Document text
Copy 3
3
DE; ARTMENT OF THE ARMY FIELD MANUAL
TANK
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DEPARTMENT OF THE ARMY o SEPTEMBER 1949
FM 17-33
C1
FIELD MANUAL
TANK BATTALION
L.INGES
DEPARTMENT OF THE ARMY
1
WASHINGTON, D. C., 14 May 1951
.FM 17-33, 22 September 1949, is changed as
follows:
125. FORMS OF OFFENSIVE ACTION
*
S
*
*
*
*
*
.Envelopment.
The envelopment is * * *
!bse of fire. Envelopments are of various types
and include-
(2) Double envelopment. This is an
* *
*
forces in detail.
(2.1) (Added.)
Close envelopment. This is a
maneuver directed against one or both
flanks or the rear of the initial enemy dis-
positions and toward an objective in rear of
his front lines. Fire support from the sup-
porting weapons of the base of fire is avail-
able to the maneuvering force for its entire
movement to, and during the attack upon,
the objective. A close envelopment may be
a single or double envelopment.
(2.2) (Added.)
Wide envelopment.
A wide
envelopment is a maneuver directed against
AGO 4120C-May
900695 --51
1
or around one or both flanks or the rear of
the initial enemy dispositions and toward
an objective in the rear. The maneuvering
force moves at such a distance from the base
of fire that it will be impossible to furnish
it the desired fire support.
Under such
circumstances it may be necessary to attach
fire support units to the maneuvering force.
A wide envelopment may be a single oA
double envelopment.
*
*
*
*
*
*
*
145. FORMATIONS FOR THE ATTACK, GENERAL'
The formation for
* * * momentum of at-
tack.
*
*
*
*
*
*
*
c. Enemy Situation. (Superseded.)
Against a
strong enemy, a formation in depth by the major com-
mand will be necessary in order to ensure continuity
to the attack.
If the enemy situation is vague, a
formation in depth may be desirable. When attack-
ing as part of the major command, the entire bat-
talion may be committed in the assault. If operating
on a separate axis or independently, the battalion
may adopt a formation in depth. Against an enemy
known to have strong antitank defenses, an extended
formation may be used, the tanks seeking to envelop
such defenses.
*
*
*
*
.*
*
2
AGO 4120C
165. SECURITY IN THE EXPLOITATION
*
*
*
*
*
*
*
b. Types of Security Forces. While on the
* * * of security forces:
*
*
*
*
*
*
*
(4) Covering Force. (Superseded.) This may
be all or part of the reconnaissance battalion
operating under the control of the combat
command or division.
*
*
*
*
*
*
*
f. Covering Force. (Superseded.)
A covering
force may operate beyond the advance, flank, and
rear guards of the reinforced battalion.
This cover-
ing force operates under the control of the division or
combat command when operating independently.
Its purpose is to quickly develop the situation, to
defeat hostile resistance within its capabilities, and
to delay, deceive, and disorganize the enemy. It will
usually be composed of highly mobile armored units,
reinforced if necessary with artillery, air, engineer;
and service support.
*
*
*
*
:
*
*
180. COUNTERATTACK BY REINFORCED TANK BAT-
TALION
a. (Superseded.)
.When the battalion is acting
as a reserve for a major command, the higher com-
AbO 4120C
3
allll_
l
rtr
mander will assign to the battalion its missions, at-
tachments, available fire support, initial location,
and coordinating details to include objectives and
direction of attack. He will specify the priority of
preparation of detailed counterattack plans. The
battalion commander then prepares complete or de-
tailed plans which will contain all necessary infor-
mation for the launching, control, and coordination
of the counterattack.
The battalion commander
must coordinate his plans with the commanders of
the area through which the counterattack will pass.
These plans are submitted to the higher commander
for approval. On occasion, the higher commander
may direct his staff to prepare the detailed counter-
attack plans. The battalion commander must dis-
seminate these plans to his subordinate commanders
as early as possible to ensure time for study, recon-
naissance, and formulation of details of execution.
This reconnaissance is a continuous process and
should be conducted by as many personnel as possi-
ble. An Army aircraft, if available, should be used
by the battalion commander to supplement the
ground reconnaissance.
All reconnoitering person-
nel should keep the plans in mind as they study the
terrain. If they believe that any changes in the plans
are advisable because of terrain conditions, they
should immediately recommend such changes. Co-
ordination with adjacent units and supported units
must be established and maintained.
4
-
AGO 4120C
on
-
E D
182. REINFORCED
TANK BATTALION HOLDING A
PORTION OF A SECTOR OF A LARGER FORCE,
GENERAL
In the mobile
* * * open to him:
*
*
*
*
*
*
*
b. If his sector
* * * small battalion reserve.
He may use this battalion reserve to strengthen any
of his strong points that might be threatened; or to
occupy a previously prepared position for the pur-
pose of canalizing the enemy's attack; or to
counterattack the enemy attack force, if it is
within the capability of the battalion reserve. In
this situation
* * * the counterattack force.
