in order to establish the
defense for the patrol base. Priorities of work is not a laundry list of tasks to
be completed; to be effective, priorities of work must consist of a task, a given
time, and a measurable performance standard. For each priority of work, a
clear standard must be issued to guide element in the successful
5-32
accomplishment of each task. It must also be designated whether the work
will be controlled in a centralized or decentralized manner. Priorities of work
are determined IAW METT-TC. Priorities of Work may include, but are not
limited to the following tasks:
(1) Security (continuous).
Prepare to utilize all passive and active measures to cover 100% of the
perimeter 100% of the time, regardless of the percentage of weapons
used to cover that 100% of the terrain.
Readjust after R&S teams return, or based on current priority of work
(such as weapons maintenance).
Employ all elements, weapons, elements and personnel to meet
conditions of the terrain, enemy or situation.
Assign sectors of fire to all personnel and weapons. Develop squad
sector sketches and platoon fire plan.
Confirm location of fighting positions for cover, concealment, and
observation and fields of fire. SLs supervise placement of aiming stakes
and claymores.
Only use one point of entry and exit, and count personnel in and out.
Everyone is challenged IAW the unit SOP.
Hasty fighting positions are prepared at least 18 inches deep (at the front),
and sloping gently from front to rear, with a grenade sump if possible.
(2) Withdrawal Plan. The PL designates the signal for withdrawal, order of
withdrawal, and the platoon rendezvous point and/or alternate patrol base.
(3) Communication (continuous). Commo must be maintained with higher
headquarters, OPs, and within the unit. May be rotated between the patrols
RTOs to allow accomplishment of continuous radio monitoring, radio
maintenance, act as runners for PL, or conduct other priorities of work.
(4) Mission preparation and planning. The PL uses the patrol base to plan, issue
orders, rehearse, inspect, and prepare for future missions.
(5) Weapons and equipment maintenance. The PL ensures that machine guns,
weapon systems, commo equipment, and night vision devices (as well as
other equipment) is maintained. These items are not broken down at the
same time for maintenance (NMT 25 % at one time), and weapons are not
disassembled at night. If one machine gun is down, then security for all
remaining systems is raised.
(6) Water Re-Supply. The PSG organizes watering parties as necessary. The
watering party carries canteens in an empty rucksack or duffel bag, and must
have commo and a contingency plan prior to departure.
(7) Mess plan. At a minimum, security and weapons maintenance areperformed
prior to mess. No more than half of the platoon typically eats at one time, and
men will typically eat 1-3 M behind their fighting positions.
(a) Rest/sleep plan management. The patrol conducts rest as necessary to
prepare for future operations.
(b) Alert Plan and Stand-to. The PL states the alert posture and the stand-to
time. He sets up the plan to ensure all positions are checked periodically,
OPs are relieved periodically and that at least one leader is always alert.
5-33
The patrol typically conducts stand-to at a time specified by unit SOP (i.e.,
30 minutes prior to and after BMNT or EENT).
(c) Re-supply. Distribute or cross-load ammunition, meals, equipment, etc.
(d) Sanitation and Personal Hygiene. The PSG and medic ensure a slit
trench is prepared and marked, and that squads designate urine areas.
All soldiers will shave, brush teeth, wash face, hands, armpits, groin, and
feet, and darken (brush shine) boots daily. The patrol will not leave trash
behind.
Patrol Base Patrol Base

Size dictated by METT-TC 10 oclock
st
1 Squad 2 oclock Machine Guns positioned
at 2, 6, and 10 oclock to
Occupied same as ORP cover the front of the
squad to their left
OP initially positioned Slit Trench and urine
HQs
along route from security rd nd holes designated
3 Squad 2 Squad
halt
Hasty fighting Positions PPpos
R&S Teams clear to (18 Deep) dug
occupation PL establishes priorities

6 oclock of work IAW METT-TC
Figure 5-10. Patrol Base
5-6. MOVEMENT TO CONTACT
a. Purpose/General: The movement to contact (MTC) is one of the five types of

offensive operations. A MTC gains or regains contact with the enemy. Once
contact is made, the unit develops the situation. Normally a platoon conducts a
MTC as part of a larger force. There are two techniques of conducting a movement
to contact: Approach march and search & attack.
(1) Search and Attack (S&A). This technique is utilized when the enemy is
dispersed, is expected to avoid contact, disengage or withdraw, or you have to
deny his movement in an area. The search and attack technique involves the
use of multiple platoons, squads, and fire teams coordinating their actions to
make contact with the enemy. Platoons typically attempt to find the enemy and
then fix and finish him. They combine patrolling techniques with the requirement
to conduct hasty or deliberate attacks once the enemy has been found. Planning
considerations include:
The factors of METT-TC.
The requirement for decentralized execution.
5-34
The requirement for mutual support.
The length of operations.
Minimize soldiers load to facilitate stealth and speed.
Resupply and MEDEVAC.
Positioning key leaders and equipment.
Employment of key weapons.
Requirement for patrol bases.
Concept for entering the zone of action.
The concept for link-ups while in contact.
(2) Approach March. The concept of the approach march is to makecontact with the
smallest element, allowing the commander the flexibility of destroying or
bypassing the enemy. A platoon uses the approach march method as part of a
larger unit. It can be tasked as the advance guard, move as part of the main
body, or provide flank or rear security for the company or battalion. They may
also receive on-order missions as part of the main body.
b. Fundamentals common to all movements to contact.
(1) Make enemy contact with smallest element possible.
(2) Rapidly develop combat power upon enemy contact.
(3) Provide all-round security for the unit.
(4) Support higher units concept.
(5) Reports all information rapidly and accurately and strives to gain and maintain
contact with the enemy.
(6) Requires decentralized execution.
(7) The following issues should be considered heavily for MTC operations:
(a) Factors of METT-TC.
(b) Reduced soldiers load.
c. Task Standards. The platoon moves NLT the time specified in the order. The
platoon makes contact with the smallest element possible, and the main body is not
surprised by the enemy. Once the platoon makes contact, it maintains contact. The
platoon destroys squad and smaller-sized elements, and fixes elements larger than
a squad. The platoon maintains sufficient fighting force capable of conducting
further combat operations. Reports of enemy locations and contact are forwarded.
If not detected by the enemy, the PL initiates a hasty attack. The platoon sustains
no casualties from friendly fire. The platoon is prepared to initiate further movement
within 25 minutes of contact, and all personnel and equipment are accounted for.
d. Critical Performance Measures (Search and Attack).

(1) The platoon locates the enemy without being detected.
(2) Once engaged, fixes the enemy in position and maneuvers against the enemy.
(3) Maintains security throughout actions to avoid being flanked.
e. Critical Performance Measures (Approach March).

(1) PL selects the appropriate movement formation based on likelihood of enemy
contact.
5-35
(2) Maintains contact, once contact is made, until ordered to do otherwise.
5-36
CHAPTER SIX
BATTLE DRILLS
Infantry battle drills describe how platoons and squads apply fire and maneuver to
commonly encountered situations. They require leaders to make decisions rapidly and
to issue brief oral orders quickly.
6-1. DEFINITION. FM 25-101 defines a battle drill as a collective action rapidly

executed without applying a deliberate decision-making process.
a. Characteristics of a battle drill are

They require minimal leader orders to accomplish and are standard throughout
the Army.
Sequential actions are vital to success in combat or critical to preserving life.
They apply to platoon or smaller units.
They are trained responses to enemy actions or leaders orders.
They represent mental steps followed for offensive and defensive actions in
training and combat.
b. A units ability to accomplish its mission often depends on soldiers and leaders to
execute key actions quickly. All soldiers and their leaders must know their immediate
reaction to enemy contact as well as follow-up actions. Drills are limited to situations
requiring instantaneous response; therefore, soldiers must execute drills
instinctively. This results from continual practice. Drills provide small units with
standard procedures essential for building strength and aggressiveness.
They identify key actions that leaders and soldiers must perform quickly.
They provide for a smooth transition from one activity to another; for example,
from movement to offensive action to defensive action.
They provide standardized actions that link soldier and collective tasks at platoon
level and below. (Soldiers perform individual tasks to CTT or SDT standard.)
They require the full understanding of each individual and leader, and continual
practice.
6-2. FORMAT. The format for drills discussed in this chapter include the TITLE, the
SITUATION that would cue the unit or the leader into initiating the drill, the REQUIRED
ACTIONS in sequence, and supporting illustrations. Where applicable, drills are cross-
referenced with material in other chapters, or other drills, or both. Training standards for
battle drills are in the mission training plan (MTP).
BATTLE DRILL I. PLATOON ATTACK
SITUATION: The platoon is moving as part of a larger force conducting a movement to

contact or a hasty or deliberate attack.
REQUIRED ACTIONS: Refer to Steps 1-5
6-1
STEP 1. Action on Enemy Contact.
a. The platoon initiates contact. The platoon leader plans when and how his base-of-
fire element initiates contact with the enemy to establish a base of fire. This element
must be in position and briefed before it initiates contact. If the platoon has not been
detected, STEPS 1 and 2 consist of positioning the support element and identifying
the enemys positions.
b. The enemy initiates contact. If the enemy initiates contact, the platoon takes the
following actions:
(1) The squad in contact reacts to contact (Battle Drill 2). It attempts to achieve
suppressive fires with one fire team and maneuvers the other team to attack the
enemy in the flank. The squad leader notifies the platoon leader of his action.
(2) The platoon leader, his RTO, the platoon FO, the squad leader of the next squad,
and one machine gun team move forward to link up with the squad leader of the
squad in contact.
(3) The squad leader of the trail squad moves to the front of his lead fire team.
(4) The platoon sergeant moves forward with the second machine gun team and
links up with the platoon leader. If directed, he assumes control of the base-of-
fire element and positions the machine guns to add suppressive fires against the
enemy.
(5) The platoon leader assesses the situation. He follows the success of the squads
flank attack by leading the trail squads along the covered and concealed route
taken by the assaulting fire team of the squad in contact.
(6) If the squad in contact cannot achieve suppressive fire, the squad leader reports
to the platoon leader.
(a) The squad in contact establishes a base of fire. The squad leader deploys his
squad to provide effective, sustained fires on the enemy position. The squad
leader reports his final position to the platoon leader.
(b) The remaining squads (not in contact) take up covered and concealed
positions in place and observe to the flanks and rear of the platoon.
(c) The platoon leader moves forward with his RATELO, the platoon FO, the
squad leader of the nearest squad, and one machine gun team.
STEP 2. Locate the Enemy.

a. The squad leader of the squad in contact reports the enemy size and location, and
any other information to the platoon leader. The platoon leader completes the squad
leaders assessment of the situation.
b. The squad continues to engage the enemys position.
c. The platoon sergeant moves forward with the second machine gun team and links
up with the platoon leader.
STEP 3. Suppress the Enemy.

a. The platoon leader determines if the squad in contact can gain suppressive fire
against the enemy based on the volume and accuracy of the enemys return fire.
(1) If the answer is YES, he directs the squad (with one or both machine guns) to
continue suppressing the enemy:
6-2
(a) The squad in contact destroys or suppresses enemy weapons that are firing
most effectively against it (normally crew-served weapons).
(b) The squad in contact places screening smoke (M203) to prevent the enemy
from seeing the maneuver element.
(2) If the answer is NO, the platoon leader deploys another squad and the second
machine gun team to suppress the enemy position. (The platoon leader may
direct the platoon sergeant to position this squad and one or both machine gun
teams in a better support-by-fire position)
b. The platoon leader again determines if the platoon can gain suppressive fires
against the enemy.
(1) If the answer is YES, he continues to suppress the enemy with the two squads
and two machine guns.
(a) The platoon sergeant assumes control of the base-of-fire element (squad in
contact, the machine gun teams, and any other squads designated by the
platoon leader).
(b) The machine gun team takes up a covered and concealed position and
suppresses the enemy position.
(c) The platoon FO calls for and adjusts fires based on the platoon leaders
directions. (The platoon leader does not wait for indirect fires before
continuing with his actions)
(2) If the answer is still NO, the platoon leader deploys the last squad to provide
flank and rear security and to guide the rest of the company forward as
necessary, and reports the situation to the company commander. Normally the
platoon will become the base-of-fire element for the company and may deploy
the last squad to add suppressive fires. The platoon continues to suppress or fix
the enemy with direct and indirect fire, and responds to orders from the company
commander.
STEP 4. Attack.
If the squad(s) in contact together with the machine gun(s) can suppress the enemy, the
platoon leader determines if the remaining squad(s) not in contact can maneuver. He
makes the following assessment:
Location of enemy positions and obstacles.
Size of the enemy force engaging the squad. (The number of enemy automatic
weapons, the presence of any vehicles, and the employment of indirect fires are
indicators of enemy strength.)
Vulnerable flank.
Covered and concealed flanking route to the enemy position.
a. If the answer is YES, the platoon leader maneuvers the squad(s) into the assault:
(1) Once the platoon leader has ensured that the base-of-fire element is in position
and providing suppressive fires, he leads the assaulting squad(s) to the assault
position.
(2) Once in position, the platoon leader gives the prearranged signal for the base-of-
fire element to lift or shift direct fires to the opposite flank of the enemy position
(The assault element MUST pickup and maintain effective fires throughout the
6-3
assault. Handover of responsibility for direct fires from the base-of-fire element
to the assault element is critical.)
(3) The platoon FO shifts indirect fires to isolate the enemy position.
(4) The assaulting squad(s) fight through enemy positions using fire and maneuver.
The platoon leader controls the movement of his squads. He assigns specific
objectives for each squad and designates the main effort or base maneuver
element. (The base-of-fire element must be able to identify the near flank of the
assaulting squad(s).)
(5) In the assault, the squad leader determines the way in which he will move the
elements of his squad based on the volume and accuracy of enemy fire against
his squad and the amount of cover afforded by the terrain. In all cases, each
soldier uses individual movement techniques as appropriate.
(a) The squad leader designates one fire team to support the movement of the
other team by fires.
(b) The squad leader designates a distance or direction for the team to move. He
accompanies one of the fire teams.
(c) Soldiers must maintain contact with team members and leaders.
(d) Soldiers time their firing and reloading in order to sustain their rate of fire.
(e) The moving fire team proceeds to the next covered position. Teams use the
wedge formation when assaulting. Soldiers move in rushes or by crawling.
(f) The squad leader directs the next team to move.
(g) If necessary, the team leader directs soldiers to bound forward as individuals
within buddy teams. Soldiers coordinate their movement and fires with within
the buddy team. They maintain contact with their team leader.
(h) Soldiers fire from covered positions. They select the next covered position
before moving. They either rush forward (no more than 5 seconds), or use
high or low crawl techniques based on terrain and enemy fires.
b. If the answer is NO, or the assaulting squad(s) cannot continue to move, the platoon
leader deploys the squad(s) to suppress the enemy and reports to the company
commander. The platoon continues suppressing enemy positions and responds to
the orders of the company commander.
STEP 5. Consolidate and Reorganize.

a. Consolidate. Once the assaulting squad(s) has seized the enemy position, the
platoon leader establishes local security. (The platoon must prepare to defeat an
enemy counterattack. The platoon is most vulnerable at the conclusion of the
assault)
(1) The platoon leader signals for the base-of-fire element to move up into
designated positions.
(2) The platoon leader assigns sectors of fire for each squad.
(3) The platoon leader positions key weapons to cover the most dangerous
avenue(s) of approach.
(4) The platoon sergeant begins coordination for ammunition resupply.
(5) Soldiers take up hasty defensive positions.
(6) The platoon leader and his FO develop a quick fire plan.
(7) The squads place out OPs to warn of enemy counterattacks.
6-4
b. Reorganize.
(1) The platoon performs the following tasks (only after it completes the
consolidation of the objective):
(a) Reestablish the chain of command.
(b) Redistribute and resupply ammunition.
(c) Man crew-served weapons first.
(d) Redistribute critical equipment (radios, NBC, NVDs).
(e) Treat casualties and evacuate wounded.
(f) Fill vacancies in key positions.
(g) Search, silence, segregate, safeguard, and speed EPWs to collection points.
(h) Collect and report enemy information and materiel.
(2) Squad leaders provide ammunition, casualty, and equipment (ACE) reports to
the platoon leader.
(3) The platoon leader consolidates ACE reports and passes them to the company
commander (or XO).
(4) The platoon continues the mission after receiving guidance from the company
commander. The company follows the success of the platoons flanking attack.
BATTLE DRILL 1A. SQUAD ATTACK
SITUATION: The squad is moving as part of the platoon conducting a movement to

contact or a hasty or deliberate attack.
REQUIRED ACTIONS: Refer to Steps 1-5
STEP 1. Action on Enemy Contact.

a. Soldiers receiving fire take up nearest positions that afford protection from enemy
fire (cover) and observation (concealment).
b. The fire team in contact immediately returns heavy volume of suppressive fire in the
direction of the enemy.
(1) Soldiers in the fire team in contact move to positions (bound or crawl) from which
they can fire their weapons, position themselves to ensure that they have
observation, fields of fire, cover, and concealment. They continue to fire and
report known or suspected enemy positions to the fire team leader.
(2) The team leader directs fires using tracers or standard fire commands.
(3) The fire team not in contact takes covered and concealed positions and provides
security to the flanks and rear of the squad.
(4) The squad leader reports contact to the platoon leader and moves toward the fire
team in contact.
STEP 2. Locate the Enemy.

a. Using sight and sound, the fire team in contact acquires known or suspected enemy
positions.
b. The fire team in contact begins to place well-aimed fires on suspected enemy
positions.
c. The squad leader moves to a position where he can observe the enemy and assess
the situation.
6-5
d. The squad leader requests, through the platoon leader, immediate suppression
indirect fires (normally 60-mm mortars).
e. The squad leader reports the enemy size, location, and any other information to the
platoon leader. (As the platoon leader comes forward, he completes the squad
leaders assessment of the situation.)
STEP 3. Suppress the Enemy.

The squad leader determines if the fire team in contact can gain suppressive fire based
on the volume and accuracy of the enemy fire.
a. If the answer is YES, the fire team leader continues to suppress the enemy:
(1) The fire team destroys or suppresses enemy crew-served weapons first.
(2) The fire team places smoke (M203) on the enemy position to obscure it.
(3) The fire team leader continues to control fires using tracers or standard fire
commands. Fires must be well aimed and continue at a sustained rate with no
lulls.
(4) Buddy teams fire their weapons so that they are not reloading their weapons at
the same time.
b. If the answer is NO, the squad leader deploys the fire team not in contact to
establish a support-by-fire position. He reports the situation to the platoon leader.
Normally, the squad will become the base-of-fire element for the platoon. The squad
continues to suppress the enemy and respond to orders from the platoon leader.
(The platoon leader, his RATELO, the platoon FO, one machine gun team, and the
squad leader of the next squad, as well as the platoon sergeant and the other
machine gun team, are already moving forward IAW Battle Drill 1, Platoon Attack.)
STEP 4. Attack.
If the fire team in contact can suppress the enemy, the squad leader determines
if the fire team not in contact can maneuver. He makes the following assessment:
Location of enemy position(s) and obstacles.
Size of enemy force engaging the squad. (The number of enemy automatic
weapons, the presence of any vehicles, and the employment of indirect fires are
indicators of enemy strength.)
Vulnerable flank.
Covered and concealed flanking route to the enemy position.
a. If the answer is YES, the squad leader maneuvers the fire team in the assault:
(1) The squad leader directs the fire team in contact to support the movement of the
other fire team. He then leads or directs the assaulting fire team leader to
maneuver his fire team along a route that places the fire team in a position to
assault the enemy. (The assaulting fire team must pick up and maintain fire
superiority throughout the assault. Handover of responsibility for direct fires from
the supporting fire team to the assaulting fire team is critical.)
(2) Once in position, the squad leader gives the prearranged signal for the
supporting fire team to lift fires or shift fires to the opposite flank of the enemy
position.
6-6
(3) The assaulting fire team fights through enemy positions using fire and
movement. (The supporting fire team must be able to identify the near flank of
the assaulting fire team.)
(a) The team leader selects the route that allows him to reach his objective, while
providing the best available cover and concealment for his team. The team
leader then leads his team, from up front, in a shallow wedge throughout the
attack.
(b) Fire team members conduct individual movement techniques as individuals or
buddy-teams, while maintaining their relative position in the assault formation.
At the end of each move, soldiers take up covered and concealed positions
and resume firing.
b. If the answer is NO or the assaulting fire team cannot continue to move, the squad
leader deploys the assaulting fire team to add its fires against the enemy, reports to
the platoon leader and requests instructions. The squad continues suppressing
enemy positions and responds to the orders of the platoon leader.
STEP 5. Consolidate and Reorganize.

a. Once the assaulting fire team has seized the enemy position, the squad leader
establishes local security. (The squad leader must quickly prepare to defeat any
enemy counterattack. At the conclusion of the assault, the squad is most
vulnerable.)
(1) The squad leader signals for the supporting fire team to move up into a
designated position.
(2) The squad leader assigns sectors of fire for both fire teams.
(3) The squad leader positions key weapons.
(4) All soldiers take up hasty defensive positions.
(5) The squad leader develops an initial fire support plan against an enemy
counterattack. (As the platoon moves up, he hands the plan to the platoon leader
for further development.)
(6) The squad leader posts an OP to warn of enemy activity.
b. The squad performs the following tasks:
(1) Reestablish the chain of command.
(2) Redistribute and resupply ammunition.
(3) Man crew-served weapons first.
(4) Redistribute critical equipment (for example, radios, NBC, NVDs).
(5) Treat casualties and evacuate wounded.
(6) Fill vacancies in key positions.
(7) Search, silence, segregate, safeguard, and speed EPWs to collection points.
(8) Collect and report enemy information and materiel.
c. Team leaders provide ammunition, casualty, and equipment (ACE) reports to the
squad leader.
d. The squad leader consolidates the ACE report and passes it to the platoon leader
(or platoon sergeant).
e. The squad continues the mission after receiving instructions from the platoon leader.
(The platoon follows the success of the squads flanking attack with the remaining
squads as part of the platoon attack.)
6-7
f. The squad leader reports the situation to the platoon leader.
BATTLE DRILL 2. REACT TO CONTACT
SITUATION: A squad or platoon receives fires from enemy individual or crew-served

weapons.
REQUIRED ACTIONS: (Figure 6-1.)
1. Soldiers immediately take up the nearest covered positions and return fire in the
direction of contact.
2. Team/squad leaders locate and engage known or suspected enemy positions with
well-aimed fire, and pass information to the squad/platoon leader.
3. Fire team leaders control fire using standard fire commands (initial and
supplemental) containing the following elements:
Alert.
Direction.
Description of target.
Range.
Method of fire (manipulation and rate of fire).
Command to commence firing.
4. Soldiers maintain contact with the soldiers on their left and right.
5. Soldiers maintain contact with their team leaders and report the location of enemy
positions.
6. Leaders check the status of their personnel.
7. The team/squad leaders maintain contact with the squad/platoon leader.
8. The squad/platoon leader
a. Moves up to the fire team/squad in contact and links up with its leader. (The
platoon leader brings his RATELO, platoon FO, the squad leader of the nearest
squad, and one machine gun team. The squad leader of the trail squad moves to
the front of his lead fire team. The platoon sergeant also moves forward with the
second machine gun team and links up with the platoon leader, ready to assume
control of the base-of-fire element.)
b. Determines whether or not his squad/platoon must move out of an engagement
area.
c. Determines whether or not he can gain and maintain suppressive fires with his
element already in contact (based on the volume and accuracy of enemy fires
against the element in contact).
d. Makes an assessment of the situation. He identifies:
The location of the enemy position and obstacles.
The size of the enemy force. (The number of enemy automatic weapons, the
presence of any vehicles, and the employment of indirect fires are indicators
of the enemy strength.)
Vulnerable flanks.
Covered and concealed flanking routes to the enemy position.
e. Determines the next course of action (for example, fire and movement, assault,
breach, knock out bunker, enter and clear a building or trench).
6-8
f. Reports the situation to the platoon leader/company commander and begins to
maneuver.
Figure 6-1. React to Contact
g. Calls for and adjusts indirect fire (mortars or artillery). (Squad leaders relay
requests through the platoon leader.)
9. Team leaders lead their teams by example; for example, Follow me, do as I do.
10. Leaders relay all commands and signals from the platoon chain of command.
BATTLE DRILL 3. BREAK CONTACT
SITUATION: The squad/platoon is under enemy fire and must break contact.
1. The squad/platoon leader directs one fire-team/squad in contact to support the
disengagement of the remainder of the unit.
2. The squad/platoon leader orders a distance and direction, or a terrain feature, or last
objective rally point for the movement of the first fire team/squad.
3. The base of fire (fire team/squad) continues to suppress the enemy.
4. The moving element uses fragmentation, concussion, and smoke grenades to mask
its movement.
5. The moving element takes up the designated position and engages the enemy
position.
6. The platoon leader directs the base-of-fire element to move to its next location.
(Based on the terrain and the volume and accuracy of the enemys fire, the moving
fire team/squad may need to use fire and movement techniques.
7. The squad/platoon continues to bound away from the enemy until (the
squad/platoon must continue to suppress the enemy as it breaks contact):
It breaks contact.
6-9
It passes through a higher level support-by-fire position.
Its fire teams/squads are in the assigned position to conduct the next mission.
8. The leader should consider changing the direction of movement once contact is
broken. This will reduce the ability of the enemy to place effective indirect fires on
the unit.
9. If the squad or platoon becomes disrupted, soldiers stay together and move to the
last designated rally point.
10. Squad/platoon leaders account for soldiers, report, reorganize as necessary and
continue the mission.
6-10
Figure 6-2. Break contact
BATTLE DRILL 4. REACT TO AMBUSH
SITUATION: If the squad/platoon enters a kill zone and the enemy initiates an ambush
with a casualty-producing device and a high volume of fire, the unit takes the following
actions.
1. In a near ambush (within hand-grenade range), soldiers receiving fire immediately
return fire, take up covered positions, and throw fragmentation, concussion, and
smoke grenades.
a. Immediately after the grenades detonate, soldiers in the kill zone assault through
the ambush using fire and movement.
b. Soldiers not in the kill zone immediately:
Identify enemy positions.
Initiate immediate suppressive fires against the enemy.
6-11
Take up covered positions.
Shift fires as the soldiers in the kill zone assault through the ambush.
2. In a far ambush (beyond hand-grenade range), soldiers receiving fire immediately
return fire, take up covered positions, and suppress the enemy by:
Destroying or suppressing enemy crew-served weapons first.
Obscuring the enemy position with smoke (M203).
Sustaining suppressive fires.
a. Soldiers (teams/squads) not receiving fires move by a covered and concealed
route to a vulnerable flank of the enemy position and assault using fire and
movement techniques.
b. Soldiers in the kill zone continue suppressive fires and shift fires as the
assaulting team/squad fights through the enemy position.
3. The platoon FO calls for and adjusts indirect fires as directed by the platoon leader.
On order, he lifts fires or shifts them to isolate the enemy position, or to attack them
with indirect fires as they retreat.
4. The squad/platoon leader reports, reorganizes as necessary, and continues the
mission.
NEAR
Figure 6-3. React to ambush
BATTLE DRILL 5. KNOCK OUT BUNKERS
SITUATION: The platoon identifies enemy in bunkers while moving as a part of a larger
force.
REQUIRED ACTIONS: (Figures 6-4)
1. The platoon initiates contact:
a. The squad in contact establishes a base of fire.
6-12
b. The platoon leader, his RATELO, platoon FO, and one machine gun team move
forward to link up with the squad leader of the squad in contact.
c. The platoon sergeant moves forward with the second machine gun team and
assumes control of the base-of-fire element.
d. The base-of-fire element
(1) Destroys or suppresses enemy crew-served weapons first.
(2) Obscures the enemy position with smoke (M203).
(3) Sustains suppressive fires at the lowest possible level.
e. The platoon FO calls for and adjusts indirect fires as directed by the platoon
sergeant.
2. The platoon leader determines that he can maneuver by identifying
a. The enemy bunkers, other supporting positions, and any obstacles.
b. The size of the enemy force engaging the platoon. (The number of enemy,
automatic weapons, the presence of any vehicles, and the employment of
indirect fires are indicators of enemy strength.)
c. A vulnerable flank of at least one bunker.
d. A covered and concealed flanking route to the flank of the bunker.
3. The platoon leader determines which bunker is to be assaulted first and directs one
squad (not in contact) to knock it out.
4. If necessary, the platoon sergeant repositions a squad, fire team, or machine gun
team to isolate the bunker as well as to continue suppressive fires.
5. The assaulting squad, with the platoon leader and his RATELO, move along the
covered and concealed route and take action to knock out the bunker.
a. The squad leader moves with the assaulting fire team along the covered and
concealed route to the flank of the bunker.
(1) The assaulting fire team approaches the bunker from its blind side and does
not mask the fires of the base-of-fire element.
(2) Soldiers constantly watch for other bunkers or enemy positions in support of
it.
b. Upon reaching the last covered and concealed position
(1) The fire team leader and the automatic rifleman remain in place and add their
fires to suppressing the bunker (includes the use of LAW/AT4s).
(2) The squad leader positions himself where he can best control his teams. On
the squad leaders signal, the base-of-fire element lifts fires or shifts fires to
the opposite side of the bunker from the assaulting fire teams approach.
(3) The grenadier and rifleman continue forward to the blind side of the bunker.
One soldier takes up a covered position near the exit, while one soldier cooks
off (two seconds maximum) a grenade, shouts FRAG OUT! and throws it
through an aperture.
(4) After the grenade detonates, the soldier covering the exit enters the bunker,
firing short bursts, to destroy the enemy. The soldier who throws the grenade
should not be the first one to clear the bunker.
c. The squad leader inspects the bunker to ensure that it has been destroyed. He
reports, reorganizes as needed, and continues the mission.The platoon follows
the success of the attack against the bunker and continues the attack of other
bunkers.
6-13
6. The platoon leader repositions base-of-fire squads as necessary to continue to
isolate and suppress the remaining bunkers, and maintain suppressive fires.
7. The platoon leader either redesignates one of the base-of-fire squads to move up
and knock out the next bunker; or, directs the assaulting squad to continue and
knock out the next bunker.
NOTE: The platoon leader must consider the condition of his assaulting squad(s)
(ammunition and exhaustion) and rotate squads as necessary.
a. On the platoon leaders signal, the base-of-fire element lifts fires or shifts fires to
the opposite side of the bunker from which the squad is assaulting.
b. At the same time, the platoon FO shifts indirect fires to isolate enemy positions.
8. The assaulting squad takes action to knock out the next bunker (see paragraph 5,
above).
9. The platoon leader reports, reorganizes as necessary, and continues the mission.
The company follows up the success of the platoon attack and continues to assault
enemy positions.
Figure 6-4. Knock out bunker (squad)
BATTLE DRILL 6. ENTER/CLEAR A TRENCH
SITUATION: The platoon is attacking as part of a larger force and identifies enemy in a
trench line. The platoon deploys and establishes a base of fire. The platoon leader
6-14
determines that he has sufficient combat power to maneuver and assault the trench
line.
REQUIRED ACTIONS: (Figures 6-5,6-6, and 6-7)
1. The platoon leader directs one squad to enter the trench and secure a foothold.
2. The platoon leader designates the entry point of the trench line and the direction of
movement once the platoon begins clearing.
3. The platoon sergeant positions soldiers and machine guns to suppress the trench
and isolate the entry point.
4. The assaulting squad executes actions to enter the trench and establish a foothold.
The squad leader directs one fire team to assault and one fire team to support by fire
initially, then follow and support the assaulting fire team. He designates the entry
point of the trench line.
a. The squad leader and the assault fire team move to the last covered and
concealed position short of the entry point.
(1) The squad leader marks the entry point.
(2) The base-of-fire element shifts direct fires away from the entry point and
continues to suppress adjacent enemy positions or isolate the trench as
required.
(3) The assault fire team leader and the automatic rifleman remain in a position
short of the trench to add suppressive fires for the initial entry.
(4) The two remaining soldiers of the assault fire team (rifleman and grenadier)
continue toward the entry point. They move in rushes or by crawling.
(5) The squad leader positions himself where he can best control his teams.
b. The first two soldiers (rifleman and grenadier) of the assault fire team move to
the edge of the trench; parallel to the trench and on their backs; on the squad
leaders command, cook-off grenades (two seconds maximum), shout FRAG
OUT, and throw the grenades into the trench.
(1) After ensuring that both grenades detonate, the soldiers roll into the trench,
landing on their feet, and back-to-back. They fire their weapons down the
trench in opposite directions. Immediately, both soldiers move in opposite
directions down the trench, continuing to fire three-round bursts. Each soldier
continues until he reaches the first corner or intersection. Both soldiers halt
and take up positions to block any enemy movement toward the entry point.
(2) Upon detonation of the grenades, the assault fire team leader and the
automatic rifleman immediately move to the entry point and enter the trench.
The squad leader directs them to one of the secured corners or intersections
to relieve the rifleman or grenadier who then rejoins his buddy team at the
opposite end of the foothold.
c. The squad leader remains at the entry point and marks it.
d. The squad leader reports to the platoon leader that he has entered the trench
and secured a foothold. The platoon follows the success of the seizure of the
foothold with the remainder of the platoon as part of the platoon actions to clear a
trench line.
e. The squad reorganizes as necessary. Leaders redistribute ammunition.
5. The platoon leader directs one of the base-of-fire element squads to move into the
trench and begin clearing it in the direction of movement from the foothold.
6-15
6. The base-of-fire element repositions as necessary to continue suppressive fires.
7. The platoon leader moves into the trench with the assaulting squad.
8. The assaulting squad passes the squad that has secured the foothold and executes
actions to take the lead and clear the trench.
a. The squad leader designates a lead fire team and a trail fire team.
b. The lead fire team and the squad leader move to the forward most secure corner
or intersection. The squad leader tells the team securing that corner or
intersection that his squad is ready to continue clearing the trench. The trail fire
team follows maintaining visual contact with the last soldier of the lead team.
NOTE: Throughout this technique, the team leader positions himself at the rear of the
fire team to have direct control (physically, if necessary) of his soldiers. Other soldiers in
the fire team rotate the lead. Soldiers rotate the lead to change magazines and prepare
grenades. Rotating the lead provides constant suppressive fires down the trench and
maintains the momentum of the attack as the squad clears the trench.
c. The lead fire team passes the element securing the foothold.
(1) The lead soldier of the fire team moves abreast of the soldier securing the
corner or intersection, taps him, and announces TAKING THE LEAD.
(2) The soldier securing the corner or intersection acknowledges that he is
handing over the lead by shouting OKAY. He allows the fire team to pass him.
d. The lead fire team starts clearing in the direction of movement. They arrive at a
corner or intersection.
(1) Allowing for cook-off (two seconds maximum) and shouting FRAG OUT, the
second soldier prepares and throws a grenade around the corner.
(2) Upon detonation of the grenade, the lead soldier moves around the corner
firing three round bursts and advancing as he fires. The entire fire team
follows him to the next corner or intersection.
e. The squad leader:
(1) Follows immediately behind the lead team.
(2) Ensures that the trailing fire team moves up and is ready to pass the lead at
his direction.
(3) Rotates fire teams as necessary to keep his soldiers fresh and to maintain the
momentum of the attack.
(4) Requests indirect fires, if necessary, through the platoon leader.
DANGER
The fire teams must maintain sufficient interval to prevent them from being
engaged by the same enemy fires.
f. At each corner or intersection, the lead fire team performs the same actions
described above (paragraph d).
g. If the lead soldier finds that he is nearly out of ammunition before reaching a
corner or intersection, he announces AMMO.
(1) Immediately, the lead soldier stops and moves against one side of the trench,
ready to let the rest of the team pass. He continues to aim his weapon down
the trench in the direction of movement.
(2) The next soldier ensures that he has a full magazine, moves up abreast of the
lead soldier, taps him and announces TAKING THE LEAD.
6-16
(3) The lead soldier acknowledges that he is handing over the lead by shouting
OKAY, positions rotate, and the squad continues forward.
h. The trailing fire team secures intersections and marks the route within the trench
as the squad moves forward. The trailing fire team leader ensures that follow-on
squads relieve his buddy teams to maintain security.
i. The squad leader reports the progress of the clearing operation. (The base-of-
fire element must be able to identify the location of the lead fire team in the
trench at all times)
9. The platoon leader rotates squads to keep soldiers fresh and to maintain the
momentum of the assault.
10. The platoon sergeant calls forward ammunition resupply and organizes teams to
move it forward into the trench.
11. The base-of-fire element ensures that all friendly forces move into the trench ONLY
through the designated entry point. (All movement must be made in the trench to
avoid casualties by friendly fires)
12. The platoon leader reports to the company commander that the trench line is
secured, or that he is no longer able to continue clearing.
Figure 6-5. Enter a trench (squad)
6-17
Figure 6-6. Clear a trench line (squad) (continued)
6-18
Figure 6-7. Clear a trench line (platoon)
BATTLE DRILL 7. CONDUCT INITIAL BREACH OF A MINED

WIRE OBSTACLE
SITUATION: The platoon is operating as part of a larger force. The lead squad identifies
a wire obstacle, reinforced with mines that cannot be bypassed and enemy positions on
the far side of the obstacle.
REQUIRED ACTIONS: (Figures 6-8.)
1. The platoon leader, his RATELO, platoon FO, and one machine gun team move
forward to link up with the squad leader of the lead squad.
2. The platoon leader determines that he can maneuver by identifying
a. The obstacle and enemy positions covering it by fire.
b. The size of the enemy force engaging the squad. (The number of enemy
automatic weapons, the presence of any vehicles, and the employment of
indirect fires are indicators of enemy strength.)
c. A breach point.
d. A covered and concealed route to the breach point.
e. A support-by-fire position large enough for a squad reinforced with machine
guns.
6-19
3. The platoon leader directs one squad to support the movement of another squad(s)
to the breach point. He indicates the support-by-fire position, the route to it, the
enemy position to be suppressed, the breach point, and the route that the rest of the
platoon will take to it. He also gives instructions for lifting and shifting fires.
4. The platoon leader designates one squad as the breach squad, and the remaining
squad, as the assault squad once the breach has been made. (The assault squad
may add its fires to the base-of-fire element. Normally, it follows the covered and
conceled route of the breach squad and assaults through immediately after the
breach is made)
5. The designated squad moves to and establishes a base of fire.
6. The platoon sergeant moves forward to the base-of-fire element with the second
machine gun team and assumes control of the element.
7. On the platoon leader's signal, the base-of-fire element:
a. Destroys or suppresses enemy crew-served weapons, first.
b. Obscures the enemy position with smoke (M203).
c. Sustains suppressive fires at the lowest possible level.
8. The platoon leader designates the breach point and leads the breach and assault
squads along the covered and concealed route to it.
9. The platoon FO calls for and adjusts indirect fires as directed by the platoon leader.
10. The breach squad executes actions to breach the obstacle.
a. The squad leader directs one fire team to support the movement of the other fire
team to the breach point.
b. The squad leader identifies the breach point.
c. The base-of-fire element continues to provide suppressive fires and isolates the
breach point.
d. The breaching fire team, with the squad leader, move to the breach point using
the covered and concealed route.
(1) The squad leader and breaching fire team leader employ smoke grenades to
obscure the breach point. The platoon base-of-fire element shifts direct fires
away from the breach point and continue to suppress key enemy positions.
The platoon FO lifts indirect fires or shifts them beyond the obstacle.
(2) The breaching fire team leader positions himself and the automatic rifleman
on one flank of the breach point to provide close security.
(3) The grenadier and rifleman of the breaching fire team probe for mines, and
cut the wire obstacle, marking their path as they proceed. (Bangalore is
preferred, if available)
(4) Once the obstacle has been breached, the breaching fire team leader and the
automatic rifleman move to the far side of the obstacle and take up covered
and concealed positions with the rifleman and grenadier. The team leader
signals to the squad leader when they are in position and ready to support.
e. The squad leader signals the supporting fire team leader to move his fire team up
and through the breach. He then moves through the obstacle and joins the
breaching fire team, leaving the grenadier and rifleman of the supporting fire
team on the near side of the breach to guide the rest of the platoon through.
6-20
f. Using the same covered and concealed route as the breaching fire team, the
supporting fire team moves through the breach and takes up covered and
concealed positions on the far side.
g. The squad leader reports to the platoon leader and consolidates as needed.
11. The platoon leader leads the assault squad through the breach in the obstacle and
positions them beyond the breach to support the movement of the remainder of the
platoon or assaults the enemy position covering the obstacle.
12. The platoon leader reports the situation to the company commander and directs his
base-of-fire element to move up and through the obstacle. The platoon leader leaves
guides to guide the company through the breach point.
13. The company follows up the success of the platoon as it conducts the breach and
continues the assault against the enemy positions.
Figure 6-8. Conduct initial breach of a mined

wire obstacle (squad)
6-21
6-22
CHAPTER SEVEN
COMMUNICATIONS
GENERAL. The AN/PRC-119 is composed of a receiver and a transmitter.
Together, the receiver-transmitter has many capabilities and features that enable
you to perform your mission more effectively. The radio can operate in Single
Channel mode or Frequency Hopping mode. The radio has approximately 2,320
SC Channels and includes voice and digital communication. The operating
voltage for the manpack radio is 13.5 volts from the primary battery. The range
of the manpack radio is 5-10 KM on Hi power. This range is based upon line of
sight and is derived from averages achieved under normal atmospheric and
weather conditions. Ranges depend upon location, sighting, weather, and
surrounding noise level, among other factors. The AN/PRC-126 set covers the
30 to 88 MHZ band in 25 KHZ increments. It is a lightweight radio that is best
utilized for squad operations. If properly maintained the AN/PRC-126 is an
excellent complement for the larger more powerful AN/PRC-119. The followi ng
chapter outlines assembly, operation, and trouble-shooting for both radios.
7-1.THE AN/PRC-119
a. Manpack Radio Assembly. To assemble a manpack radio you must first

check and install a battery.
(1) Inspect the battery box for dirt or damage
(2) Stand RT on front panel guards
(3) Check battery life condition (you will be using the rechargeable BB-390
batteries)
(4) Place battery in box
(5) Close battery cover, and secure using latches
(6) Return radio to upright position
(7) If used battery was installed, enter the battery life condition into radio by
performing the following
(8) Set FCTN to LD
(9) Press BAT; then CLR
(10) Enter number recorded on side of battery
(11) Press STO
(12) Set FCTN to SQ ON
b. Antenna
(1) Inspect whip antenna connector on antenna and on radio for damage
(2) Screw whip antenna into base
(3) Hand tighten
(4) Carefully mate antenna base with RT ANT connector
(5) Hand tighten
(6) Position antenna as needed by bending goose neck
7-1
NOTE: Keep antenna straight, if possible. If the antenna is bent to a horizontal
position, it may be necessary to turn the radio in order to receive and transmit
messages.
c. Handset
(1) Inspect the handset for damage
(2) Push handset on AUD/DATA and twist clockwise to lock in place
d. Field Pack
(1) Place RT in field pack with antenna on the left shoulder
(2) Fold top flap of field over RT and secure flap to field pack using straps and
buckles
e. Setting Presets
(1) Set CHAN to 1
(2) Set MODE to SC
(3) Set RF PWR to HI
(4) Set VOL to mid range
(5) Set DIM full clockwise
(6) Set FCTN to LD
(7) Set DATA RATE to off
f. Single Channel Loading Frequencies

(1) Obtain Ranger SOI
(2) Set FCTN to LD
(3) Set mode to SC
(4) Set CHAN to MAN, Cue, or desired channel(1-6) where frequency is to
be stored
(5) Press FREQ(display will show "00000", or frequency RT is currently
turned on)
(6) Press CLR(display will show five lines)
(7) Enter the number of the new frequency
(8) If you make a mistake with a number press CLR
(9) Press STO(display will blink)
g. Clearing Frequencies
(1) Set mode to SC
(2) Set CHAN to MAN, Cue or desired channel where frequency is to be
cleared
(3) Press FREQ
(4) Press CLR
(5) Press Load; then press STO
h. Scanning more than one frequency
7-2
(1) Load all desired frequencies using "Single Channel Loading Frequencies"
instructions (reference 7-2.f)
(2) Set CHAN to CUE
(3) Set SC to FH
(5) Press STO (display will say SCAN)
(6) Press 8. You will now be able to scan more than one frequency
i. Troubleshooting
PROBLEM CORRECTIVE ACTION

1. No power 1.a. Check DIM switch
1.b. Check battery
2. High pitch in handset 2.a. Clean handset contacts with an eraser
3. No side tone in Lo, Med, or Hi power 3.a. Change Handset
4. Continuous keying 4.a. Press push to talk button on hand mike
4.b. Check for side tone by blowing into handset
4.c. If no tone replace handset
5. Will not key 5.a. Change handset
6. Will not transmit 6.a. Check antenna
6.b. Check handset
6.c. Check frequency
7. Will not receive 7.a. Check frequency
7.b. Check antenna
7.c. Check handset
7-3.THE AN/PRC-126
e. Radio assembly
(1) Check and install the battery
(2) Inspect the battery box for dirt and damage
(3) Check battery life condition (you will be using the rechargeable BB-388
battery)
(4) Place battery in box
(5) Close battery cover and secure latches
b. Antenna
(1) Inspect antenna for damage
(2) Screw antenna into radio (screw into base first if using the whip antenna)
c. Handset
(1) Inspect the handset for damage
(2) Push handset onto audio connector and twist to lock into place
7-3
d. Operation and frequency setting
(1) Press set button and turn radio on
(2) Press INCR button to cycle through to first number of desired frequency
(3) Press the SET button
(4) Repeat the process of pressing INCR and SET button until desired
frequency is displayed
(5) Press SET button once more to LOAD frequency
(6) If a beeping noise is heard turn the black antenna knob until beeping noise
is no longer heard
e. Troubleshooting
PROBLEM CORRECTIVE ACTION

1. No power 1.a. Check battery
2. High pitch in handset 2.a. Clean handset and audio connector with eraser
3. Continuous keying 3.a. Press push to talk button on handset
4. Will not key 4.a. Press push to talk button on radio
4.b. Change handset
5. Will not transmit 5.a. Check frequency
5.b. Check antenna
5.c. Check handset
6. Will not receive 5.a. Check frequency
5.b. Check antenna
5.c. Check handset
7-4
CHAPTER EIGHT
ARMY AVIATION
8-1. GENERAL
Army aviation and infantry units can be fully integrated with other members of
the combined arms team to form powerful and flexible air assault task forces that
can project combat power throughout the entire depth, width, and breadth of the
modern battlefield with little regard for terrain barriers. These combat operations
are deliberate, precisely planned, and vigorously executed. They are assigned to
strike the enemy when and where he is most vulnerable (See Chapter 2, pages
2-6 & 2-22, AIR Movement Annex, 2-32 Army Aviation coordination).
8-2. AIR ASSAULT.

a. Successful air assault execution is based on a careful analysis of METT-TC
and detailed, precise reverse planning. Five basic plans that comprise the
reverse planning sequence are developed for each air assault operation.
They are:
(1) Ground Tactical Plan. The foundation of a successful air assault
operation is the commanders ground tactical plan. All additional plans
must support this plan. The plan specifies actions in the objective area to
ultimately accomplish the mission and address subsequent operations.
(2) The Landing Plan. The landing plan must support the ground tactical
plan. This plan outlines a sequence of events that allows elements to
move into the area of operations, and ensures that units arrive at
designated locations at prescribed times prepared to execute the ground
tactical plan.
(3) The Air Movement Plan. The air movement plan is based on the ground
tactical and landing plans. It specifies the schedule and provides
instructions for air movement of troops, equipment, and supplies from PZs
to LZs.
(4) The Loading Plan. The loading plan is based on the air movement plan.
It ensures that troops, equipment, and supplies are loaded on the correct
aircraft. Unit integrity is maintained when aircraft loads are planned.
Cross-loading may be necessary in order to ensure survivability of
command and control assets, and the mix of weapons arriving at the LZ
are ready to fight.
(5) The Staging Plan. The staging plan is based on the loading plan and
prescribes the arrival time of ground units (troops, equipment and
supplies) at the PZ in the order of movement
b. The battalion is the lowest level that has sufficient personnel to plan,
coordinate, and control air assault operations. When company size or lower
operations are conducted, the bulk of the planning takes place at battalion or
higher headquarters.
8-1
c. Selection and Marking of PZs/LZs.
(1) Small unit leaders should consider the following when selecting a PZ/LZ:
(a) Size. Minimal circular landing point separation from other aircraft and
obstacles is needed:
Observation helicopters 25 meters
UH-1, AH-1 35 meters
UH-60, AH-64 50 meters
Cargo helicopters 80 meters
(b) Surface conditions. Avoid potential hazards e.g. sand, blowing dust,
snow, tree stumps, large rocks.
(c) Ground slope.
0% - 6 % -- land upslope
7% - 15% -- land sideslope
over 15% -- no touchdown (aircraft may hover)
(d) Obstacles. An obstacle clearance ratio of 10 to 1 is used in planning
approach and departure of the PZ and LZ (Eg: a ten foot tall tree
requires 100 feet of horizontal distance for approach or departure).
Obstacles will be marked with a red chem light at night or red panels
during the daytime. Markings will not be used if they cause the
position to be seen by the enemy.
(e) Approach/Departure. Approach and departure are made into the wind
and along the long axis of the PZ/LZ.
(f) Loads. The greater the load, the larger the PZ/LZ must be to
accommodate the insertion or extraction.
(2) Marking PZs and L Zs.
(a) Day. A ground guide will mark the PZ or LZ for the lead aircraft by
holding an M16/M4 rifle over his head, by displaying a folded VS-17
panel chest high, or by other coordinated and identifiable means.
(b) Night. The code letter Y (Inverted Y) is used to mark the landing point
of the lead aircraft at night (figure 8 -1). Chemical lights or beanbag
lights are used to maintain light discipline. A swinging chem light may
also be used to mark the landing point.
Figure 8-1. Inverted Y.
8-2
d. Air Assault Formations. Aircraft supporting an operation may use any of the
following PZ/LZ configurations which are prescribed by the Air Assault Task
Force (AATF) Commander working in conjunction with the Air Mission
Commander (AMC):
(1) Heavy Left or Right. Requires a relatively long, wide landing area;
presents difficulty in pre-positioning loads; restricts suppressive fire by
inboard gunners; provides firepower to front and flank.
Figure 8-2. Heavy Left/Heavy Right
(2) Diamond. Allows rapid deployment for all-round security; requires small
landing area; presents some difficulty in pre-positioning loads; restricts
suppressive fire of inboard gunners.
Figure 8-3. Diamond
8-3
(3) Vee. Requires a relatively small landing area; allows rapid deployment of
forces to the front; restricts suppressive fire of inboard gunners; presents
some difficulty in pre-positioning loads.
Figure 8-4. Vee
(4) Echelon Left or Right. Requires a relatively long, wide landing area;
presents some difficulty in pre-positioning loads; allows rapid deployment
of forces to the flank; allows unrestricted suppressive fire by gunners.
Figure 8-5. Echelon Left/Echelon Right
8-4
(5) Trail. Requires a relatively small landing area; allows rapid deployment of
forces to the flank; simplifies pre-positioning loads; allows unrestricted
suppressive fire by gunners.
Figure 8-6. Trail
(6) Staggered Trail Left or Right. Requires a relatively long, wide landing
area; simplifies pre-positioning loads; allows rapid deployment for all
round security; gunners suppressive fire restricted somewhat.
Figure 8-7. Staggered Trail Left/Staggered Trail Right
e. PZ Operations. Prior to arrival of aircraft, the PZ is secured, PZ control party

is positioned, and the troops and equipment are positioned in platoon/squad
assembly areas.
(1) Occupation of patrol/squad assembly area. Patrol leader/squad leader
should accomplish the following:
(a) Maintain all-around security of the assembly area.
(b) Maintain communications.
(c) Organize personnel and equipment into chalks and loads.
8-5
(d) Conduct safety briefing and equipment check of troops.
An example of a large, one sided PZ is depicted in Figure 8-8.
Figure 8-8. Large, one sided PZ
(2) UH-60 Loading Sequence.
Figure 8-9. UH-60 Loading Sequence.
8-6
(3) Unloading.
Figure 8-10. Unloading Sequence.
(4) Tactical loading sequence
CREW CREW
SEAT SEAT
SL B B
TM TM
SL
A B B B
TM TM TM TML TL
A A A A TL
TM TM TM TML
Figure 8-11.Tactical Loading Sequence
(5) Tactical unloading

NOTE: Is best using 1xdoor, nearest the cover and concealment
8-7
CREW CREW
SEAT SEAT
SL TL
SL
B B
TM TM
A B B B
TM TM TM TML
A A A A TL
TM TM TM TML
Figure 8-12. Tactical Unloading Using 1 Door
f. Safety. Safety is the primary concern of all leaders when operating in/around
aircraft. The inclusion of aircraft into Ranger operations carries an inherent
high risk factor. The following guidelines are to be considered.
(1) Approach the aircraft from 90 degrees to 45 degrees off the
(2) nose.
(3) Weapons with blank firing adapters are pointed muzzles up.
(4) Weapons loaded with live ammunition are muzzles down.
(5) The ballistic helmet is worn.
(6) When possible, an air crew safety brief is conducted with all
(7) personnel. At a minimum it will include loading and offloading,
emergencies, and egress procedures.
(8) Leaders need to carry a manifest and turn a copy into higher.
8-8
CHAPTER NINE
WATERBORNE OPERATIONS
9-1. GENERAL. The availability of ready-made bridges to a Ranger Patrol is not only uncertain,
but is highly unlikely. Therefore, it may become necessary for the patrol to employ expedient
stream crossing techniques. The leader will need to know various techniques in order to make a
successful stream crossing. The stream crossing team is designated and instructed to prepare
ropes and equipment, and to conduct team rehearsals. This team is highly proficient in the
mechanics of a stream crossing. This proficiency is gained by realistic rehearsals, close
inspections, organization and good control.
9-2. ORGANIZATION OF RIVER CROSSING TEAM.
(a) Number 1 man: Lead safety swimmer and far side lifeguard.
(b) Number 2 man: Rope puller, swims water obstacle pulling 150-foot rope, ties off rope on far
side anchor point.
(c) Number 3 man: Near side lifeguard is the last man to cross water obstacle.
(d) Number 4 man: Bridge Team Commander (BTC).
(e) Number 5 and 6 men: Rope Tighteners.
9-3. ONE ROPE BRIDGE (WET CROSSING).

