Section 3 – General Consideration for the March

1-15. Visibility, climate, weather, and terrain characteristics to a degree determine actual arrangement and location of Soldiers, equipment, and vehicles within a given march formation. Additional considerations common to the conduct of marches include march discipline, water discipline, acclimatization, non-U.S. military participation, morale, individual load, and risk tolerance.

Visibility

1-16. In the absence of enemy threats, marches during daylight hours are preferred as they permit faster movement and are less tiring for Soldiers. Marches during daylight hours are characterized by dispersed formations, ease of control, extended lines of reconnaissance and security, and increased vulnerability to enemy observation and air attack.

1-17. Marches during limited visibility are characterized by closed formations, difficult command and control (C2), reconnaissance, security, and a slow rate of march, but they do enable concealment from observation. Marches during limited visibility exploit darkness or weather factors to gain surprise and help units avoid extreme heat common to marches during daylight hours. March control, especially during conditions of limited visibility, requires detailed planning stringent control measures, and thorough march training, signals, and communications disciplines.

1-18. If concealment is required, movement before dark is restricted to small detachments. Marches should be completed by daybreak with Soldiers in concealed positions. When movement is near the enemy, security, noise, and light disciplines are strictly enforced. Units must enforce security to conceal operations from the enemy, preventing it from gaining information about the march. Navigational aids, C2 systems, thermal sights, and night-vision devices can prevent many C2 problems encountered during limited visibility movements.

1-19. Marches during limited visibility require careful planning. This includes reconnoitering routes and assembly areas. Special precautions ensure direction and contact within the column. Therefore, guides and file formations are needed. (See chapter 2 this publication and ATP 3-21.8 chapter 3 for additional information.)

Climate, Weather, and Terrain

1-20. When conducting a foot march, climate, weather, and terrain have the greatest impact on off road or cross-country movement. Restrictions imposed by climate and weather extremes and terrain constitute major changes from operations in temperate areas. These restrictions can present major obstacles to operations without the establishment of proper provisions.

Climate and Weather

1-21. Climatic conditions, produced by temperature, humidity, precipitation, wind, and light in an area over an extended period, influence long-range plans within an AO. Weather, the local, day-to-day condition of the atmosphere, impacts daily operations and is always a key planning consideration. Foot marches in adverse climatic and weather conditions follow the same principles as in normal conditions. Differences depend on physical limitations imposed by adverse conditions and the use of special equipment required to overcome them. (See appendix F for windchill chart information.)

1-22. Cold climates reduce efficiency of Soldiers. Bulky clothing limits movement in performing maintenance and operational duties. Hot, humid climates reduce energy and increase physical discomfort and the likelihood of disease. Over time, heat and high humidity reduce life expectancy of all equipment, adding to maintenance, repair, and replacement problems. Rust and corrosion are accelerated. Mildew rapidly attacks unprotected clothing and leather products.

1-23. Climate and weather extremes affect the daily maintenance and operation of vehicles. Low temperatures require the protecting of cooling systems to prevent freezing, fuel additives to prevent frozen fuel lines, and protection to make starting easier. Tire life may be reduced; metals may become brittle and break. Batteries lose their efficiency and may freeze or crack. Severe freezing may require extensive road repairs after each thaw, particularly in early spring. Extremely high temperatures may increase the number of breakdowns due to overheating.

Terrain

1-24. Terrain evaluation is the study of how soils, vegetation, climate, and landforms help or hinder employment of military units and equipment. Movement planners evaluate terrain to determine the ability to move Soldiers, vehicles, and equipment without interruption and with minimal exposure to observation and direct fire.

1-25. Terrain evaluation considers all factors of the operational environment (OE) in relation to capabilities and limitations of tasked equipment. Sources of information, techniques, and results of terrain evaluation vary with the OE. Terrain evaluation at unit level informs the selection of the most suitable route to accomplish the mission under prevailing circumstances.

1-26. Varying types of terrain over which Soldiers must march present different problems for commanders, depending on the specific AO. Weather conditions combined with terrain affect mobility of marching Soldiers.

1-27. Movement must be calculated in terms of time and distance to determine the total amount of time Soldiers need to move from one place to another. This applies mainly in arctic, mountain, or jungle environments where trails are either limited or nonexistent and where cross-country movement can be arduous and slow.