*
*
*
*
*
*
*
187. CONDUCT OF MOBILE DEFENSE BY THE BAT-
TALION
a. Tactical air force * * * for a counter-
attack. If the battalion commander has a small re-
serve, he may commit that reserve to strengthen the
strong points under attack; this may be sufficient to
stop the enemy. He may order the reserve to oc-
cupy a previously prepared position in order to
canalize the enemy attack. If the enemy attack
force is small, he may order the reserve to counter-
attack to destroy or force back the enemy. If the
battalion
* * *
(see par. 188).
AGO 4120C
S
dWEED
RESTRICTED
188. EMPLOYMENT OF THE BATTALION RESERVE
c. Normally, a small * * * a counterattack
force.
However, on occasion the reserve may oc-
cupy previously reconnoitered positions in order
to canalize the enemy's attack or may be used as
a counterattack force to destroy or force back a
small enemy attacking force.
205. COUNTERATTACKS BY THE BATTALION IN SUS-
TAINED DEFENSE
a. Planning Counterattacks.
*
*
*
*
*
*
*
(2) The
reserve
battalion
*
*
into
friendly positions.
All units participating in the
counterattack should be placed under one com-
mander (par. 180).
232. SECURITY FORCES IN DELAYING ACTION
(Superseded.)
a. The division or combat command may designate
a unit or units as a rear covering force for a with-
drawal during a delaying action. The rear covering
force may occupy an initial position in rear of or on
the position of the force to be covered. The rein-
forced tank battalion may be assigned this mission.
6
AGO 4120C
REST-RICTED
RE-STRICTED
When employed as a rear covering force, the bat-
talion will usually deploy on a broad front and will
then fight a delaying action when the force being
covered moves to the rear.
b. The battalion commander must designate a
covering force to cover the withdrawal of the bat-
talion. This covering force may consist of parts of
more than one front line company operating under
a single commander or may be a reinforced company.
c. The use of tanks in delaying action is based
upon their characteristics of mobility and long-range
fire power. Tanks usually will provide the bulk of
whatever reserves are used for counterattack pur-
poses. Each situation must be carefully studied to
determine whether tanks allotted to the reserve can-
not be used initially to reinforce the fires of units
blocking the hostile axes of advance; then, taking
advantage of their mobility, they may break off
action and move to designated reserve assembly posi-
tions at an appropriate time. If tanks are used in
this dual role, the senior commander must ordinarily
specify that their tactical integrity be maintained
during fire-reinforcement missions.
Otherwise, if
mixed with infantry in task teams, reorganization
cannot be effected promptly to allow their timely
movement to reserve.
So much of paragraph 381 and of figures 84 and 88
as reads "LSTS" or "LCT" is changed to read "LSU."
AGO 4120C
7
RESTRICTED
Figure 14. Rescinded.
Figure 102.
Command net, heavy tank company, heavy
tank battalion, armored division, and tank company, tank
battalion, infantry and airborne divisions.
Figure 103. Command net, medium tank company.
[AG 300.7 (19 Apr 51)]
BY ORDER OF THE SECRETARY OF THE ARmY;
OFFICIAL:
J. LAWTON COLLINS
EDWARD F. WITSELL
Chief of Staff
Major General, USA
United States Army
The Adjutant General
DISTRIBUTION:
Tech Svc (2); Arm & Svc Bd (2); AFF (40); AA Comd
(2); OS Maj Comd (2); MDW (10); Log Comd (2);
A (20); CHQ (5) ; D 7 (10), 17 (25), 57 (10) ; B 17
(10); R 7, 17 (10); Bn 7 (5); 17 (25), 57 (5); Sch
(50); PMS & T (2); USA Missions (1); US Mil
Missions (1); US Mil ATT (1); T/O & E's, 5-215N
(2), 6-160N (2), 6-165N (2), 6-195N (2), 8-75N (2),
9-65N (2), 10-45N (2), 11-57N (2).
For explanation of distribution formula see SR 310-90-1.
8
AGO 4120C
B ..
L
OVE RHEST PRINTING OFFICE, 191
IDn
DEPARTMENT OF THE ARMY
FIELD MANUAL
FM 17-33
This manual supersedes FM 17-33, 19 December 1944
TANK
BATTALION
DEPARTMENT OF THE ARMY
·
SEPTEMBER 1949
4"
"
W
ISSEMINATION
OF
RESTRICTED
MATTER.-No
person is entitled solely by virtue of his grade or position to
knowledge or possession of classified matter.
Such matter
is entrusted only to those individuals whose official duties
require such knowledge or possession.
(See also AR 380-5.)
United States Government Printing Ofice
Washington: 1949
DEPARTMENT OF THE ARMY
WASHINGTON 25, D. C., 22 September 1949
FM 17-33, Tank Battalion, is published for the in-
formation and guidance of all concerned.