(a) Special Equipment:
(1) Two snaplinks per piece of heavy equipment.
(2) Two snaplinks for every 120 feet of rope.
(3) One 14-foot utility rope per person.
(4) Two snaplinks per person.
(5) One waterproof bag per RATELO.
(6) Three B-7 life preservers.
(7) Three floatation work vests.
(8) Two 150-foot nylon ropes.
(b) Planning. A stream crossing annex is prepared in conjunction with the unit's operation order.
Special organization is accomplished at this time. For a platoon size patrol, a squad is
normally given the task of providing the bridge team, with the squad leader as the Bridge
Team Commander (see Chapter 2, page 2-6 e).
(c) Rehearsals and inspections:

(1) The stream crossing team always rehearses.
(2) Rehearse the entire stream crossing emphasizing:
(a) Security and actions on enemy contact.
9-1
(b) Actual construction of the rope bridge within EIGHT minutes on dry land.
(c) Individual preparation.
(d) Order of crossing.
(e) All signals and control measures.
(f) Reorganization.
(3) Conduct rehearsals as realistically as possible.
(4) Ensure personnel are proficient in the mechanics of a stream crossing operation.
(5) Inspect for equipment completeness, correct rigging and preparation, personnel
knowledge and understanding of the operation.
(6) Actions of the #4 man (Bridge Team Commander(BTC) during the preparation phase.
(a) Rehearse the bridge team.
(b) Accounts for all equipment in the bridge kit.
(c) Ensures 120-foot rope is coiled.
(d) Execution Phase:

(1) Steps for the establishment and conduct of bridge stream crossing.
(a) Unit leader halts short of the river, local security is established, and a recon is
conducted of the area for the presence of the enemy and for crossing site suitability/
necessity. He directs the BTC to construct the bridge.
(b) Security is established up and downstream while unit leader briefs BTC on anchor
points. The unit leader counts individuals across.
(c) The bridge team begins to establish the rope bridge while unit members begin
individual preparation.
(d) The BTC is responsible for construction of one-rope bridge and selection of the near
side anchor point as well as the far side anchor point if visibility permits. He will tie a
swimmers safety line to anchor himself into the bridge. Tying a bowline around the
waist secured with an overhand knot, and on the free running end, an end of line
bowline with an overhand knot. A snap link will be placed on the loop portion of the
end of line bowline, which will extend no further than arms length away from the soldier
(standard waterborne uniform). This will ensure that the soldier is never more than
arms length away from the rope bridge should he lose his grip.
(e) Noise and light discipline is enforced and security is maintained.
(f) Individual soldiers put a snaplink in their end-of-the rope bowline and the sight blade
of every M-4/M16 or M203. M240 gunners put a snaplink through the front sight blade
and rear swivel of their M240 MG. RATELOS (and others with heavy rucksacks) place
an additional snaplink on their rucksack frame, top center.
(2) The responsibilities of the bridge team while erecting the rope bridge are as follows:
(a) Number 1 man (Lead safety swimmer and far side lifeguard).
(1) Grounds rucksack (with snaplink through top of frame) to the rear of the near side
anchor point. Wears equipment in the following order (body out): Waterborne
Uniform (top button buttoned, pants unbloused), B7 life preserver-or engineer work
vest, LCE, weapon (across the back), carrying a safety line to assume duties of far
side lifeguard.
(2) The Number 1 man enters the water upstream from the Number 2 man and stays
an arms length away from the Number 2 man on the upstream side. He identifies
9-2
the far side anchor point upon exiting the water and once the Number 2 man has
exited the water moves to his far side lifeguard position downstream of the rope
bridge with knotted safety line on wrist, LCE/weapon grounded, and work vest held
in throwing hand. He continues to wear the B7.
(b) Number 2 man (rope puller) in waterborne uniform (same as Number 1 man) wears
his equipment in the following order, Work vest, LCE, weapon (across the back),
Australian rappel seat with snaplink to the rear. He grounds his rucksack (with
snaplink through top of frame) to the rear of the near side anchor point. His duties are
to swim across the water obstacle pulling the rope. He ties off the rope on the anchor
point identified by the Number 1 man with a round turn and two half hitches with a
quick release. The direction of the round turn is the same direction as the flow of water
(current) to facilitate exit off the rope bridge.
(c) Number 3 man (near side lifeguard) in the same waterborne uniform as the far side
lifeguard. The Number 3 man positions himself on the downstream side of the bridge
before the number 1 and 2 men enter the water, grounding his rucksack (with snaplink
through top of frame) on rear of near-side anchor point. His duties include untying the
quick release at the near side anchor point after the PSG crosses and verifies the
headcount. The Number 3 man reties his safety line into an Australian rappel seat,
hooks the end of line bowline into his snaplink, connects his snaplink to the snaplink
on the end-of-line bowline of the rope, and is the last man pulled across the water
obstacle. He puts on the work vest prior to crossing the water obstacle with his
equipment in order of B7, work vest, LCE and weapon.
(d) Number 4 man (Bridge Team Commander - BTC)
(1) He is in the standard waterborne uniform with LCE and sling rope tied in safety
line (round the waist bowline with end of line bowline at arms length). He is
responsible for construction of rope bridge and organization of bridge team. He is
also responsible for back feeding the rope and tying end of line bowlines.
(2) He designates the near side anchor point, ties the wireman's knot of the transport
tightening system, and hooking all personnel to the rope bridge. He ensures that
the transport tightening knot is on the upstream side of the rope bridge. He
ensures that all individuals are in the waterborne uniform, hooked into the rope
facing the current with the safety line routed through the trailing shoulder of the
individual's LCE and rucksack. He ensures that the weapon is hooked onto the
rope. He controls the flow of traffic on the bridge. He is responsible for crossing
with the Number 1 man's rucksack. He is generally the next to the last man to cross
(follows PSG who is keeping headcount).
(e) Number 5 and 6 men (rope tighteners) in waterborne uniform with LCE and safety line.
They are responsible for tightening the transport tightening knot. They are also
responsible for taking the rucksacks of the Number 2 and 3 men across. Once on the
far side, they are responsible for pulling the last man (Number 3 man) across.
(f) The rucksacks of 1/2/3 men are transported across by 4/5/6 men. The rucksacks of
1/2/3 are hooked into the rope by the snaplink through the top of the frames and the
4/5/6 men pull them across. The weapons of 4/5/6 men are attached between the
4/5/6 men and the rucksack that they are pulling across the bridge.
9-3
(g) Bridge Team Commander rehearses the bridge team during the planning sessions
and directs construction and emplacement. The unit leader selects the crossing site
which complements the tactical plan.
(1) Number 3 man positions himself downstream of crossing site.
(2) Number 1 man enters water upstream of number 2. He stays one arm's length from
the number 2 man and is prepared to render any assistance to the number 2 man.
Both swim in conjunction upstream to compensate for the current. BTC feeds rope
out of rucksack positioned on the downstream side of near side anchor point.
(h) The number 1 man exits and identifies (hugs) the far side anchor point (if BTC cannot
identify it for the Number 2 man). Number 2 man exits on the upstream side of the far
side anchor point. The rope is now routed to facilitate movement onto and off the
bridge.
(i) Radios and heavy equipment are waterproofed and rigged. All individuals don
waterborne uniform and tie safety lines. PSG moves to anchor point and maintains
accountability through headcount.
(j) Number 2 man signals the BTC that the rope is at the far side anchor point, and the
BTC pulls out excess slack and ties a round turn with two (2) half hitches and
emplaces snaplink. The BTC signals the number 2 man who pulls the rope 1/5 of the
way across. The number 2 man selects a point on the far side anchor point that is 18 -
24 inches off the water. After this is done, the number 2 man ties a round turn and two
half hitches, the first half hitch is tied in a quick release. Number 2 man signals the
BTC and the pulling team (4,5,6) tightens the bridge, pulling the wireman's knot as
close as possible to the near side anchor point.
(k) The number 1 man moves downstream and assumes his duties as the far side
lifeguard.
(1) The bridge team commander will tie off the rope with a round turn and two half
hitches around the near side anchor point. The BTC will place himself on the
upstream side of the bridge (facing downstream). He begins to hook individuals
into the rope inspecting them for safety. NOTE: Any Ranger identified as a
weak swimmer will cross with no other personnel on the rope bridge. The
weak swimmer crosses individually to allow the near and far side lifeguards to
focus their attention exclusively on the weak swimmer and not be distracted by
other personnel crossing the bridge.
(l) Number 2 man moves upstream to provide far side security. Number 5 and Number 6
cross (taking the rucks of 2/3). The number 5 man maintains far side headcount and
unhooks all individuals on the far side (he positions himself on the upstream side of
the bridge facing downstream). Number 6 precedes the remainder of the patrol.
(m) The BTC maintains the flow of traffic ensuring that no more than three individuals are
on the bridge at any one time (one hooking up, one near the center, and one being
unhooked). Once the PSG has accounted for all individuals on the near side, he
withdraws L/R security sending them across. PSG follows security across. Number 3
man hooks the BTC (with number l's rucksack) onto the rope. Once the BTC has
crossed, number 3 unhooks near side anchor point and the BTC unties far side
anchor Point. Number 3 man ties an Australian rappel seat with snaplink to the front,
hooks onto the snaplink that is in the end of the line bowline on the 120-foot rope-and
9-4
signals 4/5/6 men to take in slack. Number 3 man extends arms in front of his head,
slightly upstream to fend off debris and is pulled across by 4/5/6. All individuals
(except 1/2/3 and RATELOs) wear rucksacks across. The 4/5/6 men hook the
rucksacks of 1/2/3 men onto bridge by the snaplink. All individuals cross facing
upstream.
(n) Once the far side headcount, weapons and equipment are verified (between PSG and
Number 5 man), personnel reorganize and continue mission.
(o) Personnel with heavy equipment:
(1) M240 - all major groups are tied together with 1/4-inch cord. An anchor line
bowline runs through the rear swivel, down the left side of gun. Tie a round turn
through the trigger guard. Route the cord down the right side and tie off two half
hitches around the forearm assembly with a round turn and two half hitches through
the front sight posts. The remainder of the working end is tied off with an end of the
rope bowline approximately one foot from the front sight post large enough to
place leading hand through. The M240 is secured to the bridge by snaplinks on the
front sight post and rear swivel. The M240 is pulled across by the trailing arm of
the M240 gunner.
(2) PRC ll9's are waterproofed prior to conducting a one rope bridge crossing. A
snaplink is placed in the top center of the rucksack frame (same as for 1/2/3 men).
The BTC will hook the rucksack to the rope.
NOTE: The use of 2 snaplinks invariably leads to the load binding on the rope. The arm straps
are adjusted all the way out and the radio is pulled across the rope bridge by the RTO.
9-4. PONCHO RAFT. Normally a poncho raft is constructed to cross rivers and streams when
the current is not swift. A poncho raft is especially useful when the unit is still dry and the platoon
leader desires to keep the individuals equipment dry.
a. Equipment Requirements:
(1) Two serviceable ponchos.
(2) Two weapons (poles can be used in lieu of weapons).
(3) Two rucksacks per team.
(4) 10 feet of utility cord per team.
(5) One sling rope per team.
b. Conditions: Poncho rafts are used to cross water obstacles when any or all of the following
conditions are found:
(1) The water obstacle is too wide for 120-foot rope.
(2) No sufficient near or far shore anchor points are available to allow rope bridge
construction.
(3) Under no circumstances will poncho rafts be used as a means to cross a water obstacle
if an unusually swift current is present.
c. Choosing a crossing site: Before a crossing site is used, a thorough reconnaissance of the
immediate area is made. Analyzing the situation using METT-TC, the patrol leader chooses
a crossing site that offers as much cover and concealment as possible and has entrance and
9-5
exit points that are as shallow as possible. For speed of movement it is best to choose a
crossing site that has near and far shore banks that are easily traversed by an individual
Ranger.
d. Execution Phase: Steps for the construction of a poncho raft:

(1) Pair off the unit/patrol in order to have the necessary equipment.
(2) Tie off the hood of one poncho and lay out on the ground with the hood up.
(3) Weapons are then placed in the center of the poncho, approximately 18 inches apart,
muzzle to butt.
(4) Next, rucksacks and LCE are placed between the weapons with the two individuals
placing their rucksacks as far apart as possible.
(5) The two will then start to undress (bottom to top), first with their boots, taking the laces
completely out for subsequent use as tie downs if necessary).
(6) The boots are then placed over muzzle/butt of weapon toe in.
(7) Members continue to undress, folding each item neatly and placing on top of their boots.
(8) Once all of the equipment is placed between the two weapons or poles, the poncho is
snapped together. The snapped portion of the poncho is then lifted into the air and tightly
rolled down to the equipment. Start at the center and work out to the end of the raft
creating pigtails at the end. This is accomplished much easier if done by both soldiers
together. The pigtailed ends are then folded in toward the center top of the raft and tied off
with a single boot lace.
(9) The other poncho is then laid out on the ground with the hood up and the first poncho with
equipment is placed in its center. The second poncho is then snapped, rolled and tied in
the same manner as the first poncho. The third and fourth boot laces (or utility cord) are
then tied around the raft approximately one foot from each end for added security. The
poncho raft is now complete.
NOTE: The patrol leader must analyze the situation using METT-TC and make a decision on the
uniform for crossing the water obstacle, i.e., weapons inside the poncho raft or slung across the
back, remaining dressed or stripped down with clothes inside raft.
9-5. GENERAL. Use of inland and coastal waterways may add flexibility, surprise, and speed to
tactical operations. Use of these waterways will also increase the load carrying capacity of
normal dismounted units.
9-6. EQUIPMENT F470 COMMANDO ZODIAC ASSAULT BOAT
a. Description of uses, reconnaissance and assault operations.
b. Inflatable with foot pumps using four separate valves located on the inside of the buoyancy
tubes. Each of the four valves are used to section off the assault boat into eight separate
airtight compartments. To pump air into the boat, turn all valves into the orange or "inflate
section of the valve. Once the assault boat is filled with air, turn all valves onto the "green" or
"navigation" section. This will section the assault boat into eight separate compartments.
9-6
c. Overall length - 15 feet, 5 inches.
d. Overall width - 6 feet, 3 inches.
e. Weight - 265 pounds.
f. Maximum payload - 2,710.
g. Crew - 1 coxswain, 10 paddlers or can be powered by 65 HP short shaft outboard motor.
9-7
9-7. ORGANIZATION.
(a) Assign each individual a specific boat position (see figure 9-1).
AIR GUARD
OBSERVES OBSERVES
11-12 12-1
OBSERVES OBSERVES
9-11 1-3
OBSERVES OBSERVES
8-9 3-4
OBSERVES OBSERVES
7-8 4-5
COXSWAIN
OBSERVES OBSERVES
6-7 5-6
9-8
FIGURE 9-1. Boat positions
(b) Designate a commander for each boat, (normally coxswain)
(c) Designate a navigator (normally a leader within the platoon) - observer team as necessary.
(d) Crew is positioned as shown in figure 9-2.
2 1 1 1
4 3 2 2
6 5 3 3
8 7 4 4
10 cox 9 5 cox 5
LONG COUNT SHORT COUNT
FIGURE 9-2. Crew positions, long count

and short count
(e) Duties of the Coxswain.
(1) Responsible for control of the boat and actions of the crew.
(2) Supervises the loading, lashing and distribution of equipment.
(3) Maintains the course and speed of the boat.
9-9
(4) Gives all commands.
(f) Number two paddler (long count) is responsible for setting the pace.
(g) Number one paddler is the observer and responsible for the storage and use of the bowline if
no observer has been assigned.
9-8. PREPARATION OF PERSONNEL AND EQUIPMENT.
a. All personnel will wear work vest or kapoks (or another suitable Positive flotation device)
b. LCE is worn over the work vest, unbuckled at the waist.
c. Individual weapon is slung across the back, muzzle pointed down and facing toward the
inside of the boat.
d. Crew served weapons, radios, ammunition and other bulky equipment is lashed securely to
the boat to prevent loss if the boat should overturn. Machine guns with hot barrels are cooled
prior to being lashed inside the boats.
e. Radios and batteries are waterproofed.
f. Pointed objects are padded to prevent puncturing the boat.
9-9. COMMANDS. Commands are issued by the coxswain to ensure the boat is transported
over land and controlled in the water. All crew members learn and react immediately to all
commands issued by the coxswain. The various commands are as follows:
(a) "Short Count......count off," Crew counts off their position by pairs, i.e., 1,2,3,4,5 (passenger
#1, #2, if applicable) coxswain.
(b) Long Count----count off, Crew counts off the position by individual, i.e., 1,2,3,4,5,6,7,8,9,10,
(Passenger #1, #2, if applicable), coxswain.
(c) Boat Stations, Crew takes positions along side the boat.
(d) High Carry----Move, (used for long distance move overland).

(1) On the preparatory command of High Carry, the crew faces the rear of the boat and
squats down grasping carrying handles with the inboard hand.
(2) On the command Move, the crew swivels around, lifting the boat to the shoulders so that
the crew is standing and facing to the front with the boat on their inboard shoulders.
(3) Coxswain guides the crew during movement.
(e) Low Carry----Move, (Used for short distance moves overland).
9-10
(1) On preparatory command of Low Carry, the crew faces the front of the boat, bent at the
waist, and grasps the carrying handles with their inboard hands.
(2) On the command of Move, the crew stands up straight raising the boat approximately six
to eight inches off the ground.
(3) Coxswain guides the crew during movement.
(f) Lower the Boat----Move, Crew lowers the boat gently to the ground using the carrying
handles.
(g) Give Way Together, Crew paddles to front with number 2 setting the pace.
(h) Hold, Entire crew keeps paddles straight downward motionless in the water stopping the
boat.
(i) Left side hold (Right), Left crew holds, right continues with previous command.
(j) "Back paddle", Entire crew paddles backward propelling the boat to the rear.
(k) ''Back Paddle Left" (Right), Left crew back paddles causing the boat to turn left, right crew
continues with previous command.
(1) "Rest Paddles", Crew members place paddles on their laps with blades outboard. This
command may be given in pairs (e.g., "Number 1's, rest paddles").
9-10. EMBARKING AND DEBARKING PROCEDURES.
(a) When launching, the crew will maintain a firm grip on the boat until they are inside it: similarly,
when beaching or debarking, they hold on to the boat until it is completely out of the water.
Loading and unloading is done using the bow as the entrance and exit point.
(b) Keep a low center of mass when entering and existing the boat to avoid capsizing. Maintain
3 points of contact at all times.
(c) The long count is a method of loading and unloading by which the boat crew embarks or
debarks individually over the bow of the boat. It is used at river banks, on loading ramps, and
when deep water prohibits the use of the short count method.
(d) The short count is a method of loading or unloading by which the boat crew embarks or
debarks in pairs over the sides of boat while the boat is in the water. It is used in shallow
water allowing the boat to be quickly carried out of the water.
(e) Beaching the boat is a method of debarking the entire crew at once into shallow water and
quickly carrying the boat out of the water.
9-11. SECURING THE LANDING SITE.
9-11
(a) If the landing site cannot be secured prior to the waterborne force landing, some form of early
warning (e.g. scout swimmers) is considered. These personnel swim to shore from the
assault boats and signal the boats to land. All signals and actions are rehearsed prior to the
actual operation.
(b) If the patrol is going into an unsecured landing site it can provide security by having a security
boat land, reconnoiter the landing site and then signal to the remaining boats to land. This is
the preferred technique.
(c) The landing site can be secured by force with all the assault boats landing simultaneously in a
line formation. While this is the least desirable method of securing a landing site, it is
rehearsed in the event the tactical situation requires its use.
(d) Arrival at the debarkation point.

(1) Unit members disembark according to leaders order.
(2) Local security is established.
(3) Leaders account for personnel and equipment.
(4) Unit continues movement.
Direction of
Movement
Establish local security 15-25 meters in from shore based on terrain
Boats
RIVER
Soldiers pull security initially with work vest on

Coxswains and two men unlash and de-rig rucksacks
Soldiers return in buddy teams to secure rucksack and drop off work vest
Boats are camouflaged/cached if necessary prior to movement
Figure 9-3. Debarkation
9-12. CAPSIZE. The following commands and procedures are used for capsize drills or to right
an over-turned boat,
9-12
(a) Prepare to capsize, This command alerts the crew and they raise paddles above their
heads, with the blade pointed outward. Before capsizing, the coxswain will conduct a long
count.
(b) "Pass paddles", All paddles are passed back and collected by the number nine and ten men.
(c) "Capsize the boat", All personnel slide into the water except the number three, five, and
seven men. The number one man secures the bowline. They grasp the capsize lines
(ensuring the lines are routed under the safety lines) and stand on the buoyancy tubes
opposite the capsize lines anchor points. The boat is then turned over by the three, five and
seven men by leaning back and straightening their legs as they pull back on the capsize
lines. As the boat lifts off the water, the number four man grasps the center carrying handle
and rides the boat over. Once the boat is over, the number four man helps the number three
and seven men back onto the boat at which time the number five man holds onto the center
carrying handle and again, the boat is turned over the same way. The number five man rides
the boat back over and helps the rest of the crew into the boat.
(d) Coxswain's duties. As soon as the boat is capsized, the coxswain commands a long count to
ensure that no one is trapped under the boat or sank. Every time the boat is turned over, a
long count must be conducted.
9-13. RIVER MOVEMENT.
(a) Characteristics of River:

(1) Know local conditions prior to embarking on river movement.
(2) A bend is a turn in the river course.
(3) A reach is a straight portion of river between two curves.
(4) A slough is a dead end branch from a river. They are normally quite deep and can be
distinguished from the true river by their lack of current
(5) Dead water is a part of the river, due to erosion and changes in the river course that has
no current. Dead water is characterized by excessive snags and debris.
(6) An island is usually a pear-shaped mass of land in the main current of the river. Upstream
portions of islands usually catch debris and are avoided.
(7) The current in a narrow part of a reach is normally greater than in the wide portion.
(8) The current is greatest on the outside of a curve; sandbars and shallow water are found
on the inside of the curve.
(9) Sandbars are located at those points where a tributary feeds into the main body of a river
or stream.
(10) The coxswain and the #1 man must (and the observer, if designated) watch the water for
obstacles and overhanging vegetation and projections from the bank.
(b) Navigation. The Patrol Leader is responsible for navigation. There are three acceptable
methods of river navigation which are used:
9-13
(1) Checkpoint and general route. These methods are used when the drop site is marked by
a well-defined checkpoint and the waterway is not confused by a lot of branches and
tributaries. They are best used during daylight hours and for short distances.
(2) Navigator-observer method. This method is the most accurate means of river navigation
and is used effectively in all light conditions.
(a) Equipment needed:
Compass
Photo map(1st choice)
Topographical map (2nd choice)
Poncho (for night use)
Pencil/Grease pencil
Flashlight (for night use)
(b) Navigator is positioned in center of boat and does not paddle. During hours of
darkness, he uses his flashlight under the poncho to check his map. The observer (or
#1 man) is at the front of the boat.
(c) The navigator keeps his map and compass oriented at all time.
(d) (d)The navigator keeps the observer informed of the configuration of the river by
announcing bends, sloughs, reaches and stream junctions as shown on his map.
(e) The observer compares this information with the bends, sloughs, reaches and stream
junctions he actually sees. When these are confirmed the navigator confirms the boats
location on his map.
(f) The navigator also keeps the observer informed of the general azimuths of reaches as
shown on his map and the observer confirms these with actual compass readings of
the river.
(g) The navigator announces only one configuration at a time to the observer and does not
announce another until it is confirmed and completed.
(h) A strip-map drawn on clear acetate backed by luminous tape may be used. The
drawing is to scale or a schematic. It should show all curves and the azimuth and
distance of all reaches. It may also show terrain features, stream junctions and sloughs.
9-14. FORMATIONS. Various boat formations are used (day and night) for control, speed and
security. The choice of which is used depends on the tactical situation and the discretion of the
patrol leader. He should use hand and arm signals to control his assault boats. The formations
are:
(a) Wedge
(b) Line
(c) File
(d) Echelon
(e) VEE
9-14
LINE
ECHELON
WEDGE
FILE
VEE
Figure 9-4. Formations
9-15
CHAPTER TEN
MILITARY MOUNTAINEERING
10-1. GENERAL. The success of a unit operating in mountainous terrain depends on its
ability to use a number of skills in over coming a great variety of obstacles. These skills
include knot tying, construction of rope installations, mountain evacuation, rappelling and
mountain climbing techniques on rock, snow and ice. Rangers performing mountaineering
are familiar with TC 90-6-1 (Military Mountaineering) and have received adequate training.
10-2. SPECIAL EQUIPMENT.
(a) Ropes
(1) Ropes are intended to provide security for climbers and equipment in operations
involving steep ascents and descents. They are also used for establishing rope
installations and hauling equipment.
(2) Selection. Nylon laid ropes or Kernmantle ropes can be used in military
mountaineering. Nylon laid ropes are used by most units to perform most
mountaineering tasks. Nylon laid ropes are easy to inspect and have many uses but
are not as durable or flexible as kernmantle. Kernmantle ropes come in two types:
dynamic and static. Dynamic ropes are used in climbing and in mountaineering
operations where rope stretch is needed. A dynamic rope stretches 8-12% of its
length. Static kernmantle ropes stretch approximately 2% of their length. Static
ropes are used in mountaineering operations where rope stretch is not needed, as
in installations (Rope Bridge or fixed rope). Criteria for rope selection are:
(a) Selection is based on intended use and mission.
(b) Impact force (the jerk on a climber caused by a fall) should be minimal.
(c) Elasticity (stretch)is considered (dynamic vs. static ropes for ascending and
descending).
(d) Weight is considered (rope length and tensile strength).
(e) Versatile, select multi-use ropes.
(f) Know the tensile strength, characteristics and capabilities of the rope you
select.
(b) Care of ropes:

(1) Inspect ropes thoroughly before, during and after use for cuts, frays, abrasions,
mildew, soft or worn spots.
(2) When wet, hang rope to drip dry on a rounded wooden peg, at room temperature
(do not apply heat).
(3) Do not step on the rope or drag it on the ground unnecessarily.
(4) Avoid running rope over sharp or rough edges (pad if necessary).
(5) Keep ropes away from oil, acids and other corrosive substances.
(6) Avoid running ropes across one another under tension (nylon to nylon contact will
damage ropes).
(7) Do not leave ropes knotted or under tension longer than necessary.
10-1
(8) Clean in cool water, loosely coil and hang to dry out of direct sunlight. Ultraviolet
light rays harm synthetic fibers. Store in a cool dry shaded area on a peg.
10-3. KNOTS.
a. BASIC KNOTS.
(1) Square knot (Figure 10-1). Two interlocking bites, running ends exit on same
side of standing portion of rope, 180 degrees away from each other. Each running end is
secured with an overhand knot on the standing end flush with the bight.
OVERHAND KNOT
Figure 10-1. Square knot with overhand safeties
(a) Used to tie two ropes of equal diameter together.

(b) Always secure with an overhand knot.
(2) Round turn two half hitches (Figure 10-2). Used to tie the end of a rope to an anchor.
It must have constant tension. Rope forms a complete round turn around the anchor
point with both ropes parallel to each other touching, but not crossing. Both half
hitches are tightly dressed against the round turn with the locking bar on top and
have a minimum of 4 inches in length.
10-2
Figure 10-2. Round turn with two half hitches
(3) End of the rope clove hitch (Figure 10-3). The end of the rope clove hitch is an
intermediate anchor knot, which requires constant tension. Two turns around the
anchor with a locking bar that runs diagonally from one side to the other. No more
than one rope width between turns of rope. Locking bar is opposite direction of pull.
Minimum of 4 inch tail remaining after the knot is dressed.
Figure 10-3. End of rope clove hitch
(4) Middle of the rope clove hitch (Figure 10-4). The middle of the rope clove hitch is a
middle of the rope anchor knot used to secure the middle of the rope to an anchor.
Knot forms two turns around the anchor with a locking bar that runs diagonally from
one side to the other. No more than one rope width between turns. Locking bar is
opposite direction of pull. Tails are within 6 inches of being equal in length.
10-3
Figure 10-4. Middle of rope clove hitch
(5) Rappel seat left hand brake (Figure 10-5). The rappel seat is utilized to form a rope
harness for rappelling and can be tied for use with the left or right hand.
Figure 10-5. Rappel seat left hand brake
10-4
Leg straps do not cross, and are centered on buttocks and tight. Leg straps form locking
half-hitches on rope around waist. Square knot properly tied on right hip and finished with
two overhand knots. Tails even within 6 inches. Carabiner properly inserted around all
ropes with opening gate opening up and away. Carabiner will not come in contact with
square knot or overhand knot. Rappel seat is tight enough not to allow a fist to be inserted
between the rappellers body and the harness.
b. FIGURE 8 KNOTS.
(1) Figure 8 loop (Figure 10-6). Figure 8 loop knot is utilized to form a fixed loop in the
end of the rope. It can be tied at the end of the rope or anywhere along the length of
the rope. Figure 8 loop knots are formed by two ropes parallel to each other in the
shape of a figure 8, no twists are in the figure eight. Fixed loops are large enough to
insert a carabiner. Minimum of a four inch tail remains after dressing the double
figure eight.
Figure 10-6. Rerouted figure 8 loop knot
10-5
(2) Rerouted figure 8 knot (10-7). The rerouted figure 8 knot is utilized to attach a
climber to the climbing rope with two ropes running parallel. Figure 8 is
approximately the diameter of the anchor point away from the anchor point. A
minimum of a four inch tail remains after dressing the knot.
Figure 10-7. Figure 8 slip knot
(3) Figure 8 slip - The figure 8 slip is utilized to form an adjustable loop in the middle of
a rope. Knot is in the shape of a figure 8. Both ropes of the bight pass through the
same loop of the figure 8. The bight is adjustable by means of a sliding section.
c. SPECIALTY KNOTS.
(1) End of the rope prusik (Figure 10-8). The end of the rope prusik is utilized to attach
a movable rope to a fixed rope. The knot consists of two round turns with a locking
bar perpendicular to the standing end of the rope. A bowline is tied no more than 6
inches from the locking bar. Minimum of 4 inch tail after dressing the bowline. Knot
does not move freely on fixed rope.
10-6
Figure 10-8. End of rope prusik
(2) Middle of the rope prusik (Figure 10-9). The middle of the rope prusik is utilized to
attach a movable rope to a fixed rope anywhere along the length of the fixed rope.
Figure 10-9. Middle of rope prusik
10-7
Two round turns with a locking bar perpendicular to the standing end. Wraps do not cross,
overhand knot is no more than 6 inches from horizontal locking bar. Knot does not move
freely on fixed rope.
(3) Bowline on a coil (Figure 10-10). The bowline on a coil is utilized to secure a
climber to the end of the climbing rope. Utilize a minimum of three wraps parallel
to each other and laying between the hip bone and lower set of ribs. All coils
touch and are tight enough to ensure that a fist cannot be inserted between the
wraps and the body. Wraps are free of clothing. Three distinct coils show through
the bight of the bowline. The rope coming off the bottom of the coils is on the right
side, forward of the hip and forms the bight and the overhand knot. The rope
coming off the top of the coils is on the left side, forward of the hips and forms the
third and final coil showing through the bight of the bowline. Bowline is centered
on the gig line.
Figure 10-10. Bowline on a coil
10-4. BELAYS. Belaying is a method of applying friction to the rope to control the amount
of rope that is paid out or taken in. It is also used to arrest a climber that has fallen or to
control the rate of descent of a load from a higher elevation to a lower elevation. The belay
man must be anchored to a suitable anchor to prevent him from being pulled out of his
belay position.
10-8
a. Body belay (Figure 10-11). Is used where the rope runs around the belayers body
creating friction. To control the rope there are two basic types of body belays: Standing
and Sitting. Sitting is preferred because it offers the most stable position.
Figure 10-11. Body belay
b. Mechanical belays (Figure 10-12). Equipment is used to provide the friction to control
the rate of descent. There are a variety of devices in mountaineering that are used to
construct a mechanical belay. One of the most often used that requires little equipment
is the munter hitch belay. Ensure when conducting a munter hitch belay that you use a
locking carabiner.
10-9
Figure 10-12. Mechanical belay (munter hitch)
c. Actions taken when performing duties as a belay man.

(1) Brake Command given to the belay man to secure the rope and to not pay any
more rope out.
(2) Slack This is a command given to the belay man to move to the slack position so
rope can be paid out. The belay man does not push rope to the climber or load, the
climber pulls what he needs.
(3) Up rope This command is given to the belay man to tell him to take in all the slack
between him and the climber or load. Once all slack is taken in, the belay man will
go to the brake position.
(4) Tension This command is given to the belay man to tell him to take up all the slack
between him and the climber or load, pull the rope tight, and go to the brake
position.
10-5. TIGHTENING SYSTEMS. Tightening systems are used to tighten ropes in

installations such as rope bridges, suspension traverses and fixed ropes.
a. Knots used for tightening systems are: figure eight slip, directional figure 8 slip and
prusiks.
b. Most systems should be constructed with static ropes since their working elongation is
only 2 percent. Dynamic ropes stretch 8-12 percent and will require more adjustment
and maintenance.
10-6. ROCK CLIMBING TECHNIQUES.
a. Balance climbing: Adequate hand and foot holds are available
b. Tension climbing or direct aid climbing

(1) Limited hand and foot holds
(2) Relying on artificial hand and foot holds (ateriers)
10-10
10-7. SPECIALIZED CLIMBING EQUIPMENT.
a. Mountaineering / Safety Harness: Consists of CAMP body harness, one locking steel
carabiner, one steel figure eight descender, one aluminum locking carabiner and a
double headed safety line (sling rope, two steel ovals). The harness is worn as shown
(figure 10-13).
Figure 10-13. Mountaineering/safety harness
10-8. INSTALLATIONS. Assault climbers move forward of the main element and install
installations for the main body. Assault climbers install fixed ropes, vertical hauling lines
and suspension traverses for troops to overcome mountain obstacles. It is the
10-11
responsibility of the climbing team that installed the installation to manage and maintain the
installation.
(a) A-frame (Figure 10-14). Is used to gain artificial height when needed. Two systems
requiring artificial height are the vertical hauling line and the suspension traverse.
(b) Fixed rope. Is in place to assist personnel moving on difficult terrain. Allows personnel
with heavy loads to negotiate dangerous mountain routes quickly and safely.
(1) Most suitable location, ease of negotiation, avoids obstacles.
(2) Availability of anchors (natural and artificial)
(3) Area is safe from fallen rock and ice.
(4) Tactical considerations are met.
(5) Rope routed between knee and chest high.
(6) Fairly tight except at obstacles which a climber must avoid. At these
(7) points, the rope should be loose enough to permit passage.
(8) No rope crossovers. The climber should not have to cross over the top of the rope
at any point.
(9) An adequate number of intermediate anchor points.
(c) Vertical hauling line (Figure 10-14). Is an installation used to move men and equipment
up vertical or near vertical slopes. It is often used in conjunction with the fixed rope.
Figure 10-14. A-frame / vertical hauling line

10-12
(1) Most suitable location.
(2) Availability of anchors (natural and artificial).
(3) Good loading and off loading platforms.
(4) Sufficient clearance for load.
(5) A-Frame used for artificial height.
(6) Hauling line used to move personnel and equipment up and down slope.
(7) Pulley or locking carabiner on A-Frame to ease friction on hauling line.
(8) Knotted hand line used to assist personnel up installation.
(9) Personnel placed at top and bottom of installation to monitor safe operation.
(d) Suspension traverse (Figure 10-15). Is an installation used to move men and
equipment over rivers, ravines, chasms, and up and down a vertical rock face. The
system may be established from horizontal to near vertical slopes.
(1) A-Frame to add height if needed.
(2) Upper and lower anchors.
(3) Loading and unloading anchors.
(4) Sufficient clearance for loads.
(5) Location.
(6) Personnel placed at top and bottom of installation to monitor safe operation.
Figure 10-15. Suspension traverse
(e) Rope bridges (Figure 10-16). A rope bridge is employed in mountainous terrain when
streams are more than thigh deep. Such crossings are dangerous since the force of
flowing water may be great. Sudden rain or thaws can change a placid stream into a
roaring torrent. The maximum span that can be bridged with a standard 120 ft climbing
rope is 20 meters.
(1) Personnel are trained in water survival techniques to include unexpected entry into
the water.
(2) Good site selection.
(3) Suitable near and far anchors.
10-13
(4) Good on and off loading platforms.
(5) Preparation of men and equipment.
(6) Rescue swimmers posted.
(7) Bridge is as tight as possible with no more than 6 man tightening team.
(8) Bridge is knee to waist high.
(9) Methods of crossings: Commando crawl, Monkey crawl, Tyrolean traverse
(10) One man at a time on one rope bridge.
(11) Up to three on a two rope bridge (one mounting, one in center, one dismounting).
Figure 10-16. 1-Rope bridge
10-9. RAPPELLING (Figure 10-17): Rappelling is the most dangerous task performed in
mountaineering. The ranger relies totally on his equipment. When establishing a rappel
point the following must be considered:
(a) Types
(1) Body rappel
(2) Hasty rappel
(3) Seat hip shoulder.
(4) Seat hip
10-14
Figure 10-17. Rappelling
(b) Establishment
(1) Select a suitable primary and secondary anchor and test them.
(2) Rappel point has primary and secondary anchors.
(3) Rappel point has equal tension between all anchor points.
(4) Double rope is used when possible.
(5) Ropes must reach the off loading platform.
(6) Site has suitable on and off loading platforms.
(7) Personnel working near the edge are tied in.
(8) Select a smooth route free of loose rock and debris.
(c) Operation
(1) Personnel at the top of the rappel point must have communication with the bottom of
the rappel point.
(2) Belay men are used at the bottom of each lane.
(3) Rappellers move down the cliff in a controlled descent.
(4) Rappeller wears gloves and helmet.
(5) Rappeller clears the ropes once off rappel.
Note- Bounding is discouraged since this stresses the anchor and causes undue
wear and friction on the rope.
10-15
CHAPTER ELEVEN
EVASION/SURVIVAL
11-1. EVASION. When you become isolated or separated in a hostile area, either as an
individual or as a group, your evasion and survival skills will determine whether or not you
return to friendly lines.
a. When unable to continue the mission or unable to rejoin your unit, leave the immediate
area and move to your last rally point.
b. Observe activity in the area and form a plan.
c. Traveling alone offers the least possibility of detection, but traveling in groups of two to
three is more desirable.
d. Plan a primary and alternate route. Consider distance, cover, food and water. The
easiest and shortest route may not be the best.
e. Food and water are daily requirements. You can do without food for several days;
water, however, is essential.
f. Move at night. Use the daylight to observe, plan, and rest in a hide position.
g. Linkup only during daylight hours. Place friendly lines under observation.
h. Attempt to identify the unit you approach, note their movements and routine.
i. After carefully considering your approach route, make voice contact with the unit as
soon as possible.
11-2. SURVIVAL.
a. With training, equipment, and the WILL TO SURVIVE, you will find you can overcome
any obstacle you may face. You will survive. You must understand the emotional states
associated with survival, "knowing thyself" is extremely important in a survival
situation. It bears directly on how well you cope with serious stresses, anxiety, pain,
injury, illness; cold, heat, thirst, hunger, fatigue, sleep deprivation, boredom, loneliness
and isolation.
b. You can overcome and reduce the shock of being isolated behind enemy lines if you
keep the key word S-U-R-V-I-V-A-L foremost in your mind. Its letters can help guide
you in your actions.
(1) S - Size up the situation; size up your surroundings; size up your physical
condition; size up your equipment.
11-1
(2) U - Undue haste makes waste; dont be too eager to move. Plan your moves.
(3) R - Remember where you are in relation to, the location of enemy units and
controlled areas. The location of friendly units and controlled areas. The location of
local water sources (this is especially important in the desert). Areas that will
provide good cover and concealment. The above information will allow you to
make intelligent decisions when you are in a survival/evasion situation.
(4) V - Vanquish fear and panic.
(5) I Improvise; the situation can be improved. Learn to use natural things around
you for different needs. Use your imagination.
(6) V - Value living. Remember your goal - getting out alive. Stubbornness, a refusal to
give into problems and obstacles that face you, will give you the mental and
physical strength to endure.
(7) A - Act like the natives; watch their daily routines. When, where, and how they get
their food. Where they get their water.
(8) L - Live by your wits. Learn basic skills.
11-3. NAVIGATION. In a survival situation, an individual may well find himself without a
compass. The ability to determine directions may enable an individual to navigate back
to his unit or to a friendly sanctuary. Two methods that are easy to use when there is
sunlight are the shadow-tip and the watch.
a. Use the sun to find approximate true north. This method can be used any time the sun
is bright enough for a stick to cast a shadow. Find a fairly straight stick about three
feet long and follow the diagram below (figure 11-l).
Figure 11-1. Shadow-tip method.
b. Watch method. You can also determine direction using a watch (figure 11-2). The
steps you take will depend on whether you are in the northern Temperate Zone or in
11-2
the southern Temperate Zone. The northern temperate zone is located between 23.4
north and 26.6 north. The southern Temperate Zone is located between 23.4 south
and 66.6 south.
Figure 11-2. Watch method
c. Procedures in the northern temperate zone using a conventional watch are as follows:
(1) Place a small stick in the ground so that it casts a definite shadow.
(2) Place your watch on the ground so that the hour hand points toward and along the
shadow of the stick.
(3) Find the point on the watch midway between the hour hand and 12 o'clock and
draw an imaginary line from that point through and beyond the center of the watch.
This imaginary line is a north-south line. You can then tell the other directions,
NOTE: If your watch is set on daylight savings time, then use the midway point
between the hour hand and 1 oclock to draw your imaginary line.
d. Procedures in the southern temperate zone using a conventional watch are as follows:
(1) Place a small stick in the ground so that it casts a definite shadow.
(2) Place your watch on the ground so that 2 o'clock points to and along the shadow.
(3) Find the midway point between the hour and 12 o'clock and draw an imaginary
line from the point through and beyond the center of the watch. This is a
north-south line.
e. A hasty shortcut using a conventional watch is simply to point the hour hand at the sun
in the northern temperate zone (or point the 12 at the sun in the southern temperate
zone) and then follow the last step of the watch method above to find your directions.
This shortcut, of course, is not as accurate as the regular method but quicker. Your
situation will dictate which method to use.
11-4. WATER. Water is one of your most urgent needs in a survival situation. You cant
live long without it, especially in hot areas where you lose so much through sweating.
11-3
Even in cold areas, you need a minimum of 2 quarts of water a day to maintain efficiency.
More than three-fourths of your body is composed of fluids. Your body loses fluid as a
result of heat, cold, stress, and exertion. The fluid your body loses must be replaced for
you to function effectively. So, one of your first objectives is to obtain an adequate supply
of water.
a. Purification. Purify all water before drinking, either (1) by boiling for at least one
minute (plus 1 minute for each additional 1,000 feet above sea level) or boil for 10
minutes no matter where you are; (2) by using water purification tablets or (3) by
adding 8 drops of 2-1/2% solution of iodine to a quart (canteen full) of water and
letting it stand for 10 minutes before drinking. Rain water collected directly in clean
containers or on plants is generally safe to drink without purifying. Dont drink urine or
sea water -- the salt content is too high -- Old bluish sea ice can be used, but new,
gray ice may be salty. Glacier ice is safe to melt and drink.
b. Desert Environment. In a desert environment water has a tremendous physiological

effect on soldiers. If a unit does not plan properly and cannot be re-supplied, their
water supply could run out. There are four indicators or signs of water that you should
look for in the desert. They are, animal trails, vegetation, birds, and civilization.
Adequate water supply is critical in a hot desert environment if a unit is to survive and
maintain the soldiers physical condition necessary to accomplish the mission. Unit
leaders must enforce water discipline and plan for water re-supply. The leader can
use the following planning considerations for water re-supply.
(1) Units average water consumption.
(2) Drop sites.
(3) Aviation support.
(4) DZ and LZ parties.
(5) Caches.
(6) Targets of opportunity (enemy).
c. Survival water still. For the below ground still (Figure 11-3) you will need a digging
tool.
(1) You should select a site where you believe the soil will contain moisture (such as a
dry stream bed or a spot where rain water has collected), where the soil is easy to
dig, and where sunlight hits most of the day. Proceed as follows:
(a) Dig a bowl-shaped hole approximately 3 feet across and 2 feet deep.
(b) Dig a sump in center of the hole. The depth and the perimeter of the sump will
depend on the size of the container that you have to set in it. The bottom of the
sump should allow the container to stand upright.
(c) Anchor the tubing to the bottom of the container by forming a loose overhand
knot in the tubing.
(d) Place the container upright in the sump.
(e) Extend the unanchored end of the tubing up, over, and beyond the lip of the
hole.
11-4
(f) Place plastic sheeting over the hole covering the edge with soil to hold it in
place.
(g) Place a rock in the center of the plastic.
(h) Allow the plastic to lower into the hole until it is about 15 inches below ground
level. The plastic now forms an inverted cone with the rock at its apex. Make
sure that the apex of the cone is directly over your container. Also make sure
the plastic cone does not touch the sides of the hole because the earth will
absorb the condensed water.
Figure 11-3. Survival water still
(i) Put more soil on the edges of the plastic to hold it securely in place and to
prevent loss of moisture.
(j) Plug the tube when not being used so that moisture will not evaporate.
d. You can drink water without disturbing the still by using the tube as a straw. You may
want to use plants in the hole as a moisture source. If so, when you dig the hole you
should dig out additional soil from the sides of the hole to form a slope on which to
place the plants. Then proceed as above.
11-5. PLANT FOOD. There are many plants throughout the world. Tasting or swallowing
even a small portion of some can cause severe discomfort, extreme internal disorders, or
death. Therefore, if you have the slightest doubt as to the edibility of a plant, apply the
universal edibility test described below before eating any part of it.
a. Universal Edibility Test. Before testing a plant for edibility, make sure there are a
sufficient number of plants to make testing worth your time and effort. You need more
than 24 hours to apply the edibility test outlined below:
(1) Test only one part of a potential food plant at a time.
(2) Break the plant into its basic components, leaves, stems, roots, buds, and flowers.
(3) Smell the food for strong or acid odors. Keep in mind that smell alone does not
indicate a plant is edible.
(4) Do not eat for 8 hours before starting the test.
11-5
(5) During the 8 hours you are abstaining from eating, test for contact poisoning by
placing a piece of the plant you are testing on the inside of your elbow or wrist.
Usually 15 minutes is enough time to allow for reaction.
(6) During the test period, take nothing by mouth except purified water and the plant
part being tested.
(7) Select a small portion and prepare it the way you plan to eat it.
(8) Before putting the prepared plant part in your mouth, touch a small portion (a
pinch) to the outer surface of the lip to test for burning or itching.
(9) If after 3 minutes there is no reaction on your lip, place the plant part on your
tongue, holding there for 15 minutes.
(10) If there is no reaction, thoroughly chew a pinch and hold it in your mouth for 15
minutes. DO NOT SWALLOW.
(11) If no burning, itching, numbing, stinging, or other irritation occurs during the 15
minutes, swallow the food.
(12) Wait 8 hours. If any ill effects occur during this period, induce vomiting and drink a
lot of water.
(13) If no ill effects occur eat 1/2 cup of the same plant part prepared the same way.
Wait another 8 hours. If no ill effects occur, the plant part as prepared is safe for
eating.
b. DO NOT eat unknown plants that have the below characteristics:

(1) Have a milky sap or a sap that turns black when exposed to air.
(2) Are mushroom like.
(a) Resemble onion or garlic.
(b) Resemble parsley, parsnip, or dill.
(c) Have carrot-like leaves, roots, or tubers.
11-6. ANIMAL FOOD.
a. Animal Food. Animal food contains the most food value per pound. Anything that
creeps, crawls, swims, or flies is a possible source of food, however you must first
catch, kill and butcher it before this is possible. There are numerous methods for
catching fish and animals in a survival situation. You can catch fish by using a net
across a small stream, (figure 11-4) or by making fish traps and baskets.
11-6
Figure 11-4. Setting a gill net in the stream
b. Improvise fish hooks and spears as indicated in figure 11-5, and use them for
conventional fishing, spearing and digging.
Figure 11-5. Spears and fish hooks
11-7
11-7. TRAPS AND SNARES
a. For an unarmed survivor or evader, or when the sound of a rifle shot could be a
problem, trapping or snaring wild game is a good alternative. Several well-placed
traps have the potential to catch much more game than a man with a rifle is likely to
shoot. To be effective with any type of trap or snare, you must--
(1) Be familiar with the species of animal you intend to catch.
(2) Be capable of constructing a proper trap.
(3) Not alarm the prey by leaving signs of your presence.
b. There are no catchall traps you can set for all animals. You must determine what
species are in a given area and set your traps specifically with those animals in mind.
Look for the following:
(1) Runs and trails.
(2) Tracks.
(3) Droppings.
(4) Chewed or rubbed vegetation.
(5) Nesting or roosting sites.
(6) Feeding and watering areas.
c. Position your traps and snares where there is proof that animals pass through. You
must determine if it is a "run" or a "trail." A trail will show signs of use by several
species and will be rather distinct. A run is usually smaller and less distinct and will
only contain signs of one species. You may construct a perfect snare, but it will not
catch anything if haphazardly placed in the woods. Animals have bedding areas,
waterholes, and feeding areas with trails leading from one to another. You must place
snares and traps around these areas to be effective.
d. For an evader in a hostile environment, trap and snare concealment is important. It is

equally important, however, not to create a disturbance that will alarm the animal and
cause it to avoid the trap. Therefore, if you must dig, remove all fresh dirt from the
area. Most animals will instinctively avoid a pitfall-type trap. Prepare the various parts
of a trap or snare away from the site, carry them in, and set them up. Such actions
make it easier to avoid disturbing the local vegetation, thereby alerting the prey. Do
not use freshly cut, live vegetation to construct a trap or snare. Freshly cut vegetation
will "bleed" sap that has an odor the prey will be able to smell. It is an alarm signal to
the animal.
e. You must remove or mask the human scent on and around the trap you set. Although
birds do not have a developed sense of smell, nearly all mammals depend on smell
even more than on sight. Even the slightest human scent on a trap will alarm the prey
and cause it to avoid the area. Actually removing the scent from a trap is difficult but
masking it is relatively easy. Use the fluid from the gall and urine bladders of previous
kills. Do not use human urine. Mud, particularly from an area with plenty of rotting
vegetation, is also good. Use it to coat your hands when handling the trap and to coat
11-8
the trap when setting it. In nearly all parts of the world, animals know the smell of
burned vegetation and smoke. It is only when a fire is actually burning that they
become alarmed. Therefore, smoking the trap parts is an effective means to mask
your scent. If one of the above techniques is not practical, and if time permits, allow a
trap to weather for a few days and then set it. Do not handle a trap while it is
weathering. When you position the trap, camouflage it as naturally as possible to
prevent detection by the enemy and to avoid alarming the prey.
f. Traps or snares placed on a trail or run should use canalization. To build a channel,
construct a funnel-shaped barrier extending from the sides of the trail toward the trap,
with the narrowest part nearest the trap. Canalization should be inconspicuous to
avoid alerting the prey. As the animal gets to the trap, it cannot turn left or right and
continues into the trap. Few wild animals will back up, preferring to face the direction
of travel. Canalization does not have to be an impassable barrier. You only have to
make it inconvenient for the animal to go over or through the barrier. For best effect,
the canalization should reduce the trail's width to just slightly wider than the targeted
animal's body. Maintain this constriction at least as far back from the trap as the
animal's body length, then begin the widening toward the mouth of the funnel.
(1) Treadle Spring Snare. Use a treadle snare against small game on a trail (Figure
11-6). Dig a shallow hole in the trail. Then drive a forked stick (fork down) into the
ground on each side of the hole on the same side of the trail. Select two fairly
straight sticks that span the two forks. Position these two sticks so that their ends
engage the forks. Place several sticks over the hole in the trail by positioning one
end over the lower horizontal stick and the other on the ground on the other side of
the hole. Cover the hole with enough sticks so that the prey must step on at least
one of them to set off the snare. Tie one end of a piece of cordage to a twitch-up
or to a weight suspended over a tree limb. Bend the twitch-up or raise the
suspended weight to determine where you will tie a 5 centimeter or so long trigger.
Form a noose with the other end of the cordage.
Figure 11-6. Treadle snare
11-9
Route and spread the noose over the top of the sticks over the hole. Place the
trigger stick against the horizontal sticks and route the cordage behind the sticks
so that the tension of the power source will hold it in place. Adjust the bottom
horizontal stick so that it will barely hold against the trigger. As the animal places
its foot on a stick across the hole, the bottom horizontal stick moves down,
releasing the trigger and allowing the noose to catch the animal by the foot.
Because of the disturbance on the trail, an animal will be wary. You must therefore
use canalization.
g. Trapping game can be accomplished through the use of snares, traps, or deadfalls.
A snare is a noose that will slip and strangle or hold any animal caught in it. You can
use inner core strands of parachute suspension lines, wire, bark of small hardwood
saplings as well as hide strips from previously caught animals to make snares.
(1) The drag noose snare, figure 11-7, is usually the most desirable in that it allows
you to move away from the site, plus it is one of the easiest to make and fastest to
set.
Figure 11-7. Drag noose snare
It is especially suitable for catching rabbits. To make the drag noose snare, make
a loop in the string using a bowline or wiremans knot. (When using wire, secure
the loop by intertwining the end of the wire with the wire at the top of the loop). Pull
the other end of the string (or wire) through the loop to form a noose that is large
enough for the animals head but too small for its body; tie the string (or attach the
wire) to a sturdy branch. The branch should be large enough to span the trail and
rest on the bush or support (two short forked sticks) you have selected. A snared
animal will dislodge the drag stick, pulling it until it becomes entangled in the
brush. Any attempt to escape tightens the noose, strangling or holding the animal.
(2) Another type snare is the locking type snare loop (figure 11-8) that will lock when
pulled tight, ensuring the snared animal cannot escape.
11-10
Figure 11-8. Forming a locking-type snare loop
Use lightweight wire to make this snare, i.e., trip wire, from vehicle or aircraft
electrical system. To construct this snare, cut a piece of wire twice the length of the
desired snare wire. Double the wire and attach the running ends to a securely
placed object, such as the branch of a tree. Place a stick about 1/2 inch in
diameter through the loop end of the wire; holding the wire taut, turn the stick in a
winding motion so that the wire is twisted together. You should have four to five
twists per inch. Detach the wire from the branch and then remove the loop from
the stick; make a figure 8 in the l/2-inch loop by twisting the loop over itself then
fold the figure 8 so the small loops are almost overlapping; run the loose wire ends
through these loops. This forms a stiff noose that is strong. Tie the loose end to the
stick (for a drag noose square) or branch you are using to complete the snare.
This is an excellent snare for catching large animals.
(3) Another means of obtaining game is the use of the deadfall trap as indicated at
figure 11-8A and figure 11-8B.
Figure 11-8A. Trigger with deadfall
11-11
Figure 11-8B. Trip-string deadfall trap
h. Once you have obtained your fish or game you must clean/butcher and cook/store it.
Improper cleaning storing can result in inedible fish and game.
(1) Fish. You must know how to tell if fish are free of bacterial decomposition that
makes the fish dangerous to eat. Although cooking may destroy the toxin from
bacterial decomposition, do not eat fish that appear spoiled. Signs of spoilage
are:
A peculiar odor.
A suspicious color. (Gills should be red or pink. Scales should be a
pronounced-not faded shade of gray).
A dent remaining after pressing the thumb against the flesh.
A slimy rather than moist or wet body.
A sharp or peppery taste.
(a) Eating spoiled or poisoned fish may cause diarrhea, nausea, cramps,
vomiting, itching; paralysis, or a metallic taste in the mouth. These symptoms
appear suddenly 1 to 6 hours after eating. If you are near the sea, drink sea
water immediately upon on set of such symptoms and force yourself to vomit.
(b) Fish spoil quickly after death, especially on a hot day, so prepare fish for
eating as soon as possible after you catch them.
(c) Cut out the gills and large blood vessels that lie next to the backbone. (You can
leave the head if you plan to cook the fish on a spit).
(d) Gut fish that are more than 4 inches long cut along the abdomen and scrape
out the intestines.
(e) Scale or skin the fish.
(f) You can impale a whole fish on a stick and cook it over an "open fire".
However, boiling the fish with the skin on is the best way to get the most food
value. The fats and oil are under the skin, and by boiling the fish, you can save
the juices for broth. Any of the methods used for cooking plant food can be
used for cooking fish. Fish is done when the meat flakes off.
(g) To dry fish in the sun, hang them from branches or spread them on hot rocks.
When the meat has dried splash it with sea water, if available, to salt the
outside. Do not keep any seafood unless it is well dried or salted.
11-12
(2) Snakes. All poisonous and nonpoisonous fresh water and land snakes are edible.
CAUTION: Take extreme care in securing snakes as the bite of some poisonous snakes
can be fatal. Even after a snake's head is cut off, its reflex action can cause it to bite,
injecting poison. The best time to capture snakes is in the early morning or late evening
when temperatures are low and they move slow. Kill or use a long stick to pin down its
head and capture it. To pick up a snake, place the index finger on the top rear of its head
with your thumb and middle finger on either side of the head behind the jaws. Keep your
index finger on top of snakes head to prevent it from turning inside its skin and biting you.
To prepare snakes for eating use the following steps (figure 11-9):
(a) Grip the snake firmly behind the head and cut off the head with a knife.
(b) Slit the belly and remove the innards. (You can use the innards for baiting traps
and snares).
(c) Skin the snake. (You can use the skin for improvising, belts, straps, or similar
items).
Figure 11-9. Cleaning a snake
(3) Fowl. Your first step after killing a fowl for eating or preserving is to pluck its
feathers. If plucking is impractical, you can skin the fowl. Keep in mind, however,
that a fowl cooked with the skin on retains more food value. Waterfowl are easier
to pluck while dry, but other fowl are easier to pluck after scalding. After you pluck
the fowl:
(a) Cut off its neck close to the body.
(b) Cut an incision in the abdominal cavity and clean out the insides. Save the
neck, liver, and heart for stew. Thoroughly clean and dry the entrails to use for
cordage.
(c) Wash out the abdominal cavity with fresh clean water. You can boil fowl or cook
it on a spit over a fire. You should boil scavenger birds such as vultures and
11-13
buzzards for at least 20 minutes to kill any parasites. Use the feathers from fowl
for insulating your shoes clothing, or bedding. You can also use feathers for fish
lures.
(4) Medium-sized Mammals. The game you trap or snare will generally be alive when
you find it and therefore dangerous. Be careful when you approach a trapped
animal. Use a spear or club to kill it so you can keep a safe distance from it. After
you kill an animal, immediately bleed it by cutting its throat. If you must drag the
carcass any distance, do so before you cut off the hide so that the carcass is
protected from dirt and debris that might contaminate it. Clean the animal near a
stream if possible so that you can wash and cool the carcass and edible parts.
Fleas and parasites will leave a cooled body so if the situation allows, wait until the
animal cools before cleaning and dressing the carcass. To skin and dress the
animal (figure 11-10 and 11-11).
Figure 11-10. Skinning and butchering large game
Figure 11-11. Skinning small game
(a) Place carcass, belly up, on a slope if available. You can use rocks or brush to
support it.
(b) Remove genitals or udder.
(c) Remove musk glands to avoid tainting meat.
11-14
(d) Split hide from tail to throat. Make the cut shallow so that you do not pierce the
stomach.
(e) Insert your knife under the skin, taking care not to cut into the body cavity. Peel
the hide back several inches on each side to keep hair out of the meat.
(f) Open the chest cavity by splitting the sternum. You can do this by cutting to one
side of the sternum where the ribs join.
(g) Reach inside and cut the windpipe and gullet as close to the base of the skull
as possible.
(h) With the forward end of the intestinal tract free, work your way to the rear lifting
out internal organs and intestines. Cut only where necessary to free them.
(i) Carefully cut the bladder away from the carcass so that you do not puncture the
bladder (urine can contaminate meat). Pinch the urethra tightly and cut it
beyond the point you are pinching.
(j) Remove the bladder.
(k) From the outside of the carcass, cut a circle around the anus.
(l) Pull the anus into the body cavity and out of the carcass.
(m) Lift or roll the carcass to drain all blood. NOTE: Try to save as much blood
as you can as it is a vital source of food and salt. Boil the blood.
(n) Remove the hide, make cuts along the inside of the legs to just above the hoof
or paw. Then peel the skin back, using your knife in a slicing motion to cut the
membrane between the skin and meat. Continue this until the entire skin is
removed.
(o) Most of the entrails are usable. The heart, liver, and kidneys are edible. Cut
open the heart and remove the blood from its chambers. Slice the kidneys and
if enough water is available, soak or rinse them. In all animals except those of
the deer family, the gall bladder (a small, dark-colored, clear-textured sac) is
attached to the liver.
(p) Sometimes the sac looks like a blister on the liver. To remove the sac, hold the
top portion of it and cut the liver around and behind the sac. If the gall bladder
breaks and gall gets on the meat, wash it off immediately so the meat will not
become tainted. Dispose of the gall.
(q) Clean blood splattered on the meat will glaze over and help preserve the meat
for a short time. However, if an animal is not bled properly, the blood will settle
in the lowest part of its body and will spoil in a short time. Cut out any meat that
becomes contaminated.
(r) When temperatures are below 40 degrees, you can leave meat hanging for
several days without danger of spoilage. If maggots get on the meat, remove
the maggots and cut out the discolored meat. The remaining meat is edible.
Maggots, which are the larvae of insects, are also edible.
(s) Blood, which contains salts and nutrients is a good base for soups.
(t) Thoroughly clean the intestines and use them for storing or smoking food or
lashings for general use. Make sure they are completely dry to preclude rotting.
11-15
(u) The head of most animals contains a lot of meat, which is relatively easy to get.
Skin the head, saving the skin for leather. Clean the mouth thoroughly and cut
out the tongue. Remove the outer skin from the tongue after cooking. Cut or
scrape the meat from the head. If you prefer, you can roast the head over an
open fire before cutting off the meat. Eyes are edible. Cook them but discard
the retina (this is a plastic like disc). The brain is also edible; in fact, some
people consider it a delicacy. The brain is also used to tan leather, the theory
being that the brain of an animal is adequate to tan its hide.
(v) Use the tendons and ligaments of the body of large animals for lashings.
(w) The marrow in bones is a rich-food source. Crack the bones and scrap out the
marrow, and use bones to make weapons.
(x) If the situation and time allow, you should preserve the extra meat for later use.
If the air is cold enough, you can freeze the meat. In warmer climates however,
you will need to use a drying or smoking process to preserve it. One night of
heavy smoking will make meat edible for about 1 week. Two nights will make it
remain edible for 2 to 4 weeks. To prepare meat for drying or smoking, cut it
with the grain in quarter inch strips. To air dry the meat, hang it in the wind and
hot sun out the reach of animals; cover it so that blow flies cannot land on it.
(y) To smoke meat, you will need an enclosed area for instance, a teepee
(figure 11-12) or a pit. You will also need wood from deciduous trees,
preferably green. Do not use conifer trees such as pines, firs, spruces, or
cedars as the smoke from these trees give the meat a disagreeable taste.
Figure 11-12. Smoking meat
(z) When using the para-teepee or other enclosed area with a vent at the top, set
the fire in the center and let it burn down to coals, then stoke it with green
wood. Place the strips of meat on a grate or hang them from the top of the
enclosure so that they are about 2 feet above the smoking coals. To use the pit
11-16
method of smoking meat dig, a hole about 3 feet (1 meter) deep and 1 1/2 feet
(1/2 meter) in diameter. Make a fire at the bottom of the hole. After it starts
burning well, add chipped green wood or small branches of green wood to
make it smoke. Place a wooden grate about 1 1/2 feet (1/2 meter) above the
fire and lay the strips of meat on the grate. Cover the pit with poles, boughs,
leaves, or other material.
11-8. SHELTERS. A shelter can protect you from the sun, insects, wind, rain, snow, hot
or cold temperatures, and enemy observation. In some areas your need for shelter may
take precedence over your need for food, possibly even your need for water.
a. Types of shelters. After determining your shelter site, you should keep in mind the type
of shelter (protection) you need. The below listed factors are considered:
(1) How much time and effort are needed to build the shelter?
(2) Will the shelter adequately protect you from the elements (rain, snow, wind, sun,
etc.)?
(3) Do you have tools to build it? If not, can you improvise tools from materials in the
area?
(4) Do you have the type and amount of manmade materials needed to build it? If not,
are there sufficient natural materials in the area? You need to know how to make
different types of shelters. Only two are described in this handbook. Additional
information is available in FM 21-76.
b. Poncho Lean-to. It takes only a short time and minimal equipment to build this lean-to
(figure 10-13). You need a poncho, 6 to 10 feet of rope, three stakes about 6 inches
long, and two trees (or two poles) 7 to 9 feet apart. Before you select the trees you will
use (or decide where to place the poles), check the wind direction. Make sure the
back of your lean-to will be into the wind. To make the lean-to:
(1) Tie off the hood of the poncho. To do this, pull the draw cord tight; roll the hood
long ways, fold it into thirds, and tie it with the draw cord
(2) Cut the rope in half, on one long side of the poncho, tie half of the rope to one
corner grommet and the other half to the other corner grommet.
(3) Attach a drip stick (about a 4-inch stick) to each rope 1/4 to 3/4 inches away from
the grommet. These drip sticks will keep rainwater from running down the ropes
into the lean-to. Using drip lines is another way to prevent dripping inside the
shelter. Tie lines or string about 4 inches long to each grommet along the top edge
of the shelter. This allows water to run to and down the line without dripping into the
shelter.
(4) Tie the ropes about waist high on the trees (uprights). Use a round turn and two
half hitches with quick-release knot.
(5) Spread the poncho into the wind and anchor to the ground. To do this, put three
sharpened sticks through the grommets and into the ground.
11-17
Figure 11-13. Poncho lean-to
(6) If you plan to use the lean-to for more than one night, or if you expect rain, make a
center support to the lean-to. You can do this by stretching a rope between two
upright poles or trees that are in line with the center of the poncho.
(7) Tie another rope to the poncho hood; pull it upward so that it lifts the center of the
poncho, and tie it firmly to the rope stretched between the two uprights.
(8) Another method is to cut a stick to place upright under the center of the lean-to.
This method, however, will restrict your space and movements in the shelter.
(9) To give additional protection from wind and rain, place boughs, brush, your
rucksack, or other equipment at the sides of the lean-to.
(10) To reduce heat loss to the ground, place some type of insulating material, such as
leaves or pine needles, inside your lean-to. NOTE: When at rest, as much as 80
percent of your body heat can be lost to the ground.
(11) To increase your security from enemy observation, lower the silhouette of the
lean-to by making two modifications.
(a) Secure the support lines to the trees knee-high rather than waist-high.
(b) Use two knee-high sticks in the two center grommets (sides of lean-to), and
angle the poncho to the ground, securing it with sharpened sticks as above.
c. Field Expedient Lean-to. If you are in a wooded area and have sufficient natural
materials, you can make an expedient lean-to (figure 11-14) without the aid of tools or
with only a knife. You need more time to make it than the shelter previously
mentioned, but it will protect you from most environmental elements. You will need two
trees, (or two upright poles), about 6 feet apart; one pole about 7 feet long and 1 inch
in diameter. Five to eight poles about 10 feet long and 1 inch in diameter for beams,
cord or vines for securing, the horizontal support to the trees and other poles,
saplings, or vines to crisscross the beams. To make this lean-to:
11-18
Figure 11-14. Field Expedient Lean-to
(1) Tie the 7-foot pole to the two trees at point about waist to chest high. This is your
horizontal support. If there is a fork in the tree, you can rest the pole in it instead of
tying the pole in place. If a standing tree is not available, construct a bipod using
an Y-shaped sticks or two tripods.
(2) Place one end of the beams (10-foot poles) one side of the horizontal support. As
with all lean-to type shelters, make sure the backside of the lean-to is placed into
the wind.
(3) Crisscross sapling or vines on the beams.
(4) Cover the framework with brush, leaves, pine needles, or grass, starting at the
bottom and working your way up like shingling.
(5) Place straw, leaves, pine needles, or grass inside the shelter for bedding.
(6) In cold weather you can add to the comfort of your lean-to by building a
fire-reflector wall (figure 11-14). Drive four stakes about 4 feet long into the ground
to support the wall. Stack green logs on top of one another between the support
stales. Bind the top of the support stakes so the green logs will stay in place. Fill in
the spaces between the logs with twigs or small branches. With just a little more
effort you can have a drying rack: Cut a few 3/4 inch diameter poles (length
depends on distance between the lean-to support and the top of the fire-reflector
wall). Lay one end of the poles on the lean-to horizontal support and the other ends
on top of the reflector wall. Place and tie into place smaller sticks across these
poles. You now have a place to dry clothes, meat, or fish.
11-9. FIRE BUILDING. A fire can full fill several needs. It can keep you warm, it can
keep you dry: you can use it to cook food, to purify water, and to signal. It can also cause
you problems when you are in enemy territory: it creates smoke, which can be smelled
and seen from a long distance: It causes light which can be seen day or night and it
leaves signs of your presence. Remember you should always weigh your need for a fire
against your need to avoid enemy protection. When operating in remote areas you should
always take a supply of matches in a waterproof case and keep them on your person.
a. When selecting a site to build a fire, you should consider the following:
11-19
(1) The area (terrain and climate) in which you are operating.
(2) The material and tools available.
(3) How much time you have.
(4) Why you need a fire.
(5) The nearness of the enemy.
b. To prepare a site for a fire, look for a dry spot that has the following:
(1) That is protected from the wind.
(2) That is suitably placed in relation to your shelter (if any).
(3) That will concentrate the heat in the direction you desire.
(4) Where a supply of wood or other fire burning material is available.
(5) If you are in a wooded or brush-covered area, clear brush away, and scrape the
surface soil from the spot you selected. The cleared circle should be at least 3 feet
(1 meter) in diameter so that there is little chance of the fire spreading.
c. Dakota fire hole. In some situations you may find that an underground fireplace will
best meet your need. It conceals the fire to some extent and serves well for cooking
food. To make an underground fireplace or Dakota fire hole (figure 11-15):
Figure 11-15. Dakota Fire Hole
(1) Dig a hole in the ground.