1-28. Rise and fall of the ground are known as slope or gradient (grade). Slopes of 7 percent or greater affect movement speed along routes and are considered an obstruction. Percentage of slope is useful in describing the effects that inclines have on movement rates. It is the ratio of change in elevation (vertical distance to horizontal ground distance) multiplied by 100.

Note. When planning routes, commanders should factor elevation gain and loss as much as distance into their movement timelines as effects of slope on dismounted movement is significant. (See ATP 3-34.80 for additional information.)

1-29. As the percentage of slope increases, movement rates decrease due to increase in energy and physical demands needed for movement. Moving to the same exact location using an indirect route can help reduce the amount of strenuous energy needed but increases the time needed due to the total amount of terrain traversed. Movement rates decrease whether units are moving uphill or downhill.

1-30. Slopes covered in talus-a more stable slope formed by large rocks-often proves to be a relatively easy ascent route. On the other hand, climbing a scree slope-a slope formed by landslides consisting primarily of loose dirt and small rocks-can be extremely difficult, as small rocks tend to loosen easily and give way. This characteristic often makes scree fields excellent descent routes. Before attempting to descend scree slopes, commanders should carefully analyze the potential for creating dangerous rock falls and take necessary avoidance measures.

March Discipline

1-31. March discipline includes observing and enforcing march instructions including formation, distances between elements, speed, and the use of cover and concealment. It must include specific controls and restrictions such as water, light, noise, and communications disciplines. March discipline is the culmination of training, which results in effective teamwork between all Soldiers of the unit.

1-32. Maintaining discipline is especially important. All commanders must ensure Soldiers understand and follow established rules of engagement (ROE). The principle of proportionality requires that the anticipated loss of life and damage to property incidental to attacks must not be excessive in relation to the concrete and direct military advantage to be gained. This principle as well as the principle of unnecessary suffering may restrict the use of certain weapons, munitions, or techniques during operations.

1-33. March discipline is a command and individual responsibility stemming from organizational control and training. It is essential for march columns to prevent conflict with other movements in the area. Thorough training, supervision of operations by technically and tactically proficient, competent leaders, and attention to detail attain it. March discipline demands—

  • Using qualified Soldiers and drivers who operate their equipment safely under a variety of conditions.
  • Adhering to unit standard operating procedures (SOPs) specifying tactics, techniques, and procedures for movement, battle drills, and communications techniques.
  • Strictly following traffic regulations.
  • Meeting start point (SP), en route checkpoints (CPs), and release point (RP) times.
  • Following prescribed routes at prescribed march rates.
  • Halting at rest stops for the required amount of time.
  • Using protective measures, including maintaining prescribed intervals, radio discipline, and blackout driving at night.
  • Maintaining proper care of equipment.
  • Maintaining correct weapon posture.
  • Observing safety policies and regulations at all times.
  • Ensuring Soldiers and drivers obey rules of the road, traffic laws and regulations, speed limits, and time and distance gaps.

Note. The reference to drivers may imply Soldiers, U.S. Government contractors, or host-nation contractors

Water Discipline

1-34. All Soldiers must observe water discipline to maintain effectiveness and minimize fatigue while conducting operations. Water discipline mandates several rules:

  • Consume water or electrolyte and carbohydrate fluids before, during, and after foot marches. Do not overhydrate.
  • Drink treated water or electrolyte and carbohydrate fluids from approved sources.
  • Drink small quantities of water or electrolyte and carbohydrate fluids rather than gulping or rapid intake.
  • Drink water or electrolyte and carbohydrate fluids when not thirsty.
  • Drink water or electrolyte and carbohydrate fluids slowly to prevent cramps or nausea.
  • Refill canteens with water only or replenish electrolyte and carbohydrate fluids at every opportunity.

Note. Never pour electrolyte and carbohydrate fluids into water canteens or hydrating systems. Mold and mildew tend to grow within them, causing sickness or health issues. Use bleach to clean canteens or hydrating systems that appear to have mold and mildew. Never force hydrate with water alone. The body needs the proper amount of nutrients and electrolytes to operate efficiently. Force hydrating with water alone can flush electrolytes and nutrients out of the body causing over-hydration and impairing performance.

1-35. The human body does not operate efficiently without adequate liquid intake. When Soldiers are engaged in strenuous activities, excessive amounts of water and electrolytes are lost through perspiration. Water is also lost through normal body functions such as respiration and urination, which can create liquid imbalances in the body. As a result, dehydration could occur unless the loss is replaced immediately and Soldiers rest before continuing their activities. Insufficient liquid and salt intake during hot weather can result in heat injuries.