[AG 300.7 (3 Aug 49) ]
BY ORDER OF THE SECRETARY OF THE ARMY:
J. LAWTON COLLINS
Chief of Staff,
United States Army
OFFICIAL:
EDWARD F. WITSELL
Major General
The Adjutant General
DISTRIBUTION:
Tech Sv (2); Arm & Sv Bd (2); AFF (40);
OS Maj Comd (2); MDW (10) ; A (ZI) (10),
(Overseas) (5); CHQ (5); D 7 (10), 17 (25),
71 (10); B 17 (10); R 7, 17, 71 (10); Bn 7
(5), 17 (25), 71 (5); Sch (50); PMS & T (2);
T/O & E 5-215N (2); 6-160N (2); 6-165N
(2); 6-195N (2); 8-75N (2); 9-65N (2);
10-45N (2); 11-57N (2); SPECIAL DIS-
TRIBUTION.
For explanation of distribution formula, see
SR 310-90-1.
ii
CONTENTS
PART ONE. GENERAL.
CHAPTER 1. GENERAL.
Paragraphs Page
Section I. General -----------------
1-2
1
II. Role of the tank in the ar-
mored division ------------
3-4
2
III. Role of the tank in the infan-
try division ---------------
5-6
2
PART TWO. MEDIUM
TANK
BATTAL-
ION, ARMORED
DIVI-
SION.
CHAPTER 2. GENERAL.
Section I. General ----------
7-20
4
II. Organization for combat, me-
dium tank battalion -----
21-35
12
III. Principles
of
employment,
medium tank battalion----
36-42
28
IV.
Factors
affecting
employ-
ment, medium tank battal-
ion --------------------
43-46
31
V. Signal
communication. and
liaison, medium tank bat-
talion ------------------
47-54
.33
VI. Supply,
maintenance,
and
evacuation, medium tank
battalion ---------------
55-71
38
VII. Personnel and administration,
medium tank battalion----
72-82
59
CHAPTER 3. MARCHES,
BIVOUACS,
AND ASSEMBLY
AREAS,
MEDIUM
TANK BATTALION.
Paragraphs
Page
Section I. Marches-----------------
83-101
70
II. Bivouacs--------------
102-110
94
III. Assembly Areas------------
111-115
104
IV. Supply,
maintenance,
and
evacuation-marches, biv-
ouacs, and assembly areas,
medium tank battalion-... 116-123
109
CHAPTER 4. OFFENSIVE OPERA-
TIONS.
Section I. General ------------------
124-130
114
II. Preparation for the attack__ 131-151
132
III. Conduct of the attack -
152-159
162
IV. Exploitation and pursuit ---
160-170
173
V. Supply,
maintenance,
and
evacuation in offensive op-
perations ---------------
171-173
198
CHAPTER 5. DEFENSIVE
OPERA-
TIONS,
MEDIUM
TANK BATTALION.
Section I. General ------------------
174-176
202
II. Mobile defense ------------
177-190
204
III. Sustained defense ---------
191-207
223
IV. Supply,
maintenance,
and
evacuation
in
defensive
operations --------------
208-210
243
CHAPTER 6. RET.ROGRADE MOVE-
MENTS.
Section I. General ----
-------
211-215
247
II. Withdrawal -_-----------__
216-222
249
III. Delaying action_ --
______-_ 223-233
252
IV. Supply,
maintenance,
and
evacuation
during retro-
grade movements
___--__ 234-235
261
iv
PART THREE. HEAVY
TANK
BATTAL-
ION, ARMORED
DIVI-
SION.
CHAPTER 7. GENERAL.
Paragraphs
Page
Section I. Organization --------------
236-237
263
II. Organization
for
combat,
heavy tank battalion, ar-
mored division ----------
238-241
264
III. Principles
of
employment,
heavy tank battalion, ar-
mored division ----------
242-243
264
IV. Factors
affecting
employ-
ment, heavy tank battalion,
armored division --------
244
265
V. Offensive action, heavy tank
battalion,
armored
divi-
sion --------------------
245-252
266
VI. Defensive operations, heavy
tank
battalion,
armored
division ----------------
253-256
280
VII. Retrograde
movements,
heavy tank battalion, ar-
mored division ----------
257-260
281
VIII. Logistics,
heavy tank bat-
talion, armored division___ 261-264
283
PART FOUR. TANK BATTALION, INFAN-
TRY AND AIRBORNE
DIVISIONS.
CHAPTER 8. GENERAL.
Section I. General ------------------
265-273
286
II. Organization for combat, tank
battalion, infantry and air-
borne divisions ----------
274-277
290
III. Principles
of
employment,
tank battalion, infantry and
airborne divisions -------
278-279
292
V
CHAPTER 8-Continued
Paragraphs Page
Section IV.
