Section 2 - Common Offensive Planning Considerations

4-28. Platoon leaders begin with a designated AO, identified mission, and assigned forces. They develop and issue planning guidance based on visualization relating to the physical means to accomplish the mission. Within the planning process, a warfighting function is a group of tasks and systems united by a common purpose that the platoon leader uses to accomplish missions. Warfighting functions provide an intellectual organization for common critical functions. The following paragraphs discuss activities, functions, and specific operational environments as the framework for discussing offensive planning considerations.

Note. A warfighting function is a group of tasks and systems united by a common purpose that commanders use to accomplish missions and training objectives (ADP 3-0). The six warfighting functions are command and control, movement and maneuver, intelligence, fires, sustainment, and protection. (See FM 3-96 for additional information.)

Command and Control

4-29. In the Infantry rifle platoon, the platoon leader is the central figure in command and control and is essential to integrating the capabilities of the warfighting functions. Command and control provides the greatest possible freedom of action to subordinates, facilitating their abilities to develop the situation, adapt, and act decisively through disciplined initiative within the platoon leader’s intent. It focuses on empowering subordinate leaders and sharing information to facilitate decentralized execution.

Note. The art of command comprises the creative and skillful exercise of authority through timely decision making and leadership. Commanders constantly use judgment gained from experience and training to delegate authority, make decisions, determine the appropriate degree of control, and allocate resources. Control, as contrasted with command, is more science than art. As such, it relies on objectivity, facts, empirical methods, and analysis. Control requires a realistic appreciation of time and distance factors, including the time required to initiate, complete, and assess directed actions. Commanders exercise control to direct and adjust operations as conditions dictate. The science of control supports the art of command. (See FM 3-96 for additional information.)

4-30. Command and control conveys the leader’s intent and an appreciation of METT-TC (I), with special emphasis on—

Enemy positions, strengths, and capabilities.
Missions and objectives, including task and purpose, for each subordinate element’s shared understanding.
Higher commander’s intent and scheme of maneuver.
AO for use of each subordinate element with associated control graphics.
Time the operation is to begin.
Scheme of maneuver and leaders positioning that allows for timely decisions and the application of judgement.
Special tasks required to accomplish the mission.
Risk acceptance.
Options for accomplishing the mission.

Movement and Maneuver

4-31. The platoon conducts tactical movement when contact with the enemy is possible or anticipated. The platoon maintains integrity throughout the movement and plans for enemy interference en route to or shortly after arrival at its destination. During tactical movements, the platoon leader must be prepared to maneuver against an enemy force. Once deployed in its assigned AO, the platoon moves using proper techniques for assigned missions. When contact is made, fire and movement is executed.

4-32. The platoon leader’s mission analysis helps to facilitate the decision on how to move most effectively. When planning platoon movements, the platoon leader ensures the unit is moving in a way that supports a rapid transition to maneuver. Platoon movement should be as rapid as the terrain, mobility of the force, and enemy situation permit while ensuring Soldiers arrive in a condition to accomplish their mission. The ability to gain and maintain the initiative often depends on movement being undetected by the enemy. The platoon depends heavily upon the terrain for protection from enemy fire. Once contact with the enemy is made, squads and platoons execute the appropriate actions on contact (see chapter 2), and leaders begin to maneuver their units.

4-33. The platoon leader conducts movement and maneuver to avoid enemy strengths and create opportunities that increase the effects of combat power. Surprise is achieved by making unexpected maneuvers, rapidly changing the tempo of ongoing operations, avoiding observation, and using deceptive techniques and procedures. The platoon leader seeks to overwhelm the enemy with one or more unexpected actions before it has time to react in an organized fashion. This occurs when the attacking force can engage the defending enemy force from positions of advantage with respect to the enemy, such as engaging from an assailable flank.