1-36. Danger of dehydration is as prevalent in cold regions as it is in hot, dry areas. The difference is in hot weather the Soldier’s body loses liquids and salt through noticeable perspiration. In cold weather, when Soldiers are wearing many layers of clothing, they have difficulty realizing this condition exists since perspiration is absorbed rapidly by heavy clothing or evaporated by air.

1-37. Salt in food compensates for daily salt requirements. Additional salt intake should be under direct supervision of a physician or physician’s assistant.

1-38. If pure water is not available, water in canteens is treatable with water purification tablets. (See TC 4-02.3 for additional information.)

1-39. When operating in a chemical, biological, radiological, and nuclear (CBRN) environment in an increased mission-oriented protective posture (MOPP) level, water consumption increases and forced hydration becomes necessary. Commanders and subordinate leaders at all levels can reduce heat injuries brought on by these conditions by adjusting march rates or loads. (See ATP 3-11.32 for additional information.)

Acclimatization

1-40. Soldiers must be physically and mentally conditioned to participate in foot marches. Many types of terrain and climates throughout the world require different acclimatization for operations. Ideally, soldiers should be trained to operate in all areas with minimal preparation; however, each area has specific preparation requirements. For example, Soldiers scheduled for operations in mountains normally participate in high altitude training for 10 to 14 days before engaging in full-scale mountain foot marches.

Altitude Acclimatization

1-41. Soldiers may be deployed to theaters of operation at altitudes in excess of 2,439 meters (8,002 feet) above sea level. Altitude acclimatization allows Soldiers to decrease their susceptibility to altitude illness and achieve optimal physical and cognitive performance for the altitude to which they are acclimatized. Altitude acclimatization has no negative side effects and does not harm health or physical performance upon return to low altitude. However, Soldiers with good aerobic endurance may acclimatize more quickly and perform better than those with low fitness levels.

1-42. High mountain environments are dangerous and unforgiving for those without adequate knowledge, training, equipment, and acclimatization. Commanders, subordinate leaders, and medical support Soldiers must understand interaction of environments, individuals, and unit characteristics. Adequate planning and preparedness can reduce or prevent significant problems. Leadership is vital to safe operations in high altitude environments. (See chapter 3 for additional information.)

Cold Weather Acclimatization

1-43. Psychological adjustments eliminate preconceived notions and fears about specific cold weather locations and climates. Training conducted logically and realistically causes most Soldiers to lose previously held fears of cold or isolation. Adjustments are facilitated by educational and training programs that gradually introduce Soldiers to unfamiliar terrain features or cold climates. During these programs, Soldiers are encouraged to develop confidence until they can operate in cold weather environments with ease and assurance.

1-44. Self-confidence in each Soldier is a direct result of psychological adjustments. Self-confidence in foot marching in any environment is developed by strong leadership and progressive training. As Soldiers become stronger and learn and apply marching techniques, their self-confidence, morale, and pride increase. Commanders stimulate pride by building unit spirit and by instilling determination to succeed. A well planned and conducted march is an excellent way to develop and demonstrate many attributes of good Soldiering.

Heat Acclimatization

1-45. Physical work and training programs for unacclimatized Soldiers should be limited in intensity and time. About 2 weeks of progressive heat exposure and physical work is appropriate for heat acclimatization.

1-46. Heat acclimatization is necessary for all Soldiers; however, fit Soldiers may acclimatize to heat more quickly than less fit Soldiers. Full effects of heat acclimatization are relative to initial physical fitness levels and total heat stress encountered by Soldiers. Soldiers who perform light physical work achieve the level of acclimatization needed to perform certain tasks relatively quickly. If Soldiers conduct strenuous work, they may need additional acclimatization.

1-47. Less fit Soldiers have reduced work capabilities in heat. Furthermore, middle-aged Soldiers often have lower work capabilities than young adult Soldiers and female Soldiers often have lower physical capabilities than male Soldiers within the same categories either fit or less fit. However, if their physical fitness is sufficient and they are heat acclimatized, less fit Soldiers should have similar work capabilities.