Factors
affecting
employ-
ment, tank battalion, in-
fantry and airborne divi-
sions -------------------
280
293
V. Signal
communication
and
liaison, tank battalion, in-
fantry and airborne divi-
sions -------------------
281
294
CHAPTER 9. MARCHES,
BIVOUACS,
AND ASSEMBLY
AREAS, TANK BATTAL-
ION, INFANTRY AND
AIRBORNE DIVISIONS_
282
295
CHAPTER 10. OFFENSIVE OPERA-
TIONS,
TANK
BAT-
TALION,
INFANTRY
AND
AIRBORNE DI-
VISIONS.
1. General -----------------
283
296
II.
Preparation for the attack,
tank. battalion,
infantry
and airborne divisions---. 284-290
296
III. Conduct of the attack, tank
battalion,
infantry
and
airborne divisions -------
291-298
309
IV.
Exploitation
and
pursuit,
tank battalion,
infantry
and airborne divisions
-. 299-302
317
CHAPTER 11. DEFENSIVE OPERA-
TIONS,
TANK
BAT-
TALION,
INFANTRY
AND AIRBORNE
DI-
VISIONS.
Section I. General -...........
303-305
319
II. Organization
for
combat,
tank battalion, infantry
and airborne divisions, in
defense ------------
306-307
321
vi
CHAPTER 11-Continued
Paragraphs
Page
Section III. Employment
of the tank
company with a front-line
infantry regiment -------
308-309
322
IV. Tank battalion, infantry and
airborne divisions, in re-
serve ------------------
310-311
324
V. Retrograde movements, tank
battalion,
infantry
and
airborne divisions -------
312-313
327
CHAPTER 12. SUPPLY, MAINTE-
NANCE, AND EVACU-
ATION-TANK
BAT-
TALION,
INFANTRY
AND AIR-BORNE DI-
VISIONS -------------
314-323
329
PART FIVE. TANK BATTALION, AR-
MORED
CAVALRY
GROUP.
CHAPTER 13. GENERAL.
Section 1. General -----------------
324-326
342
II. Tactical
employment
of
flame-throwing tanks.... 327-334
343
PART SIX. SPECIAL OPERATIONS.
CHAPTER 14. GENERAL.
Section I. Night operations ---------
335-341
350
II. Combat in towns ---------
342-346
356
1II. Attack of a river line -----
347-352
366
IV. Defense of a river line -----
353-355
376
V. Attack of fortifications ----
356-365
379
VI. Action on encountering mine
fields -------------------
366-368
386
VII. Attack of a defile --
-
369-370
389
VIII. Attack of a woods --
---
371
390
IX.
Amphibious operations ----
372-400
391
X. Operations in cold weather__
401
420
XI. Desert operations ---------
402
420
vii
CHAPTER 14-Continued
Paragraphs
Page
Section XII. Jungle operations ------
403-411
420
XIII. Operations in mountains___ 412-414
428
XIV. Defense against airborne at-
tack -----------------
415-419
430
P A R T SEVEN. TRAINING.
CHAPTER 15. MINIMUM
TRAINING
SCHEDULES.
Section I. Fundamentals ------------
420-424
434
II. Tactical training-tank bat-
talions, armored division_
425
439
III. Tactical training-tank bat-
talion, infantry and air-
borne divisions ---------
426-428
443
IV.
Tactical training-tank bat-
talion,
armored
cavalry
group -----------------
429-430
444
APPENDIX I. REFERENCES ----------------------
445
II. TYPICAL RADIO NETS AND
WIRE SYSTEMS
.---------
-------
446
III. TANK BATTALION COM-
MANDER'S CHECK LIST
FOR ESTIMATE OF THE
SITUATION -----------------
461
IV. BATTALIONATTACK
ORDER (CHECK LIST) --------
464
V. SAMPLE ORDER FOR EX-
PLOITATION ------------------
468
VI. SAMPLE DEFENSE ORDER ------
471
VII. SAMPLE COUNTERATTACK
PLAN -------------------------
475
VIII. UNIT JOURNAL -
----------------
478
IX. UNIT REPORT ----.-
---------
481
INDEX -------------------------
-
-------
-
488
viii
LEGEND
TANK PRIMARY POSITION
Ivrtts
TANK ALTERNATE OR SUPPLEMENTARY
POSITION
TANK OUTPOSTED BY DISMOUNTED CREW MEMBER
ARMORED INFANTRY PERSONNEL CARRIER
ENEMY TANK POSITION
ENEMY SELF-PROPELLED
ANTITANK GUN
TOWED ANTITANK GUN IN POSITION
_-I~-n.
LIGHT MACHINE GUN IN POSITION
AGGRESSOR
TYPICAL TANK
NOTE: Illustrations of vehicles and equipment other than photographs
in this manual are artists drawings and ore not intended to
indicate future design
Figure 1.
Legend.