Intelligence

4-34. The platoon leader uses threat event templates, the situation template (known as SITEMP), the likely threat course of action (COA), the most dangerous threat COA, civil consideration products, terrain analysis products, and other intelligence products and assessments. During offensive operations, the evaluation of avenues of approach leads to a recommendation of the best avenues of approach to a command’s objective and to the identification of avenues of approach available to the threat for counterattack, withdrawal, or the movement of reinforcements or reserves. By studying the terrain, the leader tries to determine the principal enemy heavy and light avenues of approach to the objective. The leader also tries to determine the most advantageous area from which enemy may defend, routes the enemy may use to conduct counterattacks, and other factors such as observation and field of fire, avenues of approach, key terrain, obstacles, and cover and concealment (OAKOC) (see paragraph 2-62). The attacking platoon continuously conducts information collection during the battle because it is unlikely the platoon leader has complete knowledge of the enemy’s intentions and actual actions. (See chapter 2 section II for additional information.)

Fires

4-35. Prior to movement, the platoon leader plans for fires throughout the depth of the operation, specifically along the route to cover anticipated places of enemy contact, during actions on the objective, and during consolidate and reorganization activities. These targets (for example, TRPs and final protective fires [FPFs]) are a product of the platoon leader’s analysis of the mission variables of METT-TC (I) and must be incorporated into the company’s fire support plan.

4-36. The platoon leader conducts fire support planning concurrently with the Infantry rifle company and Infantry battalion. The Infantry brigade combat team (IBCT) and Infantry battalion typically use top-down fire support planning, with bottom-up refinement of plans. As part of the top-down fire planning system, the company commander refines the fire support plan from higher headquarters to meet mission requirements, ensuring these refinements are incorporated into the higher headquarters’ plan.

4-37. A clearly defined concept of fires enables the platoon leader and forward observer(FO) to articulate precisely how they want indirect fires to affect the enemy during the different phases of the operation. In turn, this allows the company fire support officer to facilitate the development of fires supporting accomplishment of the company’s mission down to the squad level. (See appendix B for additional information.)

Sustainment

4-38. The objective of sustainment in the offense is to assist the platoon in maintaining the momentum. The platoon leader wants to take advantage of windows of opportunity and launch offensive operations with minimum advance warning time. The platoon sergeant and squad leaders must anticipate these events and maintain flexibility to support the offensive plan accordingly.

4-39. A key to an offense is the ability to carry 72 hours of supplies specific to the platoon’s assigned mission, and to anticipate the requirement for resupply, specifically regarding ammunition, fuel, and water. This anticipation helps maintain the momentum of attack by resupplying as far forward as possible. Leaders use throughput distribution, and preplanned contingency resupply, preconfigured packages of essential items to help maintain offensive momentum and tempo. (See chapter 8 for additional information and ATP 3-21.10.)

Protection

4-40. The rapid tempo and changing nature of the offense presents challenges to the protection of friendly assets. The forward movement of subordinate units is critical if the leader is to maintain the initiative necessary for offensive operations. Denying the enemy, a chance to plan, prepare, and execute a response to the friendly offense by maintaining a high operational tempo is a vital means the leader employs to ensure the survivability of the platoon. Using multiple routes, dispersion, piecemeal destruction of isolated enemy forces, scheduled rotation, and relief of forces before they culminate, and wise use of terrain are techniques for maintaining a high tempo of offense. During the attack, the leader integrates and synchronizes the use of obscuration to support critical actions such as breaching or assaults. The mission variables of METT-TC (I) determine the exact techniques employed in a specific situation.

4-41. Depending on the threat, primary protection concerns of the platoon leader may be enemy air threats, to include hostile small, unmanned aircraft systems. (See Battle Drill-React to Aircraft While Dismounted, appendix E.) If these threats exist, the leader prepares the unit and adjusts the scheme of maneuver accordingly. In the face of an enemy air threat, the platoon usually has minimal active and passive (with its organic weapons) air defenses. Air defense units are usually not assigned below IBCT level. However, air defense assets may be located near the platoon and may provide coverage. If air defense elements are assigned, the platoon leader with the advisement of the ai defense element leader determines likely enemy air avenues of approach and plans movement routes accordingly. The platoon leader establishes priorities for protection during movement and during actions on the objective. (See ATP 3-01.81 for additional information.)

4-42. Planning for air defense and implementing all forms of active and passive air defense measures are imperative to minimize the vulnerability to enemy air attack. The platoon leader integrates the fire support plan with any attached or supporting air defense assets. Should hostile aircraft attack during movement, the subordinate unit under attack moves off the road into a defensive posture and immediately engages the aircraft with all available automatic weapons. The rest of the platoon moves to covered and concealed areas until the engagement ends. Air defense units, when available, may move with the platoon. In this case, the air defense unit leader ensures both the current and projected weapons control status (WCS) and air defense warning are known. (See ATP 3-01.8 for additional information.)