1-48. When conditions allow, heat acclimatization requires a minimum exposure of 2 hours per day, which can be broken into 1-hour exposures, with some activity requiring cardiovascular endurance. For example, marching can replace pushups and resistance training. Gradually increase activity intensity each day, working up to an appropriate conditioning schedule adapted to the present environment. Resting in heat with activity limited to minimal requirements results in partial acclimatization. Soldiers must perform physical activity in heat to accomplish optimal acclimatization for work at the intensity level in given hot environments. (See TB MED 507 for additional information.)

Non-United States Military Participation

1-49. March commanders are responsible for all non-U.S. military supporting assets associated with the march. These supporting elements can comprise multinational partners, U.S. civilian contractors, host country nationals and local national contractors, and host-nation force augmentation.

Multinational Partners

1-50. March commanders must practice diplomatic and cultural sensitivity, show respect for multinational forces, and treat them as partners. Their ROE may differ from U.S. ROE. Their equipment capabilities and limitations may also differ. Every effort must be made to ensure multinational forces are an integral part of the team and accept an equitable share of risk. March commanders must—

  • Ensure battle drills are articulated clearly, understood, and rehearsed.
  • Ensure logistics support is provided to multinational forces during march missions.
  • Define the chain of command clearly. It is important to determine and communicate who is in charge of the march during planning, preparation, and execution.
  • Integrate multinational vehicles fully, if applicable, into the march and maintain organizational integrity.
  • Plan for possible communications system incompatibility and develop alternate communications plans.
  • Plan for communications problems due to differences in language and dialects.
  • Determine if interpreters are required, and if so, how many.
  • Refer to the chaplain, staff judge advocate, contracting officer, civil affairs officer, and intelligence staff for additional information about cultural differences.

United States Civilian Contractors

1-51. The law of armed conflict imposes strict limitations on use of civilian personnel in combat environments. Department of Defense, Service, and commander guidance dictate policy, limitations, and restrictions for civilians supporting military forces. March commanders must be aware that contracted drivers will likely be unarmed. Civilian vehicles have different capabilities and terrain limitations than tactical vehicles. March commanders should—

  • Disperse civilian vehicles throughout the march due to security and limited communications capabilities.
  • Contact and coordinate with contractor points of contact and leaders before the mission.
  • Develop habitual relationships with contractor personnel.
  • Provide an internal communications plan to contractor personnel.
  • Conduct risk evaluations for safety considerations such as licensing, vehicle condition, and load.
  • Incorporate contractor personnel into precombat checks (PCCs), precombat inspections (PCIs), and battle drill rehearsals.

Host-Country Nationals and Local National Contractors

1-52. March commanders must take into consideration contractors who may not speak English and proportionally increase the number of interpreters when necessary. March commanders should consider cultural and discipline differences between civilian drivers and possible implications on the march. These can impact vehicle crew mix. Depending on situations, the march commander should consider removing all host country national communications capabilities to limit security breaches. March commanders should—

  • Conduct thorough inspections of all host-country national equipment and personnel.
  • Ensure host-country nationals are familiar with the unit’s tactics, techniques, procedures, and SOPs. This increases the need for multiple rehearsals.
  • Provide additional military escort vehicles and armed military assistant drivers as needed for marches with large numbers of host-country national drivers as an additional security consideration.

Host-Nation Force Augmentation

1-53. Host-nation forces have the advantage of being in their homeland where they know more about the country, streets, routes, laws, situation, terrain, and culture than organic forces. They are a valuable resource for understanding terrain in particular areas and can help save time and energy while planning and conducting operations. Host-nation forces often have robust human intelligence capabilities since they know the terrain, local populace, and customs much better than U.S. Forces and can often spot something that does not look right more easily than U.S. personnel. Commanders and subordinate leaders should understand host-nation force capabilities and limitations and use them to their advantage accordingly.

1-54. Commanders should consider combined operations from the augmenting force leaders’ perspective to better operate alongside them. Key points for commanders to consider should include—