Thi8 manual s8upersedes FM 17-33, 19 December 19144
PART ONE
GENERAL
CHAPTER 1
GENERAL
Section I. GENERAL
1. PURPOSE AND SCOPE.
a. This manual is a guide
for the battalion commander and staff in the tactical
employment of the tank battalion. It covers funda-
mentals of employment, organization, duties of in-
dividuals, marches, bivouacs, security, offensive oper-
ations, defensive operations, retrograde movements,
special operations, and supply, maintenance, evacua-
tion, and communication.
b. The manual is divided into seven parts. Part
one covers the purpose and scope, and the role of the
tank in the armored and infantry divisions. Part
two covers the operations of the medium tank bat-
talion of the armored division.
Part three covers
the differences in employment of the medium and
heavy tank battalions of the armored division. Part
four covers the tank battalion of the infantry and
airborne divisions.
Part five covers the tank bat-
talion of the armored cavalry group. Part six covers
special operations.
Part seven covers minimum
training schedules for all battalions.
.2. LEGEND.
The legend shown in figure 1 is used
in all illustrations and diagrams in this manual.
Section II. ROLE OF THE TANK IN THE ARMORED
DIVISION
3. MEDIUM TANK. The medium tank units are the
primary striking force of the armored division.
In
the performance of missions normally assigned to this
division, units and elements of other arms and serv-
ices found in the division have the basic function
of assisting the medium tank units. The medium
tank must be so used as to take maximum advantage
of its great battlefield mobility. Medium tank units
are normally employed in teams of combined arms.
4. HEAVY TANK.
The heavy tank of the armored
division will normally be the best antitank weapon
when the division meets hostile armor which the
medium tank cannot easily defeat.
In this action
against hostile armor, the heavy tanks will be used
in conjunction with medium tanks, armored infan-
try, and artillery. The great fire power of the heavy
tank is also used against fortifications and emplace-
ments, and when additional fire power and armor
are needed. When no such specialized target is pres-
ent, the employment of the heavy tank is similar to
that of the medium tank.
Section III. ROLE OF THE TANK IN THE INFANTRY
DIVISION
5. REGIMENTAL TANK COMPANY.
Each regiment
in the infantry division has an-organic tank com-
2
pany. The role of this company is to increase the
regiment's fire power and shock effect and to assist
in providing antitank protection.
The company is
normally used in a supporting role to assist the in-
fantry in accomplishing its mission.
6. THE TANK BATTALION OF THE INFANTRY DIVI-
SION.
Each infantry division has an organic tank
battalion. The role of the battalion in the infantry
division is to support the over-all division mission.
The battalion is used in the greatest possible con-
centration consistent with the situation.
It may be
reinforced or may be used to reinforce infantry
units. The battalion increases the strength and fire
power of the attack and counterattack, exploits suc-
cesses, and adds depth to the antitank defense in
both the offense and defense.
PART TWO
MEDIUM TANK BATTALION, ARMORED
DIVISION
CHAPTER 2
GENERAL
Section I. GENERAL
7. ROLE OF THE ARMORED DIVISION.
a. The ar-
mored division is designed to perform missions that
require great mobility and fire power. It should be
given decisive missions. Though it is capable of suc-
cessfully engaging in all forms of combat, it is par-
ticularly effective in exploitation against hostile rear
areas. It can perform infantry-type missions on a
scale consistent with the infantry strength and equip-
meint available in the division.
b. The combat command-separate battalion organ-
ization of the armored division makes possible great
flexibility in the formation of combined arms teams-
a characteristic that dictates flexibility of thought by
commanders on the battlefield.
The combat com-
mand is a tactical headquarters directly under the
division commander; it has no organic troops other
than those in its own headquarters company. Each
battalion of the armored division is administratively
self-sufficient.
The division's organic service ele-
ments, through their maintenance and supply facili-
ties, provide the means for the continuity of opera-
tion essential to the mobility of the division. Based
on an evaluation of the mission, the enemy, the ter-
rain and weather, and the scheme of maneuver, the
division commander attaches combat and service ele-
ments of the division to combat commands for each
operation.
c. Within the combat command, the units are usu-
ally organized into reinforced tank and armored
infantry battalions-combined arms teams consisting
basically of tanks, armored infantry, and armored
engineers.
A combat command usually has at least
one field artillery battalion in direct support. These
reinforced battalions are commanded by the battalion
commanders of the tank and armored infantry bat-
talions. The reinforced battalions are formed by the
attachment of tanks from a tank battalion to an
armored infantry battalion, or of infantry from an
armored infantry battalion to a tank battalion; each
reinforced battalion normally has attached, in addi-
tion, an armored engineer unit or detachment. The
ratio of tanks and armored infantry in these rein-
forced battalions varies-one may be strong in tanks
while another may be strong in armored infantry;
but the basic principle of employing tanks and
armored infantry together is usually adhered to.
8. ROLE OF THE MEDIUM TANK BATTALION.
The
medium tank battalion is the principal striking force
of the armored division. It is both an administra-
tive and a tactical unit, with supply, evacuation, and
5
mainrtenance facilities for a limited period of combat.