(2) On the upwind side of this hole, poke one large connecting hole for ventilation.
d. Above ground fire. If you are in a snow covered or wet area, you can use green logs
to make a dry base for your fire (figure 11-16). Trees with wrist-size trunks are easily
broken in extreme cold. Cut or break several green logs and lay them side by side on
top of the snow. Add one or two more layers, laying the top layer logs in a direction
opposite those of the layer below it.
11-20
Figure 11-16. Base for fire in snow covered area
e. There are several methods for laying a fire for quick fire making. Three easy methods
are Tepee, lean-to, and cross-ditch. Tepee (figure 11-17). Arrange tinder and a few
sticks of kindling in the shape of a cone. Fire the center. As the cone burns away, the
outside logs will fall inward, feeding the heart of the fire. This type of fire burns well
even with wet wood.
(1) Lean-to (figure 11-17). Push a green stick into the ground at a 30 degree angle.
Point the end of the stick in the direction of the wind. Place some tinder (at least a
handful) deep inside this lean-to stick. Light the tinder. As the kindling catches
fire from the tinder, add more kindling.
Figure 11-17. Methods for Laying a Fire
(2) Cross-ditch (figure 11-17). Scratch a cross about 1 foot in size in the ground. Dig
the cross 3 inches deep. Put a large wad of tinder in the middle of the cross.
Build a kindling pyramid above the tinder. The shallow ditch allows air to sweep
under the fire to provide a draft.

11-21
11-22
CHAPTER TWELVE
FIRST AID
12-1. GENERAL. The nature of patrolling operations causes casualties to

become a greater consideration than on other missions. It is essential that all
personnel know how to diagnose and treat injuries, wounds, and illnesses. The
unit should also have a plan for handling KIAs.
12-2. LIFESAVING STEPS (Applies to all injuries).
a. Open the airway and restore breathing.

b. Stop the bleeding and protect the wound.
c. Check, treat and monitor for shock.
12-3. STINGS AND BITES.
BITES AND STINGS

TYPE FIRST AID
Snakebite 1. Get the casualty away from the snake.
2. Remove all rings and bracelets from the affected extremity.
3. Reassure the casualty and keep him quiet.
4. Apply constricting band(s) 1-2 finger widths proximal to the bite. One finger
should be able to be slipped between the band and skin. ARM or LEG Bite -
Place one band above and one band below the bite site. HAND or FOOT Bite
- Place one band above the wrist or ankle.
5. Immobilize the affected limb in a position below the level of the heart.
6. Kill the snake, if possible, (without damaging its head or endangering
yourself) and send it with the casualty.
7. Seek medical treatment immediately.
Brown recluse 1. Keep the casualty calm.
Black Widow 2. Wash the area.
Spider bites 3. Apply ice or a freeze pack, if available.
4. Seek medical treatment.
Tarantula bite, 1. Wash the area.
Scorpion sting, 2. Apply ice or a freeze pack, if available.
Ant bites 3. Apply baking soda, calamine lotion, or meat tenderizer to the bite site to
relieve pain and itching.
4. If site of bite(s) or sting(s) is on the face, neck (possible airway blockage),
or genital area, or if reaction is severe, or if the sting is by the dangerous
Southwestern scorpion, keep the casualty as quiet as possible and seek
immediate medical aid.
12-1
Bee stings 1. If the stinger is present, remove by scraping with a knife or finger nail. DO
NOT squeeze venom sack on stinger, more venom may be injected.
2. Wash the area.
3. Apply ice or freeze pack, if available.
4. If allergic signs or symptoms appear, be prepared to perform CPR and seek
medical assistance.
Human and 1. Cleanse the wound thoroughly with soap or detergent solution.
Other animal 2. Flush bite well with water.
Bites 3. Cover bite with a sterile dressing.
4. Immobilize injured extremity.
5. Transport casualty to a medical treatment facility.
6. Kill the animal, if possible, without damaging its head or endangering
yourself, and send it with the casualty.
Sharks, 1. Control the bleeding.
Barracuda, a nd 2. Prevent shock.
Alligators 3. Provide basic life support.
4. Splint any orthopedic injuries.
5. Provide immediate medical attention.
Turtles, Moray 1. Clean the wound(s) thoroughly.
Eels, 2. Splint if necessary.
Corals
Jellyfish, 1. Gently remove clinging tentacles with a towel.
Portuguese Man- 2. Apply diluted ammonia, alcohol, meat tenderizer, or talcum powder.
o-War, 3. Seek medical attention.
Anemones, etc.
Spineyfish, 1. Soak the wound in warm water for 30-60 minutes.
Urchins, 2. Seek further first aid as necessary.
Stingrays, and
Conch shells
12-4.... AEROMEDEVAC - Nine line call format:
LINE ITEM EXPLANATION

1 Location of Encrypt the grid coordinates of the pick-up site. When using the
pick-up site. DRYAD Numeral Cipher, the same SET line is used to encrypt both
the grid zone letters and the coordinates. To preclude
misunderstanding, a statement should be made that grid zone letters
are included in the message. (Unless unit SOP specifies its use at all
times.)
12-2
2 Radio Encrypt the frequency of the radio at the pick-up site and not a relay
frequency, call frequency. The call sign (and suffix if used) of person to be contacted
sign w/suffix. at the pick-up site may be transmitted in the clear.
3 Number of Report only applicable information and encrypt the appropriate
patients by amount(s) and brevity number(s).
precedence (#)-1-Urgent - Save life/limb/eyesight EVAC w/in 2 hours
(#)-2-Priority - Evac w/in 4 hours.
(#)-3-Routine - Evac w/in 24 hours.
(#)-4-Tactical Immediate - ASAP.
If two or more categories must be reported in the same request, insert
the word BREAK between each category.
4 Special Encrypt the appropriate brevity number(s).
equipment 5 None
required. 6 Hoist
7 - Stokes Litter
8 - Forest/Jungle Penetrator
5 Number of Report only applicable information and encrypt the appropriate
patients by amount(s) and brevity number(s). If requesting MEDEVAC for both
type. types, insert the proword BREAK between the litter entry and
ambulatory entry. (#) Litter (#) Ambulatory (sitting)
6 Security of 1 No enemy troops in area.
pick-up 2 Possibly enemy troops in area (approach with caution).
3 - Enemy troops in area (approach with caution).
4 Enemy troops in area (armed escort required).
5 Peacetime
7 Method of Encrypt the appropriate brevity number(s):
marking pick-up 5 - Panels.
site. 6 - Pyrotechnic signal.
7 - Smoke signal.
8 - Signal person.
9 - Strips of fabric or parachute.
0 - Tree branches, pieces of wood, or stones p laced together.
1 - Signal lamp or flashlight.
2 - Vehicle lights.
3 - Open flame.
8 Patients The number of patients in each category need not be transmitted.
nationality and Encrypt only the appropriate brevity number(s):
status. 4 - US military.
5 - US civilian.
6 - Non-US military.
7 - Non-US civilian.
8 - EPW.
12-3
9 NBC Include this line only when applicable. Encrypt the appropriate brevity
Contamination number(s).
9 - Nuclear
0 - Biological
1 Chemical
- Peacetime
12-5. HEAD INJURY.
a. Symptoms:
(1) Bleeding
(2) Deformity
(3) Unconsciousness
(4) Memory loss
(5) Clear fluid or blood leaking from nose and ears
(6) Staggering/dizziness
(7) Change in pulse
(8) Breathing problems
(9) Nausea or vomiting
(10) Convulsions
(11) Slurred speech
(12) Confusion
(13) Sleepiness
(14) Black eyes
(15) Eye problems
(16) Paralysis
(17) Headache
b. Treatment:
(1) Maintain open airway.
(2) Place a dressing over wounded area.
(3) Do not attempt to clean the wound.
(4) Keep casualty warm.
(5) Do not attempt to remove an impaled object from the head.
(6) Do not give the casualty anything to eat or drink.
(7) Do not administer morphine or similar drugs.
(8) Do not attempt to push any brain matter back into the head.
(9) Keep the airway clean.
(10) Position the casualty on his side opposite the site of injury.
12-4
12-6. ENVIRONMENTAL INJURIES.
INJURY SIGNS/SYMPTOMS FIRST AID

COLD INJURIES
CHILLBLAIN Red, swollen, hot, tender, itching 1. Area usually responds to locally applied
skin. Continued exposure may warming (body heat).
lead to infected (ulcerated 2. Do Not rub or massage area.
bleeding) skin lesions. 3. Seek medical treatment.
IMMERSION Affected parts are cold, numb, 1. Gradual warming by exposure to warm
FOOT/ and painless. As parts warm air.
TRENCH FOOT they may be hot, with burning 2. DO NOT massage or moisten skin.
and shooting pains. Advanced 3. Protect affected parts from trauma.
stage: skin pale with bluish cast: 4. Dry feet thoroughly: avoid walking.
pulse decreases, blistering, 5. Seek medical treatment.
swelling, heat hemorrhages, and
gangrene may follow.
FROST BITE SUPERFICIAL: Redness, SUPERFICIAL:

blisters in 24-36 hours and 1. Keep casualty warm; gently warm
NOTE 1 sloughing of the skin. affected parts.
DEEP: Preceded by superficial 2. Decrease constricting clothing, increase
frostbite; skin is painless, pale- exercise and insulation.
yellowish, waxy, wooden or DEEP:
solid to touch, blisters form in 1. Protect the part from additional injury.
12-36 hours 2. Seek medical treatment as fast as
possible.
SNOW Eyes may feel scratchy, 1. Cover the eyes with a dark cloth.
BLINDNESS watering, redness, headache, 2. Seek medical treatment.
increased pain with exposure to
light can occur.
DEHYDRATION Similar to heat exhaustion. 1. Keep warm, loosen clothes.
2. Replace lost fluids, rest, and additional
medical treatment.
HYPOTHERMIA Casualty is cold, uncontrolled MILD HYPOTHERMIA:
shivering, until shivering stops, 1. Warm body evenly and without delay.
rectal (core)temp less 95 (Heat source must be provided.)
degrees F consciousness may 2. Keep dry, protect from elements.
be altered, uncoordinated 3. Warm liquids may be given to conscious
movements may occur, shock casualty only.
and coma occur as body 4. Be prepared to start CPR.
5. Seek medical treatment immediately.
12-5
temperature drops. SEVERE HYPOTHERMIA:
1. Quickly stabilize body temperature.
2. Attempt to prevent further heat loss.
3. Handle the casualty gently.
4. Evacuate to nearest medical treatment
facility as soon as possible.
HEAT INJURIES NOTE 2, 3
HEAT CRAMPS Casualty experiences muscle 1. Move the casualty to a shaded area and
cramps in arms, legs and/or loosen clothing.
stomach, may a lso have wet 2. Allow casualty to drink 1 quart of cool
skin and extreme thirst. water slowly per hour.
3. Monitor casualty and provide water as
needed.
4. Seek medical attention if cramps persist.
HEAT Casualty experiences loss of 1. Move the casualty to a cool, shaded
EXHAUSTION appetite, headache, excessive area and loosen clothing.
sweating, weakness or 2. Pour water on casualty and fan to
faintness, dizziness, nausea, increase cooling effect of evaporation.
muscle cramps. The skin is 3. Provide at least one quart of water to
moist, pale and clammy. replace lost fluids.
4. Elevate legs.
5. Seek medical aid if symptoms continue.
HEATSTROKE Casualty stops sweating (hot, 1. Move casualty to a cool, shaded area,
(SUNSTROKE) dry skin), may experience loosen clothing, remove outer clothing if the
headache, dizziness, nausea, situation permits.
NOTE 4 vomiting, rapid pulse and 2. Immerse in cool water. If cool bath is not
respiration, seizures, mental available, massage arms and legs with cool
confusion. Casualty may water. Fan casualty to increase the cooling
suddenly collapse and lose effect of evaporation.
consciousness. THIS IS A 3. If conscious, slowly consume one quart
MEDICAL EMERGENCY! of water.
4. SEEK MEDICAL AID AND EVACUATE
AS SOON AS POSSIBLE. Perform any
lifesaving measures.
NOTE 1: DO NOT attempt to thaw deep frostbite. There is less danger of

walking on feet while frozen than after they have thawed.
NOTE 2: The first aid procedure for heat related injuries caused by wearing
individual protective equipment is to move the casualty to a clear area and give
him water to drink.
NOTE 3: When in a chemical environment, DO NOT loosen or remove
casualtys protective garments.
NOTE 4: Can be fatal if not treated promptly and quickly.
12-6
12-7
CHAPTER THIRTEEN
DEMOLITIONS
8-1. CHARACTERISTICS OF EXPLOSIVES. There are two categories of explosives,
Low and High.
a. Low Explosives are characterized by having a detonating velocity up to 1300 feet

per second, producing a pushing or shoving effect.
b. High Explosives are characterized by having a detonating velocity between 3,280 -

27,888 feet per second, producing a shattering effect.
8-2. INITIATION SYSTEMS. Demolition systems are primed utilizing Modernized

Demolition Initiators (MDI). MDI consists o f blasting caps attached to various lengths of
time fuse or shock tube. These blasting caps, along with a fuse igniter and detonating
cord, can be used to create numerous firing systems.
8-3. MDI COMPONENTS.
a. Shock tube.
(1) Thin, plastic tube of extruded polymer with a layer of special explosive material
on the interior surface.
(2) Explosive material propagates a detonation wave which moves along the shock
tube to a factory crimped and sealed blasting cap.
(3) Detonation is normally contained within the plastic tubing. However, burns may
occur if the shock tube is held.
(4) Advantages of shock tube.
(a) The shock tube offers the instantaneous action of electric initiation without the
risk of accidental initiation caused by radio transmitters, static electricity, etc.
(b) Extremely reliable.
(c) May be extended using left over pieces from previous operations.
b. Blasting caps. Five MDI blasting caps are available which replace the M6 electric
and M7 Non-electric blasting cap. Three of these are high-strength caps and two are
low-strength.
(1) High-strength blasting caps. Can be used to prime all standard military
explosives (including detonating cord) or to initiate the shock tube of other MDI
blasting caps.
(a) M11.
(1) Factory crimped to 30-foot length of shock tube.
(2) A movable "J" hook is attached for quick and easy attachment to
detonating cord.
(3) A red flag is attached 1 meter from the blasting cap and a yellow flag 2
meters from the blasting cap.
(b) M14.
13-1
(1) Factory crimped to 7 1/2 foot length of time fuse.
(2) May be initiated utilizing fuse igniter or match.
(3) Burn-time for total length is approximately five minutes.
(4) Yellow bands indicate calibrated one minute time intervals.
NOTE: Burn time will increase with altitude and colder temperatures.
(c) M15.
(1) Two blasting caps factory crimped to a 70 foot leng th of shock tube.
(2) Each blasting cap has delay elements to allow for staged detonations.
(2) Low-strength blasting caps. Used as a relay device to transmit a shock tube
detonation impulse from an initiator to a high strength blasting cap. NOTE: Low
strength b lasting caps cannot reliably set off explosives. They should only be
used to set off additional shock tubes.
(a) M12. Factory crimped to a 500 foot length of shock tube on a cardboard
spool.
(b) M13. Factory crimped to a 1,000 foot length of shock tube.
c. M81 Fuse igniter. Used to ignite time blasting fuse or to initiate the shock tube of
MDI blasting caps. NOTE: The M60 fuse igniter may still be used to ignite time
blasting fuse. However, it will not reliably initiate the shock tube.
8-4. DETONATION SYSTEMS. There are two types of firing systems: MDI as a stand
alone firing system and combination (MDI and detonating cord).
a. MDI Firing system (Stand Alone). An MDI firing system is one in which the initiation
sets and transmission and branch lines are constructed using MDI components and
the explosive charges are primed with MDI blasting caps. Construct the charge in
the following manner.
(1) Emplace and secure explosive charge (C4, TNT, cratering charge, etc.) on
target.
(2) Place a sandbag or other easily identifiable marker over the M11, M14, or M15
blasting cap to be used.
(3) Connect to an M12 or M13 transmission line if desired.
(4) Connect blasting cap with shock tube to an M14 cap with time fuse. Cut time
blasting fuse to the desired delay time.
(5) Prime the explosive charge by inserting the blasting cap into the charge.
(6) Visually inspect firing system for possible misfire indicators.
(7) Return to the firing point and secure a fuse igniter to the cut end of the time fuse.
(8) Remove the safety cotter pin from the igniter's body.
(9) Actuate the charge by grasping the igniter body with one hand while sharply
pulling the pull ring.
13-2
b. Combination (MDI and detonating cord) Firing system. Construct the charge utilizing
the above steps for MDI stand alone system. Incorporate detonating cord branch
lines into the system utilizing the "J" hooks of the M11 shock tube.
8-5. SAFETY CONSIDERATIONS.
a. MDI is not recommended for below ground use, except in quarry operations with
water-gel or slurry explosives. Utilize detonating cord when it is necessary to bury
primed charges.
b. Do not handle misfires downrange until the required 30 minute waiting period for
both primary and secondary initiation systems has elapsed and other safety
precautions have been accomplished.
c. Never yank or pull hard on the shock tube. This may actuate the blasting cap.
d. Do not dispose of used shock tubes by burning because of potentially toxic fumes
given off from the burning plastic.
e. Do not use M1 dynamite with the M15 blasting cap. The M15 delay blasting cap
should be used only with water-gel or slurry explosives.
8-6. DEMOLITION EFFECTS SIMULATOR (DES) Demolition Effects Simulators are a

simple and cost effective way to conduct demolition training and rehearsals. DES
charges can be constructed of materials immediately available through normal supply
channels.
a. Materials.
(1) Cardboard box (Not MRE box)
(2) 1 roll 100mph Tape
(3) Approx 2 lbs 50/50 chalk/sand mix
(4) Det Cord, approx 4ft
(5) Cap, Blasting, M14
(6) Fuse Igniter, M81
b. Construction.
(1) Cut out the cardboard box utilizing the template below (figure 13-1).
13-3
8 1/2 2
12
17
Figure 13-1. DES template
(2) Assemble the box by folding along creases. Tape the box to prevent it from
unfolding.
(3) Fill half of the box with a 50/50 mix of chalk and sand. Ensure no rocks or other
large objects are the sand mixture.
(4) Place a Uli knot in the box.
(5) Finish filling the box with the chalk and sand mixture.
(6) Make a small hole in the top flap. Thread the free end of the detonating cord
through the hole at least 18 inches.
(7) Close the top flap and completely tape the outside with 100 mph tape.
(8) Prime charge utilizing desired amount of time fuse and M81 igniter.
13-4
CHAPTER FOURTEEN
RANGER URBAN OPERATIONS
14-1. GENERAL. Urban operations are defined as all military actions that are
planned and conducted on terrain where man-made construction affects the
tactical options available. Urban terrain is likely to be one of the most significant
future areas of operations for American forces throughout the world. Expanding
urban development affects military operations as the terrain is altered. The
increasing focus on stability and support operations, urban terrorism, and civil
disorder emphasizes that combat in urbanized areas is unavoidable. Urban
areas are the power centers, the centers of gravity, and thus the future
battlefield. References for further study are: FM 90-10-1, FM 90-10, FM 90-1,
FM 7-8, 75th Ranger Regiment Advanced MOUT SOP, Ranger Training Circular
350-1-2.
14-2. TYPES OF URBAN OPERATIONS
(a) High-Intensity Conditions of Urban Combat. Infantry units must be trained to

conduct urban combat under high-intensity conditions. High-intensity urban
combat requires the employment of combat power of the joint combined arms
team. An Infantry units mission is normally to recon, isolate, penetrate,
systematically clear, defend the urban area, and engaging and defeating the
enemy with decisive combat power. Although the changing world situation
may have made urban combat under high-intensity conditions less likely for
US forces, it represents the high end of the combat spectrum, and units must
be trained for it. High-intensity urban operations can be casualty-intensive
for both sides. With the integrated firepower of the joint, combined arms
team, leaders must make every attempt to limit unnecessary destruction of
critical infrastructure and casualties among noncombatants.
(b) Precision Conditions of Urban Combat. Infantry units train to defeat an

enemy that is mixed with non-combatants in precision urban combat.
Leaders plan to limit civilian casualties and collateral damage through the
establishment of strict rules of engagement (ROE) and the employment of
precision weapons and munitions. The ROE provides the focus for the use
and restraint of combat power. The ROE may be significantly more
restrictive than under high-intensity conditions.
(c) Surgical Conditions of Urban Combat. Operations conducted under surgical

conditions include special-purpose raids, small precision strikes, or small-
scale personnel seizure or recovery operations in an urban environment (for
example, hostage rescue). Joint special operation forces usually conduct
these operations . They may closely resemble US police operations
performed by Special Weapons and Tactics (SWAT) teams. They may even
involve cooperation between US forces and host nation police. Though
regular units may not usually be involved in the actual surgical operation, they
14-1
-
may support it by isolating the area, by providing security or crowd control, or
providing search and rescue teams.
(d) Leaders must always be prepared to transition rapidly from one type of urban
combat to another, and back. Lessons learned from combat demonstrate that
urban operations can rapidly deteriorate with little or no forewarning to
combatants. It is quite possible for a force involved in stability and support
operations, to suddenly find themselves in a high-intensity combat situation.
14-3. PRINCIPLES OF MOUT.

(a) Surprise. Strike the enemy at a time or place or in a manner for which he is
unprepared. Key to success: gives the assaulting element the
advantage.
(b) Security. Never permit the enemy to acquire unexpected advantage.
(1) Maintain during all phases of the operation.
(2) Four-dimensional battlefield (height, depth, width, subterranean).
(3) Always maintain 360 degree security (include elevated and subterranean
areas).
(4) Mission is never complete as long as you remain in the urban
environment. The status of actors in the urban environment does not
afford the sense of security offered by open terrain. The key to
survivability is a constant state of situational awareness.
(c) Simplicity. Prepare clear, uncomplicated plans, and provide subordinates
with concise orders to ensure thorough understanding.
(1) Always keep plans simple.
(2) Ensure everyone understands the mission and the commanders intent.
(3) Plan and prepare for the worst.
(d) Speed. Rate of military action.
(1) Acts as security.
(2) Move in a careful hurry.
(3) Smooth is fast and fast is smooth.
(4) Never move faster than you can accurately engage targets.
(5) Exercise tactical patience.
(e) Violence of Action. Eliminate the enemy with sudden, explosive force.
(1) Combined with speed gives surprise.
(2) Prevents enemy reaction.
(3) Both physical and mental.
14-4. METT-TC CONSIDERATIONS. To effectively plan combat operations in

urban environments, leaders must utilize Troop Leading Procedures and conduct
a thorough analysis utilizing METT-TC factors. The following lists specific
planning guidance that must be incorporated when planning for urban operations.
For more specifics on mission planning, refer to Chapter 2, Ranger Handbook.
a. Mission: Know correct Task Organization to accomplish the mission (Offense,

Defense, or Stability and Support Operations).
14-2
-
b. Enemy.
(1) Disposition. Analyze the arrayal of enemy forces in and around your
objective, known and suspected. Example: Known or suspected
locations of minefields, obstacles, and strong points.
(2) Composition and Strength. Analyze the enemy's task organization, troops
available, suspected strength, and amount of support from local civilian
populace based on intelligence estimates. Is the enemy a conventional or
unconventional force?
(3) Morale. Analyze the enemy's current operational status based on friendly
intelligence estimates. Example: Is the enemy well supplied, have they
had recent success against friendly forces, taken many casualties, current
weather?
(4) Capabilities. Determine what the enemy can employ against your forces.
Example: Enemy's weapons, artillery assets, engineer assets, air defense
assets, NBC threats, thermal/NVG capabilities, close air support, armor
threat, etc.
(5) Probable Course(s) of Action. Based on friendly intelligence estimates,
determine how the enemy will fight within his area of operation (in and
around your area of operation).
c. Terrain.
(1) Leaders conduct a detailed terrain analysis of each urban setting,
considering the types of built-up areas and composition of existing
structures
(2) Utilize OCOKA when analyzing terrain, in and around the area of
operation.
(a) Observation and Fields of Fire: Always be prepared to conduct urban
operations under limited visibility conditions. This includes the effects
of reduced illumination, as well as natural and manmade obscuration.
Leaders should ensure that soldiers are equipped with adequate
resources, which allow them to successfully operate in the urban
environment under these types of conditions.
(b) Cover and Concealment: Leaders must perform a thorough analysis of
peripheral as well as intra-urban areas. Leaders should identify routes
to objectives, which afford assault forces with the best possible cover
and concealment. Additionally, leaders should take advantage of
limited visibility conditions, which would allow for forces to move
undetected to their final assault / breaching positions. When in the final
assault position, forces should move as rapidly as tactically possible to
access structures, which afford additional cover and concealment.
Leaders must learn to properly employ obscurants and exercise
tactical patience to fully take advantage of these effects. Finally, all
members of the urban force must practice noise and light discipline.
Soldiers must avoid unnecessary voice communications, learn the
14-3
-
proper use of white light, and limit contact with surfaces that may alert
the enemy of their presence.
(c) Obstacles: There are many manmade and natural obstacles on the
periphery, as well as within the urban environment. Leaders should
conduct a detailed reconnaissance of routes and objectives (this must
include subterranean complexes), taking into consideration route
adjustments and special equipment needs.
(d) Key Terrain: Analyze which buildings, intersections, bridges, LZ/PZ,
airports, and elevated areas that provide a tactical advantage to you
or the enemy. Additionally, the leader must identify critical
infrastructure within his area of operations, which would provide the
enemy with a tactical advantage on the battlefield. These may include,
but are not limited to, communication centers, medical facilities,
governmental facilities, and facilities that are of psychological
significance.
(e) Avenues of Approach: Consider roads, intersections, inland
waterways, and subterranean constructions (subways, sewers, and
basements). Leaders should classify areas as go, slow go, or no-go
based on the navigability of the approach.
NOTE: Military maps may not provide enough detail for urban terrain analysis or
reflect the underground sewer systems, subways, water systems, or mass transit
routes.
(d) Troops: Analyze your forces utilizing their disposition, composition, strength,
morale, capabilities, etc. Leaders must also consider the type and size of the
objective to plan effective use of troops available.
(e) Time: Operations in an urban environment have a slower pace and tempo.
Leaders must consider the amount of time required to secure, clear, or seize
the urban objective and stress and fatigue soldiers will encounter. Additional
time must also be allowed for area analysis efforts, these may include, but are
not limited to:
Maps and urban plans Recon and analysis
Hydrological data analysis
Line-of-sight surveys
Long Range Surveillance and Scout reconnaissance
Similar to the conduct of other military operations, leaders need to designate time
for rehearsals. Urban operations require a variety of individual, collective, and
special tasks, which are not associated with operations on less complex terrain.
These task require additional rehearsal time for clearing, breaching, obstacle
reduction, casualty evacuation, and support teams. Additionally, rehearsal time
must be identified for rehearsals with combined arms elements. These may
include, but are not limited to:
14-4
-
Artillery
Armor
Aviation
Armor
Engineers
(f) Civilians: Authorities such as the National Command will establish the Rules
of Engagement. Commanders at all levels, may provide further guidance
regarding civilians occupying the area of operations (AO). Leaders must daily
reiterate the ROE to subordinates, and immediately inform them of any
changes to the ROE. Rangers must have the discipline to identify the enemy
from noncombatants and ensure civilians understand and follow all directed
commands.
NOTE: Civilians may not speak English, may be hiding (especially small
children), or dazed from a breach. Civilians must not be given the means to
resist. Rehearse how clearing/search teams will react to these variables. Never
compromise the safety of your Rangers.
14-5. CLOSE QUARTERS COMBAT (CQC).
a. Due to the very nature of a CQC encounter, engagements will be very close
(within 10 meters) and very fast (targets exposed for only a few seconds).
Most close quarter's engagements are won by who hits first and puts the
enemy down. It is more important to knock a man down as soon as possible
than it is to kill him. In order to win a close quarters engagement, Rangers
must make quick, accurate shots by mere reflex. This is accomplished by
reflexive fire training. Remember, no matter how proficient you are, always
fire until the enemy goes down. All reflexive fire training is conducted with the
eyes open.
Note: Research has determined, that on average, only three individuals out of
ten actually fire their weapons when confronted by an enemy during room
clearing operations. Close quarters combat success for the Ranger begins with
the Ranger being psychologically prepared for the close quarters battle. The
foundation for this preparedness begins with the Rangers proficiency in basic
rifle marksmanship. Survival in the urban environment does not depend on
advanced skills and technologies. Rangers must be proficient in the basics.
b. Stance. Feet are shoulder width apart, toes pointed straight to the front
(direction of movement). The firing side foot is slightly staggered to the rear
of the non-firing foot. Knees are slightly bent and the upper body leans
slightly forward. Shoulders are not rolled or slouched. Weapon is held with
the butt stock in the pocket of the shoulder. The firing side elbow is kept in
against the body. The stance should be modified to ensure the Ranger
maintains a comfortable boxer stance.
14-5
-
(1) Low Carry Technique. The butt stock of the weapon is placed in the
pocket of the shoulder. The barrel is pointed down so the front sight post
and day optic is just out of the field of vision. The head is always up
identifying targets. This technique is safest and is recommended for use
by the clearing team once inside the room.
(2) High Carry Technique. The butt stock of the weapon is held in the armpit.
The barrel is pointed slighted up with the front sight post in the peripheral
vision of the individual. Push out on the pistol grip and thrust the weapon
forward and pull straight back into the pocket of the shoulder to assume
the proper firing position. This technique is best suited for the line -up
outside the door. Exercise caution with this technique always maintaining
situational awareness, particularly in a multi-floored building.
NOTE: Muzzle awareness is critical to the successful execution of close quarters

operations. Rangers must never point their weapons or cross the bodies of their
fellow Rangers at any time. Additionally Rangers should always avoid exposing
the muzzle of their weapons around corners; this is referred to as flagging.
c. Malfunction. If a Ranger has a malfunction with his weapon during any CQC
training, he will take a knee to conduct immediate action. Once the
malfunction is cleared there is no need to immediately stand up to engage
targets. Rangers can save precious seconds by continuing to engage from
one knee. Whenever other members of the team see a Ranger down, they
must automatically clear his sector of fire. Before rising to his feet, the
Ranger warns his team members of his movement and only rises a fter they
acknowledge him. If a malfunction occurs once committed to a doorway, the
Ranger must enter the room far enough to allow those following him to enter
and move away from the door. This drill must be continually practiced until it
is second nature.
d. Approaching the Building or Breach Point. One of the trademarks of ranger

operations is the use of limited visibility conditions. Whenever possible,
breaching and entry operations should be executed during hours and
conditions of limited visibility. Rangers should always take advantage of all
available cover and concealment when approaching breach and entry points.
When natural or manmade cover and concealment is not available, Rangers
should employ obscurants to conceal their approach. There are times when
Rangers will want to employ obscurants to enhance existing cover and
concealment. Members of the breach / entry team should be numbered for
identification, communication, and control purposes.
(1) The number one man should always be the most experienced / mature
member of the team, next to the team leader. The number one man is
responsible for frontal and entry / breach point security.
(2) The number two man is directly behind the number one man in the order
of movement and is normally responsible as an entry or clearing team
member.
14-6
-
(3) The number three man is normally the team leader and is responsible for
initiating all voice and physical commands. The team leader must
exercise situational awareness at all time with respect to the task, friendly
force, and enemy activity. One technique would be to use the number
three man as the breach man. The breach man may employ one of the
three breaching techniques, which are:
Ballistic (Shotgun, Rifle, etc)
Mechanical (Hooligan Tool, Prybar, Sledge Hammer, etc)
Explosive (Door Knob Charge, Chain-link Ladder Charge, E-Silhouette
Charge, etc)
(4) The number four man is normally the automatic rifleman and is usually
equipped with an M249 Squad Automatic Weapon. He is responsible for
rear security and is normally the last man into the room and can respond
with a tremendous amount of firepower, should the team leader require
him to do so. Another technique is to utilize the number four man as the
breach man.
e. Actions Outside the Point of Entry. Entry point position and individual weapon
positions are important. The clearing team members should stand as close to
the entry point as possible, ready to enter. Weapons are oriented in such a
manner that the team provides itself with 360 degree security at all times.
Team members must signal to one another that they are ready at the point of
entry. This is best accomplished by sending up a "squeeze". If a tap method
is used, an inadvertent bump may be misunderstood as a tap.
f. Actions Upon Entry. Non-lethal grenades can be used prior to entering any
type of structure. If an enemy force is known to occupy a room,
fragmentation grenades can be used if the walls and foundations are suitable.
A fragmentation grenade has tremendous overpressure and missile hazard
and may severely damage lightly constructed buildings. Team members
must exercise fire control and discriminate between enemy and
noncombatant targets. Rooms are never entered with less than two men.
The #1 or #2 man may shout "Short Room" if the room is too small for the
whole team.
g. Clearing the Entry Point. Team members must clear the point of entry to
eliminate the enemy threat and allow remaining team members to move into
the room. An entry point acts as a fatal funnel since it is the focal point for
enemy weapon acquisition.
h. Clear the Room. Team members move away from the entry point and
assume positions within the room where the threat can be best eliminated.
Any threat is eliminated or neutralized as individual team members move to
their points of domination, not once you get there. Never move faster than
you can accurately engage targets.
14-7
-
(i) Four-Man Stack: example (Figures 14-5-1 through 14-5-9). To be effective,
team members are numbered #1 through #4. The #1 man must act the
quickest and make immediate decisions. The #1 Man enters the room
eliminating the immediate threat and has the option of moving left or right,
moving to one of two corners. His ability to move to a corner will be
determined by obstacles, size of the room, and the enemy situation. As he
enters through the entry point, he can visually check one of the corners and
determine if there is an immediate threat. If there is a threat he moves to the
threat, eliminating it as he moves to the corner. If no immediate threat exists
in the first corner, he should consider "button-hooking" to the other corner to
avoid being shot in the back. The #2 Man moves along the wall in the
opposite direction of the #1 Man. Both the #1 and #2 Man clear the breach
point, their immediate threat areas all while moving to their dominating corner
in the room. The #3 Man goes the opposite direction of the #2 Man inside the
room and at least one meter from the door. The #4 Man moves in the
opposite direction of the #3 Man. All team members stop when they have
cleared the door and have reached their point of domination within the room.
NOTE: All team members must be prepared to perform the duties of all
positions (#1-4) after initial room is cleared. All team members must be cross
trained in each position.
NOTE: Room clearing procedures are techniques or SOPs and not doctrine.
Rangers are encouraged to establish SOPs when they get to their units.
However, SOPs for the urban environment need to be well thought out, and may
not fit all conditions that the force may encounter. For example, ROE will impact
the munitions employed and techniques utilized during urban clearing operations.
(j) Sectors of Fire. The number one man enters and goes left or right based on
immediate threat location. The number two man goes the opposite direction
of the number one man and engages all targets of opportunity in his sector.
These actions normally result in the room being divided in half and 100% of
the room being scanned except for the upper levels. The number three man
enters, clears the fatal funnel to the left or the right, and primarily scans
overhead areas. The number four man enters and goes opposite the number
three man and continues to provide rear security as the situation dictates.
(k) Locking Down the Room.

(1) Control the situation within the room.
(2) Use clear, concise arm and had signals. Voice commands should be kept
to a minimum to reduce the amount of confusion and to prevent the
enemy (which may be in the next room) from discerning what is going on.
This enhances the opportunity for surprise and allows the assault force the
opportunity to detect any approaching force.
(3) Physically and psychologically dominate.
(4) Establish security / report status.
(5) Cursory search of the room to include the ceiling (3 Dimensional Fight).
14-8
-
(6) Identify the dead using reflexive response techniques (Eye thump
method).
(7) Search the room for PIR, precious cargo as per the mission and time
available.
(8) Evacuate personnel.
(9) Mark room clear (chemlights, engineer tape, chalk, paint, VS-17 panels,
etc.).
14-9
-
SINGLE TEAM CENTER-FED ROOM
Figures 14-5-1a - d
Figure 14-5-1a, #1 Man Figure 14-5-1b, #2 Man
1
1
4 3 2 4 3
STEP 1: Visually clear immediate threat, STEP 1: #2 man goes opposite #1 man.
if no threat, buttonhook. STEP 2: Visually clear near corner, clearing
STEP 2: Visually clear far corner before to the left. Clear far corner before arriving at
arriving at corner. near corner. (Point of Domination)
Note: The #1 man makes a decision on which STEP 3: Move to point of domination, clearing to
way to go based on enemy, obstacles, and his the left. Sector is one meter off the #1 man.
intuition.
Figure 14-5-1c, #3 Man Figure 14-5-1d, #4 Man
1 1
3 2 3 4 2
STEP 1: #3 man clears the immediate threat, STEP 1: #4 man clears immediate threat,
moves opposite #2 man, clears doorway, and moves opposite #3 man, stops at his point
stops at his point of domination. of Domination.
14-10
-
SINGLE TEAM CORNER-FED ROOM
Figures 14-5-2a-d
Figure 14-5-2a, #1 Man Figure 14-5-2b, #2 Man
2
1 1
4 3 2
4 3
STEP 1: Visually clear immediate threat STEP 1: #2 man goes opposite #1 man.
and right corner, no threat, buttonhook. STEP 2: Visually clears near corner, clearing
STEP 2: Visually clear left corner. to the left. Clears far corner before arriving at
Visually clear far corner before arriving at corner. near corner. (Point of Domination)
Note: The #1 man makes a decision on which STEP 3: Move to Point of Domination, clearing
way to go based on enemy, obstacles, and his to the left. Sector is one meter off the #1 man.
intuition.
Figure 14-5-2c, #3 Man Figure 14-5-2d, #4 Man

2 2
1 3 1 3
STEP 1: #3 man clears the immediate threat, STEP 1: #4 man clears immediate threat,
moves opposite #2 man, clears doorway, and moves opposite #3 man, stops at his point
stops at his point of domination. of Domination.
14-11
-
MULTIPLE TEAM / MULTIPLE ROOM
ROOM #2
ROOM #!
3
4 2
Figure 14-5-3
STEP 1: First team enters and clears Room #1.

STEP 2: Squad Leader determines direction the second
clearing team must enter Room #1 based on location of
Room #2 entry point.
STEP 3: First team collapses inward to allow the second
team to move into the room.
STEP 4: Second team stacks left and prepares to enter
Room #2.
14-12
-
OPEN STAIRWELL
Open Stairwell: Gap between flights of stairs that allows a person to visibly
look up / down between flights of stairs. Figure 14-5-4 depicts an open stairwell.
2 1
3 2
3 4
2
4 1
1 4
Figure 14-5-4
STEP 1: The #1 man pulls security on the highest point he

can see / engage.
STEP 2: The #2 man moves up the stairs on the inside
with the #3 man to a point that he can see / engage the
next landing, where he turns around and continues to move
up to the next landing.
STEP 3: The #3 man moves up the stairs with the #2 man
on the outside and engages the threat on the immediate
landing.
STEP 4: The #4 man moves up the stairs with the #1 man,
on the squeeze, the #2 man turns around to engage the
next landing.
STEP 5: The flow continues with the #2 man picking up
the sector of the #1 man had. The #3 man picks up where
the #2 man was. The #4 man picks up where the #3 man
was. The #1 man picks up where the #4 man was.
NOTE: Most stairwells will require a second team.
14-13
-
CLOSED STAIRWELL
Closed Stairwell: Any Stairwell separated by walls between flights of stairs.

Figure 14-5-5 depicts a closed stairwell.
3 4
2 1
4 3
1 2
Figure 14-5-5
STEP 1: The #1 man checks high to insure there is no opening on the landing or between the stairs.
STEP 2: The #2 man pulls long security to the next bend or landing.
STEP 3: The #1 man or #3 man with the #2 man move up the steps. As they approach the corner the
#2 man will tap the #1 man on the shoulder signaling that he is with him.
STEP 4: Keying off the #1 mans movement, they will both simultaneously break around the corner.
STEP 5: If no fire is received #2 man will move to the opposite wall and continue to move up until they
reach their objective.
STEP 6: The #3 and #4 men will continue to move 3 to 4 steps behind.
NOTE: Do not get locked into security position. (e.g. Inside stairwell)
Do not get spread out thin or separated by more than one floor of stairs.
14-14
-
HALLWAY MOVEMENT
Hallway Movement: Clearing team(s) move down the hallway utilizing

the frontal security (cross cover technique). See Figure 14-5-6.
2 1 1 1
4 3 2 2
3 3
4 4
Single Team Hallway Movement Multiple Team Hallway Movement
Figure 14-5-6
14-15
-
T-Shape Intersection
2 2
1 1
1 1
2 2
STEP 1 STEP 2
Figure 14-5-7
STEP 1: Each #1 man goes to a knee covering his sector.

STEP 2: On a predetermined signal each two man team
will break the corner picking up their sectors of fire.
NOTE: This technique can incorporate the Dynamic Corner Clear.
14-16
-
Dynamic Corner
1 3
2
3
4
4
Figure 14-5-8
STEP 1: The #1 and #2 man as they approach the corner they have to clear do not slow down.
STEP 2: The #2 man will tap the #1 man on the shoulder about 2 - 3 meters away from the
corner letting the #1 man know the #2 man is with him.
STEP 3: Keying off the #1 mans movement they both break the corner simultaneously.
STEP 4: The #1 man goes to low to a knee, the #2 man stays high.
STEP 5: If the Rangers are not receiving fire the #2 man rabbits / moves to the far side.
STEP 5: The #1 and #2 man take up sectors of fire.
STEP 6: The #3 and #4 man take long security in the direction of movement.
14-17
-
Three Way Intersection
4 3
2 1
6 5
4 3
2 1
Figure 14-5-9
STEP 1: The #1- 4 men will use one of the corner clearing techniques to clear the corner that they have.
STEP 2: The #5 and #6 man move through the intersection and enter the room as the #1 and #2 man or
pick cross coverage if they are entering more hallway.
STEP 3: The #3 and #4 man will then follow into the stack as a four man team, or they will become the rear
flank security if entering more hallway.
STEP 4: The #1 and #2 man will provide security where needed unless they are needed in the room.
If entering more hallway the #1 man will become center ling security and the #2 man will become rear or floater.
14-18
-
URBAN ASSAULT BREACHING
14-6. GENERAL. Understanding how to employ and incorporate breaching as

part of a leader's planning process is an important part of urban operations. It is
imperative that elements of your patrol be skilled in the art of breaching.
Whether infiltrating or exfiltrating from an objective, leaders must plan for either
option. One constant disadvantage with the employment of explosives is that
placement requires soldiers to expose themselves to possible enemy fires.
Breach teams need to be supported by fires or obscurants and breaching
operations should be performed during hours of limited visibility whenever
possible.
14-7.CLASSIFICATIONS OF BREACHING
a. Mechanical. Mechanical Breaching should be an important part of a leader's

breaching training program because it is almost always an option.
Mechanical Breaching is best described as gaining access by the use of tools
or saws. Although most tools and saws used are recognizable and self
explanatory to the individual Ranger, one must practice on various techniques
to increase speed an effectiveness. This reduces fatigue and expedites the
actual assault.
(1) Mechanical Breaching Tools.
(a) Hooligan Tools (Doors/windows of all types).
(b) Sledge Hammer (Heavy Duty Doors, Locks, and Window Frames).
(c) Picket Pounder (Doors of all types, Light Walls).
(d) Bolt Cutters (Chain Link Fence, Locks, and Wire Obstacles).
(e) Pick Ax (Lightweight Doors and Locks).
(f) Saws (Fences, Light Doors, Locks).
b. Ballistic. Ballistic Breaching is defined as a forced entry or exit by the use of

weapons. Whether using shotguns, M16A2/M4, M249 SAW, specific
considerations must be addressed.
(1) Ballistic Breaching Considerations.
(a) Type of round and ricochet factor.
(b) Composition of the breaching point.
(c) Composition of the floor beyo nd the door.
(d) Personnel behind the door (Friendly/Enemy).
(e) Always shoot at a 45 degree angle.
14-19
-
c. Explosive. Explosive Breaching is the most viable because it is the most
effective. When employing explosives during breaching operations, leaders
must consider three major factors.
(1) Overpressure. The amount of PSI released from the concussion of the
blast.
(2) Missile Hazard. Fragmentation or projectiles sent at tremendous speed
from the explosion area. This occurs from either the charge or target
being breached.
(3) Minimum safe distance requirements (MSDs). Use of explosives in the
urban environment must consider the presence of noncombatants and
friendly forces. Additionally, the are many hazardous materials located in
the urban environment, these may include chemicals as well as
construction materials. There is always a risk of secondary explosions
and fires, when employing explosive breaching techniques.
(4) Charges. Various charges can be utilized for explosive breaching.
Leaders must conduct extensive traini ng on the use of the charges to get
proper target feedback. Listed are examples of charges used for
explosive breaching.
(a) Water Impulse (Steel/Wood Doors).
(b) Flexible Linear (Wood Doors).
(c) Ranger Wall Breach (Masonry/Brick Walls)
(d) Chain Link Ladder (Chain Link Fence)
(e) E-Type Silhouette (Wood Doors)
(f) Brashier Breacher (Concertina Wire)
Charge Obstacle Explosives Advantages Disadvantages

Needed
Flexible Wooden Detonation - Small,
Linear Doors, cuts Cord lightweight
Charge door - Quick to place
lengthwise on target
- Several can be
carried by one
man
- Will defeat most
doors regardless
of locking system
Charge Obstacle Explosives Advantages Disadvantages

Needed
14-20
-
Chain-link Rapidly C-4; Detaprime - Quick
ladder creates hole Booster; - Effective
charge in chain-link Detonation
fence large Cord
enough to
run through
Wall Breach Breaches C-4; Detaprime - Easy and - Will cause shrapnel
Charge through Booster; quick to make - Does not destroy rebar
wood, Detonation - Quick to place - High over-pressure
Masonry, or Cord on target
Brick Walls
Brashier Creates C-4; Detaprime - Easy to make - Only 50% cha nce of
Breech hole in Booster; - Easy to completely cutting
Charge triple- Detonation emplace reinforced triple strand
standard Cord wire
concertina
wire and
chain-link
fence large
enough to
drive a
vehicle
through
Water Opens light Detaprime - Easily - Missile hazard if prop
Impulse metal doors Booster; constructed stick is used
Charge and wooden Detonation - Low - Attachment method is
doors Cord fragmentation to be carefully
if prop stick is considered
Not used - Likely that liquids could
spill or leak during
transportation
14-21
-
*FM 7-85
FIELD MANUAL HEADQUARTERS

No. 7-85 DEPARTMENT OF THE ARMY
Washington, DC, 9 June 1987
FM 7-85
RANGER UNIT
OPERATIONS
IMPORTANT
U.S. Army Infantry School Statement on

U.S. NATIONAL POLICY CONCERNING ANTIPERSONNEL LAND MINES
TABLE OF CONTENTS
Preface
CHAPTER 1. Introduction
1-1. Mission 1-1

1-2. Purpose and Function 1-2
1-3. Fundamentals of Ranger Operations 1-2
1-4. Capabilities and Limitations 1-4
1-5. Employment Considerations 1-5
1-6. Command and Control 1-6
1-7. Communications 1-12
CHAPTER 2. Organization and Equipment
2-1. Headquarters and Headquarters Company 2-1

2-2. Regimental Headquarters 2-1
i DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
2-3. Regimental Headquarters Company 2-2
2-4. Ranger Battalion 2-3
2-5. Special Teams and Elements 2-5
CHAPTER 3. Deployment
3-1. Readiness 3-1

3-2. Ranger Ready Force 3-1
3-3. N-Hour Sequence 3-2
3-4. Intelligence and Security 3-2
3-5. Operations 3-3
3-6. Logistics 3-4
3-7. Communications-Electronics 3-7
3-8. Remote Marshalling Base and Intermediate Staging Base 3-7
CHAPTER 4. Insertion, Extraction, Escape, and Evasion
4-1. Intelligence 4-1

4-2. Deception 4-1
4-3. Speed and Mobility 4-2
4-4. Stealth 4-3
4-5. Suppression 4-3
4-6. Security 4-3
4-7. Night Vision and Electronics Devices 4-3
4-8. Rehearsals 4-4
4-9. Sand Tables and Terrain Models 4-4
4-10. Communications 4-4
4-11. Planning Insertions 4-4
4-12. Air Insertion 4-5
4-13. Airborne Insertion 4-7
4-14. Air-Land Insertion (Fixed-Wing) 4-12
4-15. Air Assault Insertion 4-13
4-16. Amphibious Insertion 4-16
4-17. Land Infiltration 4-18
4-18. Stay-Behind Techniques 4-21
4-19. Extraction 4-21
4-20. Escape and Evasion 4-22
CHAPTER 5. Strike Operations
5-1. Application 5-1

5-2. Raid Operations 5-1
5-3. Interdiction Operations 5-7
ii
5-4. Personnel and Equipment Recovery Operations 5-10
CHAPTER 6. Special Light Infantry Operations
6-1. Movement 6-1

6-2. Ambush Operations 6-4
6-3. Antiarmor Operations 6-14
6-4. Military Operations on Urbanized Terrain 6-14
6-5. Perimeter Defense 6-15
6-6. Breakout from Encirclement 6-17
6-7. Linkup Operations 6-18
6-8. Passage of Lines 6-19
6-9. Reconnaissance Platoon Operations 6-22
6-10. Reconnaissance Planning 6-23
6-11. Execution of Insertion 6-27
CHAPTER 7. Combat Support
7-1. Intelligence Support 7-1

7-2. Electronic Warfare Support 7-3
7-3. Communications Support 7-4
7-4. Fire Support 7-5
7-5. Aviation Support 7-14
7-6. Engineer Support 7-18
CHAPTER 8. Combat Service Support
8-1. Ranger Support Element 8-1

8-2. Logistics and Personnel 8-3
8-3. Resupply 8-8
8-4. Military Police 8-17
8-5. Counterintelligence 8-18
8-6. Personnel Service Support 8-18
APPENDIX A. Organization and Equipment of the Ranger

Regiment A-1
APPENDIX B. Composition and Equipment of Ranger Regiment

Liaison Teams B-1
APPENDIX C. Equipment Density C-1

iii
C-1. Communication Equipment C-1
C-2. Weapons and Equipment Each Battalion C-2
APPENDIX D. Standing Orders, Rogers' Rangers D-1
APPENDIX E. The Ranger Creed E-1
APPENDIX F. Ranger History F-1
APPENDIX G. Training G-1
G-1. Application and Guidance G-1

G-2. Philosophy G-2
G-3. Mission Analysis G-4
G-4. Unit Training G-4
G-5. Individual Training G-4
G-6. Collective Training G-5
G-7. Performance-Oriented Training G-6
G-8. Evaluation G-6
G-9. Field Training G-7
G-10. Professional Development G-9
G-11. Physical Training G-9
G-12. Environmental and Specialized Training G-10
G-13. Ranger Indoctrination Program G-10
Glossary Glossary-1
References References-1
Authorization Authorization Letter
iv
FM 7-85 Preface
PREFACE
This publication contains doctrinal guidelines for the employment and training of ranger units. The
intended audience is intermediate and higher level commanders, staffs of those headquarters, and newly
assigned officers and NCOs of the ranger regiment. It is to be used with all other published US doctrine
concerning NBC operations and the climatic or geographic influences on combat. The fundamentals
apply to the employment of ranger units on worldwide operations and across the spectrum of conflict
from low to high intensity warfare. This includes all aspects of the integrated battlefield: nuclear,
biological, and chemical. It is not intended to apply to the employment of long-range reconnaissance
patrol (LRRP) companies, even though such units carry the designation "ranger." These LRRP
companies, as well as the long-range surveillance company (LRSC) (corps level) and the long-range
surveillance detachment (LRSD) (division level), are organized, trained, and equipped for long-range
reconnaissance in enemy territory.
The scope of this publication addresses the mission, organization, equipment, capabilities, limitations,
planning, training, operations, and logistical support of ranger units. It describes how the ranger regiment
and its subordinate battalions train, receive taskings, plan missions, task-organize, deploy, and integrate
supporting elements to perform the mission. Once in combat, the ranger regiment maneuvers to
accomplish the mission in the manner of other light infantry units. Ranger units make full use of
published light infantry doctrinal guidance. This manual will repeat procedures or techniques contained
in other publications only if necessary for understanding or continuity.
This publication does not contain everything the ranger needs to know to successfully execute a unit
mission. Rather, it supplements unit training and the ranger unit commander's guidance; it does not
supersede it.
The proponent of this publication is HQ, TRADOC. Submit changes for improving this publication on
DA Form 2028 (Recommended Changes to Publications and Blank Forms) and forward it to
Commandant, US Army Infantry School, ATTN: ATSH-B-ID, Fort Benning, GA 31905.
Unless otherwise stated, whenever the masculine gender is used, both men and women are included.
v
FM 7-85 Chapter 1 Introduction
CHAPTER 1
Introduction
The ranger regiment is a major component of the US Army's special operations forces. It is a unique light
infantry unit tasked to conduct special military operations in support of national policies and objectives.
These operations require highly trained, well-disciplined units capable of employment in any
environment, either alone or in concert with other military forces. Within this publication, the term
ranger force describes any size force consisting mainly of members of the ranger regiment and led by a
member of the ranger regiment's chain of command. A ranger force may be a TOE unit or it may be a
specially organized task force for a specific mission.
1-1. Mission.
a. The mission of the ranger regiment is to plan and conduct special military operations. These
operations are conducted by specially trained, equipped, and organized forces against strategic or
tactical targets in pursuit of national military, political, economic, or psychological objectives.
They may support conventional military operations or they may be performed independently when
conventional forces cannot be used. (See Figure 1-1.)
1-1
Figure 1-1. Spectrum of conflict.