  • Ensuring host-nation leaders participate in the planning stage of operations.
  • Ensuring host-nation forces participate in rehearsals, PCCs, and PCIs.
  • Attaching U.S. advisors to host-nation force leaders and embedded trainers, if available, to ensure the augmenting force understands and is prepared for missions.
  • Commanders should consider host-nation forces and personnel may not have the same standards or disciplines as U.S. Forces and may not perform in the manner expected of U.S. Soldiers.
  • Using liaison officers with necessary communications equipment and communications security to ensure host-nation forces can receive communications when utilizing secure communication protocols.
  • Ensuring the attached host-nation force understands the expected reaction to enemy contact battle drills to avoid fratricide.
  • Providing U.S. Forces for logistical support to host-nation forces when mission variables permit.
  • Employing host-nation forces within their capabilities and understanding, for they often do not have the same capabilities as U.S. Soldiers and units.
  • Intermingling host-nation forces, dependent on the situation, with own unit while conducting missions such as foot marches, understanding that host-nation personnel often look to U.S. Soldiers for actions and guidance.
  • Establishing effective relationships with host-nation forces based on personnel rapport and trust built by key leaders.
  • Using host-nation forces to help in foot march missions like clearing traffic and avoiding potential ambush sites.
  • U.S. Forces may be restricted in entering certain areas while host-nation forces can often enter these areas with fewer limitations and without incident.

Morale

1-55. Morale can greatly affect Soldiers during foot marches. Low morale can be contagious and magnify any discomfort Soldiers might experience. Commanders and subordinate leaders improve morale by applying leadership and emphasizing proper foot march techniques, some of which are to—

  • Provide advance warning of an upcoming march so Soldiers can prepare adequately.
  • Hold formations early enough to allow time for inspecting Soldiers and performing last-minute checks.
  • Avoid delays during foot marches that keep Soldiers standing for extended periods.
    • Delays can increase fatigue causing legs to stiffen and making it difficult to resume the march.
    • Route reconnaissance before the march provides information on conditions that can cause delays.
    • Advance action can prevent conditions that can cause delays.
  • Maintain a steady rate of march. Too rapid or too slow rate induces fatigue.
  • Hold passing vehicles to reasonable speeds during marching to promote safety and to prevent dust, rocks, or mud from being thrown on Soldiers.
  • If dust conditions are severe, move Soldiers to the upwind side of the road.
  • Do not allow trucks used to transport stragglers or foot march casualties to overtake columns unless it is unavoidable.
  • Ensure Soldiers in rear formations receive full break times.
  • Ensure leaders at all echelons march with their Soldiers throughout the entire foot march, understanding that Soldiers quickly detect the presence or absence of their leaders in foot marches.
  • Encourage unit leaders to walk their entire march formation, periodically spot-checking Soldier performance, well-being, and to ensure command presence is observed.
  • Ensure availability of adequate water at rest stops throughout the foot march.

1-56. Medical evacuation (MEDEVAC) and casualty evacuation (CASEVAC) have positive impacts on morale. Medical evacuation is the timely and effective movement of the wounded, injured, or ill to and between medical treatment facilities on dedicated and properly marked medical platforms with en route care provided by medical personnel (ATP 4-02.2). Casualty evacuation is the movement of casualties aboard nonmedical vehicles or aircraft without en route medical care (ATP 4 02.13). Casualties are cared for at point of injury or under nearby cover and concealment and receive self or buddy aid, enhanced first aid from combat lifesaver (CLS), or emergency medical treatment from a trauma specialist or unit medic.

1-57. During planning, commanders and subordinate leaders (in coordination with unit CASEVAC procedures) outline procedures for MEDEVAC. Key MEDEVAC considerations include—

  • Ensuring organic medical personnel accompany each march element.
  • Coordinating air and ground MEDEVAC support.
  • Rehearsing MEDEVAC operations with air ambulance flight crews.
  • Rehearsing MEDEVAC operations with ground ambulance crews.
  • Placing ground ambulances strategically in direct support of each march element.
  • Identifying ambulance exchange points along march routes.

1-58. In situations in which MEDEVAC assets are either limited in number or unavailable, commanders must plan to conduct CASEVAC operations. These are usually accomplished through the use of organic vehicles. In situations in which organic vehicles are not available it may be necessary to request vehicles from supporting units. Additional CASEVAC planning considerations may include—

  • Rehearsing CASEVAC operations with designated CASEVAC platform crews.
  • Identifying equipment to be carried by designated Soldiers in each march element includes:
    • Compact and lightweight casualty transport systems.
    • VS-17 panels or other marking equipment including night marking devices.
    • Mobility equipment such as rope and carabineers when applicable.

Individual Load

1-59. To prevent an individual load from hindering a marching Soldier’s mobility and combat readiness, the commander identifies the minimum of mission-essential equipment to fight and survive in the immediate combat operation. The primary consideration is not how much Soldiers can carry, but rather how much they can carry without reduced combat effectiveness. A unit’s combat strength cannot be based solely on number of Soldiers; it must be based on the number of Soldiers physically able to perform their duties. Soldiers become exhausted quickly when under combat stress. Soldiers must have the capability to carry heavy loads and quickly adjust to a tailored (see chapter 3 section II) fighting load that allows agile movement in combat.