Its continued operation is dependent upon adequate
resupply of fuel, lubricants, spare parts, and am-
munition.
9. CHARACTERISTICS AND MISSIONS, MEDIUM TANK
BATTALION.
The characteristics of the medium tank
battalion are based on the characteristics of the indi-
vidual medium tank; the battalion's missions are an
enlargement of the tank's mission.
The medium
tank is a heavily armed and armored vehicle, with
weapons suitable for close support of ground troops
and other tanks.
It possesses a high degree of
mobility and maneuverability.
Its basic mission is
to close with and destroy the enemy. Therefore the
medium tank battalion, properly reinforced, may
be used:
a. To lead the attack.
b. In exploitation.
c. To lead the counterattack.
d. When necessary, to fight enemy tanks.
e. To support, by direct fire, the advance of other
tank and armored infantry teams.
f. To support a defensive battle position by direct
fire.
10. ORGANIZATION,
MEDIUM
TANK BATTALION.
The medium tank battalion (fig. 2) consists of a head-
quarters, headquarters and service company; four
medium tank companies; and a medical detachment.
11. BATTALION
HEADQUARTERS.
The battalion
headquarters contains the necessary officers and war-
rant officers to command and control the battalion.
6
MEDIUM TANK
BATTALION
|
HE\ADQUARTERSJ.
MEDICAL
HEADQUARTERS AND
DETACHMENT
SERVICE COMPANY
MEDIUM TANK
COMPANY
Figure 2.
Meditm tank battalion.
These are the battalion commander; the executive
officer; the adjutant (S-i); the intelligence officer
(S-2); the operations and training officer (S-3);
the supply officer (S-4); the communication officer,
who is also assistant S-3, air; three liaison officers;
a warrant officer, military personnel; and a warrant
officer, supply.
12. HEADQUARTERS
AND SERVICE
COMPANY.
a.
The headquarters and service company of the medium
tank battalion (fig. 3) contains the personnel, vehi-
cles, and equipment for the administration, supply,
and maintenance of the battalion. The company
consists of the company headquarters, the battalion
headquarters platoon, the battalion administrative
and personnel section, the battalion reconnaissance
platoon, the assault gun platoon, the battalion sup-
ply platoon, and the battalion maintenance platoon.
b. The company headquarters of the headquarters
and service company is organized to provide admin-
istrative, supply, maintenance, and mess facilities for
the company and for battalion headquarters per-
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sonnel.
The company commander may be designated
as battalion headquarters commandant (see par. 34).
13. BATTALION
HEADQUARTERS
PLATOON.
The
battalion headquarters platoon contains the platoon
leader, the necessary enlisted personnel for the staff
and tank sections, and the vehicles and equipment
needed for the command and control of the battalion.
The tanks of the tank section are provided for the
use, primarily, of the battalion commander, the op-
erations and training officer, an artillery liaison offi-
cer, and a forward air controller when one is present.
However, this does not preclude their use by other
staff officers as the battalion commander may desire.
14. BATTALION ADMINISTRATIVE
AND PERSONNEL
SECTION.
The battalion administrative and person-
nel section contains the necessary personnel to main-
tain the personnel records of the battalion.
During
operations, this section joins the division administra-
tive center, located at the division headquarters rear
echelon.
15. BATTALION RECONNAISSANCE
PLATOON.
The
battalion reconnaissance platoon consists of a platoon
headquarters, a scout section, a tank section, a rifle
squad, and a support squad.
It may perform mis-
sions of security and reconnaissance to the front,
flanks, and rear of the battalion.
In the performance
of these missions the platoon will normally operate
within supporting range of the battalion.
The
platoon also performs necessary dismounted patrol-
ling for the battalion.
In addition to these missions,
9
the reconnaissance platoon assists the battalion com-
mander in the control of movements of the battalion,
or elements thereof, by route reconnaissance, posting
of markers, and reconnaissance of bivouac areas, as-
sembly areas, and attack positions.
The platoon is
organized to operate as a team. Its command and
tactical unity should be maintained, and it should
be assigned one mission at a time.
16. ASSAULT GUN PLATOON. The assault gun pla-
toon is organized with a platoon headquarters, six
tanks with 105-mm howitzers as main armament, and
an ammunition section.
The mission of the assault
gun platoon is to provide close fire support for the
tank-armored infantry teams organized within the
reinforced battalion.
In the accomplishment of this
mission the assault gun platoon supplements support-
ing artillery fires, but does not replace them.
The
platoon may:
a. Support, by direct or indirect fire, the advance
of other elements.
b. Cover by fire the assembly area, reorganization,
or defensive positions of the battalion.
c. Screen an exposed flank with smoke.
17. BATTALION SUPPLY PLATOON.
The battalion
supply platoon is organized and equipped with the
personnel and trucks necessary to transport sup-
plies-such as fuel, lubricants, ammunition, water,
and rations-from division or army supply points to
the companies of the battalion. During operations
10
a large part of the supply platoon normally marches
with the trains of the combat command to which the
battalion is attached.