b. Special military operations conducted by the ranger regiment include strike operations, usually
deep penetration, and special light infantry operations. Strike operations include raids, interdiction,
and recovery operations. Special light infantry operations include many of the light infantry
missions assigned to airborne, air assault, or light infantry battalions and brigades. These
operations are conducted in support of the AirLand Battle at all levels of intensity.
1-2. Purpose and function.
The ranger regiment provides the national command authority (NCA) the ability to move a credible
military force quickly to any region in the world. The regiment uses the entire spectrum of intelligence
support, from national systems to organic assets. Ranger units maintain a readiness posture that supports
their immediate commitment to battle once deployed. They are often tailored for specific missions and
may require augmentation from external sources. Tactical mobility may be augmented by USAF or
Army special operations aviation (SOA) aircraft.
a. The ranger regiment conducts light infantry operations on the integrated battlefield as well as in
low intensity conflicts. Special light infantry operations are conducted to accomplish certain
contingency missions during peacetime or as part of the echelons above corps (EAC) battle.
b. The regiment conducts both strategic and operational missions. Its efforts are combined into an
overall plan to destroy, delay, and disorganize the enemy, or to cause him to divert his attention
and combat forces to rear area security. The limited number of ranger units and the diverse targets
dictate a careful assignment of missions.
c. The mission, enemy, terrain, troops and time available (METT-T) factors govern the command
and control arrangement under which the regiment operates. The ranger regiment or separate
ranger battalions are normally assigned to the headquarters whose area of responsibility includes
the regiment's operational area(s). The strategic or operational value of potential targets means that
ranger units are normally employed at no lower than corps level. Employment at EAC is routine.
The EAC headquarters employing ranger units could be the commander in chief's (CINC's) special
operations command or field army. The controlling headquarters could also be that of a joint task
force (JTF) or the Army component command (ARFOR) of a JTF. The ranger regiment's
organization, communications equipment density, and training programs do not support
operational level reconnaissance missions.
d. Ranger battalions are not oriented to a specific theater. Current force structure, contingency
plans, and training needs (see Appendix G) preclude committing battalions to one region.
1-3. Fundamentals of ranger operations.
a. The success of an operation by a ranger unit depends on the observance of the fundamentals of
the US Army's AirLand Battle doctrine (see FM 100-5). The ranger regiment fights the enemy as a
light infantry force. It follows infantry doctrine and observes all the basic rules of infantry
operations.
b. Along with initiative, depth, agility, and synchronization, ranger operations require--
1-2
(1) Detailed planning and coordination that allow the ranger unit to discern and exploit the
enemy's weaknesses while avoiding his strength. Both permit the evaluation and use of
information gathered from all sources. Detailed coordination integrates all supporting units
and services. During planning, the ranger unit conducts pre-mission training, briefings, and
rehearsals for all personnel. The use of special mission equipment is practiced and perfected.
(2) Decentralized execution IAW mission orders and the commander's intent. Special
operations forces must use individual and unit initiative. Mission-type orders give the ranger
force commander the flexibility to take advantage of opportunities on the battlefield.
(3) Surprise, achieved through the ranger unit's ability to move by uncommon means, along
unexpected routes, and over rough terrain. Ranger units normally conduct operations during
poor weather and reduced visibility, aided by night vision devices. This adds to the
attainment of surprise.
(4) Survivability, achieved by using the classic infantry combat techniques of stealth and
concealment. The ranger unit engages the enemy at the time and place of its own choosing.
It takes full advantage of terrain, and destroys or suppresses enemy weapons. The ranger
unit seeks to destroy or neutralize the enemy's command and control systems, his
surveillance assets, and his mobility assets. Survivability is enhanced by rapid mission
accomplishment and a prompt departure from the objective area.
(5) Mobility, speed, and violence of execution that allow the ranger unit it to close quickly
on the objective area and complete the mission before the enemy can react. The speed at
which events take place confuses and deceives the enemy as to the intent of the ranger unit.
This forces the enemy to react rather than to take the initiative. Tactical mobility lets the
ranger unit break contact and withdraw from the objective area.
(6) Shock effect, which is a psychological advantage achieved by the combining of speed
and violence with the precision of the ranger attack. The ranger unit strives to apply its full
combat power at the decisive time and place, and at the point of the greatest enemy
weakness. The ranger unit strives to achieve maximum physical and psychological effect on
the enemy by exhibiting aggressiveness and reasoned audacity.
(7) Multiple methods of insertion and attack, trying not to repeat operations thus decreasing
the chance the enemy will detect a pattern. This is achieved through imaginative training
and planning.
(8) Deception, practiced by the ranger unit during all phases of its operations, from
deployment through the insertion phase, to the actions in the objective area and extraction.
The enemy is kept unaware of the ranger unit's intentions, is fed conflicting and wrong
information, and is kept from knowing the size or mission of the ranger force. The ranger
force commander makes full use of ruses, feints, false insertions, electronic
countermeasures, and dummy transmissions. Concurrent military operations by US or allied
forces may be used as cover for ranger operations. Ranger units are careful to hide every
possible aspect of an operation and to disguise those that cannot be hidden. While in the
operational area, or when departing any location, ranger units ensure that no material is left
that could provide the enemy with information concerning the ranger force.
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(9) Audacity, achieved by a willingness to accept risk. The ranger force commander
considers what the enemy expects the unit to do and the actual ranger abilities, He then
chooses a course of action that may confuse the enemy, while remaining within the
capability of the ranger unit. This fundamental is combined with deception and surprise to
disrupt the enemy command and control.
c. Detailed planning and coordination finds the enemy. Surprise, mobility and speed, variety,
deception, and audacity combine to shock and disorient the enemy, fixing him in place. The
violence and precision of the ranger attack finishes the enemy while ensuring the ranger force
survives.
1-4. Capabilities and limitations.
a. The ranger regiment has the following capabilities:

(1) Deploying quickly to conduct operations on all types of terrain and in all kinds of
weather.
(2) Establishing a credible American presence in any part of the world to show US interest
or resolve.
(3) Infiltrating and exfiltrating an area of operations, and assaulting an objective by land,
sea, or air.
(4) Conducting strike operations to include raids, personnel and equipment recovery
operations, and interdiction of key areas.
(5) Conducting special light infantry operations to include seizing and securing airfields,
communications centers, command and control facilities, and key bridges; and other special
light infantry operations.
(6) Performing short-duration reconnaissance of assigned ranger objectives for the ranger
force commander.
(7) Operating for up to three days without resupply, and for longer periods when provided
with accompanying or airdropped supplies.
(8) Providing liaison, communication, and coordination personnel and equipment to
integrate the deployed ranger force into the logistical, intelligence, and operational system
of the theater or joint task force (JTF) commander.
(9) Assuming operational control, for a limited time, of other US military forces such as
engineers or infantry, airborne, or air assault battalions.
(10) Providing the focal point for all-source intelligence support to attached and assigned
units of the regimental task force.
(11) Conducting limited combat operations under conditions of chemical, nuclear, or
biological contamination.
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b. The ranger regiment has the following limitations:

(1) Limited capability against armored or motorized units in open terrain.
(2) No organic transportation.
(3) Limited sustained combat capability due to the shortage of organic combat support and
combat service support elements.
(4) Limited organic air defense weapons.
(5) Limited organic indirect fire support.
(6) No casualty evacuation capability.
(7) Reconstitution and retraining needed to replace combat losses.
1-5. Employment considerations.
a. Ranger units are characterized by the quality, motivation, training, and individual skill of their
members. This produces units with superb collective abilities, able to adapt well to changing,
complex situations.
b. Ranger units can conduct either deliberate or quick-response operations.
(1) Deliberate operations rely on careful planning, reconnaissance and surveillance of the
target area, deception, secrecy, thorough preparation and rehearsals, and violent execution.
A deliberate operation aims to complete the mission even though the enemy may have
heavy forces on or near the objective area. Deliberate operations allow for detailed planning,
evaluation, rehearsal, and coordination before insertion. A deliberate operation is likely to
succeed against targets that the enemy has protected in depth, that have strong natural
defenses, or that need a detailed and long insertion process.
(2) Quick-response operations rely on the high level of training and readiness of the ranger
regiment to execute a mission before the enemy can react. These operations are conducted
when there is little time for long, detailed planning. They rely on set procedures set forth by
the ranger regiment and its supporting elements. A quick-response operation aims to
complete the mission before an enemy can react. This type of operation may be chosen due
to the time-sensitive nature of the target, political or military goals, the time frame of other
operations, or the increased chance of enemy detection.
(3) Whether an operation is to be deliberate or quick response is often a difficult and
time-sensitive decision by a high-level command authority. Decision-makers must consider
the enemy's strength in the area, his intentions, his ability either to reinforce or to alter the
target area, and the consequences of success or failure of diplomatic or military initiatives in
related areas. The ranger unit commander tries to use the existing time, manpower, and
resources to complete a detailed and coordinated plan. He refines that plan up to the
insertion into the objective area.
c. Ranger units train to operate in any environment or weather condition. They regularly
1-5
perform operations during periods of limited visibility. Ranger units maintain a high state of
physical fitness and often train in close quarters combatives. In addition to completing
advanced marksmanship training with standard US weapons, each member of a ranger unit
trains with many foreign weapons. Ranger units are trained to operate on urbanized terrain,
becoming specialists in entry and clearing techniques and quick-fire methods, especially
during periods of limited visibility.
d. Because ranger units have limited vehicles, logistics operations capability, indirect fire support,
and heavy weapons systems, they are not designed for continuous operations. During all phases of
operations and training, ranger units need responsive external support.
e. Ranger units are normally employed against targets and under conditions that need their unique
skills. Although targeting priority is set by the overall commander, ranger units are not normally
assigned missions that can be done by conventional aerial bombardment or by other units.
f. Ranger units are oriented toward offensive operations. They are not normally employed as a rear
area protection force. Although the ranger regiment has a small reconnaissance unit, ranger units
do not normally conduct long-range reconnaissance missions. The structure, communications, and
training of the ranger unit do not prepare it for LRRP missions. Ranger units engaged in strike and
special light infantry operations have a secondary mission to collect and report combat
information.
g. Ranger units can be deployed worldwide when US military presence or participation with a host
national military activity would serve US interests. This deployment shows a readiness to commit
forces into a threatened area or proves US national resolve. After the deployment, other activities
include staging operations, rehearsing combat operations, securing base areas for use and
deployment of other forces, and so on that provide a clear signal of US intent. Ranger units are not
trained or organized to provide mobile training teams (MTT) to train indigenous forces. The US
Special Forces or other special operation forces are trained to conduct such security assistance
operations.
h. Ranger units can serve as an example to a host country and provide limited military advice and
training. They will normally be augmented with linguists and technicians to increase their abilities.
The regiment would normally still function as a unit. Most of its assistance would be through
short-term, high-impact, unit-oriented operations. They would not be long-term individual efforts
associated with advisory-type activities.
i. Ranger units may be deployed to engage in combined training exercises with allies. This
enhances US national image by demonstrating the outstanding abilities of the American ranger.
These activities may include ranger, light infantry, airborne, air assault, or amphibious operations.
j. Ranger units use standard US nuclear, biological, chemical (NBC) warning; detection;
protection; and decontamination equipment and doctrine when operating on the integrated
battlefield.
1-6. Command and control.
a. External.
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(1) The ranger regiment is a key component of the US Army's special operations forces. The
other elements of special operations forces are special forces (SF), psychological operations
(PSYOP), civil affairs (CA), and special operations aviation.
(2) The 1st Special Operations Command (1st SOCOM) is responsible for command of all
active component special operations forces elements, to include the ranger regiment, in
peacetime. The 1st SOCOM has command and control of all assigned special operations
forces, less operational command (OPCOM) of special operations forces units forward
deployed. (See Figure 1-2.) The ranger regiment, while based in the continental United
States (CONUS), is under the control of 1st SOCOM. During peacetime, the OPCOM of
deployed ranger units is through channels chosen by the NCA through the Joint Chiefs of
Staff (JCS) to the unified command.
Figure 1-2. Command and control of Army Special operations forces during peacetime.
(3) In support of national policy, the NCA may direct contingency operations involving US
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forces. These are politically sensitive military operations normally characterized by the
short-term rapid projection or employment of forces in conditions short of conventional war.
One aim of the NCA is to conclude them without going to war. The flexibility and
effectiveness of the ranger regiment make it possible to use military force quickly to
complete the mission and limit the spread of conflict. Command and control of special
operations forces in a contingency operation is usually by a special operations task force
(SOTF). (See Figure 1-3.) The SOTF and designated special operations forces are under the
OPCOM of the highest level of command responsible for the operation. This command may
be the unified command responsible for the contingency area (Option A), or a JTF
designated by the NCA through the JCS (Option B). If no SOTF is formed, the ranger
regiment could be OPCOM to the Army component commander (Option C). The ranger
regiment or its battalions are not normally placed OPCOM to a division. A division's area of
influence rarely contains appropriate targets. The division also lacks the assets to adequately
support ranger operations. Employment of a ranger unit by a corps-level command is
normally on a case-by-case basis. The theater or JTF commander retains centralized control
over the mission assigned to the ranger unit.
Figure 1-3. Command and control of Army Special operations forces during contingency
operations.
(4) The 1st SOCOM is responsible for the deployment of the ranger force to the theater area.
The headquarters having OPCOM provides the all-source intelligence, secure
communications, insertion and extraction assets, and logistical support needed. The
responsible commander in chief, through the Army component commander, provides
support during the contingency operation.
(5) During wartime, ranger units are deployed as strategic assets to the theater of operations.
1-8
Strategic mission support is provided to the unified commander (CINC) from the NCA
through the Joint Chiefs of Staff. It may involve the execution of sensitive operations. The
employment of ranger units is controlled at the highest level of command directly
responsible for the mission. Ranger units are assigned to a REMAB based on mission, force
protection, and OPSEC considerations. The employing command and other elements
provide timely and accurate intelligence, communications, logistical, and administrative
support. Command and control of these units conforms to the provisions of JCS Pub 2. (See
Figure 1-4.)
Figure 1-4. Command and control of Army Special operations forces during wartime.
(a) A theater joint special operations command (JSOC) is subordinate to the unified
command to supervise the command and control, employment, and support of all US
and allied special operations forces. The JSOC is a key element in the command and
1-9
control of ranger units performing strike missions or special light infantry operations
(Option A).
(b) The JSOC may be placed on a lateral line with other in-theater service
components (Option B). This can occur when ranger units are -employed far from
conventional forces and against strategic targets. It can also occur when the JCS or a
CINC forms a JTF to conduct a limited-duration operation in an area where ranger
units and conventional forces may operate near each other, or where operations must
be coordinated on a regional level.
(c) Under the Army special operations command (ARSOC) concept, 1st SOCOM
deploys as a command and control headquarters within the theater. When this occurs,
the command relationships will be as shown in Figure 1-5.
1-10
Figure 1-5. Command and control of Army Special operations forces under the ARSOC
concept.
Figure 1-5
(d) Recently passed legislation will modify existing high level SOF command and
control arrangements. All US Army, USN, and USAF special operations forces will
be consolidated into joint commands at both national and theater level. The ranger
regiment will continue to operate under the command of the 1st SOCOM, while
increasing its ability to conduct joint operations.
(6) Ranger units conducting strike or special light infantry missions are not normally offered
for transfer of authority (TOA) to allied forces. However, this will not preclude allied
commands and US elements from combined planning and targeting for ranger missions.
(7) Requests for ranger units, from either US or allied commands, go through normal
command channels to the CINC. The CINC, through the JSOC, is responsible for the
employment of all special operations forces, including ranger units. This provides flexible
response to JCS-directed missions, ensures quick response to the CINC's needs, enhances
the joint employment of special operations forces, and lessens the chance of overcommitting
and degrading the ranger force.
(8) Command and control of the ranger regiment and its battalions is IAW AirLand Battle
doctrine. Before commitment to a mission, command and control is kept at a level where the
unit's unique skills can be applied worldwide. Once committed, the ranger unit is placed
under the operational control of the command that is responsible for the mission. This
normally corresponds to the command whose area of influence includes the target area.
Ranger task forces may operate directly under the authority of the senior American
representative in the country. Command and control arrangements may vary according to
the theater involved and METT-T considerations.
(9) The command and control of special operations is centralized and begins at the highest
level of the military and civilian decision-making process. The specific command
relationships are normally based on the mission.
b. Internal.
(1) The ranger regimental headquarters is organized to operate like that of a brigade
headquarters. In addition to commanding and controlling all three ranger battalions, the
regimental headquarters can assume operational control (OPCON) of conventional combat
and combat support units, and other special operations forces for limited periods. It provides
the regimental commander with a well-balanced responsive staff. It is structured as an
operational headquarters that can deploy to the mission area and act as the ground tactical
headquarters.
(a) The regimental headquarters prepares for combat by forming two small command
and control groups. Each of these can deploy to an objective area and control combat
operations. Other elements of the staff operate the tactical operations center (TOC)
and the logistical operations center (LOC). These may be collocated depending on the
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situation. The TOC and LOC are normally located well behind the FEBA, at the
REMAB or at the intermediate staging base (ISB). The ranger regiment also has two
small liaison teams consisting of LNOS, staff representatives, and communications
elements. (See Appendix B.)
(b) When a single ranger battalion is committed to an operation, the regimental

commander normally exercises control from the TOC. A liaison and communications
team is detached from the regimental headquarters to augment the ranger battalion.
This team is attached to the deployed battalion until the end of the mission.
(c) If two or more ranger battalions are used in a single operation, the regimental
commander normally deploys both command and control groups. He commands from
the objective area, The use of two small, mobile control elements makes up for the
possible loss of the regimental commander and the primary control element.
(d) Whenever the regimental commander is controlling an operation from the
REMAB or the objective area, he normally provides a liaison team with a
communications element to the higher headquarters exercising operational control.
This cell can provide ranger representation to the controlling staff, operations
interface, logistics interface, fire support planning and coordination, intelligence
analysis and dissemination, and communications between the higher headquarters and
the ranger battalion.
(2) The ranger regimental headquarters can serve as a ranger or special operations force task
force headquarters. With augmentation, it can function as the Army special operations force
command element. The regimental headquarters can also function as the Army component
command of a JTF.
1-7. Communications.
a. Ranger missions need unique and dedicated communication support assets. Along with the
ranger regiment's organic communications means, communications support assets are organized
within the 1st SOCOM that-can deploy in support of the ranger regiment. This ensures that there
are reliable communications to all elements of the SOTF. A special operations communications
battalion (SOCB), deployed by the 1st SOCOM, provides more communications systems to
support the special operations plan. The SOCB does not replace or duplicate existing in-theater
communications. It augments the CINC's communications with the US Army's portion of the
critical special operations force command, control, and communications link unique to the SOTF.
b. The ranger regiment's communication platoon can provide secure, long-range communication
links from the CINC to a deployed ranger force. It can also enter the SOCB and the joint
communications support element (JCSE) nets to provide a direct link with the NCA. Its equipment
consists of four light vehicles equipped with various multiple communications systems. The two
regimental liaison teams use one of these vehicles each. The TOC and LOC each use one.
c. Secure satellite communications (SATCOM) and radios with AM or FM capability are the main
means of communication within the ranger regiment. These are also used for communications
within the ranger battalions. The regimental commander has two light vehicles equipped with
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multiple communications systems. One of these is used to support each of the two mobile
command and control elements of the regimental headquarters. Some of the radio systems can be
dismounted and man-packed.
d. The ranger regimental headquarters has both man-packed and vehicular tactical satellite
communication systems. Each of the ranger battalions has one base station and three man-packed
systems.
(1) The man-packed radio is battery-operated. It provides two-way communications in both
line-of-sight (mobile) and satellite (at-halt) modes. The digital message device group
(DMDG) is the input and output device for data transmission. Secure voice communications
is achieved using various encryption devices.
(2) The vehicular net control station uses the basic receiver/ transmitter unit installed on a
vehicle. Each can serve up to 15 terminals in a communications net.
e. The reconnaissance platoon is equipped with multiple, man-packed communications systems.
These let its teams operate in most of the communications nets within the regiment. Each five-man
reconnaissance team has this communications ability, as does the platoon headquarters.
Figure 1-6. Communications capabilities within the regimental headquarters.
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FM 7-85 Chapter 2 Organization and Equipment
CHAPTER 2
Organization and Equipment

The ranger regiment is a specially organized and trained light infantry force consisting of about 2,000
personnel. It includes a regimental headquarters and headquarters company and three ranger battalions.
(See Appendix A.) The regiment can operate as a single unit, separate battalions, or separate companies
on specific missions. Independent missions are not normally assigned to ranger platoons.
2-1. Headquarters and headquarters company.
The HHC of the ranger regiment consists of 130 personnel, the majority being senior noncommissioned
officers, commissioned officers, or soldiers with special skills to support the operations of the ranger
battalions. (See Appendix A.) The HHC consists of two elements: the regimental headquarters and the
headquarters company (minus).
2-2. Regimental headquarters.
a. The regimental headquarters consists of the regimental commander and his staff. The primary
staff is composed of five sections: personnel (S1), intelligence (S2), operations and training (S3),
supply (S4), and civil affairs (S5). These staff sections perform the standard functions and are
supervised by the executive officer (XO). The regimental commander has a deputy commander
and a special staff consisting of a communications officer, fire support officer, surgeon, and staff
judge advocate. The S2 officer has a large intelligence analysis and counterintelligence section.
The S3 section has extra liaison officers and assistant operations officers to coordinate the
widespread and complex ranger missions. A United States Air Force (USAF) staff weather officer
and a tactical air control party (TACP) are permanently attached.
b. The regimental headquarters:
Analyzes assigned missions.
Plans, coordinates, and controls training and operations.
Coordinates the infiltration, resupply, exfiltration, and debriefing of the reconnaissance

teams.
Provides liaison support.
Provides administrative, medical, NBC, and logistical planning and coordination support to
the committed ranger battalions.
Coordinates special support requirements (rigger, transportation, communications security
[COMSEC]) for the ranger battalions.
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2-3. Regimental headquarters company.
The regimental headquarters company (minus) consists of the company commander and his
administrative personnel, plus the limited combat support (CS) and combat service support (CSS)
elements assigned to the regiment. These are the fire support element, the communications platoon, the
reconnaissance platoon, and the medical treatment team.
a. The company headquarters:
(1) Provides command and control of assigned elements.
(2) Provides administrative, personnel, logistical, and maintenance support to the assigned
elements.
b. The fire support element:
(1) Plans fires to support the commander's ground tactical plan.
(2) Coordinates the integration of all available fire support means (mortars, artillery, armed
helicopters, close air support, naval gunfire) to support mission execution.
c. The communications platoon (see Appendix A):
(1) Provides secure SATCOM teletype (TTY) and facsimile transmissions (FAX) abilities at
the remote marshalling base or intermediate staging base (REMAB or ISB).
(2) Provides secure SATCOM, TTY, and FAX to the regimental headquarters and ranger
battalions in the objective area.
(3) Provides cryptographic support to the regimental headquarters.
(4) Provides limited repair of radio and cryptographic equipment.
d. The reconnaissance platoon (see Appendix A):
(1) Trains, equips, and controls the employment of three reconnaissance teams.
(2) Infiltrates the objective area by parachute (high-altitude, low-opening [HALO];
high-altitude, high-opening [HAHO]; static line), helicopter, fixed-wing aircraft,
self-contained underwater breathing apparatus (SCUBA), small boat, or other means.
(3) Remains undetected in the objective area for up to five days.
(4) Performs reconnaissance.
(5) Performs demolition target analysis.
(6) Uses small boats and inflatable rafts.
(7) Emplaces and monitors unattended ground sensors.
(8) Uses night image enhancement devices.
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(9) Uses photographic equipment.

(10) Emplaces electronic target acquisition and designation devices.
(11) Collects specific combat information to satisfy priority intelligence requirements (PIR).
(12) Reports information using secure, long-range communication equipment.
Figure 2-1. Reconnaissance platoon communications.

(13) Performs drop zone (DZ) and landing zone (LZ) selection, marking, and reception
duties.
(14) Escapes and evades enemy areas.
(15) Performs limited attacks or ambushes when tasked by the regimental commander.
(16) Reports weather in the objective area.
e. The medical treatment team:
(1) Provides medical support to the regimental headquarters.
(2) Coordinates required medical support and evacuation.
2-4. Ranger battalion.
a. The ranger battalion is organized and equipped to conduct both special and conventional combat
operations. It contains organic combat, CS, and limited CSS elements. It consists of a battalion
2-3
headquarters, a headquarters company, and three ranger rifle companies. (See Appendix A.)
b. The ranger battalion is the combat element of the ranger regiment. It can conduct independent
combat operations or subdivide into its separate ranger rifle companies and their subordinate
elements who can conduct semi-independent operations.
c. The ranger battalion headquarters and headquarters company (see Appendix A) includes:
(1) Battalion headquarters. The battalion headquarters consists of the commander; the
executive officer; the command sergeant major; the S1, S2, S3, S4, and S5 officers; the
chaplain; the communications officer; the fire support officer; and two radio operators.
(2) Battalion headquarters section. The battalion headquarters section consists of the S3
air and assistant S8, an assistant S2, an intelligence sergeant and a senior intelligence
analyst, two operations sergeants and an operations assistant, a personnel staff
noncommissioned officer (PSNCO), the chaplain's assistant, two clerk typists, two radio
operators, a chemical officer and NCO, a personnel administration center (PAC) NCO, three
PAC clerks, and a legal specialist. There is a USAF tactical air control party permanently
attached.
(3) Communications section. The communications section consists of one
telecommunications technician, one tactical communications chief, two combat signal radio
team chiefs, one tactical communications systems supervisor, three radio operators, one
switchboard operator, one single channel radio operator, and two equipment mechanics. The
section provides communications support and associated maintenance.
(4) Battalion medical section. The battalion medical section consists of one general
medical officer, one physician's assistant, two medical specialists, and twelve aidmen. The
section provides unit-level medical support and trains selected members of the battalion in
advanced medical procedures.
(5) Battalion support platoon. The battalion support platoon consists of a battalion support
platoon leader, an ammunition NCO, and a food service section. The platoon provides
limited CSS for assigned and attached units. This platoon does not have organic
transportation. The battalion food service section consists of a food service sergeant (E7), a
first cook (E6), and eight cooks.
(6) Fire support team headquarters. The fire support team (FIST) headquarters is
supervised by the battalion fire support officer. It consists of the fire support sergeant and
two fire support specialists. The headquarters controls three 9-man fire support teams. These
teams are normally with the ranger rifle companies in a habitual support relationship. When
operations are conducted near water, the fire support team headquarters may be augmented
by spotter teams from the naval shore fire control party.
(7) Company headquarters. The HHC company headquarters consists of a commanding
officer, an executive officer, a first sergeant, a supply sergeant, and an armorer.
d. The ranger rifle company (see Appendix A) includes a company headquarters, three rifle
platoons, and a weapons platoon. Each company can conduct semi-independent operations for a
2-4
short time when augmented by assets from the ranger battalion headquarters company.
(1) Ranger rifle company headquarters. The ranger rifle company headquarters consists
of a commanding officer, an executive officer, a first sergeant, a supply sergeant, a tactical
communications chief, two radiotelephone operators, an armorer, and an NBC NCO. It also
has a two-man sniper team equipped with a sniper weapon. It normally has one of the 9-man
FISTs attached from the ranger battalion headquarters company. Elements of this FIST may
be further attached to the ranger rifle platoons.
(2) Ranger rifle platoon. The ranger rifle platoon consists of a headquarters section, three
rifle squads, and a machine gun squad. The headquarters section personnel include a platoon
leader, a platoon sergeant, and a radiotelephone operator. Each rifle squad consists of a
squad leader and two balanced fire teams of four men each. The machine gun squad consists
of a squad leader and three M60 machine gun crews of three men each. The machine gun
squad is normally employed as a single element to provide quick, accurate, long-range
supporting fire. One or more crews may be attached to other squads within the platoon.
(3) Ranger weapons platoon. The ranger weapons platoon consists of a headquarters
section, a mortar section, and an antiarmor section. The headquarters section consists of a
platoon leader, a platoon sergeant, and a radiotelephone operator. The mortar section has
two 3-man 60-mm mortar squads. The mortar squads are normally employed as a section.
They may be attached by section or squad to other platoons. The antitank section normally
consists of a section sergeant and three 3-man 90-mm recoilless rifle or Dragon missile
teams. They are normally employed as a section. The antiarmor section may also be
attached by section or team to other platoons.
2-5. Special teams and elements.
The ranger regiment forms special teams to do critical tasks. These teams are made up of members of the
unit and are used when needed. Examples of these special teams and elements are--
a. SCUBA teams whose members are graduates of the Special Forces Underwater Operations
School. They conduct special insertion and reconnaissance duties.
b. HALO teams whose members are graduates of the Special Forces Freefall School and who
conduct high-altitude, low-opening parachute operations.
c. HAHO teams whose members are also graduates of the Special Forces Freefall School and who
conduct high-altitude, high-opening parachute operations, allowing offset parachute insertions.
d. Scout swimmer teams whose members are specially trained by the Landing Force Training
Command (United States Marine Corps [USMC]) to conduct operations along coastlines,
waterways, and inland waters. These teams conduct special insertion, reconnaissance, and security
tasks often in support of amphibious operations.
e. Sniper teams, whose members are authorized by the table of organization and equipment (TOE),
are used for both conventional and special operations. Along with the two-man sniper teams in the
rifle company headquarters, each rifle platoon has two trained snipers.
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f Demolition teams whose members are trained in advanced demolition and incendiary techniques
and the use of special explosives,
g. Air defense teams trained in the use of man-portable air defense system (MANPADS) weapons.
Such teams give the ranger battalion limited self-defense against air attack.
h. Liaison teams that are used by the ranger regimental commander to augment the existing
command and control links from the employing unit headquarters to the ranger regiment. These
teams are placed where they are most needed and may assist the higher headquarters staff in
planning and target selection, as well as performing other liaison duties. See Appendix B for a
detailed listing of the personnel and equipment included in the ranger liaison teams.
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Figure 2-2. HALO and HALO parachute operations.
Figure 2-2
i. The ranger support element (RSE).

(1) The RSE is a special support element provided by host installation commanders at
CONUS posts. It consists of elements and teams from either TOE units stationed at the
installation or from the table of distribution and allowances (TDA) organizations under the
command of the installation commander.
(2) The RSE provides the necessary support to ensure a timely and efficient deployment of
the ranger battalion. During CONUS deployments, the RSE is responsible for both the
departure and the reception support provided the battalion. During OCONUS deployments,
the RSE is responsible for initial deployment and continuing support until the deploying
ranger force is OPCON to the supported unified command or JTF. The responsible theater
commander assumes support of the ranger battalion at the REMAB or the ISB if outside
continental United States (OCONUS). On deployments that require the ranger battalion to
move directly to the objective area from CONUS, the RSE continues support of the ranger
battalion until released, and is prepared to accept considerable augmentation assets. The
RSE provides the following support:
(a) Furnishing meals that are either served by a supporting unit in an established
facility or taken to the ranger battalion at an isolated location.
(b) Issuing supplies from existing stocks, or from contingency items stored for use by
the ranger battalion.
(c) Transporting supplies, food, personnel, and equipment.
(d) Palletizing equipment and ammunition for air movement and airdrop.
(e) Rigging vehicles and equipment for airdrop.
(f) Refueling vehicles and equipment.
(g) Issuing barrier and construction material for building of rehearsal sites.
(h) Helping in the construction of rehearsal sites and targets.
(i) Securing, storing, moving, and issuing ammunition and other Class V items.
(j) Maintaining ranger weapons and equipment, to include communications
equipment. This is normally done by maintenance contact teams.
(k) Setting up and operating the RSE emergency operations center.
(l) Securing the REMAB if it is in CONUS.
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FM 7-85 Chapter 3 Deployment
CHAPTER 3
Deployment
Ranger units can quickly deploy by any means of transportation to any location in the world.
3-1. Readiness.
One ranger battalion is always in an advanced readiness condition as the Ranger Ready Force (RRF)
available for immediate worldwide deployment. A second battalion is prepared to deploy later and a third
battalion to follow. The regimental headquarters maintains command and control, liaison,
communications, and reconnaissance elements immediately available for deployment. Higher status of
readiness in response to specific world situations can be achieved.
3-2. Ranger ready force.
In order to maintain advanced readiness conditions, ranger battalions are rotated as the RRF.
a. Before taking over the duties of the RRF, battalions must do the following:
(1) Complete preparation for oversea movement (POM) qualification, to include an
individual records check and required inoculations.
(2) Test fire all weapons, confirm battlesight settings, and repair or replace faulty weapons.
(3) Assemble and load on pallets the unit basic load (Classes I and V) and other supplies and
equipment.
(4) Check unit-derived packing list components for accountability and serviceability.
(5) Prepare special operations troop listings.
b. During an RRF period, ranger units:
(1) Have a positive recall system for all personnel.
(2) Store enough air items for a battalion-size parachute assault.
(3) Conduct no off-post exercises, unless approved by the regimental commander.
c. Each unit keeps an alert roster and a telephone notification system for recalling personnel. The
rosters ensure that the duty officer and the unit charge of quarters make a minimum number of
calls. Each commander briefs personnel assigned to his unit on the recall system and tests it often.
3-1
d. Ranger units can maintain an increased readiness condition for long periods, but they should not
be kept in that condition longer than needed. The effort to maintain this level of readiness will
degrade the unit's training and effectiveness. If the needs of the operations dictate long periods at
the highest readiness condition, provisions must be made for sustainment training. Also, added
support will be required from the RSE.
e. The ranger regiment maintains a strong family support system when the unit is training or
deployed on combat operations. Each member of the chain of command is responsible for family
support.
3-3. N-hour sequence.
The N-hour sequence is a departure time sequence designed to help the ranger force complete all
required deployment actions within a certain time. The length of the N-hour sequence depends on the
readiness condition of the battalion before deployment. The N-hour sequence begins when the battalion
is alerted and ends when the first elements depart. The N-hour sequence does not include travel time to
the objective area.
3-4. Intelligence and security.
a. Essential elements of friendly information. Items of sensitive information and subject areas, if
not secured, can be collectively analyzed by a hostile force. This analysis can reveal the intentions
of a unit or compromise a mission. These items of information are designated as essential elements
of friendly information (EEFI). They are never transmitted without encryption. The EEFI
associated with a ranger unit alert normally are the mission, the use of staging bases, nature of the
target, special terrain or weather conditions, and time limits. The ranger force commander must
ensure that EEFI are not discussed outside of secure areas or made available to personnel without a
security clearance and a need to know.
b. Security plans. Security plans for billets, marshalling areas, and out-loading areas must remain
flexible to adapt to any situation. Certain items are always addressed in security plans. These are
access control and physical security.
(1) Access control. Ranger units control access to their respective areas by allowing only
authorized personnel to enter or leave. All entrances are secured and an armed guard with
the access roster is posted. Access to telephones is restricted.
(2) Physical security.
(a) Equipment is open to theft and sabotage during the early phases of deployment.
Units must provide guards to secure all unit and personal equipment.
(b) Weapons, ammunition, and sensitive items must be stored in a restricted area and
guarded.
(c) Classified documents are open to compromise during deployment. Steps must be
set up for maintenance, transportation, turn-in, and destruction of classified material.
The most secure facility available must be used.
3-2
c. Rear detachment security. Security after deployment (maintained by the rear detachment) is as
important as security before deployment. No information should be given to the news media from
other than official sources. The rear detachment may continue to play a role in the unit cover and
deception plan.
d. Tactical operations center security. Only personnel listed on TOC access rosters are allowed
free entry into the TOC area. Personnel wanting to enter the TOC, who are not listed on the access
rosters, are detained until their identity and purpose are proven. Such personnel are escorted at all
times while within the TOC area.
e. Marshalling and out-loading area security. The ranger unit normally marshalls its personnel
and equipment in the unit area, providing its own security force. The USAF security police provide
this support at the departure airfield. On Army airfields, Army military police provide security. En
route security is provided by the RSE.
f. Personnel and unit equipment sanitization.
(1) Before deployment, personnel are relieved of non-mission-essential material having
intelligence value. This reduces the intelligence available to hostile forces if they capture a
ranger force member.
(2) The ranger force commander sets the degree of sanitization IAW mission requirements.
(3) If strict sanitization is imposed, guidelines are issued as follows:
(a) The only personal items retained are identification card and tags.
(b) Unit insignia and markings are removed from uniforms and equipment.
(c) Personal items, such as wallets and photographs, are secured by the rear
detachment commander.
(d) Personnel are briefed on how to compose and retain combat diaries. No personal
diaries are allowed.
(4) The commander decides how much US currency is to be taken with the unit. '
g. Area sanitization. To avoid the compromise of classified or sensitive mission-related material,
searches are conducted before and after leaving the host installation, REMAB, or ISB. These
searches are held to locate and remove any material, indicators, litter, or other items that could
compromise the ranger unit's mission. Unit commanders ensure that a thorough sanitization of
their areas is conducted, to include dismantling rehearsal areas, destroying terrain models, erasing
chalkboards, and emptying all classified and nonclassified waste containers. During their searches,
commanders must pay close attention to emergency operations centers, tactical operations centers,
and marshalling and loading areas. The ranger unit's intelligence officer coordinates support from
local counterintelligence elements to search the area again after the ranger unit leaves.
3-5. Operations.
a. Actions upon receipt of the OPORD.
3-3
(1) Task-organize and equip units for special mission(s) IAW the warning order.
(2) Allocate/reallocate mission-essential equipment.
(3) Distribute augmentee personnel.
(4) Redistribute key personnel,
(5) Prepare a deployment time sequence.
(6) Prepare a movement plan.
(7) Prepare and maintain a current operation estimate.
b. Advance elements. A planning element is normally deployed to the REMAB/ISB or JTF
headquarters in advance of the main body if the ranger force does not deploy directly to the
objective area.
c. Emergency operations center. An EOC is setup by the ranger battalion headquarters. The EOC
is responsible for relaying all reports to higher headquarters. It remains operational until ordered to
cease.
d. Air movement. The ranger force always deploys by USAF aircraft. This is normally an
administrative air movement to a REMAB or ISB. It may be followed by tactical air deployment
from there. For some missions, tactical deployment begins at the unit's home station. Even if the
movement is administrative, key personnel are cross-loaded. This is done under the direction of
the operations section air officer based on aircraft allocations and load plans.
3-6. Logistics.
The following describes logistics readiness needs and steps for deployment.
a. Supply.
(1) Class I.
(a) Combat rations are normally palletized when the unit is RRF. These rations are to
be used during the tactical operation. If the mission calls for deployment directly into
the objective area, the palletized stock of rations is off-loaded in the unit area and
issued as needed.
(b) Each ranger deploys with emergency combat rations.
(2) Classes II and IV.
(a) Individual clothing and equipment.
Individual A bags are packed IAW a predetermined packing list, tagged, and
marked. They are palletized, moved to the departure airfield by the RSE, and
loaded IAW the air movement plan.
Individual B bags are packed, assembled, and forwarded on order by the rear
detachment.
3-4
Individual environmental equipment is issued. Equipment shortages are

replenished out of stocks maintained by the RSE.
(b) Air items.
While the unit is on RRF, a contingency load of main and reserve parachutes is
maintained by the RSE.
Individual and unit air items are palletized by the RSE and shipped in bulk to
the REMAB or ISB.
For direct-deployment missions, air items and packing material are taken to the
unit by the RSE.
(c) General supplies. The RSE maintains pallets of common contingency items and
special equipment. Pallets are picked up by the out-loading support unit and moved to
the unit area for issue or moved with the other pallets to the departure airfield.
(d) Bulk supplies. Barrier material is identified, relocated, palletized, and out-loaded
IAW the air movement plan.
(3) Class V.
(a) The unit basic load of ammunition is secured, palletized, and loaded by the RSE
IAW the air movement plan.
(b) For direct deployment missions, selected pallets are taken to the unit area and
ammunition is issued. The convoy route is coordinated through the post EOC, and
secured by the RSE.
(c) Designated items are rigged by the RSE for airdrop, if enough time exists before
movement to the REMAB or ISB begins.
(4) Class VI. Personnel deploy with comfort items as needed.
(5) Class VII.
(a) All weapons and sensitive items not deployed are assembled and secured by
the rear detachment personnel.
(b) Unit vehicles are prepared for airland or airdrop.
(c) Inoperable mission-essential equipment is repaired or replaced.
(d) Special equipment requests are forwarded to the logistics section as they are
identified.
(6) Class VIII.
(a) Individuals deploy with one set of individual Class VIII items.
(b) Unit medics deploy with modified aidbags.
(c) Controlled medical items (less drugs) are palletized and deployed with
3-5
section supplies. Controlled drugs are secured and issued to unit aidmen on
order.
(d) Medical supply chests are maintained in the unit aid station.
(7) Class IX.
(a) Units deploy with initial prescribed load list (PLL) items.
(b) Critical PLL shortages are identified to the RSE for follow-on issue.
b. Maintenance.
(1) Upon alert, priority maintenance or replacement of key items of equipment is
coordinated by the logistics officer. Only minimum mission-essential equipment is replaced.
(2) Items to be returned from supporting maintenance activities are identified, and pickup is
coordinated by the property book officer.
c. Out-loading coordination and support.
(1) Upon alert, the RSE provides a liaison officer to the ranger logistics section.
(2) The support platoon leader (SPI,) attends the air movement conference and coordinates
the following:
(a) Movement times (for both troops and equipment) to the departure airfield.
(b) Steps for weighing and joint inspection of the pallets and vehicles upon arrival at
the departure airfield control group (DACG).
(c) Limitations on the pallet height and weight due to aircraft type, allowable cargo
load (ACL), and availability.
(d) Changes in the planned number of pallets due to the mission requirements or
airframe availability.
(e) Rigging and loading of the heavy drop and supply bundles.
(3) Empty pallets are placed in position for loading by the RSE in coordination with the
SPL.
(a) Companies and staff sections prepare pallets.
(b) For airdrop operations, vehicles are prerigged at the unit location. On order,
vehicles are driven to the heavy drop rigging site. The SPL and the officer in charge
of the rigger detachment coordinate for a rigging site and the delivery of the required
air items to that location. Rigging is done by the RSE, and supervised by a member of
the ranger unit. Loading aboard the aircraft is IAW the air movement plan and
supervised by RSE and USAF aerial port personnel.
(4) The DACG is provided by the host installation. Upon arrival at the DACG area, unit
personnel and equipment are under the control of the DACG. As the deployment begins, a
3-6
member of the ranger unit is present at the DACG to ensure an orderly loading of personnel
and equipment.
(5) The DACG plans for troop-holding areas in the event of delayed or aborted aircraft.
(6) Unit movement data are maintained by the air officer in the operations section.
3-7. Communications-electronics.
a. Alert notification communications. Alert notification of the ranger battalions by the regiment
is done by secure communications means. Units in local training areas are informed by radio or
through their assigned range field telephone. Units operating out of normal FM radio range during
RRF periods set up a high frequency net, or other communications, to their higher headquarters.
b. Telephone service. Strict control is maintained over key telephones being used during unit
alert. Care is taken to ensure that COMSEC and OPSEC violations do not occur. All telephones
are assumed to be monitored; classified, sensitive, or official information is not discussed.
c. Radio communications.
(1) Voice communications.
(a) A secure radio net is set up early in the deployment. The ranger unit EOC, the
installation EOC, and the RSE EOC operate in this net. A liaison officer from the
ranger unit is placed at the installation EOC.
(b) The ranger support element liaison officer, attached to the logistics section,
operates a secure voice station on a separate logistics net to the RSE EOC and the
RSE commander.
(2) Cryptographic material. During RRF, COMSEC codes and enabling equipment are
kept available to set up the secure voice net.
3-8. Remote marshalling base and intermediate staging base.
a. Ranger units can deploy from their CONUS base directly to the objective area. A more common
method would be for the ranger unit to deploy first to either a REMAB or an ISB before insertion
into the area of operations. (See Figure 3-1.)
3-7
Figure 3-1. Deploying ranger units.

b. The REMAB is a secure base to which the entire ranger unit, including organic and attached
support elements, deploys and where mission planning continues. The REMAB is normally within
the geographical area encompassed by the command authority of the theater or JTF commander.
This ensures that the CSS elements providing support to the ranger unit are operating within their
normal area. It prevents or lessens out-of-sector support requirements for CSS elements.
c. The REMAB also provides a secure location for the ranger unit to conduct detailed planning and
coordination with the controlling headquarters staff. In the REMAB, the ranger force commander
conducts rehearsals, refines and modifies plans, determines PIR, and coordinates with the proper
intelligence source to receive that information. It is in the REMAB that specialist augmentees to
the ranger force are integrated into the unit, if they have not already joined. Specially trained
supporting units, such as aviation and communications elements, also join the ranger force at the
REMAB. The REMAB must provide--
(1) Access to the controlling headquarters staff.
(2) Physical security of billeting, planning, maintenance, and communications areas.
(3) Mess, billeting, latrine, and shower facilities for the ranger force and its supporting
elements.
(4) Access to a C-141 or C-130 capable airfield, possibly with all-weather operations.
(5) Access to secure communications and processed mission intelligence.
3-8
(6) Access to rehearsal areas where sites can be built and live-fire rehearsals can be
conducted.
(7) Access to the unit locations of major supporting elements, such as naval landing craft or
Army aviation units.
(8) An external security force and an active counterintelligence agency.
(9) Vehicular transport for troop lift, equipment transfer, and administrative use.
(10) Access to maintenance support facilities.
(11) Medical support facilities to augment the ranger force medical personnel.
(12) Covered area to allow for packing of parachutes and rigging of airdrop loads.
d. The ISB is a more austere location. Elements of the ranger force deploy to an ISB to perform
final planning, coordination, and task organization. The unit's organization and composition are
finalized for movement to the objective area. The ISB is normally not occupied for long periods.
Ranger units may deploy to the ISB from the REMAB or CONUS. Deployment to the ISB is more
common when terrain or distance precludes insertion to the objective area directly from the
REMAB or CONUS. Quick-reaction missions often involve the use of an ISB. Facilities needed at
the ISB are limited to the following:
(1) Austere messing arrangements for the combat elements of the ranger force and its
attachments.
(2) Austere billets or rest areas.
(3) Water point.
(4) Fuel for aircraft and vehicles.
(5) Areas for test firing of weapons.
(6) Covered and concealed areas for assembly of the ranger force and rigging of parachutes
and door bundles.
(7) Austere airfield support facilities, possibly capable of all-weather operations.
(8) Remote location far away from civilians or traffic routes.
(9) Security and counterintelligence elements.
(10) Secure communications.
e. The REMAB and ISB should be located in an area similar in terrain and climate to the objective
area. Time spent at the REMAB or ISB lets the ranger force begin acclimatization. Ranger units
train yearly in all climates and emphasize physical conditioning. This allows acclimatization
quicker than units not as well trained or conditioned. However, ranger units still need an
acclimatization period if the terrain and climate of the objective area are different from that of their
CONUS base. Not enough acclimatization means that the ranger force could be less efficient,
3-9
especially when the objective area is hot, dry, or at a great altitude.
3-10
FM 7-85 Chapter 4 Insertion, Extraction, Escape, and Evasion
CHAPTER 4
Insertion, Extraction, Escape, and Evasion

Insertion is the entrance of a ranger force into a hostile area to execute a particular mission. It is the first
critical phase of a ranger operation. These operations often involve deep penetrations of enemy territory
by air, water, or land. This chapter emphasizes fundamentals and techniques employed by ranger units
when their mission requires insertion and extraction. Extraction is conducted quickly after the mission to
avoid casualties.
4-1. Intelligence.
a. Insertion plans are based on timely and accurate intelligence. The headquarters directing the
operation must provide current intelligence information to the ranger force. The ranger regiment
normally takes action to solicit required information from the controlling headquarters and from
other agencies, if security permits. The type of intelligence needed varies depending on the
specific mission, but normally includes the following:
(1) Current photographs from aerial or overhead reconnaissance.
(2) Detailed maps.
(3) Data on the population, terrain, and weather from area studies.
(4) Current enemy order of battle, enemy troop locations, and enemy capabilities.
(5) Details on the target area and infiltration routes.
b. To meet its need for current intelligence, the ranger force also relies on aerial reconnaissance
and surveillance of the terrain over which it will move. Emphasis is on getting information on the
enemy's ability to detect and engage the inserting forces. The location and abilities of air defense
radar and weapons systems are critical. Terrain analysis is detailed and focuses on areas suitable
for the insertion. Weather information must be detailed and current.
c. In getting information and intelligence data, OPSEC measures are stringent and must be
enforced. Coordination with other agencies is kept within security constraints approved by the
directing headquarters.
4-2. Deception.
There are always plans to deny the enemy knowledge of the ranger unit's insertion, or to deceive him as
to the location or intent of the operation. Feints, false insertions, and other deception operations all add to
4-1
ranger deception plans. Selection of unexpected means, time, place, and routes of insertion, as well as
use of speed and mobility, give less reaction time to the enemy. Planning may include the use of
diversionary fires to direct the enemy's attention away from the inserting unit. Deception techniques that
may be used include--
a. Multiple airdrops, water landings, or both. This precludes the entire force from becoming
engaged at the same time and place, if detected.
b. Dispersion of insertion craft (air or water) both in time and location.
c, Landing a force in an area closer to other potential targets than to the actual targets.
d. Leaks of false information and false messages.
e. False insertions or radio traffic to disguise actual insertions.
f. Diversionary actions such as airstrikes in other than the target areas.
g. Increased reconnaissance flights, either by manned aircraft or remotely piloted vehicles, over
false targets.
4-3. Speed and Mobility.
a. Speed of action must be emphasized when the enemy can react quickly to the ranger force
presence or when there are limited means of withdrawal. The operation must be conducted swiftly,
allowing the ranger force to withdraw before the enemy can react.
b. Major problems facing ranger units are the need for speed and mobility, and the heavy loads
carried by soldiers for sustained operations. Ranger units are required to be flexible and to be able
to react to any problem within the objective area. However, if equipment is carried to cover every
encounter, the load will become too heavy. This will reduce the speed and mobility of the ranger
unit. The ranger force commander must always have a balance between the equipment carried and
the mobility of his unit. He does this by making three different types of loads: fighting, mission,
and existence. He decides what items will make up these loads, where they are carried, and what
will be done with them upon contact with the enemy.
(1) The fighting load consists of those items of equipment, weapons, ammunition, food, and
water that are common to all soldiers and are necessary for immediate use in combat. These
items are normally carried and are retained at all times while in contact with the enemy.
(2) The mission load consists of those items of equipment or ammunition that are required
by the mission, but are not normally carried by all rangers in a unit. The load may include
spare batteries, demolitions, radios, antitank weapons, or mines. This load is normally
spread out among members of the unit and is rotated often. It may be dropped upon enemy
contact, but is normally carried to the objective and either used or emplaced there.
(3) The existence load consists of any items designed to provide protection from the
elements: sleeping gear, changes of clothes, spare rations, or tentage. This load may or may
not be brought into the objective area, depending on the tactical situation. If it is brought, it
is normally dropped upon enemy contact or left in an assembly area and retrieved later.
4-2
4-4. Stealth.
Methods and steps chosen for insertion must emphasize stealth and try to avoid detection by the enemy.
Multiple routes or methods of insertion may be used to preserve the ranger force if some soldiers or units
are seen.
4-5. Suppression.
Effort must be made to suppress enemy detection devices, weapons systems, and command and control
facilities. This may include electronic countermeasures or direct attack. This helps prevent the enemy
from finding and engaging the ranger force en route to the objective area. Deception tactics add to
suppression activities. If the ranger force is inserting by infiltration, suppression must not disclose
friendly activities.
4-6. Security.
Emphasis on OPSEC prevents compromise of an impending operation. The operation must not be
disclosed by overt rehearsals or training activities, the open use or procurement of special items of
equipment, or the location of the marshalling area. Several measures can help in maintaining security:
a. Guarded and secure facilities for the headquarters and staff during planning.
b. Issue of operation orders only after units are moved to secure marshalling areas.
c. Alerts, rehearsals, and training to get the local people used to conditions that will exist during
actual marshalling.
d. A secure facility set up to isolate units selected for an impending operation.
4-7. Night vision and electronic devices.
a. Rangers use night vision devices to detect and avoid the enemy's forces and his detection
devices. These devices also assist in controlling and speeding movement and allow units to
traverse almost impassable terrain.
b. The use of electronic homing devices permits precise navigation during reduced visibility.
These devices may also be used with visual marking systems.
c. Passive night vision devices are used to assemble rapidly and to reorganize.
d. The use of active night vision devices in assembling, and the degree to which drop zones or
assembly areas are "sterilized," depends on the following:
(1) Mission success may depend on not being seen during insertion. When a clandestine
insertion is made, the time needed to get to the objective will normally be greater, the use of
passive devices will prevail, and the sterilization of the area will be vital. Each ranger must
be briefed on sterilization plans and techniques for erasing signs of the insertion.
(2) When detection is likely and the mission depends on getting to the objective before the
4-3
enemy can react, speed becomes crucial to the success of the insertion. Insertion may be
near or on the objective. Rangers must get in and out quickly. They do minimum
sterilization of the area and can use active RSTA devices.
4-8. Rehearsals.
Rehearsals should be close to the actual conditions of insertions and extractions. Security of rehearsals
and rehearsal sites is important to the success of the operation. Rehearsals are held on terrain and
structures like those in the objective area. If such structures are not available, they are built by the ranger
force and the RSE with its supporting engineers.
4-9. Sand tables and terrain models.
Sand tables are useful to acquaint personnel with insertion sites and surrounding terrain. The use of sand
tables and terrain models during the issuance of prejump orders and briefings enhances an orderly and
speedy tactical assembly.
4-10. Communications.
Reporting during insertion and extraction missions is normally by exception, using an operations
schedule.
4-11. Planning insertions.
a. Centralized planning. Planning for insertion of ranger units is centralized at the lowest level
responsible for the overall operation. This is normally at the joint task force level, with detailed
coordination required among all supporting forces. These forces may include other Army
elements, USAF, United States Navy (USN), United States Marine Corps (USMC), other US
agencies, and allies. Preparation must include detailed contingency planning for use of firepower,
shock effect, speed to break contact (if detected), control measures, procedures, and planning.
When planning takes a long time, intelligence must be continually updated through all available
sources. This includes overhead photography and ground sources to ensure that the initial planning
data are still current. Planning stresses the use of deception. Escape and evasion plans, external
communication nets, and the location of caches must be known to leaders at all levels.
b. Reverse planning sequence. Insertion planning is done in the reverse planning sequence with
the ground tactical plan being prepared first. Actions at the objective serve as the basis for the
landing and assault plan, the plan for insertion and movement, the loading plan, and the plan for
marshalling. All plans are interrelated. Some may be developed at the same time. Consideration of
the factors of METT-T guides all planning. Special considerations that apply to these operations
are:
(1) Mission. The nature of actions at the objective and requirements for special items of
equipment and nonorganic personnel impacts on how the unit inserts. When the mission
requires rapid deployment, the fastest method of insertion may be needed. In other
operations, where success of the mission depends on maintaining secrecy, speed may be less
important.
4-4
(2) Enemy situation. Enemy disposition, strength, and security measures along the route(s)
near the objective area affect the method of insertion to be used. Planners must take into
consideration whether the enemy:
(a) Uses RSTA detection devices or not.
(b) Has a strong air defense system or possesses air superiority.
(c) Has gaps between his defensive positions.
(3) Terrain and weather.
(a) Topography. Terrain such as mountains, swamps, or heavy forests favors land
infiltration. Deserts, arctic regions, and open prairies favor air or water insertion.
Areas not inhabited or with a friendly but scattered population favor land infiltration.
A heavily populated area, or one which contains large enemy forces, favors air or
water insertion. Hydrography--tides, currents, surf, reefs, and sandbars--must be
considered when planning water insertion.
(b) Weather. Bad weather with reduced visibility and high winds favors land
infiltration, and adversely affects air or water insertion. Limited visibility favors land
infiltration; good visibility does not. Adverse weather aerial delivery systems
(AWADS) lessens the impact of reduced visibility as a limiting factor on air
infiltration. High winds may preclude airborne insertion.
(4) Troops. The number of men to be inserted and their level of training may be limiting
factors. A need for special skills may call for use of nonranger unit personnel whose
physical stamina and ability to perform many infiltration techniques may not equal that of
the rangers. Whether supporting forces and special items of equipment are available must
also be considered.
(5) Time. The main concern is whether the ranger operation is quick-response or
deliberate-response. During a quick response mission, planning, preparation, and rehearsal
time is short. The timing of the insertion is crucial with respect to weather, the enemy, and if
an insertion craft is available.
4-12. Air insertion.
The most rapid form of insertion is by air. Rangers and equipment can be delivered by parachute
(static-line or freefall technique), fixed-wing aircraft (airlanded), or helicopter (airlanded, parachute, or
rappeling).
a. Suppression of enemy air defense along the insertion corridor may be necessary. The USAF will
normally assume the major responsibility for suppressing enemy air defense artillery (ADA)
capabilities that may interfere with the inserting forces. This is done by a variety of sophisticated
electronic countermeasures applied against enemy equipment and by strikes against known enemy
positions. Army fire support elements, special electronic mission aircraft (SEMA), and ground
jammers may participate, as well as Navy aircraft, jammers, and gunfire.
(1) A main danger area is the forward edge of the battle area (FEBA) or frontier areas where
4-5
the enemy employs most of his sophisticated weapons systems and air defenses. Other
dangerous areas are population or troop concentration areas behind enemy lines protected by
point air defense systems.
(2) Since the majority of the enemy's detection devices and air defense weapons may be
located near the point of entry, fire support, smoke screens (even at night), and suppressive
measures may be critical. The use of special items of equipment may be needed to counter
the enemy's RSTA effort.
(3) Long-range fires (artillery and naval gunfire) should be planned on known and suspected
enemy antiaircraft locations and on prominent terrain features along the route(,s). Once
beyond the FEBA, inserting units may be beyond the range of conventional indirect fire.
More reliance will then be placed on air assets for fire support and electronic
countermeasures.
b. There must be close coordination between the ranger unit and the transporting unit. What the
transporting unit does during the insertion has a great impact on the success of the mission. To
decrease the chance of detection, maximum use is made of periods of reduced visibility and
tactical cover and deception. Drop zones and landing zones are chosen behind tree lines, in small
clearings in forests, or on other types of terrain not easily seen.
c. All flight routes over enemy territory should be planned in order to avoid occupied areas and
enemy air defenses. Routes should complement the cover and deception plan. They should avoid
giving away final ranger objectives.
d. In-flight emergencies, mainly in deep-pedetration flights, should be considered, The ranger
force receives a preflight briefing on the route to be flown and is informed of checkpoints along
the route. Simple ground assembly plans for contingencies are set up before enplaning. In an
emergency, the leader of the unit involved decides whether to continue the mission or abort. This
is based on METT-T factors, contingency plans, and distance to the objective as compared to the
distance to friendly territory. Contingency provisions for air and water rescue are made.
e. Deciding the DZ location is a joint effort. After receiving input from the air and ground
commanders, the joint task force commander makes the final decision. During air assault
operations, the ground commander is responsible for the overall process. After reviewing MEYF-T
factors, it may be determined that surprise is more important than speed, or vice versa. This may
determine the number, size, and locations of DZs and LZs.
f. Planning and preparation continue during the marshalling phase of any operation using air
delivery for insertion. A review must be made of items of equipment that are crucial to the ranger
force reaching its target area, accomplishing the mission, and returning safely. The need for special
supplies and equipment, their transport, the distance to be traversed, the delivery means, and
external support are all factors that enhance or reduce the chance for success. Once the means of
insertion has been decided, logistics planning continues with emphasis on requesting and
coordinating external support. The following must be considered:
(1) Detailed planning for mission logistical needs.
(2) Extra sets of key items of equipment to ensure redundancy and self-sufficiency of
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inserting units.
(3) Plans for accompanying, planned, and emergency resupply. The ranger force should
prepackage loads to meet specific contingencies. It should consider the use of supplies and
equipment already in the operational area.
(4) In quick-response operations, only manportable items of equipment needed to
accomplish the mission are carried. Plans and signals must be established for resupply of
key items.
(5) Specific plans to evacuate casualties.
(6) All attached personnel and augmentation equipment must be properly prepared for
movement.
(7) Provisions must be made for evacuating captured enemy equipment and personnel.
(8) All inserting units should be cross-loaded. Items to be considered in a cross-loading plan
are the ground tactical plan, the assembly plan, the configuration of the DZ, the light route
and formation of the aircraft, and the number of aircraft available. Cross-loading ensures
that key leaders and equipment--for example, door bundles--are evenly distributed
throughout the assaulting force. If one or more aircraft abort or are shot down, some key
leaders and equipment will still arrive at the DZ. This permits mission accomplishment.
Cross-loading aids rapid assembly on the DZ in support of the ground tactical plan. If a
ranger is to assemble near the leading edge of a DZ, he is loaded on the aircraft to exit near
the front of his stick.
(9) A bump plan is used if an aircraft should abort while still on the ground and there are no
spare aircraft. The bump plan ensures that key leaders and equipment are not left behind
when the main body takes off. If an aircraft aborts on the ground, key personnel move to
another aircraft and replace nonessential personnel. This concept promotes success on the
objective.
4-13. Airborne insertion.
a. During the planning phase of an airborne operation, there is no room for error in judgment. It
can be planned and conducted well only if there is a constant exchange of information. All
personnel involved must be informed of all changes in plans, times, and locations.
b. The reverse planning sequence is the key to the success of an airborne insertion. Most of the
planning is based on the ground tactical plan, followed by the air movement plan to support it.
c. The USAF is responsible for flight planning, initial point (IP) selection, and crew procedures
throughout the flight. The senior ranger in the aircraft must remain oriented and keep abreast of
any last-minute changes. He must coordinate with the aircraft commander.
d. Most airborne insertions are made at either very high altitudes (HALO/HAHO) or very low. For
combat operations, drop altitudes may be less than 500 feet above ground level (AGL), depending
on the type of parachute used.
4-7
e. In airborne insertions, emphasis is on the use of special delivery or navigational techniques since
normal insertion is during periods of limited visibility.
(1) Adverse weather aerial delivery system.
(a) A self-contained navigational system in some USAF C-130 aircraft is AWADS.
The system allows the aircraft crew to fly a specific route to a DZ during darkness or
bad weather. The system works with a Doppler radar that determines the ground
speed of the aircraft, and an AWADS computer programmed with special flight route
information (start point, route, checkpoints, wind speed and direction, and air speed).
These two instruments show where the aircraft is in relation to the programmed
checkpoints. This eliminates the need for airdrops under visual weather conditions.
(b) Only certain aircraft in formation are equipped with the actual AWADS device.
Other aircraft are equipped with station-keeping equipment (SKE). This SKE consists
of a computer that tells the aircrew where their aircraft is in relation to other aircraft
in the formation.
Figure 4-1. AWADS abd SKE aircraft formation.