4-43. During the conduct of a passage of lines, units participating in the operation present a lucrative target for air attack. The passing unit leader coordinates air defense (when available) protection with the stationary force during the passage of lines. This method allows the passing force supporting air defense assets to conduct a move at the same time. If the passing force requires static air defense, then it coordinates the terrain with the stationary commander.

4-44. When attached in a direct support role during the offense, air defense assets can increase protection for command posts. In addition, air defense assets may provide security to maneuver and sustainment units and positioned to overwatch key air and ground routes or avenues of approach. During the attack, active and passive air defense measures are integrated and synchronized with the use of obscuration to support critical actions such as breaching or assaults. (See paragraphs 5-78 to 5-79 for additional information on active and passive air defense.)

Note. Survivability encompasses capabilities of military forces both while on the move and when stationary, see chapter 5 for additional information on survivability focus more on stationary capabilities—constructing fighting and protective positions and hardening facilities.

4-45. The platoon leader integrates chemical, biological, radiological, and nuclear (CBRN) operations considerations (see paragraphs 5-80 to 5-101) into offensive planning depending on the CBRN threat. This includes CBRN passive defense principles, such as contamination avoidance, individual and collective protection, and decontamination. CBRN protective measures may slow the tempo, degrade combat power, and increase sustainment requirements. Soldiers wearing individual protective equipment find it difficult to work or fight for an extended period. CBRN considerations include the following:

Understand threat capabilities and likelihood to use CBRN.
Employ organic CBRN capabilities to maximize protection across the platoon.
Disseminate information regarding observed CBRN threats or hazards to the platoon immediately, send report to higher.
Understand duration of protection gear effectiveness (see paragraph 5-92 to 5-101).
Ensure Soldiers have necessary medical countermeasures (such as antidote treatment nerve agent auto-injector) and decontamination kits.
Development of decontamination plans based on the platoon leader’s priorities and vulnerability assessment.
Dissemination of information regarding planned and active decontamination sites.
Preparate to conduct CBRN reconnaissance and surveillance (normally conducted by the scout platoon) to assist in CBRN reconnaissance and surveillance efforts.

4-46. Like the protection requirements that are reflected in the mission-oriented protective posture (MOPP) level (see chapter 5 section II), personal protective equipment posture (PPEP) provides a threat-based framework for commanders and subordinate leaders to reference regarding the level of body armor and personal protective equipment Soldiers need to wear while conducting an operation. The PPEP levels range from PPEP 0 to PPEP 3 and act as a common language to standardize protection levels and suggested protection level based on the possible threats present on the battlefield. (See ATP 3-21.18 for additional information on PPEP.)

4-47. The most basic protection from enemy EW is radio discipline. This can take the form of limiting transmissions, antenna masking, and use of low power. Limiting the number of overall transmissions and transmission time when a radio microphone is keyed makes it more difficult for enemy EW operators to target friendly forces for geolocation and jamming. (See paragraphs 2-34 to 2-39 for additional information on radio discipline and paragraph 2-42 for additional information on EP.)

4-48. Detainees and captured enemy equipment or materiel often provide excellent combat information (see paragraph 2-102). This information is of tactical value only if the platoon processes and evacuates detainees and materiel to the rear quickly. In all tactical situations, the platoon will have specific procedures and guidelines for processing detainees and captured materiel.

4-49. As a matter of policy, all detainees are treated as enemy prisoners of war until their appropriate legal status is determined by a competent authority according to the criteria enumerated in the Geneva Convention Relatives to the Treatment of Prisoners of War. However, as a practical matter, when a platoon captures enemy personnel, they must provide the initial processing and holding for detainees. Detainee processing is are source-intensive and politically sensitive operation requiring detailed training, guidance, and supervision.

4-50. All detainees immediately shall be given humanitarian care and treatment. U.S. Armed Forces never will torture, maltreat, or purposely place detained persons in positions of danger. There is never a military necessity exception to violate these principles.