Trucks loaded with essential
fuel, lubricants, and ammunition (normally one truck
of fuel and lubricants and one truck of ammunition
per company) march with the combat trains of the
battalion, to expedite resupply.
After resupplying
the companies, empty trucks are promptly formed
into convoys and moved to division or army supply
points to replenish their loads.
18. BATTALION MAINTENANCE PLATOON. The bat-
talion maintenance platoon is organized and equipped
to supervise and perform organizational mainte-
nance, recovery and evacuation of vehicles, and re-
supply of parts for weapons and vehicles of the bat-
talion. During operations, the bulk of the platoon
moves as a part of the battalion combat trains (par.
60), in order to expedite battlefield recovery and
maintenance.
19. MEDIUM TANK COMPANY. See FM 17-32 (when
published) for organization and employment of the
medium tank company.
20. MEDICAL DETACHMENT.
The medical detach-
ment is organized and equipped to provide mobile
medical support for the battalion.
During opera-
tions the aid men, in 1/4-ton trucks, are attached to
tank companies to ensure prompt evacuation of the
wounded.
The remainder of the detachment oper-
ates a mobile aid station near the battalion headquar-
ters forward echelon.
11
Section ,11. ORGANIZATION FOR COMBAT, MEDIUM
,,/
TANK BATTALION
21. GENERAL.
The reinforced medium tank bat-
talion is normally composed of tanks, armored in-
fantry, and armored engineers, supported by artil-
lery. This -results in a well-balanced team, strong
in every respect.
Each arm is used in its strongest
role, so that the weakness of one component is cov-
ered by the strength of another; for example, the
tanks can attack and destroy machine guns, to which
the infantry are highly vulnerable, while the in-
fantry may clear paths for tanks through mine fields.
Basically, the reinforced battalion is formed in order
to place under one commander everything he needs
to accomplish his assigned mission, and to balance
the weakness of one arm with the strength of an-
other.
22. COMPOSITION OF THE REINFORCED TANK BAT-
TALION.
a. There is no definite rule to determine
the size or composition of a reinforced tank battalion.
Its size and composition are based on a considera-
tion of the mission, the troops available, the terrain,
and the enemy.
In this respect the reinforced bat-
talion is similar to the combat command-to it are
attached units of the proper type, in sufficient num-
bers, to carry out its assigned missions. For exam-
ple, a reinforced tank battalion may consist of the
battalion, less one or two companies, reinforced by one
or two companies of armored infantry and a platoon
of armored engineers; or it may consist of the entire
12
tank battalion reinforced by a battalion of armored
infantry and a company of armored engineers.
Nr-
tillery will normally be placed in direct support of
the reinforced tank battalion.
b. Within the reinforced battalion, tanks and ar-
mored infantry are combined to form teams of com-
bined arms, consisting generally of tank companies
reinforced by armored infantry or armored infantry
companies reinforced by tanks.
Reinforced com-
panies are commanded by company commanders,
designated in each case by the battalion commander;
no additional command echelon is established be-
tween the battalion commander and the company
commander.
The reinforced company normally con-
sists only of tanks and armored infantry. The bat-
talion assault gun and reconnaissance platoons and
the attached engineers normally are retained under
battalion control, and are employed by the battalion
commander to influence the action of the battalion.
23. BATTALION COMMANDER.
a. Responsibilities.
The tank battalion commander should thoroughly
understand the tactical and technical employment of
his battalion, and the operations and employment of
normal supporting or attached units.
In tactical
operations he will normally command a combined
arms team.
He is responsible for the training of the
battalion, for its actions in battle, for the health and
well-being of its personnel, and for its supply and
the maintenance of its equipment. To discharge
these responsibilities efficiently, the battalion com-
13
mander must train, and utilize to the fullest extent,
his staff officers and all the company officers and
noncommissioned officers of the battalion.
The bat-
talion commander should indicate his policies to his
staff officers and company commanders, and then
allow them maximum freedom of action in order to
develop ingenuity, initiative, self-reliance, and ag-
gressiveness.
b. Command.
The battalion commander makes
decisions, which are transmitted to the battalion as
orders.
To ensure that these orders are understood
and properly executed, he and his staff vigorously
supervise and check on the execution of all orders
issued.
The tank battalion commander will nor-
mally receive his orders from the next higher head-
quarters; however, in the absence of such orders, he
must be prepared to take action on his own initiative.
c. Relations with subordinates.
The battalion
commander's relationship with his staff officers and
his company or attached unit commanders should be
direct and personal.
He should encourage them to
deal directly with him whenever they feel that such
action is desirable.
He should frequently visit the
companies and platoons to obtain first-hand informa-
tion and to foster esprit de corps within the battal-
ion; this is particularly desirable in the case of newly
attached units.