(c) Airborne insertions using AWADS give the ranger commander the ability to
airdrop personnel and equipment during low or zero visibility. This increases the
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safety of USAF aircraft. It protects them from visually tracked enemy antiaircraft
guns and non-all-weather fighters. It also uses adverse weather as a combat force
multiplier. Using AWADS, personnel and equipment may be inserted day or night
without a pre-positioned USAF combat control team (CCT) or an Army assault team.
Time length of the air train is shortened. The air corridor has to be cleared only once.
This enhances the element of surprise. The CCTs are brought in with the assault
elements. They are able to direct other low altitude parachute extraction systems
(LAPES), container delivery systems (CDS), and air-land or heavy drop missions.
Use of AWADS enables the ranger commander to conduct rapid, vertical
reinforcement of units threatened by an enemy attack during bad weather.
(d) The use of AWADS requires detailed planning, rehearsal, and close coordination
among the forces involved. Intense training of both USAF and Army personnel is
required.
(e) Personnel must be briefed on terrain through use of photographs, maps, and terrain
models. Limited visibility relies mainly on compasses and audible and visual
assembly aids.
(f) During reduced visibility, essential heavy-drop serials may precede personnel
aircraft. This reduces the time lag between personnel and heavy-drop chalks due to
the need to move friendly troops off the DZ. Remaining heavy-drop serials or LAPES
can be scheduled following P-hour.
(2) Reconnaissance teams.
(a) The operations of the main ranger force may be enhanced by use of
reconnaissance teams. These teams are inserted ahead of the main body to provide
early warning or to conduct reconnaissance of key objectives. If reconnaissance teams
are required at a point along the flight path or near the main DZ, they may be
cross-loaded on board any aircraft within the formation. They exit at planned times so
as to land as close to their objective as possible. Should such teams be required at a
point perpendicular to the axis of the main formation, one of the following is used:
Another flank aircraft delivers teams to designated points before or with arrival
of the main body.
Selected aircraft deliver the main body, turn, and then deliver the
reconnaissance teams.
The teams are cross-loaded as complete elements on aircraft delivering other
units whose flight path crosses the desired locations.
(b) Missions assigned to reconnaissance teams include:
Providing local security for a USAF CCT, in which case, by joint doctrine, they
form the Army assault team (AAT).
Establishing surveillance or blocking positions on likely avenues of approach
into the objective area or DZs.
Locating and marking targets or assembly areas for the main assault force.
4-9
(c) Reconnaissance teams may be inserted by static line or HALO/HAHO operations.

(d) If the reconnaissance element is to locate a specific target or objective, it may be
inserted up to 24 hours early. The longer the reconnaissance team remains near the
objective area, the greater the danger of it being seen.
(e) In order for the information to be used by the ranger force commander, secure
communications and a linkup plan must be prepared and rehearsed.
(3) Assembly.
(a) The ranger airborne force can conduct a quick assembly of combat power
(weapons, personnel, and command and control elements) on the DZ. Quick assembly
and reorganization is crucial because the unit is open to attack. Assembly must be fast
and precise. Assembly areas and plans are set forth after considering all the factors of
METT-T, mainly the location of the enemy, visibility, terrain, drop information,
dispersion pattern, and cross-loading.
(b) The number of assembly areas depends on the location of the DZ, size of the
assembly areas, and enemy's detection ability. Unit members move directly to the
assembly areas without breaching security. Dissemination of information to all
jumpers is the key to a successful assembly plan.
(c) For battalion-size or larger operations, general assembly areas are prescribed in
the ranger force OPORD. Company commanders select and designate the exact
location of their assembly areas. Although assembly area locations are
terrain-dependent, they are generally on the DZ if the drop is at night and off the DZ
if the drop is during daylight.
(d) Personnel chosen to carry assembly aids are cross-loaded in the center of their unit
sticks. Strong, aggressive leaders should jump first and last in each stick. Upon
landing, the leaders roll up their sticks toward the center, locate and move to the
proper assembly aid. They may also carry or wear assembly aids. Individual rangers
then follow these key personnel. During daylight operations, radiotelephone operators
(RATELOS) can display color-coded pennants on their radio antennas to facilitate
linkup with leaders. Key personnel may carry and jump with their own radios, and
also display color-coded pennants on the radio antennas. Key personnel and
RATELOs put their radios into operation before moving to assembly areas. For drops
occurring near dawn or dusk, both daylight and night assembly plans are required.
(e) When tactical vehicles or door bundles are dropped, they are normally marked
with panels, chemical lights, or strobe lights. The delivery parachutes are often
color-coded.
(f) A ranger force should be able to assemble on an unfamiliar DZ, at night, within 45
minutes of the final aircraft pass. Because most ranger operations are time-sensitive,
the unit normally moves from the assembly area to the objective when enough of the
force has assembled to accomplish the mission. A straggler control point remains at
the assembly area under the control of a designated leader. When everyone assembles,
4-10
or at a specific time, the leader moves to link up with the unit. If available, a radio is
left with the straggler control point.
(g) Assembly area security plans are prepared and disseminated. These plans must
address hasty defense, sectors of responsibility, observation posts, fire support, and
chain of command.
(4) Contact on the DZ. During the conduct of parachute insertion, rangers must be ready
for enemy engagement at all times. Rangers are open to attack on the DZ before assembling.
Just as contingency plans and chance immediate-action drills are developed, briefed, and
rehearsed for other chance enemy contacts, rangers must be prepared to execute
immediate-action drills for enemy contact on the DZ. The following actions are taken when
there is enemy contact on the DZ:
(a) Rangers immediately assemble in fire team-size groups and fight off the DZ to
designated assembly areas. Elements attempt to break contact and assemble.
(b) Assembly areas designated by commanders in the mission OPORD serve as
primary rally points.
(c) Alternate assembly areas (normally 2 to 5 kilometers from the DZ) are designated
in the mission operation order (OPORD). They are used by elements that cannot link
up or assemble in the primary assembly area. These elements continue with the
mission once assembled.
(d) During limited visibility, personnel should move directly and quickly off the DZ.
They must avoid mistaking other friendly elements for enemy, which could cause
firefights among friendly forces.
(5) Reorganization.
(a) The unit reorganizes according to plans, using designated assembly areas, aids,
and identification markings for personnel and equipment. Replacements are named
for key leaders or personnel who are lost or injured.
(b) Security teams assemble and move to their positions. Remaining units move
quickly to their assembly areas, carrying supplies and equipment.
(c) Subordinate leaders keep the commander informed during assembly and
reorganization.
(d) Runners may be used to report assembly status. This maintains radio silence.
Designated personnel quickly recover supplies and equipment and move to the
assembly areas.
(e) Reorganization is complete when all units have assembled or have been accounted
for, and control has been established.
(6) Pop-up technique. This involves close terrain flying until the DZ is reached, then the
aircraft quickly climbs to jump altitude. Special navigational equipment and aircrew training
4-11
are needed but may not always be available.

(7) HALO/HAHO. This involves high-altitude, low-opening and high-altitude,
high-opening jumps with high performance parachutes designed to maneuver the jumpers to
a specific point on the ground. During these operations, midair assembly procedures may be
used.
(8) Arctic. Airborne insertion in extremely cold conditions is difficult. Times allocated for
all parachute and equipment rigging must be increased. Rigging of individual equipment
must be IAW FM 57-220. Ahkios can be rigged, packed inside a double A22 container, and
dropped in platoon bundles. Because of the increased amount of individual equipment
needed, allowable cargo loads for USAF aircraft are reduced.
(9) Water. Because of a lack of suitable land DZs, or to avoid detection, rangers may
conduct airborne operations onto water DZs close to land. Procedures and techniques are
similar to land DZ operations.
(10) In-flight rigging. On long-range operations involving extended flight time to the
objective area, personnel may rig in flight. In-flight rigging requires detailed planning,
coordination, of all jumpers. A rehearsal of these procedures should be conducted before
deployment. Aircraft loads must be reduced to carry out in-flight rigging procedures. (See
FM 57-220.)
4-14. Air-land insertion (fixed-wing).
a. Planning factors. Most of the planning factors that apply to airborne insertion operations also
apply to air-land insertion operations. Most USAF aircraft cannot conduct air-land operations in
total instrument weather conditions. The AWADS equipment is accurate enough for airdrop
navigation, not air-land. Air-land operations are conducted, however, under conditions of
extremely reduced visibility. Specially trained USAF crews, using sophisticated navigational
techniques, can locate and land on small airfields in bad weather. As in airborne operations, ranger
reconnaissance teams, as well as specially trained CCT elements, can jump before the air-land
aircraft arrive. They emplace navigational and location markers to assist the pilots. Rangers may
rely solely on air-land operations for insertion. This method does not provide for delivery of the
force in the shortest time possible. Air-land insertions are normally in concert with an insertion of
airborne elements.
b. Time. Since turnaround time is crucial, loads in aircraft should be unchained as the aircraft
taxies. This also applies to personnel and seat belts. Aircraft should stop as close as possible to the
assembly areas where personnel and equipment are off-loaded.
c. Method. Air-land insertions normally begin after a ranger Army assault team (AAT) and a
USAF CCT have parachuted into the initial objective area and conducted reconnaissance, clearing,
marking, and security operations. The ranger ground force commander is the arrival airfield
commander. He has control over all arriving, taxiing, and departing aircraft (fixed-wing or rotary)
through the CCT, which locates near him. The ranger force command and control element is
usually on the first aircraft in and the last aircraft out.
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d. Security. Air-land operations concentrate large numbers of men and equipment, which presents
an open target to the enemy. The ranger ground force commander must ensure rapid off-loading,
assembly, dispersion, and movement toward the objective.
e. Communications. The ranger ground force commander must have secure radio
communications with the ground force, CCT, fire support elements, and higher headquarters. Wire
should be laid to connect ground command and control locations.
f. Operation duration. Depending on the factors of METT-T, the aircraft may remain on the
ground for extraction while the mission is being accomplished or take off at once. They may then
orbit, pending recall, or return at a prearranged time.
g. Extraction. Extraction of the air-landed ranger force is normally planned and accomplished like
an insertion, only in reverse order. A simple, yet effective, way must be found to see that no ranger
personnel are left in the objective area.
4-15. Air assault insertion.
Ranger air assault (air-land, rappel, or combination) insertions normally take place during limited
visibility. They quickly place the ranger force on, or close to, the objective. The ranger force (depending
on the mission) normally plans on fighting when it hits the ground, completing the mission, and then
being extracted. Air assault insertions need detailed planning, surprise, flexibility, speed, shock effect,
concentration of combat power, and precise timing.
a. Ground tactical plan. The reverse planning process is important. The ground tactical plan,
developed from the mission assessment, is the first planning area. All other planning begins from
this point. The ranger commander and his staff decide stated and implied tasks, and request the
proper helicopters for the mission.
b. Fire support plan. The fire support available to the ranger commander may be artillery, naval
gunfire, mortars, attack helicopters, and USAF or USN tactical aircraft. Because of the timing of
ranger air assault operations, preparatory fires are often not used. If they are used, enemy ADA
sites normally have priority.
c. Landing plan. This plan puts the ranger force into the objective area at the time, place, and
proper sequence to support the ground tactical plan. The ranger commander selects primary and
alternate LZs and the priority for landing. The exact location of an LZ is determined after a
detailed analysis of METT-T. Rehearsals are important. The ranger force must quickly assemble,
reorganize, and accomplish the mission. The senior ranger on each aircraft ensures that the
personnel on his aircraft offload at the correct LZ.
d. Air movement plan. The air movement plan provides for the coordinated movement of the
ranger force into the zone of action in support of the 'landing plan. Flight routes, air movement
tables, flight formation, altitude, and air speed should be considered. The ranger commander must
have secure in-flight communications with his subordinate commanders.
e. Loading plan. This plan supports the air movement plan and provides for the pickup zone (PZ)
setup and control. It sets priorities for the commander for loading personnel, equipment, supplies,
and cross-loading. Air-loading table, aircraft loading formations, bump plan, and rehearsals should
4-13
be considered.
f. Staging plan.
(1) This plan includes PZ selection and operation. The selection of PZs and LZs needs
planning and coordination for best use of air assault assets. Site selection in or near the
objective must be coordinated in person between the supported ranger commander and the
aviation commander. The tactical situation is the key factor in PZ and LZ selection. Other
factors are size of landing zones, surface conditions, ground slopes, approach and departure
directions, prevailing winds, obstacles, communications, cross-loading, aircraft command
and control, PZ and LZ markings, and rehearsals.
(2) The PZs are set up and secured about 15 minutes before touchdown of first aircraft. The
fire support plan must support the other plans. All supporting fires must be coordinated with
the air mission commander (AMC). Because of the depth of most objective locations, USAF
tactical aircraft will be the main fire support method. Orbit locations for fire support aircraft
must be planned.
g. Other planning considerations. These include escape and evasion, actions at the last LZ,
assembly plan, downed aircraft procedures, control measures, forward area rearm and refuel point
(FARP), weather delays, and deception plans.
4-16. Amphibious insertion.
Insertion by water may be by SCUBA, surface swimming, small boats, submarines, surface craft,
helocasting, or a combination of these methods.
a. Planning. Planning for waterborne operations must be thorough. The plan is decided upon
between the ranger commander, the transporting unit, and the joint headquarters directing the
operation. Plans must be made for all types of enemy action and weather while on board the
transporting craft. The transporting unit is given information on a need-to-know basis. Information
that could endanger the operation may be withheld until the mission is under way. Initial planning
includes:
(1) Time schedule of all events, from the beginning until the end of the joint operation, to be
used as a planning guide. Timing for each event must be exact; the success of the operation
depends on it. (See Figure 4-2)
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Figure 4-2. Waterborne insertion.

(2) Embarkation site, where troops and equipment are loaded on the transporting craft.
(3) Drop site, where the ranger force will depart the primary craft and load into smaller
boats.
(4) Handing site, where the unit will beach its boats, or land directly from amphibious craft.
(5) Loading, when loads are lashed and waterproofed IAW unit standing operating
procedures (SOPs). Inspections are important. A bump plan for key personnel and
equipment must be developed.
(6) Cross-loading, which will help preserve the ranger force. location of leaders,
crew-served weapons, and needed equipment are stressed.
b. Landing site.
(1) Beaches. Beaches are checked to find one that allows an undetected approach. Landing
sites that cannot be approached from different directions are avoided. Stretches of defended
or patrolled coastline should be avoided. If sand beaches are used, tracks and other signs of
4-16
operation that may compromise the mission should be erased. Rural, isolated areas are best.
The area behind the landing site should provide an assembly area and concealed routes for
exit.
(2) Barriers. Reconnaissance may find that good landing sites are not suitable because of
barriers between the site and the objective. Such barriers may be patrolled roads, large areas
giving little or no concealment, enemy obstacles or defensive positions, areas populated
with enemy sympathizers, or an area used for enemy troop maneuvers and training. Unless a
means of avoiding such barriers is devised, landing sites should be limited to those without
barriers.
(3) Other factors. Beach selection should also consider:
(a) The scheme of maneuver.
(b) Surprise.
(c) Enemy dispositions.
(d) Distance to the target.
(e) Landing and exit sites.
(f) Trafficability of the beach.
(g) Cover and concealment.
c. Routes. The route the transporting craft takes to the drop site should be planned to deceive the
enemy. A major change in the route immediately after the unit's debarkation could compromise the
mission. The route should be the same as a route that would be used in some other naval
operation--for example, minelaying or sweeping, or a naval patrol. An alternate route must be
planned.
d. Tactical deception. There should be other plans to deny the enemy knowledge of the insertion
besides the water approach route plan. Plans may include electronic countermeasures (ECM),
diversions, feints, ruses, or demonstrations.
e. Actions at the drop site. Some operations may permit landing directly from the transporting
craft. If not, primary and alternate drop sites must be set. The drop site should be at least 1,500
meters offshore to cover any noise in the loading and launching. If the enemy has a surface radar
capability, a drop site should be chosen to avoid detection. The drop site may have to be several
miles offshore or may need the use of ECM. The manner in which men, small boats, and
equipment are loaded must promote fast action at the drop site.
f. Navigation.
(1) Ship-to-shore navigation (to the landing site) may be done by dead reckoning. The
course may also be maintained by compass navigation, reference to a shoreline silhouette,
radar, or prearranged signals from the shore.
(2) Boat handlers, navigators, and other experts are relied on in various phases of the
4-16
transport operation.
(3) Lead reconnaissance teams or scout swimmer teams may be used to plant radar, radio, or
infrared buoys, or distinct, shielded lights. Boats may be equipped with radar reflectors or
beacons to permit accurate tracking.
g. Actions on the beach.
(1) Boats hold offshore while ranger scout swimmers move to a covered and concealed
position. After reaching the beach, they make a short listening halt. They check the beach
and the area immediately beyond the beach for enemy activity. Swimmers signal the force
"all clear," mark the landing site, and provide local security.
(2) When the boats land, chosen personnel move directly into covered and concealed
security positions. They prepare to defend the landing site.
(3) If the ranger unit is not carrying equipment, boats may be moved off the beach and
buried or camouflaged. If heavy equipment makes it hard to move the boats, chosen
personnel start unloading at once. The remainder of the force secures the landing site. Each
boatload moves into position under the control of a designated leader. Teams are positioned
with the best cover, concealment, and fields of fire available.
(4) The ranger force leader sets up a command post from which he can control the operation.
He may establish secure communication with his headquarters.
(5) Boats may be deflated and buried or camouflaged near the landing site or away from it.
If the boats are to be hidden near the landing site, a team may be chosen to dig holes or cut
brush for camouflage along with the unloading of the boats. A small team may be chosen to
sweep the beach to erase tracks and drag marks.
(6) The ranger force should be assembled and prepared to move within minutes after the last
boat lands. Every ranger must be briefed on the unit's plan should enemy contact be made
upon landing.
h. Insertion by air from ship.
(1) Helicopters from a ship can launch the ranger force from over the horizon and move at a
low level to the LZ.
(2) Helicopters may be vectored from ships to a landing zone. The aircraft may return to the
ship while the ranger force conducts the mission, they may orbit offshore, or they may stay
at the LZ. Other aspects of landing and assembling are the same as discussed for helicopter
insertions.
i. Helocasting. This form of insertion combines helicopters and small boats in the same operation.
It is planned and conducted the same as air assault operations, except that the LZ is in the water.
While helicopters are moving at low levels and low speeds, rangers drop small boats and jump into
the water. They then assemble, climb into the boats, and move to shore. Ranger elements are
usually assembled and loaded into the small boats within 20 minutes of the last ranger entering the
water. This type of operation is normally conducted during limited visibility.
4-17
j. Fire support. Fire support may be ship-to-air, ship-to-shore, air-to-ground, or ground-to-ground.

Specific missions include:
(1) Suppressing enemy air defense.
(2) Neutralizing enemy field artillery within range of boat or helicopter routes.
(3) Employing on-call fires against shoreline targets.
(4) Destroying enemy aircraft.
k. Contingency planning. The following must be planned for:
(1) Actions on enemy contact.
(a) En route.
(b) Helocast site.
(c) Flares.
(d) Aerial attack.
(e) Small arms fire.
(f) Indirect fire.
(2) Bump plan with priority to key leaders, crew-served weapons, and radios.
(3) Downed craft procedures.
(4) Escape and evasion.
(5) High surf.
(6) Adverse weather.
(7) Separation.
l. Rehearsals. The ranger force must rehearse all aspects of the amphibious insertion. This
includes boat launching, paddling, beaching and assembly, boat commands, and capsize drills.
4-17. Land infiltration.
Land infiltration to the objective may be the best way to complete a mission. This is normal when the
enemy has total air control or effective air defenses in the operational area to be penetrated, or when the
objective is close to friendly territory. Rangers can infiltrate over any type of terrain, in any climate.
However, thick forests, swamps, and broken or steep terrain offer the best chance for success.
a. Planning. There are many methods of infiltrating by land, and each has its good and bad points.
Plans are designed to get the infiltrating force to the objective area without being seen. Plans
should include:
4-18
(1) Selecting concealed routes for surprise and protection. Primary and alternate routes are
based on detailed map and aerial photo study, ground reconnaissance, and data from agent
reports.
(2) Avoiding obstacles, populated areas, silhouetting (when forced to cross obstacles or
ridge lines), enemy positions, main avenues of approach, and movement along often used
routes and trails.
(3) Selecting the time of infiltration to make use of reduced visibility, such as darkness, rain,
snow, and fog, and periods of reduced enemy alertness, such as early morning, holidays, and
times following protracted movement or combat. The time of the infiltration is important
during critical phases (crossing borders or passing through enemy troop concentrations or
populated areas).
(4) Using speed and stealth. All rangers must know routes, linkup points, alternate linkup
points, time schedules, danger areas, and actions on enemy contact and at linkup points.
(5) Centralizing planning and decentralizing execution. Centralized coordination must
ensure that units are acting IAW cover and deception plans. Control should be given to the
leaders of the infiltrating groups. Within their designated zones, these leaders select their
own routes and formations. Leaders control the rate of advance. When the enemy has
electronic detection devices, radio communications must be kept to a minimum. Key leaders
normally go with the group that is using the fastest lane or the lane least likely to be
detected.
(6) Seeding infiltration routes to the assembly area with unattended ground sensors. These
sensors can help the infiltrating force by reducing the chance of surprise contact during the
infiltration, and by helping in controlling the forward progress of the units.
(7) Planning for fire support, which must include coverage of routes, danger areas, assembly
areas, objectives, and PZs.
(8) Rehearsing actions at the objective, actions on enemy contact, actions at danger areas,
and movement techniques.
b. Movement. Land infiltration is conducted using one of three techniques:
(1) Movement in small groups along one axis. All members of the force use the best route.
Small groups are harder to detect, easier to control, and do not compromise the total force if
detected. This technique may take too long and it needs an assembly area or linkup point. If
the lead group is detected, other groups may be ambushed.
(2) Movement in one group. This technique has no reassembly problem. The same route is
used by all, making navigation easier. A large force can fight out of a dangerous situation
easier than a small one. It has no coordination problems between other infiltrating units.
This form of movement is easier for the enemy to detect. If the force is detected, the mission
may be endangered.
(3) Movement in small groups along several routes at the same time. This technique
avoids putting the total force in danger, is less likely to be seen, forces the enemy to react in
4-19
many locations, and makes it harder for the enemy to determine the size of the force or its
mission. Some groups travel over poorer routes and have problems of assembly, control, and
support; the capture of personnel may endanger the mission. Regardless of which technique
is used, ranger units normally move to reduce the chance of enemy contact.
c. Assembly area. Following movement into the general area of operations, infiltrating units
converge on the assembly area or linkup point. Assembly may begin at once after the passage of
lines, or it may take place at any time before reaching the objective. The infiltrating force must
remain undetected before assembly. If an infiltrating unit is seen at this time, the enemy may learn
the location of the assembly area, and the objective. It may take action to destroy the infiltrating
force.
d. Linkup point(s).
(1) Selection characteristics include terrain that--
(a) Is free of enemy troops.
(b) Offers cover and concealment from enemy observation and patrols.
(c) Does not restrict movement of friendly units.
(d) Accommodates the unit.
(e) Is easily identified.
(f) Offers escape routes to alternate linkup points.
(g) Offers concealment from air attack.
(2) Action sequence for occupying the linkup point.
(a) Halt short of the point.
(b) Establish local security.
(c) Conduct a reconnaissance of the linkup point.
(d) Occupy the linkup point.
(e) Emplace observation posts and listening posts.
(f) Link up with other groups.
(g) Conduct final preparations.
(h) Continue the mission.
(3) Security may be enhanced with the aid of devices such as night vision goggles and night
sights. Unattended ground sensors may be placed on likely avenues of approach into the
linkup point. Normally, only passive observation devices are used to assist in avoiding
detection.
4-20
(4) Plans must set a time schedule for actions at the linkup point. All unit members must
move in quickly, consistent with security, so that the unit may proceed to the objective rally
point (ORP) and on to the objective.
4-18. Stay-behind technique.
A ranger force can be positioned behind enemy lines by employing the stay-behind technique. In this
method, a ranger force allows itself to be bypassed as the enemy advances. This is done to allow the
ranger force to perform a specific mission. Stay-behind operations may require the concealment, or
cache, of supplies before the enemy bypass. Rangers may need to use captured enemy supplies. The
location of the assembly area and the plan for extraction are important parts of stay-behind plans.
4-19. Extraction.
The ranger force is normally extracted after the mission is completed. The enemy may also force the unit
to abort its mission and to call for extraction. Contingency plans must be made to extract a force under
enemy pressure, as well as one that is not in contact. Primary and alternate extraction sites are planned
and coordinated with all ,porting forces. Ranger operations are normally conducted against deep targets.
Extraction may begin with land movement but normally it includes the use of boats or aircraft. Plans may
include primary I alternate means of extraction.
a. Terrain.
(1) The terrain is important in choosing the point of extraction - for example, whether or not
the extraction site offers good cover from enemy direct-fire weapons and positions from
which the extracting force can suppress the enemy. Tidal conditions and PZ size must be
considered.
(2) Unlikely locations such as swamps, jungles, or mountain areas are often used for
extraction. Specially trained air and naval crews, using the latest extraction devices, make
such terrain useable.
b. Enemy.
(1) Extraction is best conducted without enemy pressure. However, such pressure could
develop during the operation. Detailed plans are made for emergency or contingency
extractions forced by the enemy as well as clandestine extractions not under enemy
pressure. If under pressure, units will have to use planned fire support to suppress enemy
weapons. At the beginning of the extraction with security posted to provide early warning,
the unit may start to thin out the same as with a night withdrawal. Ground security may be
relied on until the last unit withdraws under cover of suppressive fires.
(2) If enemy contact is made during an extraction, the commander must decide whether to
reinsert units or break contact and move to another extraction point. Fire support and
suppression are important and include suppressing enemy air defense by deception, ruses, or
decoys.
(3) The ranger unit may have special weapons systems or equipment to aid in the extraction.
Shoulder-fired antiaircraft missiles may be used to defend against enemy aircraft threatening
4-21
the extraction.
c. Extraction by air or water. Extraction by air or water is preferred when the resources are
available and their use will not endanger the mission. Other factors that favor their use are when--
(1) Long distances must be covered.
(2) Time of return is essential.
(3) The enemy does not have air and naval superiority.
(4) Heavily populated hostile areas block land movement.
(5) Ranger forces are burdened with prisoners of war,casualties, or critical items of
equipment.
d. Extraction by land exfiltration. Stealth and evasiveness are key elements of exfiltration. This
method of extraction is favored when--
(1) The enemy has air superiority.
(2) The enemy is able to prohibit air or water extraction.
(3) The distance to friendly lines is short.
(4) The terrain provides cover and concealment (for movement on foot) and limits enemy
mobile units.
(a) Multiple routes of exfiltration may be used to prevent destruction of the force if
soldiers or units are detected. Captured enemy vehicles and equipment may be used to
assist in the exfiltration.
(b) The ranger force may exfiltrate in one body or in small groups. Exfiltrating in
small groups avoids the time delay of assembly.
(5) The exfiltrating force is lightly equipped and not burdened with captured personnel or
material.
(6) The exfiltration route passes through an area occupied by friendly civilians or guerrilla
forces who can assist the movement.
(7) Areas along exfiltration routes are not inhabited.
(8) The enemy force is dispersed or is not able to concentrate against the exfiltrating force.
4-20. Escape and evasion.
a. A vital part of all premission planning is the development of en-route and post mission E&E
plans. Such plans enhance survival of the ranger force, and the transporting air or boat crews. The
ranger force commander is responsible for--
(1) Helping in the development of an E&E plan in coordination with all supporting agencies.
4-22
(2) Ensuring that all members of the ranger force and the supporting boat or air crew are
briefed on the E&E plan.
b. Each E&E plan is unique. Each situation has unique problems associated with E&E. The E&E
plan devised by the ranger force commander must address these problems, while profiting from the
individual abilities and training of the rangers and their supporting air and boat crews. The
following considerations apply to E&E plans devised during ranger operations:
(1) The plans enhance survival of personnel who can no longer accomplish their assigned
mission. The senior ranger in a group must decide if there are any remaining missions that
the group can accomplish. If not, then he must try to evade and escape enemy capture if
unable to link up and be extracted with the rest of the ranger force.
(2) Because of the depth of penetration behind enemy lines, most successful E&E plans may
involve either air or water movement away from enemy-held territory. The air and boat
crews supporting ranger operations are highly skilled and dedicated. If there is any chance
of a successful rescue, these forces continue to try to retrieve rangers escaping from an
enemy-held area.
(3) Rangers possess stamina and endurance. They can move a great distance (especially at
night) and over rugged terrain to reach an area where they can rendezvous with
search-and-rescue (SAR) aircraft or boats. Rangers are also resourceful and highly trained in
communication, stealth, and camouflage. This, coupled with their self-discipline, means that
successful E&E can be conducted over a great distance, through heavy concentrations of
enemy, and over a long period.
(4) Escape and evasion plans for ranger elements should include avoiding contact with the
local civilians. However, the aid of friendly insurgent forces may be enlisted. The ranger
E&E plan may also include the use of other special operations forces E&E networks that are
in place behind enemy lines. These nets must not be compromised by the volume of evaders.
c. Escape and evasion plans should be based on three phases:
PHASE ONE: That portion of the insertion following entry into the hostile zone where
personnel survival and recovery is the only thing considered. Should an aircraft or boat
carrying rangers be disabled during phase one, the ranking survivor assumes command. He
must consider E&E planning and the experience and skills of other survivors. He should be
concerned with the security of the mission, caring for wounded, and moving away from
enemy activity while contacting SAR elements for recovery.
PHASE TWO: That portion of the insertion that is near the objective and could permit the
ranger element to successfully pursue its mission. Although part of the E&E plan, actions by
the ranger force during this phase become a forced land infiltration rather than an E&E. The
senior surviving ranger must decide if enough personnel and equipment can be moved to the
objective area in time to accomplish the mission. If so, he must proceed, taking along any
surviving air or boat crew members. If not, he may proceed directly to the extraction point
and wait, or he may contact SAR elements for recovery.
PHASE THREE: That portion of the operation after mission accomplishment. It is a hard
4-23
time to escape and evade since the enemy is alert and reacting to the ranger forces. The
confusion caused by the violence of the attack, coupled with the rangers' ability to move
quickly cross-country away from the objective area, offers the best chance of a successful
escape and evasion. The surviving ranger elements that cannot be extracted can do one of
the following:
(1) Move over land at once to a PZ or beach for extraction by SAR elements.
(2) Move to an area where reentry into friendly lines can be made.
(3) Move to a neutral or nonaligned country where either internment or return to friendly
control can be effected.
d. Any plan for E&E should provide for the issue to each ranger of an area map, a covert means of
recognition, and a small compass. An emergency ration may also be included and any items
needed for the climate in that objective area. The ranger force commander must balance the need
for other survival equipment against the added weight and bulk involved.
4-24
FM 7-85 Chapter 5 Strike Operations
CHAPTER 5
Strike Operations
The ranger regiment conducts strike operations in support of the Air Land Battle. Ranger strike
operations are integrated into an overall plan designed to destroy, delay, and disorganize the enemy.
They may also cause him to divert a major part of his combat forces and power to rear area security.
Strike operations also help create an environment in which other special operations forces can operate.
Strike operations can complement air power in disrupting enemy forces in depth. They allow the theater
commander to regain the initiative and lead to decisive action.
5-1. Application.
a. The ranger regiment can conduct strike operations either as deliberate-response or

quick-reaction missions. It can be inserted into the area of operations by land, sea, or air.
b. Strike operations can be conducted throughout the depth of the battlefield in support of
conventional or unconventional warfare. Multiple strike operations can have a synergistic effect
and can create situations that help friendly forces seize and maintain the initiative.
c. Strike operations include raids, personnel and equipment recovery, and interdiction of lines of
communication. They are best accomplished by ranger units who use conventional techniques and
special skills. Strike operations vary in size. When well augmented and supported, the ranger
regiment can conduct strike operations deep in enemy territory using up to three battalions. Strike
operations normally are limited in time and may be conducted unilaterally or in conjunction with
other special operations forces or allied forces. They are normally ended by the extraction or
exfiltration of the ranger force.
5-2. Raid operations.
a. A raid is a strike operation conducted behind enemy lines against strategic objectives, targets of
high tactical value, time-sensitive targets, or key personnel and facilities in enemy rear areas. It
normally involves a swift penetration of hostile territory to confuse the enemy or destroy his
installations. Ranger units can conduct deep penetration raids when given the appropriate assets
for insertion.
b. A strategic raid by the ranger regiment would be directed by the NCA and conducted under the
OPCOM of a unified or JTF commander. An operational raid would be directed by the unified or
JTF commander and conducted by that command directly or under the OPCOM of a corps
commander. Typical targets would include:
5-1
(1) Command, control, communications, and intelligence centers at front level or combined
arms army level.
(2) Nuclear and chemical weapons storage sites and delivery means.
(3) Key logistical centers, warehouses, ammunition complexes, or fuel pumping centers
supplying logistical support to a specific front.
(4) Air defense and air traffic control integrating centers and air defense weapons sites.
(5) Key power generating and transmitting facilities, hydroelectric dams, and irrigation
systems.
(6) Key ports or rail complexes.
(7) Key installations or facilities, such as airstrips, buildings, bridges, dams, or tunnels.
c. The size of the ranger raid force is determined by a detailed analysis of METT-T. The unit
committed to the ground phase of the raid mission is kept as small as possible. It may be as small
as a ranger company or it could include all the battalions of the ranger regiment. The force must be
tailored to complete the mission quickly, violently, and with few casualties. The size of the force
may also be affected by the augmentation of specially trained personnel needed for that mission.
d. Raids are normally conducted in five phases. (See Figure 5-1).
5-2
Figure 5-1. Five phases of a raid.

PHASE 1. The ranger force inserts or infiltrates into the objective area.
PHASE 2. The objective area is then sealed off from outside support or reinforcement, to include
the enemy air threat.
PHASE 3. Any enemy force at or near the objective is overcome by surprise and violent attack,
using all available firepower for shock effect.
PHASE 4. The mission is accomplished quickly before any surviving enemy can recover or be
reinforced.
PHASE 5. The ranger force quickly withdraws from the objective area and is extracted.
e. This paragraph discusses the raid after insertion/infiltration. All considerations discussed in
Chapter 4 must be applied in order for the unit to get deep behind enemy lines. Upon receipt of a
raid mission, the following basics are emphasized:
(1) Maximum use of intelligence information. The gathering and dissemination of
information must be continuous and provided to the raid force even while en route to the
target area. To ensure mission accomplishment, the ranger unit must be kept informed of the
latest enemy developments in the objective area to prevent being surprised. Only then can
the full combat power of the rangers be concentrated at the decisive time and place.
(2) Plan development. The reverse planning sequence and the planning steps set forth in
FM 101-5 are followed in the plan development.
(3) Coordination. Coordination is through the operational headquarters with friendly units
(such as higher and supporting Army or joint headquarters, intelligence agencies) for fire,
RSTA, special equipment, and personnel and logistical support.
(4) Rehearsals. Rehearsals help validate all aspects of planning for the raid and ensure
precision in execution-They allow changes to be made in the plan before it is carried out.
f. A successful raid is ensured by--
(1) Launching the raid at an unexpected time or place by taking advantage of darkness and
other periods of limited visibility, and moving over terrain that the enemy may consider
impassable.
(2) Avoiding detection through proper movement techniques and skillful camouflage and
concealment to include taking advantage of natural cover of the terrain, and using
sophisticated equipment to detect and avoid enemy forces.
(3) Timing the operation as close as possible.
(4) Using all available support, both organic and nonorganic, to include use of special
weapons such as Air Force "smart bombs" and artillery cannon-launched guided projectiles,
with the ranger unit using laser target designators.
5-3
(5) Performing quick, violent, precise, and audacious actions that focus full combat power at
the decisive time and place.
(6) Disengaging quickly upon mission completion.
(7) Withdrawing swiftly using planned routes and including a deception plan.
g. Four functions are normally performed by ranger tactical formations when conducting a raid.
Each subelement is organized and equipped to do a specific part of the overall mission. Depending
upon the specific mission, nature of the target, enemy situation, and terrain, these four functions
are as follows:
(1) The command group controls movement to and actions at the objective. This unit
normally consists of the ground commander, other subordinate leaders in the raid
organization, and communications to support these leaders.
(2) The security element, whose organization is determined by the mission of the raid force,
size and type of enemy force and its mobility and state of alert, terrain and avenues of
approach into the area, and the time needed to seal off the objective area. The security
element may perform the following:
(a) Secure the ORP.
(b) Give early warning of enemy approach.
(c) Block avenues of approach into the objective areas.
(d) Prevent enemy escape from the objective.
(e) Provide overmatch for the units at the objective and suppressive fires for their
withdrawal.
(f) Provide short-range air defense.
(3) The support element provides the heavy volume of fire needed to neutralize the
objective. Because fires from this unit are violent and devastating, they must be closely
controlled to ensure the precision needed. On order or as planned, fires are lifted and shifted
to cover the maneuver of the assault element by suppressing enemy fire from the objective
or aerial fires. The support element may also be given specific locations to cover by fire in
support of the security element if an enemy quick-reaction force moves toward the objective
area. These may include routes into and out of the objective site, key terrain features, or
installations adjacent to the main objective. Once the assault has been completed, or on
order from the raid force commander, the support element displaces to the next planned
position. Organization of the support element is determined by the following:
(a) Size of the objective, the geography of surrounding area, and the enemy threat (to
include air) in the area. This element should be able to neutralize the objective (when
supported by air or naval gunfire) and to lift or shift fires either when the assault is
launched or when ordered by the raid force commander.
(b) Mission of the assault unit.
5-4
(e) Suitable firing positions.

(d) Size and nature of the enemy force in the objective area and those enemy forces
capable of reinforcement at the objective.
(e) Fire support from other units (air strikes, naval gunfire, surface-to-surface
missiles, and artillery fire).
(4) The assault element seizes and secures the objective and protects demolition teams,
search teams, prisoner-of-way teams, or other teams.
(a) The organization of the assault element is always tailored to the mission. Each
target area must be examined carefully. To assault, seize, and destroy an installation,
position, or equipment, the assault element could be organized into one or more
assault teams. The element's mission is to overcome resistance and secure the
objective and to destroy the installation or equipment. Other specialized teams may
also be needed. For example, sniper teams could be needed to remove key sentries.
To capture prisoners, liberate personnel, and seize or destroy equipment, the assault
element could be organized into assault teams, prisoner teams, search teams, medical
teams, demolition teams, or breach teams.
(b) To destroy a point target or installation in a heavily defended area where the
USAF cannot get close en to be effective, the assault element might be organized with
one small team equipped with laser target designators. From covered and concealed
positions, members of the team could then provide guidance for USAF delivery of
laser-guided munitions from a safe distance.
h. The site chosen for the raid LZ or DZ must support the planned actions at the objective. There
are two options when choosing sites:
(1) The ranger force can land on or near the objective and seize it before the enemy can
react. (See Figure 5-2.) This avoids forced marches over land carrying heavy combat loads.
If there is no suitable landing area near the objective, or the enemy has a strong reaction
force nearby, this option is not favored.
5-5
Figure 5-2. Airborne landing on the objective.

(2) The ranger force can land unseen far from the objective. It then assembles, reorganizes,
and moves into an ORP near the objective. (See Figure 5-3.) The objective is seized after
security and support elements are in place. This option makes coordinated action easier by
setting up control of small units before engaging the enemy.
5-6
Figure 5-3. Airborne landing distant from the objective.
5-3. Interdiction operations.
a. AirLand Battle doctrine set forth in FM 100-5 is a shift in emphasis toward keeping the
initiative in battle. The deep battle seeks out enemy elements separated from the main battle area
and attacks them before they can be deployed. Interdiction of selected enemy forces by attacking
them or blocking chokepoints hinders, delays, or interrupts the enemy's use of his lines of
communication; it denies him the use of certain areas; it destroys industrial facilities, military
installations, and equipment; and it stops or slows his advance along a particular route of approach.
The ranger regiment's ability to conduct interdiction is vital to execution of the AirLand Battle
doctrine.
b. Interdiction by ranger forces includes blocking or channeling approaches, holding key terrain
for a limited time. and destroying facilities.
c. Ranger forces conduct interdiction missions that supplement those conducted by long-range
Army and USAF weapon systems. Large-size ranger forces are normally used only when other
systems fail or are not available, and the target is of such priority that it must be attacked. Small
ranger laser target designator teams may work in concert with USAF or USN strike aircraft to
direct terminally guided weapons systems. Rangers should be directed against crucial interdiction
targets that disrupt, confuse, or delay the enemy and allow friendly forces to gain the initiative at
the forward line of own troops (FLOT).
5-7
d. Typical interdiction operations are--

(1) Destroying rail lines, switches, rail yards, and rolling stock.
(2) Destroying bridges, overpasses, tunnels, and truck parks.
(3) Closing mountain passes or routes in restricted terrain.
(4) Cutting oil or natural gas pipelines and destroying pumping and distribution systems.
(5) Destroying dams, locks, spillways, and flood control gates.
(6) Destroying rail transload points, switches, and yard engines.
(7) Destroying shipyards, dry docks, wharfs, lighters, cranes, and stevedore facilities.
(8) Destroying electrical generation facilities, power lines, transformers, and grid monitoring
centers.
(9) Destroying water pumping stations and filtration systems.
(10) Destroying radio and TV stations, phone lines, microwave terminals, satellite receiving
stations, and telephone exchanges.
(11) Ambushing enemy forces and personnel moving along lines of communication.
e. Considerations when using rangers for interdiction are:
(1) Insertion and extraction.
(2) Support resources available.
(3) Ranger force vulnerability.
(4) Target identification.
(5) Threat environment.
(6) Other or supporting means of interdiction.
(7) Command and control.
(8) Time and magnitude of the effect on the enemy forces at the forward edge of the battle
area.
(9) Collateral effects of target destruction.
f. Interdiction targets are not identified and attacked at random. They are part of an overall deep
attack plan to destroy or cripple an entire system. Interdiction is based on the assigned deep
campaign plan that directs which targets are to be attacked, by whom, the results desired, and the
priorities of attack for specific systems. Based on his plan, the ranger force commander selects
those ranger elements best suited to conduct the attack. Target selection, which requires detailed
intelligence and planning, is based on:
5-8
(1) Target criticality. A target is critical when its destruction or damage would have a
major influence on the enemy's ability to conduct or support operations. Each target is
considered in relation to other elements of the particular target system designated for
interdiction. The criticality of a target changes with the situation. For example, when the
enemy has few locomotives, a railroad bridge is less critical.
(2) Target accessibility. The ranger force must be able to insert into the target area. Terrain,
security controls, location, and means of insertion are considered when studying a target for
accessibility. systems. Based on his plan, the ranger force commander selects those ranger
elements best suited to
(3) Target restorability. The enemy's ability to restore a damaged facility to normal
operating capacity affects target selection. The enemy's repair and maintenance ability and
his reserve stocks must be considered.
(4) Target vulnerability. A target is vulnerable when it is open to attack by means available
to ranger forces. Vulnerability is affected by the nature of the target such as type, size,
disposition, and security. It is also affected by the means available to attack it such as
explosives, incendiaries, and special devices.
g. Key to the interdiction process is the ability to locate and evaluate target systems for attack and
the timing of the attack. A target system is a series of related functions that serve a common
purpose.
(1) A target is one element, installation, or activity identified for attack such as a
locomotive, train, bridge, or prison.
(2) A target complex is several targets in the same general area, such as a railway
marshalling yard, an airfield, or port and dock facilities.
(3) A target system consists of an industrial system and its sources of raw materials; the rail,
highway, waterway, or airway systems over which these materials are transported; the
source of power and method of transmission; the factory complex; and the means by which
the finished product is transported to the user. The targeting process is usually accomplished
in the special operations force cell at EAC and the battle coordination element (BCE) at
corps level.
h. Interdiction techniques include ambush, emplacement of conventional demolitions, target
designation for laser-guided munitions, and emplacement of beacons or sensors.
NOTE: The enemy surface-to-air threat normally precludes the use of an airborne platform for direct observation and
designation. This may be accomplished by the on-ground ranger force.
i. Through interdiction, ranger units are an ideal force to contribute to the Army's AirLand Battle
operational concept. This includes taking the initiative, moving quickly to strike deep in the rear of
the enemy, and defeating the enemy force beyond the FEBA. Planners and commanders must
ensure that the ranger units are used on missions that are synchronized to contribute to the overall
deep battle campaign. Strikes against critical targets must combine with efforts of other assets to
take the initiative from the enemy, limiting his flexibility, initiative, and momentum.
5-9
5-4. Personnel and equipment recovery operations.
Recovery operations are specialized raids to liberate imprisoned or detained personnel or to return certain
items of equipment to friendly control. These operations include recovering and extracting downed or
hijacked aircrews and political or military leaders. Rangers use surprise and combat power to overwhelm
resistance before harm can come to the detainees or prisoners.
a. Planning. The planning of personnel and equipment recovery operations is the same as for the
raid. The main difference is that the ranger force commander must plan for the extraction of the
recovered personnel and the loading and extraction of sensitive equipment. Personnel and
equipment recovery raids are often executed as quick-response missions. They normally require
the ranger force commander to plan and execute the recovery quickly.
b. Augmentations. This type of strike operation often requires that the ranger force be augmented
with nonranger personnel with special skills or abilities. Examples are medical personnel,
technical experts, mechanics or crew members trained in repair and retrieval operations, linguists
or translators, and other special operations force elements.
c. Organization. The organization of the recovery force is the same as for a raid. Sometimes
special teams are needed to perform certain missions involved in the recovery. This mission is
conducted aggressively, usually ending in close combat during darkness or other limited visibility
conditions. Reconnaissance teams may be inserted ahead of the ranger force to reconnoiter the
objective and to locate the detained personnel.
(1) All planning and execution takes place as described for the raid. The emphasis must be
on detailed, timely intelligence.
(2) Medical teams must be available to care for the detainees.
(3) The ranger personnel must be adept at searching and clearing of buildings.
(4) The ranger force must--
(a) Locate the specific building or area where the friendly detainees are being held.
(b) Gain entry into buildings, use stun grenades, and avoid obstacles and booby traps.
(c) Engage all enemy personnel using selective-kill techniques.
(d) Locate, identify, and secure detained personnel.
(e) Move personnel to a secured extraction site.
(f) Leave no detainees or rangers behind in the objective area.
d. Execution. The key to success is surprise and speed. The enemy must be assaulted when least
expected. The ranger force must ensure that friendly detainees are not harmed during the assault -
either by rangers or enemy personnel.
e. Extraction. The ranger force commander should plan for the extraction point to be as close as
possible to the point of recovery. This prevents the detainees from having to move cross-country
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or for the ranger force to transport bulky equipment long distances. For small groups of detainees
or small items of equipment, the extraction point can be further away. Recovery operations may
use any method or combination of methods of insertion and extraction (see Chapter 4). Close
planning and coordination is normally required with US Army, USAF, or USN aviation for both
delivery and evacuation of the target area.
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FM 7-85 Chapter 6 Special Light Infantry Operations
CHAPTER 6
Special Light Infantry Operations

Ranger units are normally employed on strike operations. However, broad US strategic needs demand a
wide range of other military abilities. The ranger regiment may conduct special light infantry operations
when larger conventional forces could not be used. The regiment conducts these operations using light
infantry doctrine, methods, and techniques.
These operations include, but are not limited to, movement on foot, military operations on urbanized
terrain (MOUT), passage of lines, ambush, and reconnaissance. Ranger units do not normally conduct
planned operations against enemy armored forces. Battlefield surprises or METT-T considerations may
cause ranger units to engage armored forces for short periods. The ranger regiment can conduct a
conventional light infantry defense for short periods. A defense is not normally conducted adjacent to
other friendly forces. It is normally a perimeter defense from which the unit then breaks out from
encirclement and links up with friendly forces.
6-1. Movement.
a. Most missions involve movement on foot in tactical operations. Ranger units infiltrating behind
enemy lines seek to avoid chance enemy contact. They choose the movement that allows them to
retain security and control. To avoid loss of surprise and initiative, casualties, and mission failure,
ranger units normally--
(1) Avoid chance enemy contact, if possible.
(2) Move on covered and concealed routes.
(3) Avoid likely ambush sites and other danger areas.
(4) Practice camouflage, noise, and light discipline.
(5) Maintain all-round security.
(6) Make unavoidable enemy contact with the smallest element possible.
(7) Retain the initiative to attack at the time and place of the ranger unit's choice.
b. In planning the movement of his unit, the ranger commander must consider all the elements of
METT-T and determine how they will affect the movement. He must determine the route,
formations, security measures, methods of command and control, location of key leaders and
weapons, and action to be taken on chance enemy contact.
6-1
(1) Routes. The ranger force commander conducts a careful route analysis, using the factors
of observation, concealment, obstacles, key terrain, and avenues of approach (OCOKA). He
chooses a route that maintains the security of the force while ensuring surprise. He tries to
choose a route that will avoid enemy contact and speed movement. The commander makes a
detailed route reconnaissance using maps, aerial photographs, and reports from persons
familiar with the area. If possible, he reconnoiters the route himself or uses a reconnaissance
team. He may have that team act as guides or mark the route using covert marking devices.
(2) Formations. Ranger units use the movement techniques found in current light infantry
doctrinal publications. The traveling, traveling overmatch, or bounding overmatch technique
is chosen based on the likelihood of enemy contact. The ranger force normally tries to avoid
detection and contact with the enemy while moving. The commander chooses a movement
technique that ensures that if unexpected contact were made, it would be with the smallest
element possible and not the entire formation. The distance between moving ranger
elements depends on the terrain, visibility, and enemy situation. March interval is normally
great enough to allow each succeeding element either to deploy or change direction if
enemy contact is made. Distances are close enough that each element could quickly assist
the element to its front.
(3) Security. Security is to the front, rear, and flanks when enemy contact is likely. A front
security element is placed well forward with adequate communications with the main body.
The security element is used to detect the enemy and warn the main body. The main body
then either changes direction or hides until the enemy is past. If the enemy does detect the
main body, the security element may be used to attack the enemy from the flanks or rear.
Flank security elements are placed next to the route of march. They move forward either by
alternate or successive bounds. An alternative is to have the security element moving
adjacent to the column along routes paralleling the direction of march. Rear security is
handled the same as front security. Plans are made for the rear guard to support the main
body during chance enemy contact. This is done either by maneuver or by furnishing
supporting fire.
(4) Command, control, and communications. All available communication is used,
consistent with OPSEC and movement security, to assist in maintaining control during
movement. March objectives, checkpoints, and phase lines may be used to aid in control.
The number of reports is reduced, normally only exception reports are needed. The ranger
force commander should be well forward in the formation but may move throughout as the
situation demands. Communications with security elements are mandatory. Operations
security often precludes the use of radios. Therefore, connecting files, runners, and visual
signals are normally used. Detailed planning, briefing, rehearsals, and control are valuable if
there is enemy contact. Alternate plans are made to cover all possible situations.
(5) Weapons. Rangers are placed within the formation to allow a mix of their individual
weapons to cover the front, flanks, and rear of the formation. Rifles, grenade launchers, and
light automatic weapons cover all sectors. Crew-served weapons such as machine guns,
antitank weapons, and mortars should be given designated locations within the formation.
This allows the element leader to employ them quickly. They should be placed near the lead
element, but not so close as to be engaged along with it. Crew-served weapons are used to
6-2
provide overmatch, especially when employing the bounding overmatch technique of

movement.
(6) Rehearsals. The ranger force, expecting movement as part of an operation, conducts the
following combat drill rehearsals:
(a) Conduct movement.
(b) React to enemy contact.
(c) Maneuver under fire (fire and movement).
(d) Cross danger areas.
(e) Break contact.
(f) Conduct a hasty ambush.
(g) Make a temporary halt.
(h) Establish a perimeter.
(i) Establish a rally point.
(j) Take actions upon consolidation.
(k) Use arm-and-hand signals.
(l) React to flares and indirect fire.
c. After a ranger force is inside enemy territory, it must be alert to avoid detection before reaching
the objective.
(1) Should the ranger force security element become aware of enemy presence, it alerts the
main force. The main force tries to move away without alerting the enemy and continues the
mission.
(2) If the enemy does make contact, the security element then engages the enemy, trying to
deceive him as to the size of the ranger force and its direction of movement. After breaking
contact, the security force divides into small groups and moves to a rally point to rejoin the
main force.
(3) The ranger force does not fight en route to the objective unless there is no alternative,
then it quickly breaks contact and moves away.
(4) Ranger units may need to set up a temporary defensive position for resupply, evacuation
of wounded, planning, or extraction. One technique that can be used is the temporary
perimeter defense.
(5) If the moving ranger force comes under indirect fire, it moves quickly out of the impact
area and continues the mission.
(6) The most effective means of combating an ambush is through the immediate return of a
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high volume of fire by all weapons. This requires alertness, discipline, dynamic leadership,
and rehearsed plans.
(a) Regardless of the method of movement, all weapons should be positioned for
immediate use. A well-executed ambush is hard to counteract. However, the
effectiveness of an ambush can be reduced by the immediate return of fire. Enemy
weapons may be silenced, thus creating weak points in the ambush position. Smoke
and high-explosive (HE) grenades are effective in executing counterambush actions.
They create confusion, provide a screen for movement, and disrupt the ambush plan.
(b) When all elements of a ranger force are not trapped within the ambush, the
elements that are free to maneuver should initiate an immediate flank or rear assault
against the ambush force. A flank assault permits better coordination with personnel
in the ambush. Supporting fires are provided by those weapons that cannot be hand
carried and fired in the assault.
(c) Specific actions against a near and far ambush are as follows:
Near ambush. Elements caught in the kill zone return fire at once and move
out of the kill zone. Elements not in the kill zone help by maneuvering and
conducting a flanking attack. The unit assaults the ambush position.
Far ambush. Those ranger elements not in the kill zone set up an overmatch
position and lay down a base of fire for the elements in contact. The elements
in contact move out of the kill zone and prepare to assault the enemy, using
individual movement techniques and fire and movement.
(7) The reorganization after enemy contact involves the use of rally points, plans for local
security, reorganization of the force, evacuation of dead and wounded, and movement based
on the unit mission.
6-2. Ambush operations.
a. Definition. An ambush is a surprise attack, from a concealed position. It is used on a moving or

temporarily halted enemy to destroy or capture him and his equipment. An ambush is a useful
tactic because--
(1) Small, well-trained, disciplined forces, with limited weapons and equipment, can destroy
much larger enemy forces.
(2) It reduces the enemy's overall combat effectiveness by destruction and harassment of his
forces.
(3) Enemy morale and effectiveness suffer heavily at little cost to the force executing the
ambush.
b. Execution. A successful ambush must be executed with precision, violence, speed, and audacity
of execution. For success, ambush operations must emphasize the following:
(1) Surprise. Surprise, more than any other single aspect, enhances the value of an ambush.
Surprise increases the potential for inflicting damage on the enemy with less danger to the
6-4
ranger force.
(2) Coordinated firepower and shock effect.
(a) Coordinated firepower is used for maximum shock effect. Massive volumes of
accurate fire, explosives, and mines, coupled with an aggressive attack, breaks the
enemy's spirit to fight back. Surprise increases shock effect and the chances for
success. Shock effect can cover unexpected defects in an ambush--for example,
ambushing a much larger force than expected.
(b) All weapons must be sited with interlocking fires in the kill zone and along likely
avenues of entrance or exit. Mortars should be used if the terrain permits. Tripods and
traversing and elevating mechanisms are normally used with machine guns to lock in
fires. All riflemen use firing stakes to mark left and right limits, and elevation stakes.
There is a tendency to shoot high in an ambush--especially at night. The M203
grenade launchers are sited to cover the dead space and routes of escape. When the
rules of engagement permit, plastic bags containing CS crystals may be taped to the
front side of Claymore mines.
(3) Control. Control is essential.
(a) Leaders must have contact with all members of their unit to alert them to the
oncoming enemy. Leaders should not move around the ambush site during this crucial
period. A method used to alert members can be to tie strings or vines to rangers' legs
or arms. By a series of light tugs, all members of the ambush can be alerted to enemy
presence.
(b) The leader must initiate the ambush with a casualty-producing device. A bank of
Claymore mines on a double-ring main is an excellent device to spring an ambush.
Other good techniques are to use a 90-mm recoilless rifle firing antipersonnel
(APERS) rounds or a machine gun. All must be under the direct control of the ranger
leader. Whistles or pyrotechnics must not be used. They will allow the enemy time to
react.
As soon as the enemy is hit, he reacts. The ambush force has only a few
seconds to destroy the enemy in the kill zone. He will quickly recover from the
initial shock and leave the kill zone--either with a direct counterattack or
withdrawal, Subsequent fires and other banks of Claymore mines must be
planned.
The leader always executes the ambush, except when a member of the ambush
knows he has been discovered. He then has the authority to execute--with
killing fire, not by yelling.
The cease-fire must be controlled by the ranger leader. A whistle or other
device may be used to get attention, and then cease-fire is signaled.
(4) Security. The flanks and rear of an ambush site are open to counterattack. Flank and rear
security may be enhanced by -
(a) Echeloning in depth.
6-5
(b) Designating sectors of observation.