4-51. Soldiers must process detainees using the “search, silence, segregate, speed, safeguard, and tag” (5 Ss and T) technique. The steps are as follows:

Search. Neutralize a detainee and confiscate weapons, personal items, and items of potential intelligence or evidentiary value.
Silence. Prevent detainees from communicating with one another or making audible clamor. Silence uncooperative detainees by muffling them with a soft, clean cloth tied around their mouths and fastened at the backs of their heads. Do not use duct tape or other adhesives, place a cloth or objects inside the mouth, or apply physical force to silence detainees.
Segregate. Segregate detainees according to policy and SOPs. (Segregation requirements differ from operation to operation.) The ability to segregate detainees may be limited by the availability of manpower and resources at the point of contact. At a minimum, try to segregate detainees by grade, gender, age (keeping adults from juveniles and small children with mothers), and security risk. Military intelligence and military police personnel can provide additional guidance and support in determining the appropriate segregation criteria.
Safeguard. Protect detainees and ensure the custody and integrity of all confiscated items. Soldiers must safeguard detainees from combat risk, harm caused by other detainees, and improper treatment or care. Report all injuries. Correct and report violations of U.S. military policy that occur while safeguarding detainees. Acts, omissions, or both that constitute inhumane treatment are violations of the law of war and, as such, must be corrected immediately. Simply reporting violations is insufficient. If a violation is ongoing, a Soldier has an obligation to stop the violation and report it.
Speed to a safe area/rear. Quickly move detainees from the continuing risks associated with other combatants or sympathizers who still may be in the area of capture. If there are more detainees than the Soldiers can control, call for additional support, search the detainees, and hold them in place until reinforcements arrive. Evacuate detainees from the battlefield to a holding area or facility as soon as possible. Transfer captured documents and other property to the forces assuming responsibility of the detainees.
Tag. Ensure that each detainee is tagged using DD Form 2745(Enemy Prisoner of War [EPW] Capture Tag). Confiscated equipment, personal items, and evidence will be linked to the detainee using the DD Form 2745 number. When a DA Form 4137 (Evidence/Property Custody Document) is used to document confiscated items, it will be linked to the detainee by annotating the DD Form 2745 control number on the form or by field expedient means. Field expedient means should include tagging with date and time of capture, location of capture, capturing unit, and circumstances of capture. There are three parts to this form. DD Form 2745,Unit Record Card, Part B, is the unit record copy. DD Form 2745, Document/Special Equipment Weapons Card, Part C, is for detainee confiscated property. Tagging is critical. If it does not happen, the ability of higher headquarters to obtain pertinent tactical information quickly is reduced greatly.

4-52. Detainees should be evacuated as soon as is practical to the higher echelon detainee collection point. Military police teams, when attached, can assist in the rapid evacuation of detainees to these collection points. Tactical questioning of detainees is allowed relative to collection of commander’s critical information requirements (CCIRs). However, detainees must always be treated in accordance with Department of Defense (DOD) programs and policies that ensure compliance with the laws of the United States; the law of war, including the Geneva Conventions, and humane treatment during all intelligence interrogations, detainee debriefings, or tactical questioning. (See DODD 2310.01E, DODD 3115.09, and DODD 2311.01.)

4-53. Soldiers capturing equipment, documents, and detainees should tag them (using the DD Form 2745, Part A), take digital pictures, and report the capture immediately. Detainees are allowed to keep individual protective equipment such as a protective mask. (See FM 3-63 for additional information.)

4-54. The platoon leader protects subordinate squads to deny the enemy the capability to interfere with their ongoing operations. Protection also meets the leader’s legal and moral obligations to the organization’s Soldiers. Additional protection tasks (see ATP 3-21.10 for additional information) conducted by the platoon in the offense may include:

Employ safety techniques (including fratricide—the unintentional killing or wounding of friendly or neutral personnel by friendly firepower [ADP 3-37]—avoidance).
Implement operations security—a capability that identifies and controls critical information, indicators of friendly force actions attendant to military operations, and incorporates countermeasures to reduce the risk of an adversary exploiting vulnerabilities (JP 3-13.3).
Implement physical security—that part of security concerned with physical measures designed to safeguard personnel; to prevent unauthorized access to equipment, installations, material, and documents; and to safeguard them against espionage, sabotage, damage, and theft (JP 3-0)—procedures.

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