1-60. Individual load must not be based on equipment and supplies needed to meet every possible contingency. The commander should not expect Soldiers to carry equipment for all possible combat situations. Instead, items contained in loads must be based on realistic expectations. Unit SOPs may be used to provide a standardized fighting load and approach march load (see chapter 3 for additional information) based on common mission requirements. The commander is responsible for ensuring the tailoring of fighting and approach march loads are based on specific mission requirements and obtaining means to carry additional gear (see load carriage in chapter 3 section I). This includes cross leveling Soldier loads across the unit to ensure no element or Soldier is overloaded to a point that hinders unit success.

1-61. During the conduct mission analysis, commanders and subordinate leaders consider individual loads and understand excessive loads affect physical readiness, combat performance, and have the potential for individual and unit mission failure. The framework gauge, evaluate, analyze, and reduce (also called GEAR) provides a tool to use as a memory aid in managing Soldier load throughout planning (specifically mission analysis) and preparation (specifically PCC and PCI), demonstrated in the following:

  • Gauge mission requirements for the individual and unit by—
    • Assessing specific mission objectives.
    • Analyzing environmental factors influencing equipment needs.
    • Analyzing potential threats and challenges.
  • Evaluate equipment selection by—
    • Identifying critical or essential equipment.
    • Prioritizing items based on mission essential and/or critical tasks (understanding ounces can add up to pounds and pounds impact performance).
    • Identifying threat and personal protective equipment posture (also called PPEP) and MOPP levels.
  • Analyze future needs by—
    • Identifying (based on METT-TC [I]) the most efficient and effective way to carry mission essential loads.
    • Assessing and coordinating tactical movement and equipment transportation.
    • Coordinating equipment and resupply drops/caches if needed and feasible.
  • Reduce risk (analyzing risk in carrying too much/carrying too little) by—
    • Identifying if required equipment exceeds soldiers’ physiological capacity or causes time constraints to be failed.
    • Identifying how not carrying equipment could engage unforeseen enemy threats or risk to the mission.

1-62. When available and dependent upon mission variables of METT-TC (I). An Infantry rifle company or a smaller unit requires one truck and one trailer to carry additional gear. In cold weather or during other conditions in which personal gear requirements increase, this requirement increases.

1-63. The commander ensures the supply system provides the balance of essential supplies and equipment not carried by the unit. Soldiers must feel confident their mission-essential needs are being met. When operating under austere conditions, the commander sets proper standards regarding Soldier field-craft techniques in the use of caches and other field-expedient measures to sustain the force.

Risk Tolerance

1-64. Commanders must ensure a thorough understanding of the operation, including the senior commander’s intent and risk tolerance. A commander receiving a mission will analyze it and assign subordinate missions and tasks, each with their own set of risk management considerations. The combined risks identified for these additional missions and tasks may modify the overall residual risk for the mission, possibly to a higher level than the risk tolerance.

1-65. In load planning, every decision requires risk management considerations by the commander. Excessive loads risk mission failure due to physical exhaustion or the inability to maintain the planned rate of march resulting in missed mission times. Conversely, decisions to leave mission-essential equipment in the tactical assembly area or patrol base without planning for timely resupply may also result in mission failure. The commander uses several factors to inform risk decisions, including:

  • Higher commanders’ guidance.
  • Mission duration.
  • Known physical state of the Soldiers.
  • Likely weather and level of illumination during the mission.
  • Type and nature of terrain to be traversed.
  • Probable enemy threats (including enemy strength and the presence of obstacles, armor or CBRN capabilities).
  • Appropriate PPEP and MOPP levels.
  • Ability to conduct necessary resupply in a timely manner.
  • Ability to link up with sustainment loads.

1-66. Determining the extent of a Soldier’s load during the march requires careful consideration and analysis by leaders at all echelons in planning, preparation (to include precombat checks) and discipline in execution. The commander should clearly articulate risk-related decisions and expectations for execution during the operation order (OPORD) brief and inspect for compliance during precombat inspections. Risk management, the Army’s process for helping organizations and individuals make informed decisions to reduce or offset risk, is further addressed in chapter 3.

Next Page : Section 4 – Planning for the March

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