(c) Positioning of RSTA devices.
(d) Enforcing noise and light discipline.
(e) Having a good withdrawal plan.
(f) Securing routes of withdrawal.
(g) Executing with speed and violence.
(h) Positioning security forces to sea] off the ambush area.
(i) Having good camouflage.
(5) Simplicity. A simple, direct plan improves the chance of success. The ambush plan must
be clear yet concise to offer the greatest likelihood of success. For example:
(a) Mission statements for security, support, and assault elements must be clear,
concise, and direct.
(b) Tasks to be performed by the ambush elements should be easy to understand.
(c) Contingency plans should be simple.
(d) Routes into positions and withdrawal routes should not cross. They should be the
shortest, most secure routes.
(6) Training and self-discipline. Precise and violent execution is how ranger units win
against enemy forces. All advantages must be exploited. Discipline must be strict. There
must be no sleeping, talking, eating, or smoking in the ambush site. If an ambush is to be set
up for long periods, then the elements of the ambush must be pulled back at set times to the
ORP for rest. Extended ambushes of 24, 36, or 48 hours require six- or eight-hour shifts. It
may take a company to man an extended platoon ambush position. Tired troops cannot man
an ambush well. Other vigorous operations cannot be performed all day and have an alert
ambush all night.
(7) Maximum use of specialized equipment. This includes the most sophisticated
weapons, communications equipment, and RSTA devices. The effectiveness of any mission
is enhanced by the use of this equipment.
(8) METT-T. Every ambush mission must be evaluated by the ranger commander IAW
METT-T to design an ambush that works.
(a) Mission. Clearly state the mission--for example, stop enemy resupply, ambush
enemy armor columns, or capture personnel or equipment.
(b) Enemy. State the type of enemy units--for example, guerrillas, main force,
logistics carrying parties, or armor units. What is the size of the force, its habits when
attacked, and type of support? What is the enemy night vision ability and expected
6-6
time of movement?
(c) Terrain. Is it wooded, mountain, jungle, or urban? Some good ambushes can be
set in a city or suburb. Are the routes available to the enemy suitable to his activity?
(d) Troops. Squads and platoons are the basic ranger ambush forces. An ambushing
force should be able to engage a force two to three times its size--but evaluate enemy
and terrain, A platoon ambushing an enemy tank company in daylight in open terrain
is risky. But engaging that same column at night or in a forest may give the ranger
platoon an advantage.
(e) Time. How long will it take to emplace the ambush? A complex, lethal ambush
with plenty of "dirty tricks" takes hours to set up; a hasty ambush on a trail takes 15 to
30 minutes. How long is the ambush to be in place? What hours of the day, or at
nighttime only? How soon must it be set up? Do not set up an ambush in
darkness--even if it is to be executed in darkness. Try to allow every ranger to '6see"
and "lay" in his weapon in daylight. Time is important.
c. Organization of the ambush force. A ranger unit conducting an ambush must be
task-organized to perform the following functions: assault, security, and support. The ambush
forces should be task-organized according to the TOE--by platoons, squads, and fire teams. The
TOE should not be changed to create smaller elements for an ambush. The TOE formations may
be reinforced with machine gun, recoilless rifle teams, or a 60-mm mortar squad.
(1) Assault. The elements assigned the assault mission either move directly into their
positions or through a release point. The mission may include any combination of the
following:
(a) Conduct the main assault.
(b) Halt an enemy's motorized column or any moving target,
(e) Kill or capture personnel.
(d) Recover supplies and equipment.
(e) Destroy vehicles and supplies.
Search teams are not always used. The ranger leader must decide how and when to
use search teams. When rangers leave the security of their well-chosen, concealed
ambush position, they are subject to the fires of the enemy who may also be hidden
and ready. If it is at night, do not throw tripflares or shoot illumination to light the
search area as this will illuminate and expose rangers to the enemy. Always assume
there is hidden enemy--the ambush will not kill them all. Night observation devices
(NODs) or a red filtered flashlight taped to M16s should be used to quickly search in
ranger buddy teams. If the return fire from the enemy is great or if the ambush missed
the main body, then the leader may choose to break contact and leave without
searching the kill zone.
(2) Security. The elements assigned the mission of security may move to their positions
6-7
directly or by way of a release point. Their missions may include any or all of the following:
(a) Secure flanks, rear, or ORP.
(b) Provide early warning.
(c) Seal off the kill zone to prevent the enemy from escaping or reinforcing.
(d) Assist in executing the ambush.
(e) Cover withdrawal of main ambush force.
(3) Support. The units assigned a support mission provide fires that may include
employment of--
Heavy automatic weapon fires.
Antitank fires.
Mortar fires.
Mines.
Flame munitions.
d. Ambush site.
(1) Choose an ambush site. When choosing an ambush site, all sources of information must
be used to enhance surprise, exploit the enemy's weak points, and take advantage of the
terrain. An analysis of the terrain is also based on the other factors of METT-T to include
maps, aerial photos, and, if possible, personal reconnaissance. Emphasis is on--
(a) Natural cover and concealment for the ambush force.
(b) Routes of entry and withdrawal (at least two) that should be direct and easy to
reach.
(c) Good observation and fields of fire.
(d) Harmless-looking terrain.
(e) Few enemy escape routes.
(f) Limited enemy reinforcement ability.
(g) Nearby assembly or rendezvous area.
(h) Terrain that will canalize enemy into kill zones, and natural obstacles to keep him
there.
NOTE: Try to select a site covered by friendly supporting indirect fires.
(2) Take advantage of the terrain. Emphasis must be on exploiting all natural cover and
concealment afforded by the terrain. Site the ambush and individual positions based on the
terrain rather than trying to adapt the terrain to a fixed geometric design.
(3) Restrict enemy movement. Restricting enemy movement by natural or man-made
6-8
obstacles should also be planned.

e. Types of ambushes.
(1) Ambushes have two categories for ranger purposes--area ambush and point ambush.
(a) Area ambushes may be set up by ranger platoons, companies, or battalions. They
are used to interdict enemy movement in a given area or inflict casualties on his
forces. Area ambushes consist of a series of point ambushes. The size and location of
the ambushes are dictated by the METT-T analysis.
(b) Point ambushes are set at the most ideal location to inflict damage on the enemy.
Such ambushes must be able to accept the enemy force from more than one direction.
The ranger force levels may enable it to execute an ambush in two or three main
directions. The other directions must be covered by security that gives early warning
of enemy attack.
(2) The basic ambush is linear (Figure 6-1). An ambush is set on an expected avenue of
approach. This ambush can accept contact from three basic directions--left, right, and front.
The rear is secured by a security team.
Figure 6-1. The linear ambush.

(3) A variation of the linear ambush is the L-shaped ambush (Figure 6-2). The L-shaped
ambush is formed with the base (bottom) of the L perpendicular to the expected enemy
direction of advance. This is a good ambush for a road, jungle trail, or an area where the
enemy is canalized and his approach route is known. The L-shaped ambush can handle an
enemy coming from the expected direction (toward the base of the L) from the front (stem
6-9
of the L). It is less effective against an enemy formation that comes from the opposite
direction. The ambush must be executed when the enemy main body has cleared the base of
the L. The flank security must protect the rear of the base of the L. In the L-shaped ambush,
weapons must be sited to avoid direct or ricochet fire into friendly forces. The security
elements must be considered as fire fans are being planned.
Figure 6-2. The L-shaped ambush.

(4) Other ambushes (the Z, the X, the V, and so on) are all variations of the linear and L
formations (Figure 6-3). The more advanced ambush formations are difficult. Units must be
expert in the basics before they are ready to employ such techniques.
6-10
Figure 6-3. Other ambush variations.

(5) Another type of point ambush is the mechanical ambush (Figure 6-4). It consists of
Claymore mines set in series with a double-ring main. It is command detonated or detonated
by a triggering device activated by the enemy. Mechanical ambushes are normally manned.
Rangers prepare to engage the enemy with direct fire if the mechanical ambush does not
detonate or if it is wholly or partially ineffective. Mechanical ambushes are an effective way
to interdict a large area using a small ranger force. If the mechanical ambush is effective and
6-11
rangers do not reveal their presence, the enemy is confused. This has a devastating effect on
his morale and effectiveness.
Figure 6-4. The mechanical ambush.

f. Execution of the ambush.
(1) Occupation. Stealth and security are important factors.
(a) Position security teams and early warning detection devices first.
(b) Use the rest route to main ambush position consistent with security.
(c) Quickly occupy the ambush position and set up communications and signaling
devices.
(d) Position key weapons (automatic and antiarmor).
(e) Rig Claymore mines, tripflares, and booby traps.
(f) Ensure that all weapons are correctly positioned. Assign sectors of fire to provide
mutual support and cover dead space.
(2) Camouflage. Each man must be hidden from the enemy, During preparation for the
mission, each man camouflages himself and his equipment, and secures his equipment to
prevent noise. At the ambush site, positions are prepared with minimum change in the
natural appearance of the site. All debris resulting from preparation of positions is concealed
to prevent evidence of occupation.
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(3) Movement. Movement is kept to a minimum. The number of men moving at a time is
closely controlled. Every man is as quiet as possible, especially at night. Light discipline is
rigidly enforced at night. Smoking is forbidden.
(4) Signals. Audible and visual signals, such as whistles or pyrotechnics, must be changed
often to avoid setting patterns and alerting the enemy. Three or four simple signals are
needed to execute the ambush. Signals are used to--
(a) Provide early warning of an enemy approach. A signal by the security force to
alert the patrol leader to the correct direction of enemy approach may be given. This
includes arm-and-band signals, radio, or field telephone.
(b) Initiate the ambush. This may be the detonation of mines or explosives, Fire is
then delivered at once in the heaviest, most accurate volume possible. Properly timed
and delivered fires add to the achievement of surprise, as well as to the destruction of
the target.
(c) Lift or shift fires, Signal for lift or shift fires, if the kill zone is to be assaulted.
Voice commands, whistles, or pyrotechnics may be used. When the kill zone is
assaulted, the lifting or shifting of fires must be as precise as when starting the
ambush. Otherwise, the assault is delayed and the enemy has a chance to recover and
react.
(d) Withdraw. A signal for withdrawal can be voice commands, whistles, or
pyrotechnics.
(5) Objective rally point. The ORP is located far enough from the ambush site so that it
will not be overrun if the enemy manages to attack the ambush unit(s). Existence loads are
normally left in the ORP. Routes of withdrawal to the ORP are scouted (when possible by
each man), Withdrawal routes should provide cover and concealment for the unit and hinder
enemy pursuit. Withdrawal routes are a main consideration in the selection of the ambush
site. They may be the key to survival after execution of the ambush. On signal, the ambush
force quickly (but quietly) withdraws to the ORP. If pursued, the withdrawal may be by
bounds, with mines or hasty ambushes used to delay pursuing forces.
(6) Ambush variety. If one method of ambush is used predominantly, the enemy will
develop an effective defense against it and will be affected less by the shock of the ambush
since he knows what to expect. More than one method of ambush should be used. No single
method will fit all combinations of terrain, equipment, weather, and enemy capabilities.
Variety should also be used when signaling - for example, use multiple signals, both audible
and visual. Use weapons fire, mines, and RSTA when possible and vary signals to avoid
compromise.
(7) Swift action. Speed in the execution of the ambush and the withdrawal should prevent
enemy reaction forces from engaging the ambush force. Speed is often a shield against
casualties and failure. When there is contact with reaction forces, speed may enhance quick
disengagement. Ranger units must not only perform better than the enemy but also move
faster than the enemy can react.
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g. Successful ambush. Emphasize the following:

(1) Intelligence to ensure the enemy is ambushed at a time and place when he least expects
or is least prepared to fight. This is preferred during reduced visibility to achieve surprise.
(2) Detailed planning and thorough training and rehearsing of all elements in all phases of
the ambush. This ensures maximum shock effect through swift, precise execution.
(3) All available RSTA devices to permit daytime effectiveness at night when moving,
shooting, or detecting enemy movement. To avoid detection, active RSTA devices should
not be used until after the ambush has been triggered.
(4) All available firepower with emphasis on antiarmor, area and automatic weapons, and
precision-guided munitions.
(5) Speed to achieve surprise and enhance security of the force.
(6) Cover, concealment, and overall protection afforded by the terrain when moving or when
occupying ambush positions.
6-3. Antiarmor operations.
a. Antiarmor operations are not primary missions for ranger forces. They lack antiarmor firepower
and have limited antiarmor ability. Ranger units can, however, perform limited antiarmor missions
on close terrain by interdiction or ambush. The antiarmor weapons they do have are man-portable,
but the ammunition is too heavy to carry many rounds cross-country. A ranger battalion has ten
Dragon missile launchers and nine 90-mm recoilless rifles. It is also equipped with light antitank
weapons (LAWs) and laser target designators (LTDs) that can guide Copperhead rounds.
b. Every ranger must be skilled with the limited antiarmor systems available. Proper selection,
fortification, and camouflage of antiarmor ambush sites, route selections, withdrawal procedures,
and initiative are important. Armor kill zones (AKZs) are normally set up after infiltrating the
ranger force behind enemy lines under limited visibility.
c. A ranger antiarmor force is organized into four elements: command and control, support,
security, and armor-killer teams (Dragons, LAWs, 90-mm recoilless rifles). These elements
function the same as a raid force. The exception is that the assault force is the armor-killer team
with the mission of destroying enemy armor, and it will probably not enter the AKZ. After the
ambush occurs, the ranger force withdraws to its ORP. Indirect fires (if available) are then brought
to bear on the AKZ.
d. Ranger units may conduct antiarmor ambushes and interdiction operation by use of laser-guided
Copperhead rounds or air-delivered precision-guided munitions. Air-delivered family of
scatterable mines (FASCAM) can be used to provide the ranger force security against attack by
armored forces.
6-4. Military operations on urbanized terrain.
a. The ranger regiment normally tries to avoid the manpower-intensive, high-casualty battles
6-14
associated with MOUT. However, due to the nature of strike operations and the types of targets
selected, the regiment may conduct MOUT for limited periods. As in all ranger operations, the
ranger force commander tries to surprise the enemy, attack him from unexpected directions, and
destroy him with a violent, precise attack. The maze of cellars, rooms, sewer systems, rooftops,
and alleys common to urban areas presents many opportunities for the ranger force.
b. Offensive operations by a ranger force exploit the centralized planning and decentralized
execution aspects of ranger unit training. Individual action and initiative are always channeled to
accomplish the commander's intent. The ranger unit's offensive tactics are based on quick action
and boldness. Attacks by the ranger force are short and sharp. Execution is marked by swiftness,
daring, timing, and surprise. The enemy's sleeping habits, eating habits, and relief times are
watched. launched almost always at night or under smoke screens, attacks are often made without
mortars or artillery, relying on surprise for success. Snipers and sharpshooters are used to shift the
balance of battle.
c. Deliberate defensive operations are not good ranger unit missions. However, if a ranger unit
must defend for a short period, the close terrain of urban areas allows it to function well against a
stronger force. The buildings in a city break up advancing enemy formations and force them to
move along streets. The ranger force executes an active defense anchored on strongpoints, such as
a building or a group of buildings. It launches surprise counterattacks against the enemy's flank
and rear. The aim of ranger defense is to give the enemy no respite and to make him feel
threatened by a sudden, deadly attack. Ranger units should be withdrawn from defensive positions
in urbanized areas as soon as possible. Prolonged MOUT and the associated casualties quickly
degrade a ranger unit's combat effectiveness.
6-5. Perimeter defense.
The Perimeter defense may be conducted to control key terrain, gain time or economize forces.
a. Planning.
(1) Warning order. The order must be issued soon after mission receipt. It should contain
the mission, time schedule (including rehearsal and inspection times, mission time, and
place for OPORD), uniform and equipment, and special instructions.
(2) Operation order. The leader normally gives the OPORD on the ground to be defended.
Locations and sectors of fire for squads and crew-served weapons should be designated. If
time permits, leaders walk the terrain with subordinates as the OPORD is issued. The
OPORD covers security, communications, signals, target reference points (TRPs), armor kill
zones, and priority of engagement rules for antiarmor weapons. The OPORD also states the
priority of work.
(a) Set up security and communications.
(b) Position crew-served weapons and personnel.
(c) Clear fields of fire.
(d) Prepare fighting positions.
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b. Organizing.
(1) Squads are positioned with overlapping and interlocking sectors of fire and observation.
(2) The M60 machine guns are positioned either with an assigned final protective line (FPL)
of fire or with a primary direction of fire (PDF). The PI)Fs are employed on covered
avenues of approach such as gullies. The M60 FPLs should interlock across the unit front.
(3) The 90-mm recoilless rifles and Dragons are positioned with frontal cover to engage
attacking armored vehicles from the flank.
(4) Riflemen are positioned to support and protect crew-served weapons. Riflemen are
assigned FPLs that interlock at a point just beyond hand-grenade range.
(5) Dead space is covered with Claymore mines, antipersonnel mines, and M203 fires.
(6) Antitank mines, positioned to provide close-in protection from armored vehicles, are
covered by LAW fires.
(7) Leaders plan indirect fire for long-range suppression of armored vehicles and
short-range protection from dismounted assault. Mortar or artillery final protective fires
(FPF) are placed on the most dangerous dismounted avenue of approach.
(8) Range cards are prepared for all crew-served weapons. Squad and platoon leaders
prepare sector sketches and fire plans.
(9) The ranger force camouflages everything from ground and aerial observation.
(10) Leaders designate alternate and supplementary positions.
c. Executing. Leaders control the distribution and concentration of fires in their sectors. They
constantly consider the overlap of fires with units to their left and right.
(1) Squads and crew-served weapons engage targets in sectors assigned by platoon leaders.
(2) Each weapon is used in its best role:
(a) Rifle, against enemy infantry within 300 meters.
(b) Machine gun, against enemy infantry within 1,000 meters.
(c) Grenade launcher, against infantry within 350 meters and armored vehicles within
200 meters.
(d) Light antitank weapon, against armored vehicles within 200 meters.
(e) Recoilless rifle, against armored vehicles within 400 meters.
(f) Dragon, against armored vehicles within 1,000 meters.
(3) Most dangerous targets are engaged first.
(4) Squads shift fires as needed or as directed by platoon leaders.
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(5) The platoon masses fire on selected targets while maintaining coverage of the entire
platoon sector.
(6) Platoon leaders control fires.
(7) After repelling an enemy assault, the platoon consolidates and reorganizes the defense.
6-6. Breakout from encirclement.
A breakout from encirclement is conducted when units, operating behind enemy lines, find themselves
cut off from friendly forces and surrounded by superior forces. Given ranger unit missions, the chance of
operating as an isolated force behind enemy lines is great. The breakout is characterized by determining
enemy weak points, deception, massing of combat power, and a direct attack for a violent and timely
breakout.
a. Characteristics and fundamentals. The breakout from encirclement involves the following
characteristics and fundamentals:
(1) Set up a hasty defense. Adjust the perimeter as needed and make contact between
subunits. Assign each a specific sector.
(2) Plan fire support. Plan FPFs on likely dismounted avenues of approach. Mass antiarmor
weapons on the most dangerous mounted avenue of approach.
(3) Conduct reconnaissance. Identify enemy weak points. Locate enemy armored forces and
the routes they must use. Locate enemy automatic weapons.
b. Planning.
(1) Organize all support personnel into maneuver elements--for example, company
headquarters, mortars, and antitank. Organize the ranger force into a rupture force, reserve,
support force, and a rear guard.
(2) Issue a fragmentary order. It should contain current local enemy situation and cover all
pertinent areas of the five-paragraph field order.
(3) Select rally points.
c. Execution.
(1) Reduce the defense perimeter. This is done slowly until the unit is massed for the
breakout attempt.
(2) Create a diversion. This is done either by fire from the rear guard force or by a limited
attack in a direction other than that of the main breakout attack.
(3) Break through the defense with the rupture force. Hold the shoulders of the
breakthrough.
(4) Move the reserve through to exploit the breakthrough.
(5) Move the support troops through with casualties. Have them collect casualties en route.
6-17
(6) Have the rear guard follow the support troops. It may have to fight a delaying action and
use fire and movement to break contact with the enemy.
(7) Consolidate and reorganize following the breakout.
(8) Have the rupture force break contact with the enemy once the rear guard joins.
6-7. Linkup operations.
During operations behind enemy lines, ranger units may be required to link up with other friendly ground
forces. Linkup may occur in airborne, air assault, amphibious, or shore-to-shore operations. It may occur
during the breakout of an encircled force or during the convergence of separate forces. It may involve
conventional or unconventional US forces, allied forces, or friendly guerrillas. Rangers may be required
to link up with other rangers, partisans, or friendly ground forces that are conducting offensive
operations.
a. Planning. Ranger commanders plan detailed linkup operations to avoid friendly forces firing on
each other. Coordination and planning of communications, recognition signals, fires, command
relationships and responsibilities, and control measures are essential. Coordination should be done
before the start of the operation.
(1) Site. The linkup site should be easy to recognize, have cover and concealment, be
located away from prominent terrain the enemy might use, be defensible, and provide
multiple access and escape routes. An alternate site should be planned in case of
compromise.
(2) Communications and recognition signals. Frequencies, call signs, codes, visual
signals, and alternates for each of these should be planned before departure of friendly lines.
Radios may be used to report the location of each unit to the site, and occupation and
securing of the site. A system of mutual recognition must be devised to keep friendly patrols
from firing on each other. This may include visual signals such as arm bands, panels,
colored lights, or RSTA devices.
(3) Fires. The headquarters directing the linkup sets up fire control measures and priority of
fires. The most commonly used control measure is the restrictive fire line (RFL), beyond
which one force may not fire without coordination with another force. The RFL may be
adjusted as two units draw closer together. Such an adjustment needs close coordination and
should be planned before the operation. Successive phase lines between the two units can
serve as on-order RFLS, provided that neither unit comes too close to the RFL before it is
shifted.
(4) Command relationships and responsibilities. These are set up by the headquarters
directing the linkup. Ideally, liaison personnel are exchanged before the operation. The key
to success is liaison and guides.
b. Execution. Each member of the ranger force must understand the plan. Rehearsals are necessary
in order to avoid confusion during the linkup. One uninformed ranger can start firing and cause
enough confusion that friendly forces could be identified as enemy. Actions must be quick since
6-18
units are open to enemy attack while they try to link up.
(1) Moving units. A linkup between moving units is hard. As the units move closer to each
other, the chance of them engaging one another increases. Therefore, the linkup units must
adjust their movements to each other and continuously coordinate on a designated secure
radio net. If possible, one or both units should come to a short halt before linkup.
(2) Stationary units. Moving units must know the positions of the stationary units. They
must keep stationary units advised of locations. Stationary units guide the moving units to
the linkup point by radio. The stationary units must be ready to accept and position the
moving units smoothly and quickly.
6-8. Passage of lines.
A passage of lines is an operation in which one unit moves through another unit that is stationary and
disposed in a tactical formation on a FEBA. Ranger forces may conduct a passage of lines to get behind
the enemy. Movement in forward unit areas must be controlled, coordinated, and kept to a minimum.
This avoids conflict with friendly troops or the activation of RSTA devices. Ranger units treat the
positions of forward units as danger areas. They must be assumed to be under enemy surveillance in all
weather or visibility. The ranger force is open to attack during the passage. Personnel and units may be
more concentrated than is desired. Fires of the stationary unit may be masked for a limited time. The
passing ranger unit may not be in a good position to react to enemy contact. Detailed reconnaissance and
coordination are crucial to ensure that the passage is conducted quickly and smoothly.
a. Principles.
(1) Coordination. The ranger force commander, or his representative, must coordinate
departure and reentry of friendly front lines (FFL). This is done either directly with the units
through which the rangers pass or through designated staff agencies. Items to be coordinated
include fire support, passage lanes, control measures, guides, communications, intelligence,
CSS, and actions on enemy contact.
(2) Reconnaissance. The ranger force commander should make a ground reconnaissance of
the area through which the unit will pass. He should pick the initial rally point (IRP) at this
time. The reconnaissance should include observing the area just forward of the friendly unit
for routes, danger areas, and obstacles. During reconnaissance or coordination, rangers
should wear the same uniform as the troops in the forward unit. This will avoid attracting
the enemy's attention.
(3) Security. Maintain security to avoid contact with the enemy while departing or
reentering. It is important that the ranger force make no enemy contact at this time. Control
is hard if a fire fight starts just forward of an FFL.
b. Departure of friendly front lines.
(1) Designate an IRP.
(2) Maintain security. Use an appropriate movement formation when departing the FFL.
(3) Do not move within the friendly unit's area without a guide.
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(4) Make final coordination with the friendly unit commander.

(5) Count the ranger force members as they depart.
(6) Make a security and listening halt.
c. Departure of friendly units.
(1) The ranger force arrives at the forward unit and is met by a guide. The guide leads the
rangers to an assembly area chosen by the ranger commander during initial coordination
with the forward unit commander.
(2) No one should move, either singly or as a unit, anywhere in the FFL without a guide.
(3) The ranger commander makes final coordination with the forward unit commander. He
determines if any changes have taken place since initial coordination and learns of any
recent enemy activity.
(4) Before leaving to coordinate, the ranger commander gives instructions (called a
contingency plan) for what should be done while he is gone. These instructions state where
he is going, who is going with him, how long he will be gone, what to do if he does not
return, and actions to be taken if there is enemy contact.
(5) On the commander's return from final coordination, he may issue a fragmentary order
(FRAGO) to cover any changes.
(6) Three common threats and techniques for countering them during departure from the
FFL are:
(a) Ambush and chance contact.
The ranger force commander must avoid enemy contact while departing.
The ranger force goes to the friendly side of the departure point where a point
team is dispatched to see that the area forward of the barriers is clear.
The point element should check the area out to the first covered position or an
area large enough to allow the unit room to maneuver if it is hit while
departing.
The distance varies with the size of the ranger force and the terrain.
The point team notifies the ranger commander when the area is clear. The rest
of the unit is brought forward.
(b) Indirect fire. If enemy indirect fire is falling, the ranger commander should not
halt his unit after final coordination at the forward command post. Instead, he should
move it quickly through the FFL. The point element should be far enough ahead of
the main body to provide security from ambush or chance contact.
(c) RSTA. If the enemy has radar, sensors, or night vision devices, they may be offset
by the following countermeasures:
Use a well-hidden departure point, such as a reverse slope or a dense woods.
6-20
Infiltrate the unit through the departure area and have the rangers rendezvous in
a defilade.
Pass through during rain, fog, snow, or darkness to help conceal the passage.
Employ electronic countermeasures.
(7) Have a security and listening halt after the ranger force has moved out of sight and sound
of the FFL. This is a short halt to see if enemy is in the area, and to accustom the unit to the
sights and sounds of the battlefield. Halt in a position that covers the unit from chance
friendly small-arms fire. If the security and listening halt must be in an exposed position,
have each man lie flat on the ground.
(8) During movement, have frequent halts to see that the unit is not being followed and that
no enemy is in the area.
d. Reentry of friendly front lines.
(1) Set up and occupy a reentry rally point (RRP).
(2) Maintain security at the RRP and at the reentry point.
(3) Use as few personnel as possible to locate the reentry point while the bulk of the unit
remains in the RRP.
(4) Meet a guide at the reentry point. Normally, a forward-of FFL password is used since it
may be overheard by enemy.
(5) Count the ranger force members to ensure no infiltrators follow the unit, especially
during reduced visibility.
(6) Give the friendly unit commander a spot report, providing combat information of
immediate tactical value.
e. Reentry of friendly units.
(1) The unit is moved into a rally point near the reentry point. This rally point should be on a
prominent terrain feature where the ranger commander can pinpoint his location, with
respect to the reentry point.
(2) The forward unit is alerted by radio that the ranger unit is ready to reenter. A code word
is used for security and brevity. The code word must be acknowledged by the forward unit
before the ranger force reconnoiters the reentry point. This shows that a guide has been sent
to the reentry point and is waiting for the unit.
(3) If the ranger commander is certain of the reentry point location, he moves the entire unit
directly to the reentry point. He has the point element coordinate the reentry.
(4) An effective method of locating the reentry point is through the use of a thermal imagery
device. It detects the body beat of the reentry guide, even though he may be well
camouflaged or his location masked by smoke. If ground surveillance radar is available, it
can be used to vector the ranger unit to the reentry point.
6-21
(5) The reconnaissance party should never move parallel to friendly barriers or move around
the wire. If the reentry point cannot be found by the initial reconnaissance or if the
reconnaissance party finds only the barrier wire, the unit should notify higher headquarters
and move to another rally point to wait until daylight. The unit should not stay in a rally
point from which a radio transmission has been made.
(6) When the reentry point is found, the ranger commander can bring the unit forward. If the
reentry point is easy to find, he can call by radio for the unit to come forward.
(7) The guide leads the unit through the barriers to the security position coordinated with the
forward unit commander. The unit halts in the security position, remaining in movement
formation. The ranger commander then gives a spot report to the forward unit commander.
The ranger commander tells him anything of intelligence value or of immediate tactical use
to the forward unit.
6-9. Reconnaissance platoon operations.
a. The reconnaissance platoon organic to the ranger regiment consists of a platoon leader, a senior
reconnaissance sergeant, and three five-man reconnaissance teams that include a communications
specialist in each team (see Appendix A). This platoon is responsible for short-duration
reconnaissance of objectives for the ranger force commander. This reconnaissance is routinely in
support of future strike or special light infantry operations. The teams can also be used by the
ranger force commander to conduct deep target acquisition and designation, or to confirm or
disprove information reported by other sources. Rarely will teams be used to attack enemy targets.
b. The reconnaissance teams of the ranger regiment do not replace (or perform the same
reconnaissance tasks associated with) long-range reconnaissance patrol (LRRP) units or
long-range surveillance units (LRSUs) that may be organic to the corps or division. These units are
organized, trained, and equipped for long-term passive surveillance and reconnaissance in enemy
territory. The ranger reconnaissance teams are trained and organized to support the immediate
intelligence-gathering needs of the ranger force commander. They are not to act as a human
intelligence (HUMINT) collection asset for other operational headquarters.
c. The reconnaissance platoon headquarters trains, equips, and controls the employment of the
three reconnaissance teams. It operates the communications stations needed to receive reports from
deployed teams. In the absence of the S2, it debriefs team members upon extraction or exfiltration.
It can provide one or more teams to support each ranger battalion on independent operations. The
reconnaissance teams can--
(1) Infiltrate the objective area by parachute (HALO, HAHO, or static lines), helicopter,
fixed-wing aircraft, SCUBA, small boat, foot, or other means.
(2) Remain undetected in the vicinity of the objective area up to five days.
(3) Perform reconnaissance operations employing a full range of night observation devices,
infrared detection devices, unattended sensors, and photographic equipment.
(4) Perform demolition target analysis.
6-22
(5) Operate small watercraft and inflatable boats.

(6) Emplace unattended ground sensors, omni-directional navigational beacons,
hand-emplaced expendable jammers, and electronic target designation devices.
(7) Collect combat information to satisfy priority information requirements and
mission-essential elements of information. Teams report that information by use of
long-range, secure, burst-transmission communications equipment.
(8) Perform DZ selection, marking and reception duties.
(9) Report objective area weather conditions.
(10) Perform highly selective, limited attacks or ambushes when so tasked.
(11) Link up with the main body of the ranger force in the objective area, or escape and
evade the enemy in order to return to friendly lines.
(12) Act as part of the AAT during airborne operations.
d. There are many limits of the reconnaissance teams.
(1) Mobility is normally restricted to foot movement in the area of operations.
(2) Use of radio and other active electronic or optical devices makes the teams open to
enemy detection.
(3) All supplies and equipment needed by the team must be carried on the initial insertion,
since resupply increases the probability of detection by the enemy.
(4) Conduct of insertion and extraction operations deep in enemy-held territory is difficult
due to the need for secrecy, timeliness, security, and accuracy of location.
(5) Medical treatment of team casualties is limited to individual first aid. Casualty
evacuation is difficult unless linkup with the main ranger force has been achieved.
e. The training of reconnaissance team members parallels that given to all members of ranger units
with emphasis on infiltration, communications, and reconnaissance skills. Extensive training is
also given in survival, evasion, resistance, and escape (SERE) and advanced first aid. Training
emphasis is placed on actions at the reconnaissance site. The reconnaissance teams must conduct
their mission and remain unseen. Every team member is trained to consider the need for
information balanced by the likelihood of detection. Detection by the enemy compromises future
operations.
6-10. Reconnaissance planning.
a. Detailed planning ensures that the reconnaissance mission is successful. It is also vital to the
survival of the reconnaissance team. This planning is conducted by the ranger force planning
group assisted by elements of the JTF staff. The supporting air or naval commander, navigator,
and electronic warfare officer may aid the ranger force staff in the planning.
6-23
b. Upon receipt of the mission, the team selected begins an intense preparatory phase at the
REMAB or the ISB. There the team receives its initial mission briefing. The items covered allow
the team to complete its detailed planning. The reconnaissance platoon leader reviews the team
plan. He ensures compatibility and integration into the ranger force commander's plan for
employment of the main force. Staff specialists at ranger regiment and battalion--such as those
concerned with intelligence, weather, or communications--provide help.
c. Planning for the use of reconnaissance teams is conducted within the framework of the ranger
planning sequence for the entire mission. There are five planning considerations for the
employment of reconnaissance teams:
(1) Operations security must be considered in all staff efforts to provide maximum
protection for the reconnaissance teams. This includes intelligence, CE, logistics,
administration, and maintenance. Operations security must be integrated throughout every
ranger force operation. It consists of four main categories of security measures: signal
security, physical security, information security, and deception. All are related and must be
considered at the same time for each operation.
(2) Some missions may require rapid deployment to the operational area, thereby dictating
the quickest method of insertion. However, others may depend on maintaining total secrecy,
regardless of time.
(3) The transportation means selected for the delivery and recovery of the teams depends on
the mission. This selection is also based on the abilities, limits, and availability of mission
support platforms.
(4) The distance to and from the objective area must be considered, as well as the distance
from the insertion point to the actual target. Reconnaissance teams can move great distances
over rugged terrain. However, this movement does require time and limits the team's ability
to carry bulky or sensitive equipment.
(5) Consideration must also be given to intelligence information available concerning the
objective area which includes, but is not limited to--
(a) Enemy situation. The enemy threat--his abilities, disposition, security measures,
detection, and air defense systems - affects the selection of the means for delivery or
recovery.
(b) Terrain. Land formations must be considered in selecting the method of
infiltration and exfiltration. Terrain affects the selection of altitudes, approach and
exit routes, landing areas, drop zones, and beach landing sites. Air infiltration routes
that provide terrain masking are desirable in static line parachute operations.
(c) Weather. Seasonal weather conditions affect team delivery and recovery. Factors
to be considered are temperature, precipitation, visibility, clouds, and wind. If
para-SCUBA techniques are used, high surface winds and their effect upon surf
conditions or period of reduced visibility may preclude the use of parachutes,
inflatable boats, or swimming as entry or recovery techniques. These same conditions
favor land infiltration and exfiltration, The AWADS reduces the impact of visibility
6-24
as a limiting factor for air infiltrations.

(d) Astronomical conditions. Periods of sunrise and sunset, moon phase, moonrise
and moonset, and twilight must be considered.
d. A reconnaissance team mission must be specific and support the mission. Information
concerning the target may not be gathered because the risk of detection by the enemy is so great.
Detection may preclude the conduct of the planned operation. If more than one mission is
assigned, priorities are set, All team missions must be coordinated to avoid other friendly forces
operating near the target. Ranger forces conduct operations at such depth behind enemy lines that
no other US or allied forces are normally present. There is a chance that a friendly indigenous
guerrilla force may be operating near the objective, but ranger reconnaissance teams do not
normally make contact with them.
e. The reconnaissance platoon leader joins with the intelligence and operations sections of the
ranger force headquarters in the initial planning for reconnaissance team operations. The method
of operation while moving, communication procedures, reporting, surveillance procedures, and
actions on enemy contact should be included in the platoon's SOPS.
f. The ranger force intelligence officer normally prepares the reconnaissance plan IAW the
guidance provided by the controlling headquarters. He is helped by the operations officer and the
reconnaissance platoon leader. Selected team members and a member of the unit providing the
insertion and extraction means are briefed on the mission early in the planning phase. They should
participate in the detailed planning to follow. The essential details of a reconnaissance plan
normally include--
(1) Areas to be observed and recommended areas or positions from which this can be done.
These positions are determined in advance of the insertions of teams. They are based on a
study of terrain, road and rail nets, enemy order of battle, delivery means, operations plans
of the controlling headquarters, and the desires of the ranger force commander.
(2) Load plans and procedures. This includes both insertion and extraction. Alternate sites
are chosen for possible use. Primary and alternate DZs are selected, if applicable.
(3) The flight plan. This includes insertion and extraction flight routes and alternate routes.
(4) The movement plan to and from a patrol base. This includes the times, routes,. and
destinations when individuals or small groups are required to operate away from the patrol
base.
(5) The fire support plan. This includes the location and times of planned air strikes in
support of the main body, and all planned fires by the main assault force. The
reconnaissance teams should know the frequencies and call signs for tactical air support.
(6) The timing and ground tactical plan for execution of the main force operation. This
includes disposition of the main force, special mission teams from the ranger force, or any
other special operations force elements.
(7) The communications plan. This includes frequencies, reporting schedule, emergency
reporting procedures, and alternate communications plans. It also includes the ground-to-air
6-25
communications plan and the friendly recognition signal to be used during linkup with the
main assault force or other friendly forces.
(8) Plans for use of technical specialists or special equipment.
(9) The plan for the treatment and evacuation of sick or wounded team members from the
objective area.
(10) The E&E plan. This includes routes out of the objective area, passwords, and alternate
extraction zones or methods far from the objective area.
(11) Mission-specific elements of information desired by the ranger force commander, and
any special or on-order missions the team must conduct.
g. The team leader uses specific steps in planning, preparing, and executing missions. These
procedures are comprehensive, yet adaptable to any situation. Three of the most important steps
are:
(1) Issuance of warning order. This action gives the team maximum time to prepare for the
mission. It should be issued as soon as the team leader has been notified of a mission and
updated after he has made his tentative plan.
(2) Issuance of OPORD. The team leader conveys the information and instructions needed
to accomplish the mission. He requires a briefback from each team member.
(3) Rehearsals.
h. The specific steps used when planning missions are as follows:
Step 1. Study the mission.
Step 2. Plan use of time.
Step 3. Issue initial warning order.
Step 4. Study terrain and situation.
Step 5. Make tentative plan.
Step 6. Organize.
Step 7. Update warning order.
Step 8. Coordinate (continuous throughout).
Step 9. Consult aerial photographs and map updates.
Step 10. Complete detailed plan. (To be combined with paragraphs 3, 4, and 5 of the
operation order.)
Step 11. Issue operation order.
Step 12. Supervise (throughout), inspect, rehearse.
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Step 13. Execute mission.

i. A workable E&E plan must be developed. Such a plan enhances the survival of the
reconnaissance team members. It ensures that they are psychologically prepared to conduct the
mission, by knowing there is a system and plan for returning them to friendly lines. The E&E plan
must include a section describing the actions of the reconnaissance team members should their
insertion craft be disabled en route to the objective area. It should also include what to do if the
team is unable to link up with the main ranger force, or if the main ranger force has not been
inserted into the objective area.
j. Rehearsals and briefbacks are best for finding flaws in procedures or planning. Thorough
coordination of all procedures is essential. The exact type of aircraft or other means that will be
used for insertion should be used for training. Rehearsals should be conducted under terrain,
astronomical, hydrographical, and meteorological conditions close to those to be met on the
operation. The team leader conducts a briefback with the platoon leader. This lets the platoon
leader decide if the team is ready for the mission. It also allows him to make changes.
6-11. Execution of insertion.
a. Reconnaissance teams normally conduct blind insertions. Blind insertions are amphibious,
heliborne, or parachute drops onto unmarked DZs without help from a DZ-marking party or a
CCT. Blind insertions often depend on favorable light and weather conditions in the objective
area. Favorable conditions for the reconnaissance team often means low-lying cloud cover, fog,
and darkness. The teams are able to operate during reduced visibility by the extensive use of night
observation devices. The team's extensive training and high level of land navigation skills allow it
to quickly traverse rugged terrain and not be detected.
b. Team insertion into the objective area often needs a cover and deception plan. Team members
can conduct HALO and HAHO operations. Teams can be inserted into areas not normally
acceptable as a DZ for conventionally trained parachutists. By the use of HAHO techniques,
reconnaissance teams can assemble in the air and glide to a landing at a location far from the drop
point.
c. If reconnaissance teams need special or bulky equipment that cannot be carried on the individual
team member, it can be airdropped, hidden near the DZ, and retrieved later. Such container drops
are often used during low-level static line insertions. The high-altitude airdrop resupply system
(HAARS) can be used to deliver such items at the same time as reconnaissance teams are inserted
by HALO.
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FM 7-85 Chapter 7 Combat Support
CHAPTER 7
Combat Support
Combat support is used to enhance the combat power of the maneuver companies. Combat support
elements may be organic or nonorganic. They can conduct a variety of missions in providing indirect and
direct fire support, security, intelligence, and maneuver and fire control.
7-1. Intelligence support.
a. The success or failure of a ranger mission often depends on the accuracy, detail, and timeliness
of intelligence information. Both deliberate and quick-response missions need specific information
that can be obtained only by a multidiscipline collection and analysis agency. An active interface
with all levels of the intelligence system helps get the needed information quickly.
b. The theater or JTF commander is responsible for providing intelligence support. The 1st
SOCOM also provides information and analyzed intelligence to the ranger force commander. The
main source of processed intelligence is the Echelons Above Corps Intelligence Center (EACIC),
similar to the division level military intelligence (MI) all-source production center (ASPC). The
EACIC provides intelligence, security, and electronic warfare (EW) interfaces (see Figure 7-1). It
is through the EACIC that ranger commanders can request support from national, joint, combined,
or CONUS intelligence analysis systems.
Figure 7-1. Intelligence at echelons above corps.

c. Intelligence requirements for ranger operations are unique, highly sensitive, and compartmented.
The intelligence officer of the 1st SOCOM and the appropriate 1st SOCOM regional planning cell
7-1
coordinate with theater intelligence agencies to provide needed information.

d. The ranger regimental staff and the ranger battalion staff have personnel in their intelligence
sections to correlate and analyze information from many sources.
e. The reconnaissance platoon, organic to the ranger regiment, maintains surveillance of the
objective area before the insertion of the main ranger force. It reports any last-minute
developments that would affect the ground tactical plan. The platoon can also be tasked to
determine any mission-specific items of essential information that the ranger force commander
needs to complete his plan. This platoon is a highly specialized unit that is reserved for use by the
ranger force commander. It is not a HUMINT collection agency for use by the theater or JTF
commander. Reconnaissance teams normally link up with the ranger force in the objective area
and are extracted with the main body. If this linkup cannot be made, they will exfiltrate enemy
territory. They may use escape and evasion nets set up by other special operations forces or
Department of Defense (DOD).
f. The ranger regiment normally places a liaison team at the headquarters of the command having
OPCOM of a ranger force. This team provides command and control communications and liaison.
It puts an intelligence liaison officer (LNO) at the EACIC or the appropriate ASPC (see Figure
7-2). This provides coordination to ensure that the intelligence needs of the ranger force are
relayed to the intelligence processing center, and that the analysis is on the specific needs of the
ranger force commander. This LNO coordinates with another located at the corps or EAC targeting
center. Close coordination between the regiment, the intelligence analysis center, and the targeting
center is essential to effective employment.
7-2
Figure 7-2. Intelligence source at corps and division.
7-2. Electronic warfare support.
a. Depending on the nature of the target and enemy abilities, a ranger mission may need support
from EW units. This is mainly true during insertion. Electronic warfare operations disrupt or
destroy the enemy's command and control of his forces and weapons systems, and retain friendly
use of the electromagnetic spectrum. Electronic warfare is also used to support deception
operations. They mislead the enemy by manipulation, distortion, or falsification of indicators, and
persuade him to react in a manner prejudicial to his own interests.
b. Active jamming and chaff dispersal can prevent enemy early-warning radar from detecting the
airborne force or determining its route. False transmissions can aid deception plans or feints used
to help the ranger force's entry behind enemy lines. Selective jamming and imitative deception can
disrupt the enemy command and control nets. This prevents the enemy from reacting to the
presence of the ranger force in time to prevent mission accomplishment, or slows and interrupts
his deployment of reaction forces.
c. Ranger elements, or other military forces, may conduct closely coordinated direct attacks against
enemy EW sites during a ranger force's insertion or extraction. Not only does this reduce the
enemy's ability to direct EW against the ranger force command, control, and communication
system, but it misleads and confuses the enemy as to the true ranger objective.
7-3
d. The JTF or theater commander is responsible for planning the EW program to support a ranger
mission. Planning and coordinating elements from the 1st SOCOM may also help. The EW
program must be closely coordinated so as not to disrupt friendly air-to-ground or
ground-to-ground communications, or to reveal the ranger force intentions.
e. The ranger regimental communications-electronics (CE) officer and those of the ranger
battalions ensure that the required coordination concerning jammed frequencies, codes,
authentication tables, and so on, is completed. The ranger regimental and battalion operations
personnel ensure that the efforts of all EW units are combined to support the ground tactical plan.
7-3. Communications support.
a. Ranger operations are supported by secure long-range, lightweight, real-time, high-frequency

(HF), and satellite communications. Effective long-range communications provide command and
control links between deployed ranger units and the controlling headquarters. The JTF, ARFOR,
or theater commander is responsible for communications between the controlling headquarters and
the ranger regiment. The special operations force commander may also provide secure
communications terminals to the ranger regiment or a deployed battalion.
b. Secure AM, FM, and SATCOM radios are the primary means of communication within the
ranger regiment. Within the ranger battalion, AM and FM radios provide communications to
company, platoon, and squad level.
c. During certain missions, specially trained and equipped quickreaction elements (QRE) deploy
with the ranger force to provide secure communication links to the special operations force
commander. These JCSE elements operate on either SATCOM or tactical satellite terminal
(TACSAT) channels or through an airborne communications relay platform (see Figure 7-3).
Depending on the mission, an airborne battlefield command and control center (ABCCC) aircraft
or a joint airborne communications center/command post (JACC/CP) may be used. Their
communications systems can operate at all levels of the national chain of command to permit a
quick response to the tasking authority.
7-4
Figure 7-3. Airborne communications relay platform.

d. When only one ranger battalion is employed and the regimental headquarters is not the
controlling headquarters, the ranger regiment provides a liaison cell to the controlling higher
headquarters. This liaison cell includes a communications element from the regimental
communications platoon. It can provide secure SATCOM, teletype, and facsimile transmission
support to the ranger force in the objective area.
e. If two or more ranger battalions are employed, the ranger regimental headquarters deploys and
acts as the command and control headquarters. The regimental communications platoon would
then provide another communications link to the special operations force commander.
f. The ranger regimental CE officer ensures that the necessary communications links are set up and
coordinated. The many communication means and channels available provide for effective control
of a deployed ranger force. However, communication means must be closely coordinated at all
levels of command to control the complex operations of a ranger mission. Planning and
coordination with supporting aviation, transport, fire support, medical, and logistical elements
before an operation are vital to efficient communications. The regimental CE officer must consider
the communication systems linking the ranger force and other services. Air-to-ground and
ship-to-shore communications are vital and must be set up early in ranger operations.
7-4. Fire support.
a. Planning.
(1) The ranger regiment has limited organic fire support assets. The six 60-mm mortars in
each ranger battalion (two in each rifle company) provide the only organic indirect fire
7-5
available to the battalion commander. Each rifle company also has three 90-mm recoilless
rifles and three Dragon missile systems that provide a small measure of organic direct fire
support.
(2) The missions assigned to the ranger regiment and its subelements normally require fire
support from organizations outside of the regiment. To plan, coordinate, and control these
fires, the ranger regiment is organized with personnel dedicated to these tasks.
(3) The ranger regimental headquarters has a fire support element consisting of one fire
support officer (FSO), two noncommissioned officers, and two fire support specialists. They
prepare the fire support annex to the regiment's operation order. They ensure that all
available fire support is planned to best support the regimental commander's ground tactical
plan. They act as the primary coordinator for all external fire support, such as artillery,
armed helicopter, close air support, naval gunfire, and short-range air defense. They also
coordinate with each ranger battalion FSO to ensure unity of effort. The fire support element
coordinates the efforts of air force, naval, and marine liaison officers when they are
attached.
(4) The regimental commander may assign part of the fire support element to a committed
ranger battalion as an attachment to help in the integration and planning of fires. The ranger
battalions request through the fire support element that more or different fire support means
be integrated into the ground tactical plan.
(5) The ranger battalion headquarters has a fire support team headquarters consisting of the
battalion's FSO, two noncommissioned officers, and two fire support specialists. The FSO is
the prime fire support coordinator for the ranger battalion commander. He maintains
coordination with the regimental FSO and any attached fire support coordination elements,
such as the USAF tactical air control party or naval shore fire control party. The FSO
performs the following:
(a) Advises the ranger battalion commander on all fire support matters.
(b) Recommends allocation of fire support.
(c) Prepares fire support plans.
(d) Assigns target numbers.
(e) Processes target lists from the ranger company fire support teams to eliminate
duplication.
(f) Monitors and functions as net control on the ranger battalion fire support
coordination (FSCOORD) net.
(g) Reports changes in the status of fire support units to the ranger battalion
commander, staff, and FISTS.
(6) When the ranger battalion is operating a single TOC, the FSO and his element are
normally located there. When the ranger battalion is operating two TOCS, one TOC is
normally manned by the FSO, the fire support sergeant, and a fire support specialist. The
7-6
senior fire support sergeant and the other fire support specialist would then monitor the
FSCOORD net at the other TOC. The FSO ensures that any attached fire support elements
also divide when needed to operate in a two-TOC configuration.
(7) The ranger battalion fire support team headquarters has three fire support teams assigned
to it. These are normally allocated one to each of the ranger rifle companies. The company
FSO and his team--
(a) Locate targets and request and adjust surface-to-surface fire support (mortar, field
artillery, and naval gunfire).
(b) Plan fires to support the company ground tactical plan and prepare target lists.
(c) Coordinate fire support requests through the FSO for surface-to-surface and
air-to-surface fires.
(d) Report battlefield information.
(e) Control air-to-surface fires of helicopters and prepare to assume control of fires
from fixed-wing aircraft.
(f) Coordinate airspace use within the ranger rifle company operational area.
(g) Advise the ranger company commander on all fire support capabilities,
limitations, and methods of employment.
(h) Inform all fire support units of target priority changes.
(i) Designate targets for laser-guided munitions.
(j) Assume operational control of, and administrative responsibility for, all
augmentation fire support personnel (TACP, shore fire control party, and attack
helicopter liaison teams).
(8) The company FSO is normally with the ranger rifle company commander. The FOs and
their RATELOs are normally with the ranger rifle platoon leaders.
b. Coordination.
(1) Coordination of fires is a continuous process. It involves implementing the fire support
plans of the ranger force commander and reacting to changing tactical situations. The
success of a mission often hinges on how well fires are coordinated during the operation.
(2) The fire support planners within the many echelons of the ranger force become fire
support coordinators during the actual execution of the operation. They use standard fire
control coordination measures.
c. Organic fire support.
(1) Indirect fires.
(a) The 60-mortars constitute the only organic indirect fire support available within
7-7
the ranger regiment. The mortar squads in each ranger rifle company normally
operate as a section under the control of the mortar section sergeant. However, they
can operate alone for short periods.
(b) The 60-mm mortar is used to destroy enemy equipment and light vehicles and to
attack enemy personnel. Its main advantage is the ease with which it can be brought
into operation against the enemy. This ease of employment allows the ranger force
commander to concentrate combat power at the critical time and place. This helps to
surprise and destroy the enemy.
(c) Mortar fires are employed by the ranger rifle company commander and
coordinated by the company FSO. They are normally requested and adjusted by the
FIST observers. The mortars are normally emplaced in a central position, and their
fires are controlled by the fire direction center (FDC) using the indirect-fire method.
The mortars may also use the direct-alignment or the direct-lay method.
(2) Direct fires.
(a) Each ranger battalion is authorized 90-mm recoilless rifles and Dragon missile
launchers. These weapons constitute the heaviest organic direct-fire ability in the
regiment. The antitank section in each ranger rifle company may operate as a
complete section, but normally individual weapons are assigned throughout the
company sector wherever their fires can best support the mission. These weapons can
destroy most enemy armored vehicles and can penetrate the flank and rear armor of
all enemy main battle tanks. The 90-mm recoilless rifle has a multiple projectile
round that is effective against exposed enemy personnel. The HE round is highly
effective against buildings and bunkers.
(b) The main disadvantage of direct-fire antiarmor weapons is their weight. These
weapons, and their ammunition, are man-portable but place a strain on the unit when
moving across rugged terrain.
(c) The ranger battalion is trained in the use of light antiarmor weapons, such as the
US M72A2 LAW and the Warsaw Pact rocket-propelled grenade (RPG). The
following provide protection for the ranger force against attack by enemy armored
forces:
The employment of light antiarmor weapons at all organizational levels.
The placement of the 90-mm recoilless rifles or guided-missile systems on the

most likely avenues of enemy-armor approach.
An aggressive, offensively oriented employment.
The ability to move into and across terrain impassable to armored vehicles.
d. Field artillery fire support.

(1) Many ranger unit operations are out of the range of supporting field artillery fires.
Whenever such fires are available, they are planned for and integrated into the ranger force
ground tactical plan.
7-8
(2) Coordination and exchange of call signs, frequencies, and target lists occur before
insertion of the ranger force. Unless required by the tactical situation, ranger units do not
normally receive augmentation forward observers from supporting field artillery units. The
degree of mental and physical training necessary to execute certain ranger techniques
requires more preparation than field artillery units are able to provide. The FIST from the
ranger battalion requests and adjusts field artillery fires for the ranger force.
(3) Field artillery fires can be used to support the ranger force even if the objective area is
out of range. Field artillery cannon fire and multiple rocket launch system (MRLS) fire can
be used to suppress enemy air defenses. This helps the ranger force as it crosses the FEBA
during airborne or air assault operations.
(4) Field artillery fires can be used to support the exflltration of ranger elements as they
approach friendly lines. These fires can contribute to the deception plan and add combat
power to feints used to support ranger operations.
(5) When in range of the objective area, field artillery units can be used to emplace field
artillery delivered FASCAM to enhance the security of the ranger force.
(6) Copperhead rounds fired by 155-mm field artillery units can be terminally guided by the
ranger FIST forward observers (FOs). They can attack hardened point targets or enemy
armored vehicles by using a man-portable laser target designator (see Figure 7-4).
Figure 7-4. AN/PAQ-1 laser target designator.

e. Aerial fires.
(1) Aerial fire support is usually the prime means supporting the ranger force due to the
distance behind enemy lines at which most ranger operations take place. Aerial fire support
can be provided by either fixed-wing aircraft or helicopters.
(a) Fixed-wing aerial fire support may come from USAF, USN, or USMC units. The
type of unit providing support, the aircraft, and the mix of ordnance carried all affect
the fire support planning and coordination process. Some aircraft have a night and
all-weather strike ability enabling them to support the ranger force during any level of
visibility. Operations during poor weather that limits visibility to less than 3 nautical
miles are still somewhat restricted. The ranger fire support coordinators must ensure
that the correct aircraft are requested and employed effectively on the enemy. The
7-9
TACP directs and adjusts aerial fires in the objective area.

(b) The ranger force can use ground laser target designators to pinpoint targets for air
strikes, as well as electronic navigation aids to permit nonvisual air strikes (beacon
bombing). The ranger rifle company FIST or the TACP can control a laser-designated
standoff air strike (see Figure 7-5).
Figure 7-5. Standoff air strike.

(c) If the enemy ADA ability is not great or it can be degraded to a low level, the
ranger force uses specially equipped and armed AC-130 aircraft (see Figure 7-6) for
fire support. These aircraft provide an invaluable combination of firepower, night
observation and illumination, communications, and long loiter time. A well-planned
and executed suppression of enemy air defense (SEAD) program, coupled with ECM
directed against enemy ADA units, normally permits the use of AC-130 aircraft.
7-10
Figure 7-6. AC-130 aircraft.

(2) The attack helicopter, armed with a mix of antitank guided missiles (ATGM), 2.75-inch
rockets, 20-mm cannon, and 40mm grenade launchers, is accurate and responsive aerial fire
support. The ranger force commander plans to use all sources of aerial fire to help
accomplish his mission. However, the nature of ranger operations may preclude the
extensive use of armed helicopters due to their limitations. Some attack helicopters are
limited in range and lack an all-weather ability. They are restricted during operations at
night by a lack of sophisticated night vision devices. They may lack the speed to go with the
ranger force on some heliborne insertions. Attack helicopters may be used to escort and
assist the ranger force as it crosses the FEBA. They may also be used to conduct feints and
demonstrations to cover the insertion of the ranger force. As the MV-22 Osprey and the
AH-64 Apache enter service, more use will be made of these aircraft to support ranger
operations beyond the FERA, (See Figures 7-7 and 7-8).
7-11
Figure 7-7. MV-22 Osprey.
Figure 7-8. AH-64 Apache attack helicopter armed with Hellfire missiles.
(a) If attack helicopters are used to support a ranger operation, planned indirect fires
are normally delivered along entry and exit corridors. Attack helicopters approach and
depart the objective area using nap-of-the-earth flight profiles.
7-12
(b) Fires from armed helicopters are normally requested and controlled by the
company FSO or one of his FOs, operating on a special ground-to-air net. The laser
target designator may be used to precisely identify targets for the AH-64 Apache.
Friendly unit locations may be marked by smoke, panels, lights, mirrors, or infrared
sources.
f. Naval gunfire.
(1) During amphibious assaults or operations near a coastline, the ranger force may receive
indirect fire support from naval gunfire. Normally, a ranger battalion would be supported by
either a destroyer or a cruiser in a direct support role. However, the type and importance of
the mission, the type of targets, the ships available, the hydrographic conditions, and the
enemy capability determine how many and which type of ships are provided to support the
ranger force.
(2) Naval gunfire is characterized by large volumes of highly destructive, flat-trajectory fire.
Planned strikes in support of the ranger force may also include surface-to-surface missile
fire. Some naval guns can fire a laser-guided projectile much like the Copperhead. This
projectile, called a Deadeye round, is terminally guided the same as the Copperhead.
Deadeyes can be guided either by an attached spotting party from the ANGLICO or by
ranger LTD teams.
(3) When ranger units are being supported by naval gunfire, a shore fire control party is
attached to the ranger force, This party normally consists of a liaison team and several
spotter teams (forward observers). The liaison team is integrated into the operations of the
fire support element (FSE) at the ranger battalion TOC. The spotter teams are attached to the
ranger rifle companies. The shore fire control party LNO is the ship's representative to the
ranger force commander, through the FSO. The spotter teams request and adjust fires from
surface vessels. They can also request and control air strikes by carrier-based aircraft.
(4) The LNO and the spotter teams operate in the ground spot net, communicating with the
ship by high frequency (HF) radio to request and adjust naval gunfire. The spotter teams
communicate with the LNO using very high frequency (VHF) radios. The LNO also can
communicate with aircraft using ultrahigh frequency (UHF) radios.
(5) Coordination and control measures that apply to naval gunfire are the same as for field
artillery, with the addition of two terms, which are:
(a) Fire support area (FSA)--a sea area within which a ship may position or cruise
while firing in support. It is labeled as FSA and numbered by a Roman numeral - for
example, FSA VII.
(b) Fire support station (FSS)--a specified position at sea from which a ship must fire.
This is very restrictive positioning guidance. It is labeled as FSS with a Roman
numeral--for example, FSS VII.
g. Air defense artillery.
(1) Army air defense artillery units are rarely used to directly support the ranger force since
7-13
ranger operations normally take place deep behind enemy lines. However, it is possible that
during the insertion or extraction phase of an operation, ADA units may support the ranger
force as it crosses the FEBA.
(2) The ranger regiment's fire coordination element and the FSO in the ranger battalion are
mainly concerned with adequate coordination of ADA fires. This prevents friendly units
from being engaged. It allows the integration of ADA fires into the scheme of maneuver.
The fire support planners ensure that enough coordination has been made so that ADA units
are aware of the ranger force and know enough about its flight paths, routes, and altitudes to
prevent engagement by friendly units. When conducting this coordination, care must be
taken to pass only needed information to the ADA unit. To aid coordination, an ADA officer
may be attached to the ranger force.
(3) The plan for a heliborne or airborne insertion and extraction of the ranger force must
include the correct identification-friend-or-foe (IFF) codes, the flight profiles, the times of
FEBA crossings, and the estimated number of aircraft making the crossing. There must also
be a plan for crossing by straggler aircraft and battle-damaged aircraft that cannot reply to
IFF interrogation. If possible, the routes selected should avoid concentrations of friendly
ADA units.
(4) During an aerial crossing of the FEBA by a ranger force, the regimental headquarters
may assign a liaison officer to the headquarters controlling the ADA fires in the crossing
area. The LNO is then responsible for close and continual coordination. This ensures that
the crossing is made without friendly ADA units engaging the ranger force while it is
exiting or entering friendly lines.
(5) During ranger operations, the primary source of air defense fires is shoulder-fired
antiaircraft missiles carried by specially trained individual rangers. These weapons provide
the ranger force commander a limited defense against attack by enemy aircraft. The decision
to take these weapons into the objective area depends on the factors of METT-T. Ranger
operations should be completed before the enemy can react with ground forces. However,
enemy aircraft may be able to react in time to threaten the ranger force. These lightweight
missiles offer a highly effective, short-range counter to enemy air attack.
(6) The ranger force commander must define the weapons control status and rules of
engagement for all short-range air defense (SHORAD) teams under his control. Priorities of
target engagement must also be determined to prevent multiple engagements of a single
enemy aircraft. The ranger battalion FSO and the attached ADA officer are responsible for
the coordination of ADA fires within the objective area. Standard ADA weapons-control
status and rules of engagement may be modified by the ranger force command.
7-5. Aviation support.
a. Planning.
(1) The ranger regiment may need extensive aviation support on some missions. The ranger
battalion is organized and trained to move quickly to the objective area by air and to be
resupplied by airdrop for short periods.
7-14
(2) Often the decision to execute a mission depends on the amount and type of available
insertion and extraction aviation support. Normally, the theater commander or JTF
commander allocates the type and amount of aviation assets to support a ranger operation.
The theater or JTF commander's staff is responsible for the planning and coordination
concerning aviation support. The ranger force commander must play an active part to ensure
mission success.
(3) Due to the extensive training requirements and specialized operational techniques
needed to support special operations, special air operations units in the Army and the USAF
have been equipped and trained for the mission. These forces train with the ranger regiment
and jointly develop tactics, techniques, and procedures of employment. These special units
operate diverse aircraft that have unique capabilities. These help the ranger force
commander to effectively employ his units. Command of these special units is maintained at
a very high level in the chain of command. They are assigned to support a specific
operation. Then they return to their parent unit's control.
b. Coordination. In addition to the staff of the theater commander or JTF commander, the
coordination of aviation support occurs at all levels in the ranger force. These operations often are
conducted in phases. A separate air mission commander is then designated. The AMC is
responsible for the completion of each phase of the aviation mission, as well as the close and
continuous coordination with the ranger force, commander. The ranger regimental air operations
officer and the movements control officer are responsible for the planning, integrating, and
controlling of aviation support.
c. US Air Force.
(1) The USAF provides special aviation support to the ranger regiment and other elements
of the special operations force. The USAF has elements that are equipped with MC-130
Combat Talon aircraft (see Figure 7-9) and AC-130 Spectre gunships, as well as HH-53
Pave Low, UH-60, and UH-1 helicopters. These aircraft are specially equipped to conduct
long-range infiltration, exfiltration, attack, and search-and rescue operations. The USAF
also provides C-141B and C-130 aircraft for strategic and tactical airlift of the ranger force.
There are specially trained USAF crews that can operate using AWADS and SKE. This
gives them an excellent means of inserting the ranger force during reduced visibility.
7-15
Figure 7-9. MC-130 Combat Talon aircraft.

(2) The AFFOR commander provides the airlift control element (ALCE) support at the
departure airfield. The ranger air operations officer ensures that coordination of aircraft load
limits, air movement times, specific load plans, and manifests is conducted in an effective
and timely manner. The air operations officer and the movements control officer ensure that
a departure airfield control officer (DACO) from the deploying unit is designated to provide
face-to-face coordination at the departure airfield.
(3) The USAF normally provides an airborne battle command and control craft. This is a
specially equipped C-130-type aircraft that provides communications and data system
down-links to ground stations.
(4) The terminal guidance needed for assault landings and air traffic control in the objective
area is provided by a specially trained and equipped CCT. This element has habitual training
and operations relationships with the ranger units. The USAF is also responsible for the
specially trained and equipped weather teams that can be sent into the objective area with
the CCT.
(5) The USAF Tactical Air Command (TAC) includes fighter, interceptor, ground attack,
electronic countermeasure, early warning, reconnaissance, and airborne command and
control squadrons, any of which may be used to support the ranger force. The Tactical Air
Command provides the results of aerial reconnaissance to the AFFOR, who then processes it
for use by the theater or JTF commander's staff. This reconnaissance may be by low-level
photo, imaging infrared, side-looking airborne radar (SLAR), low-light-level television, or
overhead photography.
(6) The Military Airlift Command (MAC) equips and trains special long-range SAR aircraft
and crews. These aircraft, mainly helicopters, are equipped with sophisticated navigation,
observation, and communications equipment, as well as extended-range fuel tanks and
in-flight refueling capabilities (see Figure 7-10). The ranger regiment uses these aircraft for
certain missions.
7-16
Figure 7-10. In-flight refueling.

d. US Navy and US Marine Corps. Both the USN and the USMC have units equipped and
trained to support ground forces. The type of aviation support normally provided to the ranger
regiment is close air support against targets in the objective area, or as suppression missions
against enemy air defense installations. Long-range helicopters from the USMC may be used to
support an amphibious operation or to insert special teams during ranger operations. The USN also
has a search-and-rescue ability that may be used to support the ranger regiment.
e. Special operations aviation units.
(1) The US Army has specially equipped and trained SOA units tasked to support the ranger
regiment, as well as other elements of the special operations force. These SOA units have a
habitual training association with the ranger regiment and use dedicated aviation assets to -
(a) Insert, extract, and resupply the special operations force.
(b) Conduct armed escort, reconnaissance, surveillance, and electronic warfare in
support of the special operations force missions.
(c) Provide airborne command, control, and communications for special operations
force elements.
(d) Provide general support aviation during peacetime and contingency operations.
(2) Penetration of enemy airspace is normally done during limited visibility at very low
altitudes. Penetrations are planned to maximize the use of existing terrain and exploit blind
spots in enemy air defenses. On-board navigational aids are crucial to mission success.
There normally is not any terminal guidance to the selected LZ or DZ. Deception operations
of a tactical or operational nature help SOA units penetrate to the objective and reenter
friendly lines. Advanced helicopters and short-takeoff-and-landing aircraft provide the help
needed to do these missions.
(3) To survive enemy air defense systems and prevent mission compromise, SOA units
avoid detection. Detected aircraft may reveal the location of supported special operations
force ground forces or may be destroyed by enemy ADA fires. The SOA normally avoids
detection by operating at night without illumination. This condition requires flight using
sophisticated night vision devices. The SOA also operates in other conditions of reduced
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visibility, such as clouds, fog, rain, snow, smoke, and dust storms.
(4) Before an operation, the ranger force commander may need to place reconnaissance
teams near the objective. Army SOA assets can be used to transport ranger reconnaissance
teams.
(5) Elements of SOA provide the ranger regiment with short and intermediate range
penetration, resupply, and extraction capabilities. Long-range aircraft must be provided from
USAF special operations assets.
(6) The ranger regimental or battalion commander is normally provided a liaison aircraft
while the ranger force is in the REMAB. This ensures that he can travel quickly to the
dispersed headquarters of the agencies providing support for the mission. This aircraft and
crew are provided by the theater or JTF commander from EAC general support aviation
assets. It may be a helicopter or fixed-wing aircraft, depending on the location of the
REMAB to a suitable landing field.
(7) Army helicopters and fixed-wing aircraft may be used to provide SEMA aerial
reconnaissance; radar, infrared and photographic imagery; and electronic intelligence
support to the ranger force commander. This support is normally provided by the aerial
exploitation battalion of the theater Army military intelligence group.
7-6. Engineer support.
a. The ranger regimental and battalion operations officers plan and request engineer support for
ranger operations.
b. The most common engineer-type tasks needed during a ranger operation are the destruction of
enemy facilities, equipment, and material by use of conventional explosives; and the interdiction
of major lines of communication. To reduce the need for external support, the ranger regiment
trains selected individuals in advanced demolition techniques. All members of the ranger regiment
are well trained in the basic employment of conventional demolitions. Therefore, there is no need
to attach combat engineers to conduct normal demolition missions. If specialized skill or
knowledge is needed for a specific mission, qualified personnel can be attached.
c. During the occupation of the REMAB and the rehearsal for an operation, the ranger regiment
needs construction engineer support to build simulated target areas. The simulated target areas
should be camouflaged to prevent the enemy from recognizing the target. The construction
engineers augment the ranger unit's self-help construction efforts. Limited-facilities construction
and improvement may also be needed at the REMAB to provide security and isolation. The theater
commander or JTF commander provides the construction engineer support.
d. Certain missions, such as those of interdiction, may need engineer special weapons teams. The
teams are provided by the theater commander or JTF commander, or they may come from other
special operations force assets. They are attached to the ranger force for a specific mission and
released at the completion of the extraction and debriefing phase.
e. Some operations may need the ranger force to use captured enemy heavy construction
equipment. Selected members of the ranger regiment are trained to operate such equipment.
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However, construction engineer personnel may be attached to the ranger force for this mission.
7-19
FM 7-85 Chapter 8 Combat Service Support
CHAPTER 8
Combat Service Support

Combat service support consists of the logistical and administrative effort to maintain the battalion's
ability to fight. The commander forecasts his needs for CSS. He employs CSS units to ensure
accomplishment of the mission.
8-1. Ranger support element.
a. The ranger support element is a non-TOE organization formed from elements of CSS units
collocated with CONUS-based ranger units augmented by selected personnel from the host
installation. The mission of the RSE is to provide all the CSS needed to outload and deploy a
ranger unit from CONUS. The personnel designated as part of the RSE have the same alert
notification, reaction, and security requirements as members of the ranger unit they support. The
RSE is normally built around a command and control group provided by a major CSS unit on the
ranger unit's host installation. The remaining CSS elements and teams are then designated. An
RSE consists of--
(1) An emergency operations center liaison group that provides timely coordination between
the ranger unit and the functional elements of the RSE.
(2) A command and control group that coordinates and directs the actions of the functional
elements.
(3) A supply section responsible for the timely issue of all Class II, III, IV, and VII items.
This section maintains a stockage of contingency items marked for use by the resident
ranger unit. It also issues items out of common stocks.
(4) A transportation section moves equipment and personnel from the unit area to the
departure airfield and picks up equipment from local storage sites. It may also operate
material-handling equipment and trailers to support loading of aircraft.
(5) An ammunition section responsible for the requisition, storage, issue, loading, and
security of the ranger unit's basic load(s) of conventional munitions.
(6) A mess section provides all Class I support to the ranger unit. This includes operating a
dining facility, providing food to remote sites, and drawing and issuing operational rations.
(7) A load team loads and unloads all equipment and supplies for the ranger unit. This team
prepares pallets for loading, documents hazardous or dangerous cargo, and loads equipment
pallets on USAF aircraft. It can also provide limited security for loads.
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(8) A communications and electronics section provides secure communications among the
RSE subelements, ranger unit, EOC, and DACG.
(9) An engineer platoon that is responsible for the construction of targets and rehearsal
areas. This element of the RSE may or may not be activated, depending on the mission
given the ranger unit. If the ranger unit deploys from CONUS to the objective area, this
platoon has a key role to play in the premission preparation.
(10) A maintenance team whose primary mission is to ensure that the vehicles used by the
RSE remain operational. It also provides predeployment maintenance and Class IX support
for ranger unit vehicles and equipment.
(11) A medical team that provides unit-level medical care while the organic ranger medical
section completes its outloading preparations. This team also provides any Class VIII
supplies that the ranger unit may need.
(12) A security team responsible for security at the EOC, ranger unit location, and departure
airfield. This team enforces stringent physical security precautions and maintains a constant
counterintelligence (CI) surveillance of the outloading procedure. The security team
provides armed guards for the protection of ammunition convoys, equipment movement,
and vehicles.
(13) A rigger detachment that maintains, packs, rotates, and issues the personnel and
equipment parachutes required by the ranger unit. It maintains enough stock of personnel
parachutes to conduct a battalion-level parachute assault. The riggers lend technical skill to
the rigging and aerial delivery of bulky, unusual, or delicate equipment.
b. The primary mission of the RSE is to provide the support necessary to quickly load and deploy
the ranger units. The theater commander provides CSS to the ranger force once it has arrived at the
OCONUS REMAB or ISB. The transition of support from the RSE to the CSS assets of the theater
commander may be delayed for certain subelements in order to ensure a smooth deployment and
enhance mission accomplishment. These subelements are released when the in-theater CSS assets
can provide the support. Retained subelements of the RSE may be released from support
requirements all at once, released in increments, directed to continue to provide support until
mission completion, or augmented by in-theater CSS assets. The maintenance, medical, security,
and rigger elements are those most likely to continue providing support OCONUS. This is likely if
deployment is to an austere ISB pending immediate employment.
c. Once a ranger unit has been deployed OCONUS and has closed to a REMAB or ISB, the theater
commander's staff coordinates CSS. If 1st SOCOM elements have deployed to the theater or
operational area, the special operations support battalion (SOSB) of the 1st SOCOM coordinates
CSS. Ranger logisticians at regiment and battalion level are mainly planners with limited logistics
operations ability. Ranger logistical and personnel officers coordinate with CSS elements who
provide such services.
d. The Theater Army Materiel Management Center (TAMMC) is the point of contact for
information concerning in-theater logistical assets. In a developed theater of operations, a series of
theater Army support groups will have been set up. One of these groups is assigned the mission of
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supporting the ranger force. The 1st SOCOM may also deploy certain assets available to provide
CSS to the ranger force. The many CSS sources, the rapidly changing nature of SOF operations,
and the unique CSS requirements of ranger units combine to make providing logistical and
personnel support a challenge. The ranger unit's logistics officer must be included in the early
phases of planning and deployment.
8-2. Logistics and personnel.
a. The echelons-above-corps CSS structure provides support to the ranger regiment as directed by
the theater Army (TA) commander. In a low-intensity contingency involving a corps or less, there
may be no echelons-above-corps logistics and personnel support elements. The corps support
command (COSCOM) involved may be able to meet all needs from its own sources. However, in a
combined operation in a high-intensity environment, the theater commander assembles a large
CSS organization to provide support to the TA. This CSS base normally provides for all the ranger
unit's requirements. During contingency operations in an area where there is no TA, the JTF
commander provides the CSS elements. Until the buildup of these elements is complete, the ranger
regiment must be prepared to operate from austere facilities with only the supplies it brings from
CONUS.
b. The ranger regiment is normally assigned to the theater command for CSS. The TA commander,
as directed by the theater commander, provides CSS to the ranger regiment and sets up support
priorities. The EAC CSS organizations are under the command of the TA commander and consist
of subordinate area and functional commands. The TA plans, coordinates, and executes its CSS
functions through area-oriented support commands and specialized subordinate organizations.
During the early stages of conflict, the TA may be organized as shown in Figure 8-1.
8-3
Figure 8-1. Ranger force relationship to theater Army.

c. The Theater Army Area Command (TAACOM) is the key CSS operator in the communications
zone. It functions as a major subordinate command under the theater Army. The primary mission
of the TAACOM is to provide direct support CSS to units such as the ranger regiment located in or
passing through its assigned area. While located in an OCONUS REMAB, the ranger regiment
receives most of its logistical support from the TAACOM.
d. The TAACOM area support group (ASG), which is subordinate to the TAACOM, is structured
with operating units to provide direct support CSS to units located in or passing through its
assigned geographical area of responsibility (see Figure 8-2). Area support groups are usually
located along the lines of communication. The ASG is the prime source of CSS for the ranger
regiment. It contains the units that actually provide services requested by the ranger unit logistics
officer.
8-4
Figure 8-2. Ranger force relationship to theater Army area support group.
e. The ranger regiment is not normally assigned to a corps for employment. However, it may be
placed under a corps' operational command for a specific mission. The ranger unit logistics and
personnel officers must coordinate with the COSCOM that would then be providing CSS. (See
Figure 8-3.) Corps support groups are major subordinate elements of the COSCOM. They provide
command and control of COSCOM companies and battalions, which provide direct support (DS)
and general support (GS) supply and field services to nondivisional units, such as the ranger
battalion. (See Figure 8-4.)
8-5
Figure 8-3. Ranger force relationship to corps support command.
Figure 8-4. Ranger force relationship to corps support group.

f. Normally, the ranger regiment receives its logistical support from the corps support group
responsible for the geographical area in which the REMAB or ISB is located. The corps support
group provides all supplies except Classes V and VIII. The medical brigade provides Class VIII
supply and medical maintenance support. The ammunition group provides Class V support.
Financial and personnel services are provided by the corps finance group and the personnel and
administration battalion, respectively.
g. Transportation needs are met by the transportation brigade. The ranger unit places ground
transportation requests with either the Movement Control Center (MCC) or a designated
movement control team. All airlift supply requirements are passed IAW FM 100-27. Standard and
nonstandard supplies are normally requested from the supporting direct support unit (DSU). If
authorized by the corps commander, the ranger regiment can place requirements for nonstandard
items on the appropriate division within the corps MMC.
h. The COSCOM MMC (see Figure 8-5) performs supply and maintenance management for all
classes of supply. The ranger unit logistics officer may coordinate with the MMC division chiefs
or operations section.
8-6
Figure 8-5. Ranger force relationship to COSCOM MMC.

i. Critical logistics operations, such as those supporting ranger and other SOF elements, need
intensive management. They may be assigned to special staff sections that act as special operations
force logistics managers. If designated, a logistics manager for special operations force elements
would be a major point of contact for logistical support for the ranger regiment.
j. The ranger regiment may also receive logistical support from the SOSB. Normally, the SOSB
provides administrative and logistical support to the Headquarters, Army Special Operations
Forces (ARSOF). It complements the support provided by the Army component in the theater of
operations by coordinating, augmenting, or assisting CSS forces. The SOSB provides unique
quick-reaction support to the ARSOF or deploying SOF elements.
k. The ranger regiment does not make inordinate demands on the logistical system. However, a
ranger unit may need certain nonstandard or low-density equipment. The concurrent need for
nonstandard Class IX items requires management by logisticians to ensure support.
(1) Ranger battalion mess sections are responsible for Class I operations at the REMAB.
The ranger regimental headquarters, which has no mess section, either collocates with one
of the battalions or is supported by a mess facility operated by a nearby unit. It may share
this facility on an area basis. The ranger unit personnel officer coordinates with the
supporting DSU, which initiates the issue of Class I supplies.
(2) Class II, IV, and IX support to the ranger force is normally not of a great volume. It may
consist of some nonstandard items. Depending on the need, the item, and the security, the
SOSB may get some nonstandard items directly.
(3) Class III support needed by the ranger regiment is small and limited to standard items.
The normal source of supply for Class III is the supply and service company providing area
support.
8-7
(4) Class V support needed by the ranger regiment is small. It may include requests for
nonstandard items of ammunition and explosives. The ranger logistics officer passes
requests for standard items to the ordnance company (conventional ammunition) of the
ammunition battalion assigned to the TAACOM ammunition group. Requests for
nonstocked items are passed through the TAACOM Materiel Management Center or 1st
SOCOM channels. The ranger unit must contact the ammunition company early to ensure a
continuous supply of ammunition.
(5) Class VII supplies needed for the ranger regiment are often nonstandard or in excess of
TOE. (See Appendix C for an equipment density listing.) All nonstandard or excess requests
must be coordinated through the TAMMC or 1st SOCOM channels.
(6) Class VIII supplies for the ranger regiment are normally standard items supplied by the
area support Class VIII point. The ranger regiment personnel officer sets up the Class VIII
supply points of contact through the ranger battalion's medical officer.
(7) Aerial delivery equipment is provided by the airdrop equipment repair and supply
company of the theater Army support group (TASG) (GS). There is normally one such
company for each TAACOM. This unit supplies and repairs aerial delivery equipment. It
does not pack and rig supplies for aerial delivery. The ranger regiment's requirements for
aerial delivery supplies normally consist of standard items. Certain low-density items, such
as HALO or HAHO parachute equipment, may also be provided through 1st SOCOM
channels.
(8) The supporting motor transportation group of the transportation command is responsible
for unit movement of the ranger regiment. The ranger regiment does not have any organic
transportation assets. It depends on outside support whenever motor movement is needed.
8-3. Resupply.
a. Resupply operations for ranger units are normally covered during the planning and coordination
phase of the mission. Ranger units try to complete their mission quickly and then be extracted or
exfiltrate from the objective area. Ranger units carry into the objective area the equipment and
munitions they need. They do not normally remain long enough to need extensive resupply.
Certain operations may require the use of bulky or heavy items of equipment that cannot be carried
by personnel. If the ranger force is airlanded on or near the objective, one or more of the aircraft
may contain palletized supplies. These can be quickly off-loaded for future use.
b. If the ranger force is inserted into the objective area by parachute assault, aircraft can also drop
resupply loads either just before or just after the personnel drop. These loads might include extra
water, ammunition, demolitions, or barrier material. During peacetime, preloaded airdrop pallets
are stored at CONUS depots for such contingency use. These mixed loads can be quickly moved to
a departure airfield and inserted along with, or following, the ranger force. By dropping a resupply
of water, food, equipment, and munitions with the ranger force insertion, the heavy-drop aircraft
do not have to conduct a separate penetration of the enemy air defense zone. The ECM and SEAD
programs used in the insertion of the personnel aircraft mask the penetration of the heavy-drop
aircraft.
8-8
c. The aircraft dropping ranger personnel can also carry door bundles to deliver bulky or heavy
items to the objective area. These door bundles, normally made up of A-7 and A-21 containers,
may be color-coded to identify different loads or units. The most common door bundle loads are
such items as 90-mm recoilless rifles and ammunition, 60-mm mortar ammunition, Dragon
missiles, SHORAD missiles, or more demolition material. These bundles are pushed from the
personnel aircraft just before the lead jumper's exit. They may be marked with lights or infrared
sources for locating them at night.
d. If the tactical situation requires that a ranger force receive a resupply during the course of an
operation, the most common method would be by airdrop. Airdrop could be needed if the
operation takes longer than planned, initial supplies are lost, or changes occur in the operational
plan. The ranger unit logistics officer and operations officers normally plan for resupply needs and
schedule follow up loads of Classes I, II, IV, V, and VIII. There are two different airdrop requests
channels for the ranger force to use:
(1) Nonemergency airdrop requests are sent through logistics channels. The ranger LOC
sends requests for the airdrop of supplies and equipment to its supporting supply unit, and
the supporting unit forwards the requests to the COSCOM or TAACOM MMC. The MMC
coordinates with the movement control center (MCC). Jointly they direct the actions of the
supply and transportation units. The MCC sends the request to the joint transportation board
(JTB). The board validates it and assigns it a priority. The JTB then sends the request to the
airlift control center for action. If the items requested are not on hand in the airdrop
company, the MMC directs the proper supply activity to prepare the items for shipment to
the airdrop unit. The MMC coordinates with the MCC, and the MCC ships the items. The
airdrop unit prepares the supplies for the mode of delivery to be used. It also makes sure the
supplies are delivered to the air terminal at the right time. (See Figure 8-6.)
8-9
Figure 8-6. Ranger requests for nonemergency airdrop.

(2) Emergency requests for airdrop are passed through command channels in the quickest,
most secure way.
(a) The request is usually sent to the command level that has authority to approve it,
usually the tactical operations center at corps or above. The Air Force airlift officer at
the direct air support center (DASC) coordinates with the Assistant Chief of Staff,
Operations (G3) at the tactical operations center to determine whether airlift resources
can be used for the mission.
(b) The TOC sends a request for an immediate airlift to the joint force commander's
(JFC) designated agent for validation. At the same time, the airlift liaison officer
advises the airlift control center (ALCC) that a request is coming through channels so
8-10
plans can be made. When the ALCC receives the validated request from the JFC
agent, it diverts or cancels less essential missions and provides airlift support. The
TOC sends the request for supplies or equipment to the MMC.
(c) The MMC and MCC jointly direct the actions of the supply and transportation
elements. The airdrop company stocks Classes I, III, and V supplies. It holds these
supplies for emergency missions. If the supplies and equipment requested are not on
hand in the airdrop company, the MMC directs the proper supply activity to prepare
the items for shipment to the airdrop unit. The MMC coordinates with the MCC to
ship the items. The airlift is arranged by the ALCC.
(d) The airdrop unit prepares the supplies according to the mode of delivery to be
used. It coordinates with the MCC and delivers the supplies to the designated point at
the air terminal (usually the cargo aircraft ramp). (See Figure 8-7.)
Figure 8-7. Request channels for emergency airdrop.
8-11
e. Aircraft delivering airdrop resupply deep behind enemy lines need to take precautions to avoid
enemy detection and antiaircraft fire. The USAF is responsible for most of these precautions, such
as ECM, suppression of enemy air defense (SEAD), and WILD WEASAL support. These do not
concern the ranger commander. The choice of the type of parachute delivery system to use,
however, may affect the ground commander's plan. The ranger force commander must specify any
tactical restrictions that would require a specific type of delivery system. The ranger LOC and
regimental logistics officer must advise the ranger force commander on the type of parachute
system to be used. Conflicts must be quickly resolved so as not to interfere with the tactical
operations.
(1) The safest way for the airdrop aircraft to penetrate enemy air defense and remain
undetected is often by use of very low-level flight. There are four low-level parachute
delivery systems that can be used without the aircraft being required to climb to a higher
drop altitude and risk detection by enemy ADA.
(a) The low-altitude parachute extraction system (see Figure 8-8) needs a length of
level ground with enough clearance for the delivery aircraft to make a very low pass
over the extraction zone. The load is extracted by parachute from the aircraft and
slides to a stop on a rugged, skid-type pallet. Heavy loads can be delivered using this
system.
8-12
Figure 8-8. Low-altitude parachute extraction system.

(a) The containerized delivery system (CDS) (see Figure 8-9) consists of multiple,
individually rigged A-22 containers, each with its own parachute, weighing up to
2,000 pounds each. The system provides single-pass delivery of up to 16 containers
by C-130 aircraft and up to 28 containers by C-141 aircraft. The CDS loads may be
delivered into drop zones using multiple points of impact to allow for tactical
separation. The ranger force commander can direct the use of multiple points of
impact, noting the advantages to be gained against the requirement for multiple
passes.
8-13
Figure 8-9. Containerized delivery system.

(c) The high-speed, low-level, airdrop system (HSLLADS) (see Figure 8-10) is a
single A-21 container specially rigged to withstand the parachute opening shock when
airdropped from C-130 aircraft at high speed. This system can be used to deliver up to
600 pounds for each container, with a maximum of four containers for each pass, at
speeds up to 250 knots.
Figure 8-10. High-speed, low-level, airdrop system.

(d) The CTU-2/A is a high-speed, aerial-delivery container (see Figure 8-11) that can
be used to deliver supplies from high-performance aircraft flying at a minimum
altitude of 300 feet above ground level and a maximum airspeed of 425 knots. The
CTU-2/A is carried on the bomb racks of fighter or bomber-type aircraft. Upon
release, a pilot parachute deploys the main chute and the container descends slowly.
8-14
Figure 8-11. CTU-2/A high-speed, aerial-delivery container.

The CTU-2/A can be used to deliver up to 500 pounds of supplies such as weapons,
water, food, or munitions. The container can be destroyed by burning. The main
advantage of this system is that it can be delivered by high-performance aircraft deep
behind enemy lines and in a dense air defense environment. The accuracy of this
system is equal to that of a conventional bomb strike.
(2) Sometimes it may be better to drop resupply loads to the ranger force from a high
altitude. The HAARS (see Figure 8-12) permits containerized unit loads weighing from 200
to 2,000 pounds to be delivered from aircraft at speeds up to 150 knots from up to 25,000
feet AGL. The HAARS consists of a cargo parachute, an airdrop container, an altitude
8-15
sensor, and a pilot chute. The pilot chute gives the descending bundle a speed slightly
greater than an accompanying HALO parachutist. The system provides for the steady
free-fall descent of loads from altitudes between 2,000 and 25,000 feet to an altitude at
which a barometric sensor actuates deployment of the main parachute. This allows safe and
accurate delivery of loads onto unprepared drop zones. The HAARS can deliver a payload
to within 260 meters from a target impact point from a 10,000-foot altitude, with a
proportional degree of accuracy from 25,000 feet. Ranger units can use the system for
resupply of battalions and smaller units with rations, ammunitions, and medical supplies,
breaking down the containerized material into man-packed loads.
Figure 8-12. High-altitude, airdrop resupply system.

(3) The ranger force may need aircraft loads delivered during periods of poor visibility. The
adverse weather aerial delivery system allows aircraft to drop resupply bundles accurately in
adverse weather or darkness. These AWADS operations can be conducted safely and
effectively with a minimum 300-foot ceiling AGL and a minimum visibility of less than half
a mile. The minimum-drop altitude is 500 feet above the highest obstruction. These
minimum ceiling or visibility restrictions do not apply to the Combat Talon aircraft.
8-16
f. Resupply to the ranger force can be provided by Army helicopters (see Figure 8-13). Normally
this is done by SOA units. The danger to helicopters during long-range, low-level penetration of
enemy rear areas requires that resupply be conducted when there is limited visibility.
Figure 8-13. Resupply bt helicopter.
8-4. Military police.
a. The ranger regiment needs military police support to provide security at the REMAB. Although
ranger units can provide their own security and local defense, using military police for this purpose
allows the ranger unit to concentrate its manpower and training on mission preparation. A military
police security company is normally designated to provide support to 1st SOCOM elements
located in the communications zone. Military police provide security patrols of the REMAB,
convoy security, and vehicular search. They provide entry and exit control of the sensitive
compartmented information facility (SCIF).
b. A preemptive strike by enemy special operations forces is a threat to the ranger regiment while
located in the REMAB; either by conventional attack or by terrorist-type bombing. The
preparation and location of the headquarters, the type of buildings, the location of landing zones,
the traffic flow, and the size of the local population all influence the size of the military police
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unit. A military police platoon, augmented with bomb and guard dog teams, should be enough
security at the REMAB. These security forces would not normally deploy from the REMAB to an
ISB with the ranger unit.
8-5. Counterintelligence.
Counterintelligence support to the ranger regiment is normally provided by a CI team from the military
intelligence group at TA level. The CI team provides a liaison and informational flow from the CI
agencies operating within the theater. It also acts as advisor to the ranger unit commander on OPSEC
while performing CI surveillance operations in the vicinity of the REMAB. The CI support may also be
provided through 1st SOCOM channels. It is through 1st SOCOM that liaison with national intelligence
and counterintelligence agencies is achieved.
8-6. Personnel service support.
The personnel service support needs of a ranger unit are much like that of any other unit of the same size.
To receive the support his unit needs, the ranger personnel officer must meet with the proper agencies
within the theater of operations.
a. Strength accounting. Within the ranger regiment, strength accounting is conducted through
normal personnel channels. Regimental strength figures are passed quickly to the TAACOM or
COSCOM. These figures are crucial to the theater commander for planning future operations.
When matched with casualty reports, they provide the information needed for replacements.
b. Replacement operations. Ranger units need exceptionally well-trained and physically
conditioned personnel as replacements. Ranger operations require that replacements train with the
unit before they can become an effective member of the team. There are five sources of
replacements for ranger units:
(1) In-theater volunteers. Use of in-theater volunteers, preferably with experience in ranger
units, is the quickest way to replace personnel. These volunteers have a knowledge of the
basic skills required of rangers and have some operational experience. The ranger
regimental personnel officer coordinates with the theater personnel officer to screen and
select those volunteers with the required MOSs and grades. Volunteers from other special
operations force components, or from other theaters of war, are identified by DA and
screened for assignment to the ranger regiment. Even though these volunteers have
individual training and experience, it takes several weeks to become fully integrated into the
ranger unit's operations and to achieve the needed skill level.
(2) Reorganization of units. This method of reconstitution is used when two or more ranger
units have high personnel losses. The remaining members of these units are reorganized into
a single unit. This method provides the ranger regimental commander with enough
ready-trained, physically fit personnel to form a full-strength unit. Extensive unit training
must be conducted before such a reorganization regains the unity and esprit of its
component parts. The high standards found among the subelements of the ranger regiment
makes this a good method of reconstituting a ranger unit. The units that have lost all their
personnel may be reconstituted later, using some other method, or left unreconstituted,
8-18
depending on the situation.

(3) Hospital returnees. These personnel, former members of the ranger regiment who were
injured, evacuated, treated, and have now recovered, are valuable assets. They provide the
unit with a major reconstitution ability. These personnel should be returned quickly to their
original battalion. This enhances unity and increases morale and esprit. Returnees may not
be physically able to return to full duty right away. While recuperating, they may be
assigned to limited duty as instructors. The ranger unit uses the returnee's combat experience
and individual skills to screen and train newly assigned volunteers. Lessons learned in
combat can help prepare the unit for future operations.
(4) Replacement volunteers from CONUS. These personnel have training in the basic
skills and may have completed the ranger course, but they do not have any ranger unit
experience. They need several weeks of unit training to become prepared for combat
operations.
(5) Ranger indoctrination program. During wartime, this program provides screening and
training of newly assigned personnel. Volunteers who have neither served in a ranger unit
before nor have graduated from the ranger course require extensive individual training
before they are ready to begin unit training with a ranger battalion. This method of
reconstitution of ranger units requires the longest training period. During this reconstitution
phase, a ranger battalion needs extensive use of ranges, maneuver areas, and support by
aviation and other special operations-type units. The ranger regimental commander may
choose to move the program from CONUS to a location near the regiment's REMAB.
c. Casualty reporting. Casualty reports are handled through regimental personnel channels and
must be timely and accurate. The reports are used to check strength accounting data, to assist
graves registration personnel in the recovery and identification of remains, and to notify next of
kin.
d. Health service. The health service support needed by the ranger units deployed OCONUS is
usually small. Area medical support provided by host country or theater medical command assets
usually meets their needs. Evacuation of wounded members of the ranger force begins upon
extraction from the objective area. Personnel wounded in action are evacuated through USAF or
Army channels to the nearest medical facility that can provide treatment. The ranger force medical
officer and personnel officer coordinate with the area medical support facility providing preventive
and routine medical care to the unit while at the REMAB. Vaccine needed for innoculation of the
ranger force members and any special Class VIII supplies needed for the mission are drawn
through normal medical channels.
e. Financial service. Financial support varies with the situation. In mid- and high-intensity
conflicts, regular paydays are suspended in the theater of operations. As a nondivisional unit, the
ranger regiment coordinates with the theater finance center or corps finance group for financial
support. In the REMAB, ranger units are provided financial support from the closest finance
support unit. The ranger unit personnel officer appoints Class A agents to help with the
disbursement of funds. The ranger force may be given a specific amount of local currency or
military scrip depending on the length of time in the REMAB and the operational situation. The
ranger unit personnel officer also coordinates with the theater finance center to get any
8-19
third-country currency that may be included as part of an escape-and-evasion kit provided to

ranger elements.
f. Postal service. Postal service to the ranger unit is through normal channels. Mail for members of
the deployed force is forwarded by the rear detachment commander to an established theater Army
general support postal activity. This activity forwards the mail to the postal unit designated to
support the REMAB site. The ranger unit commander appoints subordinate unit officers as
censors. The exact location of the REMAB, and all aspects of the mission and its location, remains
classified until released by an official Army spokesman. The ranger unit commander must ensure
that the forwarding of mail, or the writing home of personal letters, does not endanger the ranger
force mission. All outgoing mail is censored during wartime. For security reasons, outgoing mail
may be held for a short time before it is forwarded. Mail from the ranger unit is never sent by host
country or other nation's postal services.
g. Chaplain activities. Chaplain activities are provided by the chaplain assigned to the ranger
battalion. He provides unit coverage through services, rites, and sacraments regardless of his or the
unit member's religious affiliation.
h. Legal service. Ranger units do not need extensive legal service support. Legal service support is
obtained through coordination with the theater Army staff judge advocate.
8-20
FM 7-85 Appendix A
APPENDIX A
Organization and Equipment Introduction of the

Ranger Regiment
Figure A-1. Ranger regiment.
A-1
FM 7-85 Appendix A
Figure A-2. Ranger regimental HHC.
Figure A-3. Ranger regimental staff.
A-2
FM 7-85 Appendix A
Figure A-4. Ranger regimental headquarters company.
Figure A-5. Ranger regimental communications platoon.
A-3
FM 7-85 Appendix A
Figure A-6. Ranger regimental reconnaissance platoon.
Figure A-7. The ranger battalion.
A-4
FM 7-85 Appendix A
Figure A-8. Ranger battalion HHC.
A-5
FM 7-85 Appendix A
Figure A-9. Ranger rifle company.
Figure A-10. Ranger rifle platoon.
A-6
FM 7-85 Appendix A
Figure A-11. Ranger weapons platoon.
A-7
FM 7-85 Appendix B
APPENDIX B
Composition and Equipment of Ranger Regiment

Liaison Teams
Team Red RANK
Liaison Officer MAJ
Senior Intelligence Analyst SSG
Clerk-Typist SP4
Tactical Communications System Operator/Mechanic SGT
Combat Telecommunications Center Operator SP4
Tactical Communications System Operator/Mechanic SP4
Team White
Liaison Officer CPT
Senior Intelligence Analyst SSG
Clerk-Typist SP4
Tactical Communications System Operator/Mechanic SGT
Combat Telecommunications Center Operator SP4
Tactical Communications System Operator/Mechanic SP4
Equipment (for Each Team)

HMMWV with 3/4-ton trailer 5-kw generator
Communications shelter Tent, GP, small
AN/PCS-3 radio set (3) AN/VSC-7 net control station (1)
MX 300 (4) KY 57 with battery case (5)
HYX 57 with battery case (4) HYP 57 (5)
B-1
FM 7-85 Appendix B
KYK 13 (2) KYI 18 (1)

KY 65 with battery case (1) KY 65 WLA (1)
KG 84 (1) Digital message device (1)
H189 (2) AN/PRC-77 radio (1)
GRC 193 (1) Facsimile transmission device (1)
VGC-74 (1) TA 312 with WD1 (5)
PP 1648 (1)
SB-22 switchboard (1)
B-2
FM 7-85 Appendix C
APPENDIX C
Equipment Density
C-1. Communication equipment.
Regimental Battalions
Headquarters (x3)
AN/VSC-7 net control station 7 2
AN/PSC-3 radio set 23 13
AN/PRC-41 radio set 2 5
AN/GRC-193A radio set 4 0
AN/VRC-46 radio set 2 0
AN/VRC-49 radio set 0 2
TSEC/KY-57 speech security device 60 68
AO-8990/P digital message device group 15 23
AN/GXC-7A tactical FAX device 7 2
AN/UGC-74A(V)3 communications terminal 7 0
SB-22 switchboard 2 0
SB-3614(V)/TT switchboard 2 1
C-1
FM 7-85 Appendix C
TSEC/KG-84 5 0
SB-993/GT switchboard 0 12
C-2. Weapons and equipment each battalion.
Infrared aiming light 96 Interrogator set, Stinger missile 3
Rifle, M16 451 Grenade launcher, M203 67
Rocket launcher, M202 13 Machine gun, M60 27
Mortar, 60-mm M224 6 Rifle, sniper, M21 24
Recoilless rifle, 90-mm 18 Viewer, infrared 9
Tracker, Dragon 9 Night vision devices (all types) 322
Truck, 1/4-ton 2 Laser target designators 11
Radio (all types) 164 Tactical satellite radios (all 15

types)
Squad automatic weapon 54
Laser range finder 14
C-2
FM 7-85 Appendix D
APPENDIX D
Standing Orders, Rogers' Rangers

1. Don't forget nothing.
2. Have your musket clean as a whistle, hatchet scoured, sixty rounds powder and ball, and be
ready to march at a minute's warning.
3. When you're on the march, act the way you would if you was sneaking up on a deer. See the
enemy first.
4. Tell the truth about what you see and what you do. There is an army depending on us for
correct information. You can lie all you please when you tell other folks about the Rangers,
but don't never lie to a Ranger or officer.
5. Don't never take a chance you don't have to.
6. When we're on the march we march single file, far enough apart so one shot can't go through
two men.
7. If we strike swamps, or soft ground, we spread out abreast, so it's hard to track us.
8. When we march, we keep moving till dark, so as to give the enemy the least possible chance
at us.
9. When we camp, half the party stays awake while the other half sleeps.
10. If we take prisoners, we keep 'em separate till we have had time to examine them, so they
can't cook up a story between 'em.
11. Don't ever march home the same way. Take a different route so you won't be ambushed.
12. No matter whether we travel in big parties or little ones, each party has to keep a scout 20
yards ahead, 20 yards on each flank, and 20 yards in the rear so the main body can't be
surprised and wiped out.
13. Every night you'll be told where to meet if surrounded by a superior force.
14. Don't sit down to eat without posting sentries.
15. Don't sleep beyond dawn. Dawn's when the French and Indians attack.
16. Don't cross a river by a regular ford.
D-1
FM 7-85 Appendix D
17. If somebody's trailing you, make a circle, come back onto your own tracks, and ambush the
folks that aim to ambush you.
18. Don't stand up when the enemy's coming against you. Kneel down, lie down, hide behind a
tree.
19. Let the enemy come till he's almost close enough to touch. Then let him have it and jump out
and finish him up with your hatchet.
MAJ Robert Rogers
D-2
FM 7-85 Appendix E
APPENDIX E
The Ranger Creed

R Recognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen
profession, I will always endeavor to uphold the prestige, honor, and high "esprit de
corps" of the Ranger Regiment.
A Acknowledging the fact that a Ranger is a more elite soldier who arrives at the cutting
edge of a battle by land, sea, or air, I accept the fact that as a Ranger, my country expects
me to move farther, faster, and fight harder than any other soldier.
N Never shall I fail my comrades. I will always keep myself mentally alert, physically
strong, and morally straight and I will shoulder more than my share of the task, whatever
it may be. One hundred percent and then some.
G Gallantly will I show the world that I am a specially selected and well-trained soldier.
My courtesy to superiors, my neatness of dress, and my care of equipment shall set the
example for others to follow.
E Energetically will I meet the enemies of my country. I shall defeat them on the field of
battle, for I am better trained and will fight with all my might. Surrender is not a Ranger
word. I will never leave a fallen comrade to fall into the hands of the enemy and under
no circumstances will I ever embarrass my country.
R Readily will I display the intestinal fortitude required to fight on to the Ranger objective
and complete the mission, though I be the lone survivor.
RANGERS LEAD THE WAY
E-2
FM 7-85 Appendix F
APPENDIX F
Ranger History
The history of the American Ranger is a long and colorful saga of courage, daring, and outstanding
leadership. It is a story of men whose skills in the art of fighting have seldom been surpassed.
The history of the US Ranger did not begin with Robert Rogers in the 1750's as is widely believed. Units
specifically designated as Rangers and using Ranger tactics were employed on the American frontier as
early as 1670. It was the Rangers of Captain Benjamin Church who brought the Indian conflict known as
"King Phillip's War" to a successful conclusion in 1675.
Rangers came into existence in response to challenges that were far different than those faced in the Old
World during the 17th century. The major differences were in the ruggedness of the terrain and the
enemy they faced in the New World.
The American Indian did not conceive of war as a long campaign of maneuver, and he despised pitched
battles. Hardened by his environment, accustomed to traveling great distances on foot, he was more
inclined to use stealth and reconnaissance to select his objective, then execute a swift and devastating
raid that employed terror to maximum advantage.
European tactics and methods were useless against this combination of terrain and enemy. Survival
dictated the need for new methods. Small groups of men began to move out from the settlements to scout
the surrounding territory for signs of enemy movement and to provide early warning. Reports of these
groups include words such as: "This day, ranged 9 miles." Thus, the "Ranger" was born.
As their skill in woodcraft and this new form of warfare was perfected, it was now the turn of the
"Rangers" to use the raid. They were versatile from the start, able to move on foot or horseback. In
addition to over-land raids, they conducted over-water operations against the French and their Indian
allies.
In the French and Indian War (1754-1763), the famous Robert Rogers developed the Ranger concept to
an extent never known before. A soldier from boyhood, Rogers had a magnetic personality. Operating in
the days when commanders personally recruited their men, he was articulate and persuasive, and knew
his trade. He published a list of 28 common sense rules, and a set of standing orders (see Appendix D)
stressing operational readiness, security, and tactics. He established a training program in which he
personally supervised the application of his rules. In June 1758, Robert Rogers was conducting live-fire
training exercises. His operations were characterized by solid preparation and bold movements. When
other units were bivouacked in winter quarters, Rangers moved against the French and Indians by the use
of snowshoes, sleds, and even ice skates. In a time when the English colonists were struggling, Rogers'
Rangers carried the war to the enemy by scouting parties and raids.
F-1
FM 7-85 Appendix F
His most famous expedition was a daring raid against the fierce Abenaki Indians. With a force of 200
Rangers, traveling by boat and over land, Rogers covered 400 miles in about 60 days. Penetrating deep
into enemy territory, and despite losses en route, the Rangers reached their objective undetected. On
September 29, 1759, they attacked and destroyed the Indian settlement and killed several hundred
Indians; the Abenaki were no longer a threat.
Rangers continued to patrol the border and defend the colonists against sporadic Indian attacks for the
next decade.
When the time came for the colonies to fight for their independence, the American Rangers were ready.
On June 14, 1775, with war on the horizon, the Continental Congress resolved that "six companies of
expert riflemen be immediately raised in Pennsylvania, two in Maryland, and two in Virginia." In 1777,
this force of hardy frontiersmen provided the leadership and experience necessary to form, under Dan
Morgan, the organization George Washington called "The Corps of Rangers." According to British
General John Burgoyne, Morgan's men were ". . . the most famous corps of the Continental Army, all of
them crack shots."
Also active during the Revolutionary War were Thomas Knowlton's Connecticut Rangers. This force of
less than 150 hand-picked men was used primarily for reconnaissance. Knowlton was killed leading his
men in action at Harlem Heights.
Another famous Revolutionary War Ranger element was organized by Francis Marion, the "Swamp
Fox." Marion's partisans, numbering up to several hundred, operated both with and independent of other
elements of General Washington's army. Operating out of the Carolina swamps, they disrupted British
communications and prevented the organization of loyalists to support the British cause, thus
substantially contributing to the American victory.
During the War of 1812, Congress called for the Rangers to serve on the frontier. The December 28,
1813, Army Register lists officers for 12 companies of Rangers.
The best known Rangers of the Civil War period were commanded by the Confederate Colonel John S.
Mosby. Mosby's Rangers operated behind Union lines south of the Potomac. From a three-man scout unit
in 1862, Mosby's force grew to an operation of eight companies of Rangers by 1865. He believed that by
the use of aggressive action and surprise assaults, he could compel the Union forces to guard a hundred
points at one time. Then, by skillful reconnaissance, he could locate one of the weakest points and attack
it, assured of victory. On his raids, Mosby employed small numbers, usually 20 to 50 men. With nine
men, he once attacked and routed an entire Union regiment in its bivouac.
Equally skillful were the Rangers under the command of Colonel Turner Ashby, a Virginian widely
known for his daring. The Rangers of Ashby and Mosby did great service for the Confederacy.
Specialists in scouting, harassing, and raiding, they were a constant threat and kept large numbers of
Union troops occupied.
Rangers who fought for the United States during the Civil War should also be mentioned. Although often
overlooked in historical accounts, Mean's Rangers captured Confederate General Longstreet's
ammunition train, and even succeeded in engaging and capturing a portion of Colonel Mosby's force.
With America's entry into the Second World War, Rangers came forth again to add to the pages of
F-2
FM 7-85 Appendix F
history. Major (later Brigadier General) William 0. Darby organized and activated the 1st Ranger
Battalion on June 19, 1942, at Carrickfergus, Northern Ireland. The members of this battalion were all
hand-picked volunteers, 50 of whom participated in the gallant Dieppe raid on the northern coast of
France after training with British and Canadian commandos. The 1st Ranger Battalion participated in the
initial North African landing at Arzeu, Algeria, and in the Tunisian battles where they executed many
hazardous night attacks over difficult terrain. The battalion was awarded the Presidential Unit Citation
for distinguished action, which included operations in the critical battle of El Guettar.
The 3d and 4th Ranger Battalions were activated and trained by Colonel Darby in Africa near the end of
the Tunisian Campaign. These three battalions formed the Ranger Force. Darby's three Ranger battalions
spearheaded the Seventh Army landing at Gela and Licata during the Sicilian invasion, and played a key
role in the following campaign that culminated in the capture of Messina. In the Salerno engagement, the
Ranger Force fought for 18 days to hold Chiunzi Pass against eight German couterattacks in the Venafro
battles. The Rangers experienced fierce winter and mountain combat in clearing the entrance to the
narrow pass leading to Cassino. At Anzio, they overcame beach defenses, cleared the town, and
established a defensive perimeter.
On the night of January 30, 1944, the 1st and 3d Ranger Battalions launched an attack by infiltrating
enemy lines near Cisterna. Alert German troops discovered the infiltration, established ambush positions,
sealed off the penetration, and prevented follow-on forces from aiding the Rangers. The Germans
attacked with infantry and tanks against the Rangers, who fought back with bazookas, small arms, and
stick grenades. The battle is not significant for damage done to the -enemy but for the incredible heroism
of the American Rangers. The two battalions suffered 761 killed or captured out of the 767 Rangers
engaged.
The 2d and 5th Ranger Battalions participated in the June 6, 1944, D-Day landings at Omaha Beach,
Normandy. It was during the bitter fighting along the beaches that the Rangers gained their official
motto. As the situation became critical on Omaha Beach, Brigadier General Norman D. Cota, Assistant
Division Commander of the 29th Infantry Division, stated that the entire assault force must clear the
beaches and advance inland. He then turned to Lieutenant Colonel Max Schneider, commanding the 5th
Ranger Battalion, and said, "Rangers, lead the way." The 5th Ranger Battalion spearheaded the
break-through that enabled the Allies to drive inland away from the invasion beaches.
Attached to the 116th Infantry Regiment, 29th Division, Companies D, E, and F of the 2d Ranger
Battalion accomplished the mission of capturing the gun emplacements on Pointe Du Hoc, after
encountering fierce opposition from the defending German garrison. This operation demanded the utmost
in Ranger courage and skill as the assault troops climbed rope ladders up the sheer rock face while under
intense machine gun, mortar, grenade, and small arms fire.
The 6th Ranger Battalion, operating in the Pacific, was the only Ranger unit fortunate enough to be
assigned those missions for which they were specifically organized and trained. All of its missions,
usually of task force, company, or platoon size, were behind enemy lines, and involved long-range
reconnaissance and hard-hitting, long-range combat patrols.
This battalion was the first American force to return to the Philippines with the mission of destroying
coastal defense guns, radio stations, radar stations, and other means of defense and communications in
Leyte Harbor. During a storm three days before the main assault, the 6th Ranger Battalion was landed
from destroyers on islands in Leyte Bay. Their missions were completed with only hours to spare.
F-3
FM 7-85 Appendix F
Later, C Company, reinforced by the 2d Platoon of F Company from the 6th Ranger Battalion, formed
the rescue force that liberated American and allied PWs from the Japanese PW camp at Cabanatuan, the
Philippines, in January 1945. They made a 29-mile forced march into enemy territory, aided in part by
friendly partisans and the famous Alamo Scouts of the Sixth Army. They crawled nearly a mile across
flat, open terrain to assault positions, and they destroyed a Japanese garrison nearly twice their size,
liberating and evacuating over 500 prisoners. Over 200 enemy troops were killed. Ranger losses were
two killed and ten wounded.
Another Ranger-type unit was the 5307th Composite Unit (Provisional), organized and trained as a
long-range penetration unit for employment behind enemy lines in Japanese-occupied Burma.
Commanded by Brigadier General Frank D. Merrill, its 2,997 men became popularly known as "Merrill's
Marauders."
The men composing Merrill's Marauders were volunteers from the 33d Infantry Regiment, the 14th
Infantry Regiment, the 5th Infantry Regiment, and other infantry regiments engaged in combat in the
southwest and south Pacific. The men responded to a request from Chief of Staff, General George C.
Marshall, for volunteers for a hazardous mission. Volunteers were to be physically and mentally tough,
and they were to come from jungle-trained and jungle-tested units.
Before entry into the Northern Burma Campaign, Merrill's Marauders trained in India under the
supervision of General Orde C. Wingate of the British Army. They were trained from February to June
1943 in long-range penetration tactics and techniques developed and first used by General Wingate in the
operations of the 77th Indian Infantry Brigade in Burma. From February to May 1944 the operations of
the Marauders were closely coordinated with those of the Chinese 22d and 38th Divisions. Together they
set forth to recover northern Burma and clear the way for the construction of the Ledo Road, which was
to link the Indian railhead at Ledo with the old Burma Road to China. The Marauders marched and
fought through jungle and over mountains from the Hukawng Valley in northwestern Burma to
Myitkyina on the Irrawaddy River. In 35 engagements, they defeated the veteran soldiers of the Japanese
18th Division. Operating in the rear of the main forces of the Japanese, they prepared the way for the
southward advance of the Chinese by disorganizing enemy supply lines and communications.
The climax of the Marauders' operations was the capture of Myitkyina Airfield, the only all-weather strip
in northern Burma. This was the final victory of Merrill's Marauders. The unit was consolidated with the
475th Infantry on August 10, 1944. On June 21, 1954, the 475th was redesignated the 75th Infantry. It is
from the consolidation and redesignation of Merrill's Marauders into the 75th Infantry that the
modern-day Ranger Regiment traces its current official unit designation.
With the end of World War II, followed by a rapid demobilization, the Ranger units were inactivated.
Many of their former members would soon again be called upon to demonstrate their unique skills.
With the outbreak of hostilities in Korea in June 1950, the need for Rangers was apparent. Colonel John
Gibson Van Houten was chosen by the Army Chief of Staff to head the Ranger training program at Fort
Benning, Georgia.
On September 15, 1950, Colonel Van Houten reported to the Chief of Staff, Office of the Chief of Army
Field Forces, Fort Monroe, Virginia. He was informed that training of Ranger-type units was to begin at
Fort Benning at the earliest possible date. The target date was October 1, 1950, with a tentative training
period of 6 weeks.
F-4
FM 7-85 Appendix F
The implementing orders called for formation of a headquarters detachment and four Ranger infantry
companies (airborne). Requests went out for volunteers who were willing to accept "extremely
hazardous" duty in the combat zone of the Far East.
In the 82d Airborne Division, the results of the call for volunteers were astounding. Some estimates were
as high as 5,000 men (experienced, Regular Army paratroopers). The ruthless sorting-out process began.
Where possible, selection of the men was accomplished by the officers who would command the
companies, similar to the days when Robert Rogers was recruiting.
Orders were issued and those selected were shipped to Fort Benning, the first group arriving on
September 20. Training began on Monday, October 2, 1950, with three companies of airborne qualified
personnel. These units were carried on the rolls as race "white." On October 9, 1950, another company
began training. These were "black" paratroopers, former members of the 505th Airborne Infantry
Regiment and the 80th Antiaircraft Artillery Battalion of the 82d Airborne Division. Initially designated
the 4th Ranger Company, they would soon be redesignated as the 2d Ranger Infantry Company
(Airborne), the only Department of the Army authorized, all-black Ranger unit in the history of the
United States Army.
All volunteers were professional soldiers with many skills who often taught each other. Some of the men
had fought with the original Ranger battalions, the First Special Service Force, or the Office of Strategic
Services during World Way It. Many of the instructors were drawn from this same group. Many of the
faces might have appeared youthful, but they were men highly trained and experienced in Ranger
operations during World War II.
Training was rigorous and included amphibious and airborne operations (including low-level night
jumps), demolitions, sabotage, close combat, and the use of foreign maps. All American small arms, as
well as those used by the enemy, were mastered. Communications, as well as the control of artillery,
naval, and aerial fires, were stressed. Much of the training was at night.
Physical conditioning and foot marching were constant. Colonel Van Houten stated the goal was "to
prepare a company to move from 40 to 50 miles, cross country, in 12 to 18 hours, depending upon the
terrain." Men learned it was possible to doze while marching. They also learned to swim in ice-ringed
water.
No man was forced to remain a Ranger candidate. After a ruthless process of elimination, each company
was still authorized a 30 percent overstrength. During training, there was a jeep with a white flag in the
background. Anyone who decided he did not want to or could not continue had only to go sit in that jeep.
No one would harass or mock him; he would be driven away and his personal gear removed from the
Ranger barracks before the other men returned.
The first cycle completed their training on November 13, 1950. The 1st, 2d, and 4th Ranger Companies
prepared for oversea shipment. The 3d Ranger Company prepared to assist in training the second cycle,
which would consist of the 5th, 6th, 7th, and 8th Companies. These were also Regular Army volunteers,
almost all of whom were from the 82d Airborne Division. The 3d Ranger Company moved overseas at
the end of the second cycle.
The 1st Ranger Infantry Company (Airborne) departed Fort Benning, Georgia, on November 15, 1950,
and arrived in Korea on December 17, 1950, where it was attached to the 2d Infantry Division. It was
soon followed by the 2d and 4th Ranger Companies, who arrived on December 29. The 2d Ranger
F-5
FM 7-85 Appendix F
Company was attached to the 7th Infantry Division. The 4th Ranger Company served both Headquarters,
8th US Army, and the 1st Cavalry Division.
Officers at Fort Benning had long studied the employment of Ranger units and had doubts about the
employment of separate companies of Rangers. They recognized that the organization of Ranger infantry
battalions offered many advantages, including better tactical employment. They believed that a lieutenant
colonel battalion commander could operate more effectively with the senior officers of a division or high
level staff than could a captain who commanded a Ranger company. A Ranger battalion staff would be
able to look out for the welfare of the men. Operations could still be conducted at any organizational
level.
Despite their recommendations, the organization remained the same, "One Ranger infantry company
(airborne) per infantry division." One change was adopted, however; the companies would be assigned at
Army level and attached down to the infantry division.
Throughout the winter of 1950 and the spring of 1951, the Rangers went into battle. They were nomadic
warriors, attached first to one regiment, then another. They performed "out-front" work: scouting,
patrols, raids, ambushes, spearheading assaults, and as counterattack forces to restore lost positions.
Attached on the basis of one 112-man company per 18,000-man infantry division, they compiled an
incredible record. Nowhere in American military history is the volunteer spirit better expressed. They
were volunteers for the Army, for airborne training, for the Rangers, and for combat. They were
America's volunteer force for the Korean War. At a time when United Nations forces numbered over
500,000 men, there were less than 700 airborne Rangers fighting to the front of all the American
divisions engaged in battle.
The rangers went into battle by air, water, and land. The 1st Ranger Infantry Company (Airborne)
opened with an extraordinary example of land navigation, then executed a daring night raid 9 miles
behind enemy lines in which they destroyed an enemy complex. The enemy installation was later
identified by a prisoner as the headquarters of the 12th North Korean Division. Caught by surprise and
unaware of the size of the American force, two North Korean regiments hastily withdrew from the area.
The 1st Company was in the middle of the major battle of Chipyong-Ni and the "May Massacre." It was
awarded two Distinguished Unit Citations.
The 2d and 4th Ranger Companies made a combat jump at Munsan-Ni where Life magazine reported
Ranger patrols operating northward to the 38th parallel. The 2d Ranger Company plugged a critical gap
left by a retreating allied force; the 4th Ranger Company executed a daring over-water raid at the
Hwachon Dam. The 3d Ranger Company (attached to the 3d Infantry Division) had the motto, "Die,
bastard, die." The 5th Ranger Company, fighting as an attachment to the 25th Infantry Division,
performed brilliantly during the Chinese "5th Phase Offensive." Gathering up everyone he could find, the
Ranger company commander held the line with Ranger sergeants commanding line infantry units. In the
eastern sector, the Rangers were the first unit to cross the 38th parallel on the second drive north.
The 8th Ranger Infantry Company (Airborne) was attached to the 24th Infantry Division. They were
known as the "Devils." A 33-man platoon of this unit fought a between-the-lines battle with two Chinese
reconnaissance companies. Seventy Chinese were killed. The Rangers suffered two dead and three
wounded, all of whom were brought back to friendly lines.
Little has been written of the exploits of these Ranger companies. They operated in squad-, platoon-, and
F-6
FM 7-85 Appendix F
company-size engagements on, or forward of, the front line. To others, the main line of resistance was
hell; to the Rangers, it was often sanctuary.
The Ranger companies were also being used as firemen. On occasion, Ranger units were left in contact
forward while regiments were rotated. One Ranger company was engaged in a firefight when a light
plane flew over and dropped a message telling them to break off action and help in another fight.
Not much publicity existed. On the only occasion when a civilian correspondent accompanied a Ranger
unit forward of the lines, he was killed before he could file his story.
It has been written that finding replacements for these units was a problem; the records do not show this.
Despite suffering casualties, ranging from 40 to 90 percent of the unit's original strength, the units in
Korea were well manned and close to, or above, full strength at inactivation.
The only difference between the men of the Ranger companies in Korea and those Rangers with
divisions stationed elsewhere was the opportunity" to fight for the United States. Duty was the Ranger
byword. Ranger companies, in accordance with their orders and duty, served in the United States,
Germany, and Japan.
In 1950 to 1951, there was concern that the Soviet Union was preparing to attack in Europe. At the end
of World War II, America had stripped its fighting forces from that continent. Suddenly, in addition to
fighting in Korea, America had to be prepared to fight a major war in Europe. The 6th Ranger Infantry
Company (Airborne) was one of the lead elements in the drive to rebuild US forces in Europe. Attached
to the 1st Infantry Division, it left an enviable record for its discipline and daring. The 6th Ranger
Company executed what their commander termed "the first tactical, mass, freefall parachute jump ever
attempted by the Army."
Back at the Ranger training center, now designated the Ranger Training Command, Colonel Van Houten
and his staff urged the Department of the Army to form Ranger battalions. A draft table of organization
was prepared that included four Ranger infantry companies (airborne), a headquarters company, a service
company, and a medical detachment. Proposals were made to form a Ranger battalion in Korea or to
form one that could be co-stationed with the 187th Airborne RCT. This would facilitate airborne training
and operations. The commander of the Caribbean Command wanted a Ranger battalion. Colonel Van
Houten was anxious to oblige, but the request was denied.
On July 14, 1951, Eighth US Army Korea (EUSAK) dispatched a message to the commanding generals
of the 1st Cavalry Division, as well as the 2d, 3d, 7th, 24th, and 25th Infantry Divisions, passing on a
direct order to inactivate the Ranger companies within EUSAK. Acknowledging that the Rangers were
selected on a volunteer basis for service requiring high qualities of leadership, mental alertness, and
physical stamina, the message stated that qualified parachutists in these units would be transferred to the
187th RCT.
On October 22, 1951, the Office of the Chief of Army Field Forces published a directive entitled
"Establishment of Ranger Courses at the Infantry School." The new emphasis would be on individual
training.
On November 5, 1951, the last of the Ranger infantry companies (airborne) was inactivated. The men
who served in the Korean War Ranger units now furled their guidons and passed into history. Those
individual Rangers who remained on active duty, or returned to it, continued to compile a remarkable
F-7
FM 7-85 Appendix F
record. Korean War airborne Ranger veterans were deeply involved in the formation and growth of US
Special Forces. Many fought with distinction in Vietnam.
With the growing US involvement in the Vietnam conflict, Rangers again were called on to serve their
country. Fourteen separate Ranger companies, consisting of highly motivated volunteers, served with
distinction in Vietnam from the Mekong Delta to the demilitarized zone. Assigned to independent
brigade, division, and field force units, they conducted long-range reconnaissance and exploitation
operations into enemy-held and denied areas, providing valuable combat intelligence. At the end of the
war in Vietnam, these units were inactivated, and their members were dispersed among the various units
in the Army. Many men went to the 82d Airborne Division at Fort Bragg, North Carolina. However, two
long-range reconnaissance patrol units were retained in the force structure. Transferred to the Army
National Guard, they were designated as infantry airborne Ranger companies, and they continue the
proud heritage of these Vietnam-era units, concentrating on reconnaissance and stealth, rather than raid
and ambush. The future of the pure Ranger battalion was headed in a different direction, however.
Recognizing the need for a highly trained and highly mobile reaction force, the Army Chief of Staff,
General Abrams, in the fall of 1973, directed the activation of the first battalion-size Ranger units since
World War II. General Abrams declared, "The Ranger Battalion is to be an elite, light, and the most
proficient infantry battalion in the world. A battalion that can do things with its hands and weapons better
than anyone. The battalion will contain no 'hoodlums or brigands' and if the battalion is formed from
such persons, it will be disbanded. Wherever the battalion goes, it must be apparent that it is the best."
The 1st Battalion (Ranger), 75th Infantry, was activated officially on February 8, 1974, at Fort Stewart,
Georgia, after organizing and training at Fort Benning, Georgia. The 2d Battalion (Ranger), 75th
Infantry, soon followed. It was activated on October 1, 1974. These elite units eventually established
headquarters at Hunter Army Airfield, Georgia, and Fort Lewis, Washington, respectively.
The farsightedness of General Abrams' decision, as well as the combat effectiveness of the Ranger
battalions, was proven during the United States' deployment on October 25, 1983, to the island of
Grenada to protect American citizens and to restore democracy. During this operation, code named
"URGENT FURY," the 1st and 2d Ranger Battalions conducted a daring low-level parachute assault
(500 feet), seized the airfield at Point Salines, rescued American citizens isolated at True Blue campus,
and conducted air assault operations to eliminate pockets of resistance.
As a result of the demonstrated effectiveness of the Ranger battalions, the Department of the Army
announced in 1984 that it was increasing the size of the active duty Ranger force to its highest level in 40
years by activating another Ranger battalion and a Ranger regimental headquarters. These new units, the
3d Battalion (Ranger), 75th Infantry, and Headquarters and Headquarters Company (Ranger), 75th
Infantry, received their colors on October 3, 1984, at Fort Benning, Georgia. The activation ceremonies
were a step into the future for the Ranger Regiment and a link to the past as they were held concurrently
with the first reunion of Korean War-era Rangers. Distinguished visitors and proud Rangers, both active
duty and retired, joined to hail the historic activation of the Headquarters, 75th Infantry (Ranger)
Regiment. The unit was subsequently redesignated as the 75th Ranger Regiment. This marked the first
time that an organization of that size has been officially recognized as the parent headquarters of the
Ranger battalions. Not since World War II and Colonel Darby's Ranger Force Headquarters has the US
Army had such a large Ranger force, with over 2,000 soldiers being assigned to Ranger units.
F-8
FM 7-85 Appendix F
*This appendix contains extracts from material copyrighted by COL Robert W. Black, USA (Ret), in his articles, "The
Rangers of the Korean War" and "The American Ranger, Colonial Times Through the Indian Wars." Used by permission.
F-9
FM 7-85 Appendix G
APPENDIX G
Training
G-1. Application and guidance.
a. To prepare for combat, ranger units train on missions derived from their analysis of operational
and contingency plans and the ranger mission training plans (MTPs). Training guidance is in
doctrinal manuals, field circulars, and soldier's training publications. Training must ensure that the
ranger unit is skilled in all basic light infantry skills and in ranger-unique skills. In the final
analysis, good training depends upon the leadership and teamwork of ranger unit officers and
NCOs.
b. Everything rangers do should prepare them to perform well in combat. Ranger units train IAW
the battalion training management system (BTMS) concentrating on basic skills and on live-fire,
hands-on training.
c. An effective training program breeds high morale and few discipline-related problems. Some
qualities of ranger units that have good training programs are as follows:
(1) Leaders who can solve problems.
(2) A thorough and continuous analysis of the unit's mission.
(3) Validated training objectives.
(4) Attention to the basics (move, shoot, and communicate).
(5) Multiechelon sustainment training.
(6) Standardized procedures.
(7) Physical and mental strength.
(8) Live fire as an integral part of training.
(9) Safety as a basis to all operations.
(10) The use of night and adverse weather and difficult terrain as combat force multipliers,
d. When all training is planned with realism, rangers will be in training situations that require the
same attention as in battle. Realism and stress in training result in faster learning and better
retention of skills. Training objectives must be clear with measurable standards to determine
proficiency. Rangers and ranger units must train to the standards that will be expected in combat.
G-1
FM 7-85 Appendix G
e. Examples of unit training goals include:

(1) Developing each member of the chain of command to perform his duties with
competence, confidence, and pride.
(2) Maintaining small unit integrity during all training and support activities. Accomplishing
tasks as units.
(3) Ensuring that all tasks for training are keyed to mission needs and weaknesses.
Assets--ranger's time, money, and materiel--are expended only after thorough planning.
(4) Training to standard.
(5) Developing and maintaining discipline and esprit to ensure the abilities of each ranger
and all units are achieved.
(6) Emphasizing use of the ranger mission training plan (MTP) for each echelon of the
organization.
(7) Emphasizing the basics.
(8) Maintaining a high level of physical fitness.
(9) Working together within the ranger regiment and other elements of the special
operations forces community.
(10) Developing a unit atmosphere of quick reaction under stress. Encouraging and
rewarding individual initiative. Accomplishing unit missions IAW the commander's intent.
G-2. Philosophy.
a. To be effective, training should be physically and mentally challenging. Each ranger will then
have a sense of purpose, accomplishment, and satisfaction. Training is evaluated by the results
rather than hours of training. Units that are well trained today need reinforcement training to
sustain readiness. Training management must be continuous. Training managers must use the time
available to improve training efficiency. Cyclic training will not produce the desired results. The
"train-to-correct deficiencies" method is needed. The training managers must analyze weaknesses,
conduct prescriptive and reinforcement training, and reevaluate their unit's training status. The
process that is used to develop and maintain a continuous training and evaluation program is
shown in Figure G-1.
G-2
FM 7-85 Appendix G
Figure G-1. The Army training and evaluation program.

b. Individual and collective training must be integrated within a unit training program. Training of
the individual ranger, leaders, and units at each level must occur at the same time. The ranger
commander or leader plans and conducts training for every member of his unit.
c. Ranger commanders analyze operational and contingency plans to determine unit missions and
translate the associated tasks into training objectives. These objectives form the basis of the unit
training program. The regimental headquarters provides training guidance in a formal regimental
training plan. Commanders at lower levels program, supervise, and conduct training within their
units.
d. All members of the chain of command are responsible for training. The NCO leader or first-line
supervisor conducts individual and small unit collective task training. The officer plans individual
training in his unit and directs and conducts collective training.
e. Centralized development of training objectives and decentralized training builds well-trained
units and outstanding leaders. Authority and responsibility for the detailed planning, scheduling,
conducting, evaluating, and supervising of training are delegated to the lowest element capable of
managing this training. Higher headquarters is responsible for establishing objectives, monitoring
G-3
FM 7-85 Appendix G
and evaluating training, and issuing general guidelines.

f. Multiechelon training and evaluation means using all assets and time available to improve
combat readiness. The multiechelon structure of the ranger MTP provides a basis for units to be
continually trained and evaluated by internal evaluation. Each leader must know his mission tasks
and train to accomplish those tasks to the set standards.
G-3. Mission analysis.
a. Mission analysis is continuous for a good training program. The selection of training missions or
tasks results from analysis of the unit's overall mission. (See Figure G-1 above.) Tasks and
subtasks are then placed in order of priority.
b. The trainer must identify countertasks for the opposing force (OPFOR). The countertasks should
be such that an OPFOR that meets the standards for its countertask will be successful. Both sides
have a chance to win.
c. The trainer should then develop combat drills and situational training exercises (STXs), if not
furnished by the proponent school.
G-4. Unit training.
a. Responsibility. Ranger commanders at all levels are responsible for all training and
management described herein and current Army training doctrine. This includes individual and
collective training at all levels. Units must train to the standards specified in training objectives.
b. Management. The training management model for commanders is:
Set objectives.
Provide resources.
Coach subordinates.
Measure results.
Provide feedback.
G-5. Individual training.
There are three elements basic to a well-trained individual ranger. He must be physically fit, be proficient
in the use of his weapon, and have the psychological commitment to fight the enemy.
a. Individual training is the responsibility of the first-line supervisor under the supervision of the
chain of command. It is conducted using performance-oriented techniques under battlefield
conditions. New skills must be developed and practiced, and acquired skills must be reinforced
throughout the training year. A high level of proficiency must be maintained through continuous
training and practice.
b. Trainers should use peer instruction. Commanders ensure needed resources are available to
conduct challenging individual training. Ranger units schedule and conduct this training and
evaluate individual proficiency.
G-4
FM 7-85 Appendix G
c. Flexibility in planning and scheduling is necessary. The goal of all individual training must
provide for reinforcement training to offset the effects of the forgetting curve. (See Figure G-2).
Figure G-2. The learning curve and forgetting curve.

d. The command sergeants major, unit first sergeants, and staff section sergeants are the keys to an
effective training program. These senior NCOs must counsel, guide, and critique junior NCOs in
training preparation and execution. Fire team leaders, section chiefs, and squad leaders coordinate
and present individual training.
e. The NCO supervisors must ensure that the ranger is trained in the skills required for the specific
military occupational specialty (MOS) and in those skills used daily. Not all training can be
acquired in an office. For example, all rangers must maintain a high skill level with their weapons,
be trained in NBC subjects, and be capable of performing contingency missions.
G-6. Collective training.
a. Guidance. Collective training trains crews, teams, squads, platoons, companies, and battalions
to do their missions. The ranger MTP is used to plan training and evaluate the unit's weaknesses
and strengths. If a ranger commander receives new training requirements or missions, they should
become part of the collective training program. The ranger MTP describes the combat tasks to be
performed by every echelon of the ranger battalion. It is a plan for organizing, conducting, and
evaluating the year-round unit training program.
b. Responsibility. The ranger unit commander is responsible for the conduct of collective training
and for all other training in his unit. Practical exercises emphasize the techniques of terrain use,
movement, and effective employment of weapon systems. Training under stress will be conducted
to move the unit to a higher plane of combat readiness.
c. Drills. Drills are written for small units--for example, fire team and squad, crew and
section--and describe an action that is shorter than an entire STX. Drill training objectives cover
both individual and collective skills (critical collective tasks) and list them together for effective
group action. Drills must be mastered in order to react to rapidly changing situations in combat.
The trainer can interrupt the execution of a drill to provide necessary training on individual or
G-5
FM 7-85 Appendix G
collective skills.
d. Situational training exercise.
(1) The STXs are short, mission-oriented tactical exercises in which a group of closely
related collective tasks are trained. They are like drills but are more complex and flexible.
They usually involve a larger unit than does a drill. They integrate leader training, leader
tasks, drills, and separate individual tasks into a realistic setting. Trainers may execute STXs
as written or tailor them to meet specific unit requirements. An STX is not standardized, but
it must have a firm doctrinal base.
(2) Due to their design and purpose, STXs apply mainly to platoon- and company-size units.
This does not preclude the development of STXs or similar exercises for unit staffs and
headquarters. They combine "how-to-train" specifics for selected collective tasks with the
"what-to-train" specifics found in doctrinal manuals and other documents.
G-7. Performance-oriented training.
a. Performance-oriented training emphasizes hands-on performance. Training is conducted to

ensure a level of proficiency, rather than established number of hours of required training.
b. Performance-oriented training has precise training objectives and makes good use of resources.
Training objectives serve as the basis for preparing, conducting, and evaluating all training.
G-8. Evaluation.
a. A training program must include an evaluation of training (planned and conducted). An

evaluation plan must:
(1) Provide immediate feedback to the trainer.
(2) Recognize effective trainers.
(3) Evaluate all units in the conduct of training to provide for a comparison of training
programs.
(4) Be flexible to unit needs; provide general and specific evaluations based on the level of
training within the unit.
(5) Be in effect at all times.
b. Major considerations for training evaluations include:
(1) Ranger unit commanders establish and maintain an effective internal and external
evaluation program.
(2) The director of each staff element is responsible for training evaluations within his area
of staff responsibility with emphasis on low-density MOS groups.
(3) The operations officer of the ranger organization develops and validates training and
evaluation plans.
G-6
FM 7-85 Appendix G
c. Evaluation of training must be done vertically from the major task (mission) down through
subtasks (collective tasks) to the leader and individual tasks. In selection of individual tasks for
evaluation, priority should be given to critical individual tasks that impact on the success of the
collective task or mission.
d. The critique and after-action review, after each major training event, are the most important
aspects of training. The after-action review takes place immediately after completion of a training
task (individual or collective). The individual(s) self-analyzes and critiques the training event.
Then after a formal critique of the training, the individuals) trains to standard (not to time).
G-9. Field training.
a. Considerations. Ranger commanders schedule training under field conditions to permit

maximum training opportunities. Field training emphasis is on mastery of a series of individual
(soldier and leader) tasks and collective training tasks. These tasks are repeated until established
standards are met. The goal of ranger field training is to ensure realistic, demanding, and
meaningful training.
(1) When training is conducted under conditions of moderate stress, most combat critical
skills are learned quicker and retained longer. (See Figure G-3 on the following page.)
Stress can be incorporated in a training situation by physical deprivation (sleep, food), by
live-fire exercises, by operation against an OPFOR under simulated battlefield conditions
for an extended period, by the intensity of activity including demands for decision making,
or by physically demanding activities. Ranger units train under stress so that they will react
quickly in combat.
Figure G-3. The Army training and evaluation program.

(2) Antagonistic training situations are two-sided exercises conducted by opposing elements.
Each element has a training objective (task and standards). The opposing force has a
corresponding countertask. This training may be progressive--for example, starting with a
G-7
FM 7-85 Appendix G
crawl-through, then a walk-through, and progressing to both elements operating at a fast

pace. The use of multiple integrated laser equipment system (MILES) greatly enhances task
and countertask training. The units should also be considered for a live-fire exercise against
a realistic OPFOR target array when the basics have been mastered.
b. Methods of training.
(1) Considerations. The chance for success in combat can be increased by becoming
proficient in training situations that depict realistic combat conditions. (See Figure G-4.)
Meeting the standards of a realistic live-fire training exercise assures the commander that his
unit could perform well in combat. Figure G-4 shows the relationship between realistic
training and the challenge to the trainer.
Figure G-4. Training proficiency scale.

(2) Ranger cohesiveness training. Ranger units promote teamwork by undergoing tough,
stressful, often hazardous training. This challenges the unit, which gains in cohesiveness
when it meets these challenges. This includes serving together in live-fire exercises, athletic
events, precision parades, high-standard inspections, tough physical training, and combat.
(3) Field training exercise. An FTX is training normally conducted under simulated,
realistic combat conditions. This training normally exercises command and control systems
and the administrative and logistical needs of sustained combat. Stress training is part of this
exercise, focusing on live-fire and MILES drills and STXS.
G-8
FM 7-85 Appendix G
(4) Combined arms training. Combined arms training should include all means of support
such as tactical air, armed helicopters, and indirect fire with emphasis on fire support
coordination and airspace control.
(5) Live-fire exercises. Including live-fire exercises in drills and STXs offers a chance to
evaluate units in their response to simulated combat missions. Ranger units train under
pressure and always anticipate being selected to conduct a live-fire exercise. Live-fire
exercises develop confidence and esprit, and reinforce unit discipline.
(6) Opposing force. Committing one unit against another adds a competitive spirit to a field
training exercise (FTX). The use of MILES and squad combat operations exercises
(simulation) (SCOPES) provides realism to two-sided field exercises. Trainers should use
OPFOR equipment and training devices available, as well as making their own devices. (See
FM 30-103, Appendix R, for more information.)
c. Key functional training areas.
(1) Land navigation and patrolling. Day and night navigation and patrolling exercises
must be emphasized. Orienteering improves these skills, as well as physical fitness.
(2) Movement techniques. Infantry combat has two major components--to move and to hit
the enemy first. Ranger units must be skilled in the use of traveling, traveling overmatch,
and bounding overmatch. Units in contact must be skilled in moving under fire.
(3) Fighting positions. Training includes the building of concealed fighting positions.
(4) Mine and countermine training. Training includes how to defend against hostile
mines, booby traps, and other demolitions. The identification, installation, neutralization,
and removal of US mines and devices is also stressed.
(5) Limited visibility operations. Ranger units must be skilled in limited visibility
operations and the use of night vision and thermal devices.
(6) Operation security. Operation security includes deception, physical security, signal
security (SIGSEC), and information security. It is taught in all training and at all levels.
Although all areas of OPSEC must be measured in training, techniques of camouflage and
SIGSEC need special emphasis. (See AR 530-1 and TC 100-1 for more information.)
G-10. Professional development.
Ranger units at battalion and regimental levels conduct many officer and NCO professional development
programs. This ensures that all officers and NCOs are skilled in their field, confident, and wellrounded.
Professional readings and book reports, tactics seminars, and tactical exercises without troops are good
development methods.
G-11. Physical training.
a. This program ensures that each ranger maintains the physical ability and stamina needed to do
his mission. Other objectives are to promote unit cohesiveness and discipline. These are met by
G-9
FM 7-85 Appendix G
combining individual testing, formation, running, athletic competition, weight control, proper diet,
teamwork drills, and freedom from drug and alcohol abuse. Mental fitness and toughness come
from experience and success. Good physical conditioning increases a unit's chances of success.
b. Physical training (PT) programs are designed to include the elements of overload, progression,
balance, variety, and regularity.
c. Ranger unit physical fitness standards are:
(1) Score 80 points for each Army physical readiness test (APRT) event and do six chinups.
(2) Pass the ranger swimming test.
(3) Complete an 8-kilometer run in 40 minutes.
(4) Complete a 12-kilometer road march in three hours (with rucksack, helmet, and
weapon).
(5) Meet the Army height and weight standards.
G-12. Environmental and specialized training.
a. Rangers conduct training in environments as close to real combat missions as possible. This
conditions rangers to survive and fight in a specific environment. Such training includes
combat-critical tasks and technique training for that environment.
b. Each ranger battalion's environmental and specialized training includes at least the following:
(1) Jungle (once every 12 months).
(2) Desert (once every 12 months).
(3) Urban (once every 6 months).
(4) Extreme cold (once every 18 months).
(5) Mountain (once every 12 months).
(6) Amphibious (once every 18 months).
G-13. Ranger indoctrination program.
a. The RIP is a training and selection program. It is run by specially selected NCOs from the
regimental headquarters. It has as its mission the training and indoctrination of newly assigned
soldiers. It physically toughens and mentally sharpens the newly assigned soldier. It teaches basic
skills and techniques. The RIP identifies and eliminates in three weeks any applicant who does not
show dedication, motivation, physical fitness, and emotional stability.
b. An indoctrination program for newly assigned ranger-qualified officers and NCOs prepares
them to assume duty as leaders within the ranger regiment. These personnel monitor and
participate in RIP training, as well as undergoing individual ranger leadership training. The RIP
provides them an overview of the regiment's history, its mission, and its goals. (See Appendixes C,
G-10
FM 7-85 Appendix G
D, and E for further information about the history and goals of the ranger regiment.) The RIP also
provides a review of the skills required in a ranger unit. Refresher training in airborne and
pathfinder operations, use of indirect fires, and light infantry doctrine is conducted. During RIP all
newly assigned officers and NCOs must meet the ranger physical fitness standard.
c. The RIP cadre also conducts a preranger program to prepare soldiers to attend the US Army
Ranger School. It is a physically demanding course that teaches troop-leading procedures,
operation orders, and small unit patrol actions.
G-11
FM 7-85 Glossary
Glossary
The following acronyms, abbreviations, and definitions are provided to aid the reader in understanding
this publication.
Section I
ACRONYMS AND ABBREVIATIONS
AAT Army assault team

ABCCC airborne battlefield command and control center
ACL allowable cargo load
ADA air defense artillery
AFFOR the USAF element of a joint task force
AGL above ground level
AKZ armor kill zone
ALCC airlift control center
ALCE airlift control element
AM amplitude modulation
AMC air mission commander
APERS antipersonnel
APRT Army physical readiness test
ARFOR the Army element of a joint task force
ARSOC Army special operations command
ARSOF Army Special Operations Forces
ASG area support group
ASPC all-source production center
Glossary-1
FM 7-85 Glossary
ATGM antitank guided missile

AWADS adverse weather aerial delivery system
BCE battle coordination element
BTMS battalion training management system
CA civil affairs
CAS close air support
CCT combat control team
CDS container delivery system
CE communications-electronics
CI counterintelligence
CINC commander in chief
COMINT communications intelligence
COMSEC communications security
CONUS continental United States
COSCOM corps support command
CP command post
CS combat support; a chemical agent
CSS combat service support
DACG departure airfield control group
DACO departure airfield control officer
DASC direct air support center
DMDG digital message device group
DOD Department of Defense
DS direct support
DSU direct support unit
DZ drop zone
EAC echelons above corps
Glossary-2
FM 7-85 Glossary
EACIC Echelons Above Corps Intelligence Center

ECCM electronic counter-countermeasure
ECM electronic countermeasures
E&E escape and evasion
EEFI essential elements of friendly information
EOC emergency operations center
EW electronic warfare
FARP forward area rearm and refuel point
FASCAM family of scatterable mines
FAX facsimile transmission
FDC fire direction center
FEBA forward edge of the battle area
FFL friendly front lines
FIST fire support team
FLOT forward line of own troops
FM field manual; frequency modulation
FO forward observer
FORSCOM US Army Forces Command
FPF final protective fire
FPL final protective line
FRAGO fragmentary order
FSA fire support area
FSCOORD fire support coordination or coordinator
FSE fire support element
FSO fire support officer
FSS fire support station
FTX field training exercise
Glossary-3
FM 7-85 Glossary
G3 Assistant Chief of Staff, Operations

GS general support
GSR ground surveillance radar
HAARS high-altitude, airdrop resupply system
HAHO high-altitude, high-opening
HALO high-altitude, low-opening
HE high explosive
HF high frequency
HHC headquarters and headquarters company
HSLLADS high-speed, low-level airdrop system
HUMINT human intelligence
IAW in accordance with
IFF identification-friend-or-foe
IP initial point
IRP initial rally point
ISB intermediate staging base
JACC/CP joint airborne communications center/command post
JCS Joint Chiefs of Staff
JCSE joint communications support element
JFC joint force commander
JSOC joint special operations command
JTB joint transportation board
JTF joint task force
kw kilowatt
LAPES low altitude parachute extraction system
LAW light antitank weapon
LNO liaison officer
Glossary-4
FM 7-85 Glossary
LOC logistical operations center

LRRP long-range reconnaissance patrol
LRSU long-range surveillance unit
LTD laser target designator
LZ landing zone
MAC Military Airlift Command
MANPADS man-portable air defense system
MCC movement control center
METT-T mission, enemy, terrain, troops and time available
MI military intelligence
MILES multiple integrated laser engagement system
mm millimeter
MMC Materiel Management Center
MMEE minimum mission-essential equipment
MOS military occupational specialty
MOUT military operations on urbanized terrain
MRLS multiple rocket launch system
MTP mission training plan
NBC nuclear, biological, chemical
NCA National Command Authority
NCO noncommissioned officer
NOD night observation device
OCOKA observation, concealment, obstacles, key terrain, and avenues of approach
OCONUS outside continental United States
OPCOM operational command
OPCON operational control
OPFOR opposing force
Glossary-5
FM 7-85 Glossary
OPORD operation order

OPSEC operations security
ORP objective rally point
PAC personnel administration center
PDF primary direction of fire
PIR priority intelligence requirements
PLL prescribed load list
POM preparation for oversea movement
PSYOP psychological operations
PT physical training
PZ pickup zone
QRE quick-reaction element
RATELO radiotelephone operator
REMAB remote marshalling base
RFL restrictive fire line
RIP ranger indoctrination program
RP rally point; release point
RPG rocket-propelled grenade
RRF ranger ready force
RRP reentry rally point
RSE ranger support element
RSTA reconnaissance, surveillance, and target acquisition
S1 adjutant
S2 intelligence officer
S3 operations and training officer
S4 supply officer
S5 civil affairs officer
Glossary-6
FM 7-85 Glossary
SAR search and rescue

SATCOM satellite communications)
SCIF sensitive compartmented information facility
SCOPES squad combat operations' exercises (simulation)
SCUBA self-contained underwater breathing apparatus
SEAD suppression of enemy air defense
SEMA special electronic mission aircraft
SERE survival, evasion, resistance, and escape
SF special forces
SHORAD short-range air defense
SIGSEC signal security
SKE station-keeping equipment
SLAR side-looking airborne radar
SOA special operations aviation
SOCB special operations communications battalion
SOCOM special operations command (usually, 1st SOCOM)
SOP standing operating procedures
SOSB special operations support battalion
SOTF special operations task force
SPL support platoon leader
STX situational training exercise
TA theater Army
TAACOM Theater Army Area Command
TAC Tactical Air Command
TACP tactical air control party
TACSAT tactical satellite terminal
TAMMC Theater Army Materiel Management Center
Glossary-7
FM 7-85 Glossary
TASG theater Army support group

TDA table of distribution and allowances
TOA transfer of authority
TOC tactical operations center
TOE table(s) of organization and equipment
TRP target reference point
TTY teletype
UHF ultrahigh frequency
US United States
USAF United States Air Force
USMC United States Marine Corps
USN United States Navy
VHF very high frequency
WP white phosphorus
XO executive officer
Section II
DEFINITIONS
ADVANCE FORCE. An operation requiring the immediate deployment of US forces with the intent to
negate a threat before the deployment of follow-on forces is required.
AIRLAND BATTLE DOCTRINE. An approach to military operations that realizes the full potential of
US forces. Two notions (extending the battlefield and the ability to integrate conventional, nuclear,
chemical, and electronics means) are combined to describe a battlefield where the enemy is attacked to
the full depth of his formation.
AREA OF INFLUENCE. A geographical area wherein a commander is directly capable of influencing
operations by maneuver or fire support systems normally under his command or control.
AREA OF INTEREST. That area of concern to the commander, including the area of influence, areas
adjacent thereto, and extending into enemy territory to the objectives of current or planned operations.
This area also includes areas occupied by enemy forces who would jeopardize the accomplishment of the
mission.
Glossary-8
FM 7-85 Glossary
AREA OF OPERATIONS. That portion of an area of conflict necessary for military operations. Areas
of operations are geographical areas assigned to commanders for which they have responsibility and in
which they have authority to conduct military operations.
CHALK. One specific aircraft load.
CLANDESTINE OPERATIONS. Activities to accomplish intelligence, counterintelligence, and other
similar activities sponsored or conducted by governmental departments or agencies, in such a way as to
ensure secrecy or concealment. (They differ from covert operations in that emphasis is placed on
concealment of the operation rather than on concealment of the identity of the sponsor.)
COMMUNICATIONS INTELLIGENCE (COMINT). The interception and processing of foreign
communications passed by radio, wire, or other electromagnetic means, and by the processing of foreign
encrypted communications, however transmitted. Interception comprises search, intercept, operator
identification, signal analysis, traffic analysis, crypto-analysis, study of plain text, the fusion of these
processes, and reporting the results.
COMMUNICATIONS SECURITY. The protection resulting from all measures designed to deny to
unauthorized persons information of value that might be derived from the possession and study of
telecommunications, or to mislead unauthorized persons in their interpretations of the results of such
study. COMSEC includes crypto-security, physical security, and transmission security.
COUNTERINTELLIGENCE. That aspect of intelligence activities, both offensive and defensive,
designed to detect and neutralize or destroy the effectiveness of hostile foreign intelligence activities and
to protect information against espionage, personnel against subversion, and installations and materiel
against sabotage.
COVERT OPERATIONS. Operations that are so planned and executed as to conceal the identity of or
permit plausible denial by the sponsor. They differ from clandestine operations in that emphasis is placed
on concealment of identity of the sponsor rather than on concealment of the operation.
DECEPTION. Those measures designed to mislead the enemy by manipulation, distortion, or
falsification of evidence to induce him to react in a manner prejudicial to his interests.
DEMONSTRATION. A show of force in an area where a decision is not sought. It is similar to a feint
but does not make contact with the enemy.
DRILL. A drill focuses on a "chunk" or "slice" of battle and is targeted at small units. Drills are critical
collective tasks that require a high degree of proficiency from a small unit. Generally, small units "drill"
collective tasks that require rapid responses by unit members in the absence of detailed orders from unit
leaders.
ELECTRONIC COUNTERMEASURES. That division of electronic warfare involving actions taken
to prevent or reduce an enemy's effective use of the electromagnetic spectrum.
ELECTRONIC INTELLIGENCE (ELINT). The technical and intelligence information derived from
foreign noncommunications electromagnetic radiations emanating from other than atomic detonations or
radioactive sources.
ELECTRONIC WARFARE. Military action involving the use of electromagnetic energy to determine,
Glossary-9
FM 7-85 Glossary
exploit, reduce, or prevent hostile use of the electromagnetic spectrum and action that retains friendly use
of the electromagnetic spectrum.
ELECTRONIC WARFARE SUPPORT MEASURES (ESM). That division of EW involving actions
taken to search for, intercept, identify, and locate sources of radiated electromagnetic energy for the
purpose of immediate threat recognition. ESM provides a source of information needed for immediate
action involving electronic countermeasures, electronic counter-countermeasures, avoidance, targeting,
and other tactical employment of forces.
ESPIONAGE. Actions directed toward the acquisition of information through clandestine operations.
EVACUATION/SAFEGUARD. The use of US forces to evacuate US citizens or allies from a hostile or
potentially hostile area, or to safeguard US personnel or property.
EXFILTRATION. The removal of personnel or units from areas under enemy control by stealth,
deception, surprise, or clandestine means. Exfiltration is a method of extracting ranger units.
EXTRACTION. The removal of personnel or units from areas under enemy control by any means, to
include exfiltration, airland, airmobile, or amphibious.
FEINT. A diversionary supporting attack conducted to draw the enemy's attention from the main effort.
It is normally executed by brigades and small units. Feints are usually shallow, limited objective attacks
that go in before or during the main attack.
GUERRILLA WARFARE. Military and paramilitary operations conducted in enemy-held or hostile
territory by irregular and predominantly indigenous forces.
HIGH-INTENSITY CONFLICT. A war between the US and any other nation or nations in which both
belligerents use the most modern technology and all resources in intelligence, mobility, firepower
(including NBC), command, communications and control, and service support.
HUMAN INTELLIGENCE. Intelligence derived from information provided by human resources.
INFILTRATION. The movement through or into an area of territory occupied by either friendly or
enemy troops or organizations. The movement is made either by small groups or by individuals, at
extended or irregular intervals. When used in conjunction with the enemy, it implies that contact is
avoided. Infiltration is a subset of insertion.
INSERTION. Placement of troops and equipment into an operational area by any means.
INTERDICT. To isolate or seal off an area by military means; to prevent, hinder, or delay the use of an
area or route by enemy forces.
INTERDICT LINE OF COMMUNICATIONS. An attack to seal off an area or to deny use of a route
or approach.
JOINT TASK FORCE. A JTF may be constituted and designated by the Secretary of Defense or by the
commander of a unified command, specified command, or an existing JTF. Normally, it performs
missions having specific, limited objectives or missions of short duration. It dissolves when it has
achieved its purpose. The joint task force commander is responsible to the commander, known as the
establishing authority, who created the JTF. The JTF is composed of elements of two or more services
Glossary-10
FM 7-85 Glossary
operating under a single JTF commander. The JTF commander has operational control over the entire
force and may have direct command of his own staff with representatives from the other services. He
exercises logistics coordination or control only as necessary to meet his subordinate commanders'
logistics needs.
LIAISON. That personal contact or communication maintained between elements of military forces to
ensure mutual understanding and unity of purpose and effort.
LINE OF COMMUNICATIONS. All routes (land, water, and air) that connect an operating military
force with one or more bases of operations and along which supplies and military forces move.
LOW-INTENSITY CONFLICT. Limited politico-military operations conducted to achieve political,
social, economic, or psychological objectives. It is generally confined to a specific geographic area and is
often characterized by operational constraints imposed on ranger units by political and economic
considerations. It may involve intermittent combat against regular threat military forces, but it more often
involves conflict with irregular, security, or paramilitary forces of a country or group involved in an
operation that is counter to the best interests and national security of the United States. It is characterized
by relatively low levels of combat and constraints placed on the weaponry, tactics, and movements of the
ranger force. It may involve counterterrorist or antiterrorist operations and generally occurs before a pro
forma declaration of war.
MID-INTENSITY CONFLICT. War, declared or undeclared, between the US and the regular forces of
one or more nations and their respective allies, if any, in which the belligerents use the most modern
technology and all resources in intelligence, mobility, firepower (excluding nuclear, chemical, and
biological weapons), command, communications and control, and support. They are used for limited
objectives under definitive policy limitations as to the extent of destructive power that can be used or the
extent of geographical area that might be involved.
MILITARY STRATEGY. Art and science of using the armed forces of a nation to secure the objectives
of national policy by application of force or the threat of force. Military strategy sets the fundamental
conditions for operations.
NATIONAL COMMAND AUTHORITY. This includes the President and Secretary of Defense or the
duly deputized alternates or successors. Commonly referred to as NCA.
OPERATIONAL COMMAND/CONTROL. Operational command (OPCOM) and operational control
in joint force terminology both refer to the authority exercised by joint commanders over subordinate
service components. Those terms are not interchangeable in joint operations. OPCOM applies to the
authority exercised by commanders of unified commands. OPCON is the authority that subordinate joint
task force commanders exercise in the conduct of specific operations. The authority that military
departments exercise over their respective components is commonly referred to as command less
operational command.
OPERATIONAL LEVEL OF WAR. The operational level of war uses available military resources to
attain strategic goals within a theater of war. It is the theory of larger unit operations. It also involves
planning and conducting campaigns. Campaigns are sustained operations designed to defeat an enemy
force in a specified space and time with simultaneous and sequential battles. The disposition of forces,
selection of objectives, and actions taken to weaken or to outmaneuver the enemy all set the terms of the
next battle and exploit tactical gains. They are all part of the operational level of war. In AirLand Battle
Glossary-11
FM 7-85 Glossary
doctrine, this level includes the marshalling of forces and logistical support, providing direction to
ground and air maneuver, applying conventional and nuclear fires in depth, and employing
unconventional and psychological warfare.
OPERATIONS SECURITY. Those measures designed to protect information concerning planned,
ongoing, and completed operations from unauthorized disclosure. It includes all actions a command takes
to deny the enemy information about friendly units and their operations.
ORDER OF BATTLE (OB). The identification, strength, command structure, and disposition of the
personnel, units, and equipment of any military force.
RAID. Usually a small-scale operation, involving a swift penetration of hostile territory to secure
information, confuse the enemy, or destroy his installations. It ends with a planned withdrawal upon
completion of the assigned mission.
RANGER MISSION. To conduct strike, raid, or special light infantry operations. Execution of ranger
missions is normally directed by the National Command Authority. Rangers also support
operational-level commanders during operations of limited duration when allocated or assigned by the
theater commander.
RECONNAISSANCE. A mission undertaken to obtain, by visual observation or other detection
methods, information about the activities and resources of an enemy or potential enemy; or to secure data
concerning the meteorological, hydrographical, or geographical characteristics of a particular area.
SEARCH AND RESCUE. The use of aircraft, surface craft, submarines, specialized rescue teams, and
equipment to search for and rescue personnel in distress on land or at sea.
SEIZURE. As an operational purpose, the capture of a voluntarily restricted portion of an
enemy-controlled territory. Capture of an isolated land mass such as an island is usually categorized as a
seizure.
SEIZE KEY FACILITY. An attack on an installation with the intent of holding it for a short period.
Normally, rangers would make the assault to seize and secure an installation for follow-on forces.
SERVICE COMPONENT. Each service component commander is responsible for recommending the
proper use of his forces and for accomplishing operational tasks assigned by the joint commander. He is
also responsible for his service in matters of internal administration and discipline; training in own
service doctrine, techniques, and tactics; designation of specific units to meet joint requirements;
logistics functions normal to the component; tactical employment of service component forces; and
service intelligence matters.
SHOW OF FORCE. A mission carried out to demonstrate US resolve, whereby US forces are deployed
to defuse a situation that may be harmful to US interests or national objectives.
SIGNAL INTELLIGENCE (SIGINT). A generic term that includes COMINT and ELINT. Activities
concerned with the collection and processing of foreign electromagnetic emissions for the purpose of
producing intelligence information.
SITUATIONAL TRAINING EXERCISE. An STX is a short, mission-oriented exercise in which a
group of closely-related collective tasks are trained, using a doctrinally preferred method of executing
Glossary-12
FM 7-85 Glossary
these tasks to established standards. An STX is drill-like in nature, but it is more complex and flexible
than a drill. It usually involves a larger unit than a drill.
SPECIAL OPERATIONS. Military operations conducted by specially trained, equipped, and organized
DOD forces against strategic or tactical targets in pursuit of national, military, political, economic, or
psychological objectives. Special operations may support conventional military operations, or they may
occur independently when the use of conventional forces is either inappropriate or infeasible. Sensitive
peacetime operations, except for training, are normally authorized by the NCA and conducted under the
direction of the NCA or designated commander. Special operations may include unconventional warfare,
counter-terrorist operations, collective security, psychological operations, and civil affairs measures.
SPECIAL OPERATIONS FORCES. All civil affairs, psychological operations, ranger (active
component), and special forces units within the US Army, US Army Reserve, and National Guard.
SPECIAL OPERATIONS COMMAND. The major subordinate command to FORSCOM exercising
command and control of all active component Army special operations forces not placed under the
operational command of unified or specified commands.
STRATEGIC LEVEL OF WAR. Military strategy uses the armed forces of a nation to secure the
objectives of national policy by applying force or the threat of force. Military strategy sets the
fundamental conditions for operations.
STRIKE. An attack that is intended to inflict damage on, seize, or destroy an objective. Sometimes
referred to as direct action missions.
SURVEILLANCE. The systematic observation of aerospace, surface or subsurface areas, places,
persons, or things by visual, aural, electronic, photographic, or other means.
TACTICAL. Pertaining to the employment of units in combat.
TACTICAL LEVEL OF WAR. Tactics are the specific techniques smaller units use to win battles and
engagements that support operational objectives. Tactics employ all available combat, combat support,
and combat service support. Tactics involve the movement and positioning of forces on the battlefield in
relation to the enemy, the provisioning of fire support, and the logistical support of force before, during,
and following engagements with the enemy. At corps and division, operational and tactical levels are not
clearly separable, but they are guided by the same principles. An operation designed to defeat any enemy
force in an extended area does so through operational maneuver and a series of tactical actions.
TACTICAL COMBAT INTELLIGENCE. That knowledge of the enemy, weather, and geographical
features needed by a commander in the planning and conduct of combat operations. It is derived from the
interpretation of information on the enemy and the environment.
TARGET ANALYSIS. A detailed and systematic examination of processed intelligence to identify and
locate targets.
UNIFIED COMMAND. A unified command is established and designated by direction of the President.
The command is organized under a single unified CINC and has a broad, continuing mission. The CINC
is responsible to the Secretary of Defense for accomplishing his broad and continuing mission and
operates under the strategic and operational direction of the JCS. A unified command is composed of
assigned forces of two or more services. These forces, as service components, are under the operational
Glossary-13
FM 7-85 Glossary
command of the unified commander. The CINC exercises operational command authority through
service component commanders. When tasked by higher authority, he may establish a subordinate JTF to
conduct specific missions. Under emergency conditions, the CINC has the authority to use all facilities
and supplies of assigned forces to accomplish his mission.
Glossary-14
FM 7-85 References
References
REQUIRED PUBLICATIONS
Required publications are sources that users must read in order to understand or to comply with this
publication.
Field Manuals (FM)
FM 7-8 The Infantry Platoon and Squad (Infantry, Airborne, Air Assault, Ranger)
FM 7-10 The Infantry Rifle Company (Infantry, Airborne, Air Assault, Ranger)
FM 7-20 The Infantry Battalion (Infantry, Airborne, and Air Assault)
RELATED PUBLICATIONS
Related publications are sources of additional information. They are not required in order to understand
this publication.
Army Regulations (AR)
AR 350-1 Army Training
Field Manuals (FM)
FM 10-52-1 Commander's Handbook for Water Usage in Desert Operations
FM 10-501 Airdrop of Supplies and Equipment: Rigging Containers

FM 10-512 Airdrop of Supplies and Equipment: Rigging Typical Supply Loads
FM 10-542 Airdrop of Supplies and Equipment: Rigging Loads for Special Operations
FM 10-547 Airdrop of Supplies and Equipment: Rigging the High Speed Aerial Delivery
Container CTU-2/A
FM 10-553 Airdrop of Supplies and Equipment: Rigging Ammunition
FM 12-3-4 Echelons Above Corps (EAC) Personnel and Administrative Doctrine
References-1
FM 7-85 References
FM 14-6 Comptroller/Finance Services in Theaters of Operations

FM 19-15 Civil Disturbances
FM 20-11-1 Military Diving (Volume 1)

FM 20-11-2 Military Diving (Volume 2)
FM 21-20 Physical Training Program
FM 21-26 Map Reading
FM 21-75 Combat Skills of the Soldier
FM 21-76 Survival, Evasion, and Escape
FM 21-77A(S) Joint Worldwide Evasion and Escape Manual

FM 22-9 Soldier Performance in Continuous Operations
FM 23-67 Machinegun, 7.62-mm, M60

FM 25-1 Training
FM 25-2 Unit Training Management
FM 25-3 Training in Units
FM 25-4 How to Conduct Training Exercises
FM 25-5 Training for Mobilization and War
FM 25-7 Training Ranges

FM 26-2 Management of Stress in Army Operations
FM 29-47 Main Supply and Service Company, Forward Supply and Service Detachments,
Supply and Service Battalion, Airborne Division
FM 29-51 Division Supply and Field Service Operations
FM 30-5 Combat Intelligence
FM 30-17 Counterintelligence Operations
FM 31-18 Long-Range Reconnaissance Ranger Company
FM 31-19 Special Forces Military Free-Fall Parachuting
FM 1-24 Special Forces Air Operations
References-2
FM 7-85 References
FM 31-25 Special Forces Waterborne Operations

FM 31-70 Basic Cold Weather Manual
FM 34-1 Intelligence and Electronic Warfare Operations
FM 34-60A Counterintelligence Operations (U)

FM 55-9 Unit Air Movement Planning
FM 57-38 Pathfinder Operations
FM 57-220 Basic Parachuting Techniques and Training
FM 63-3J Combat Service Support Operations--Corps

FM 63-4 Combat Service Support Operations--Theater Army Area Command
FM 63-5 Combat Service Support Operations--Theater Army

FM 90-3 Desert Operations
FM 90-4 Airmobile Operations
FM 90-5 Jungle Operations
FM 90-6 Mountain Operations

FM 90-8 Counterguerilla Operations
FM 90-10 Military Operations on Urbanized Terrain (MOUT)
FM 90-10-1 An Infantryman's Guide to Urban Combat
FM 100-5 Operations
FM 100-20 Low Intensity Conflict
FM 100-26 The Air-Ground Operations System

FM 101-5 Staff Organization and Operations
FM 101-10-1 Staff Officers' Field Manual: Organization, Technical and Logistical Data (U)
Firing Table (FT)
FT 60-P-1 Firing Tables for Mortar, 60-mm: M224, Firing Cartridge, HE, M720, Cartridge,
HE, M49A4, Cartridge, TP, M5OA3, Cartridge, WP, M302AI, Cartridge,
Illuminating, M83A3
References-3
FM 7-85 References
Soldier's Training Publication (STP)
STP 7-11B24-SM Soldier's Manual MOS 11B, Infantryman, Skill Level 2/3/4
Technical Manuals (TM)
TM Operator's and Organizational Maintenance Manual Including Repair Parts and

10-1670-267-12&P Special Tools List for High Altitude Airdrop Resupply System: 500 Pound
Capacity
Training Circulars (TC)
TC 23-14 Sniper Training and Employment

TC 23-90 Mortar Training
TC 24-1 Communications-Electronics Operation Instructions, the CEOI
TC 31-20-5(C) Special Forces Communications (U)
TC 90-6-1 Military Mountaineering
Other Related Publications
King, Michael J. Dr., Leavenworth Papers, No. 11, "Rangers Selected Combat
Operations in World War II," Combat Studies Institute, USACGSC, Fort
Leavenworth, KS
PROJECTED PUBLICATIONS
Projected publications are sources of additional information that are scheduled for printing but are not yet
available. Upon print, they will be distributed automatically via pinpoint distribution. They may not be
obtained from the USA AG Publications Center until indexed in DA Pamphlet 310-1.
Field Manuals (FM)
FM 7-70 Light Infantry Squad/Platoon

FM 7-71 Light Infantry Company
FM 7-72 Light Infantry Battalion
FM 7-73 Light Infantry Brigade
References-4
FM 7-85 References
FM 23-36 60-mm Mortar, M224
References-5
FM 7-85 Authorization Letter
Authorization Letter
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SH 21-76

UNITED STATES ARMY

"NOT FOR THE WEAK

RANGER TRAINING BRIGADE

PRINCIPLES OF LEADERSHIP 1-1

TROOP LEADING PROCEDURES 2-1

CHAPTER 3 FIRE SUPPORT

PLANNING CONSIDERATIONS 5-1

PLATOON ATTACK 6-1

CHAPTER 8 ARMY AVIATION

AIR ASSAULT 8-1

CHAPTER 9 WATERBORNE OPERATIONS

ONE ROPE BRIDGE 9-1

CHAPTER 10 MILITARY MOUNTAINEERING

SPECIAL EQUIPMENT 10-1

CHAPTER 12 FIRST AID

LIFESAVING STEPS 12-1

MDI COMPONENTS 13-1

CHAPTER 14 RANGER URBAN OPERATIONS

TYPES OF URBAN OPERATIONS 14-1

Recognizing that I volunteered as a Ranger, fully knowing the hazards of my

MAJOR ROBERT ROGERS 1759

Rangers primarily performed defensive missions until Benjamin Churchs Company of

In September 1950, a Department of the Army message called for volunteers to be

The farsightedness of General Abrams decision, as well as the combat effectiveness of

As a result of the demonstrated effectiveness of the Ranger battalions, the Department

Ranger Medal Of Honor Recipients

Millett, Lewis L. Sr Captain Feb 7 1951 Co. E 2/27th Infantry

* Porter, Donn F. Sergeant Sept 7 1952 Co. G 2/14th Infantry

Mize, Ola L. Sergeant June 10-11 1953 Co. K 3/15th Infantry

Foley, Robert F. Captain Nov 5 1966 Co. A 2/27th Infantry

Zabitosky, Fred M. Staff Sergeant Feb 19 1968 5th Special Forces

Bucha, Paul W. Captain May 16-19 1968 Co. D 3/187 Infantry

* Rabel, Laszlo Staff Sergeant Nov 13 1968 74th Infantry (LRRP)

* Law, Robert D. Specialist 4 Feb 22 1969 Co. I 75th Infantry (Ranger)

Kerrey, J. Robert Lieutenant Mar 14 1969 Seal Team 1

* Doane, Stephen H. 1st Lieutenant Mar 25 1969 Co. B 1/5 th Infantry

* Lucas, Andre C. Lt Colonel Jul 1-23 1970 HHC 2/506 Infantry

* Gordon, Gary I. Master Sergeant Oct 3 1993 Task Force Ranger

BENNING PHASE (4th Ranger Training Battalion) Designed to develop the

MOUNTAIN PHASE (5th Ranger Training Battalion) The Ranger student

1-2. DUTIES AND RESPONSIBILITIES. To complete all assigned tasks, every

1-3. ASSUMPTION OF COMMAND. Any platoon/squad member may have to take

2-1. TROOP LEADING PROCEDURES

Figure 2-1. Tools of the tactician relationship

b. STEP 2. Issue a Warning Order. The leader provides initial instructions in a

(6) Analyze courses of action (Wargame). This analysis is conducted by war-

e. STEP 5. Reconnoiter. If time allows, the leader makes a personal reconnaissance.

a. Reporting. All information must be quickly, completely, and accurately reported.

SIZE Seven Enemy Soldier

c. Prisoners. If prisoners are captured during a patrolling operation, they should be

2-3. WARNING ORDER. Warning orders give subordinates advance notice of

Time Zone Used throughout the Order: (Optional)

Task Organization: (Optional) (See paragraph 1c.)

5. COMMAND AND SIGNAL (Optional)

This space intentionally left blank for notes.

OPERATION ORDER __________ (code name)

Task Organization: Describe the allocation of forces to support the commander's

1. Weather and Light Data and General Forecast:

1. Maneuver. The maneuver paragraph addresses, in detail, the mechanics of the

5. COMMAND AND SIGNAL

This space intentionally left blank for notes.

Weather and Light Data

Ranger Handbook & Ranger Unit Operations

Ranger Handbook & Ranger Unit Operations