Attached or supporting unit com-
manders advise and assist the battalion commander
in technical matters pertaining to the employment
of their units.
d. Conduct in combat. The battalion commander
goes wherever he can best direct and control the
14
action of his battalion. Before ieaving the battalion
command post (forward echelon of the headquar-
ters), he orients his staff on plans to be made or action
to be taken in his absence.
During tactical opera-
tions the command group (par. 35) will usually
operate close behind the leading elements of the bat-
talion, so that the commander can take immediate
measures to influence the action and to take advan-
tage of opportunities.
The battalion commander
may use a liaison plane from which to control the
operation.
24. OPERATIONS OF THE BATTALION STAFF (See FM
101-5).
a. The staff assists the commander by re-
lieving him of time-consuming, routine details. In
general, the staff functions consist of providing in-
formation, making continuous estimates, making
recommendations, transmitting decisions and plans
as orders to the companies, and supervising the execu-
tion of orders. The battalion staff is a closely knit
team.
The successful functioning of this team is
primarily dependent upon close coordination between
its members and between the staff and the units of
the battalion. This coordination also involves team-
work with the staffs of higher, neighboring, and
lower units.
Coordination is developed through
understanding, training, and practice. Prompt dis-
semination of information, decisions, and orders pro-
motes the efficiency and teamwork of the battalion.
Conferences and personal contact aid in coordination
and cooperation; there is some overlapping of duties
in the battalion staff sections, and only by coordina-
tion and cooperation will contradictions and dupli-
cation of effort be avoided. It is essential that staff
officers know the duties and responsibilities of the
other members of the staff so that they may take over
such duties in case of emergency.
The staff sections
are organized to operate continuously, on a 24-hour
basis.
During quiet periods, a duty roster system
may be used for the staff; during busy periods, all
staff officers must be on duty.
b. NVhen visiting subordinate units, staff officers
should personally contact the respective commanders
upon arrival and immediately prior to departure.
Before leaving the battalion command post for such
a visit, the staff officer acquaints himself with the
tactical situation, announces his destination and esti-
mated time of return, and determines what assistance
he may render to other staff officers while on the
visit. The staff officers cultivate friendly relation-
ships with the company commanders and the com-
manders of attached or supporting units; they visit
and consult these commanders to determine capabili-
ties, needs, and problems.
When a staff officer ob-
serves conditions which are at variance with policy,
he should bring this fact to the attention of the par-
ticular commander concerned. Details which do not
require a command decision may be settled with the
company commander at the time of the visit.
25. BATTALION EXECUTIVE OFFICER.
The executive
officer is the principal assistant and adviser to the
battalion commander.
He coordinates and super-
16
vises the details of operation and administration,
thereby enabling the commander to devote himself to
the broader aspects of command.
The primary func-
tion of the executive officer is to direct and coordinate
the battalion staff; he announces procedures for ac-
tion within the staff, and ensures that instructions
issued to the battalion are in accord with the policies
and plans of the battalion commander.
The execu-
tive officer keeps himself familiar with the situation
at all times. He represents the commander during
the latter's temporary absence, and directs action in
accordance with the commander's policies; he is pre-
pared to assume command at any time. He sees that
required reports are forwarded at the proper time,
and that plans are prepared for future contingencies.
It is his responsibility to see that the staff is organized
and working as a team to provide maximum assist-
ance to the commander and to the battalion as a whole.
The executive officer is normally located at the for-
ward echelon of the headquarters.
26. ADJUTANT (S-1).
a. The adjutant (S-I) has
staff responsibility for planning, coordinating, and
supervising personnel and administrative functions
within the battalion; he is primarily concerned with
advising the battalion commander on the personnel
and administrative situation of the battalion.
b. The specific duties performed by the S-1 in con-
nection with personnel have to do with the following:
(1) Strength records and reports.
(2) Replacements.
(3) Discipline and law and order.
17
(4) Prisoners of war.
(5) Morale.
(6) Procedures.
(7) Burials and graves registration.
(8) Civilian employees.
(9) Civil affairs and military government.
c. Duties of the S-1 in connection with adminis-
tration include the following:
(1)
Processing official correspondence, except
that pertaining to combat orders and in-
structions.
(2) Authenticating orders and instructions, ex-
cept combat orders and instructions.
(3) Maintaining records for the headquarters.
(4) Furnishing clerical assistance to the staff.
(5) Internal arrangement of the headquarters.
(6) Miscellaneous administrative matters not
specifically assigned to another staff section.
27. INTELLIGENCE OFFICER (S-2).
a. General.
As a
staff officer, the first duty of the S-2 is to keep the
commander and the unit fully informed of the
enemy situation and capabilities, and of the condi-
tions of terrain and weather, and to act for the com-
mander in intelligence matters.
b. Positive approach.
The decisions which result
in missions for the battalion are made after due con-
sideration of many factors; the advisibility of the
mission is not open to question. The S-2 must, there-
fore, take a positive approach by always seeking in-
formation that will assist the battalion to accomplish
its mission, and must not adopt the negative atti-
18
tude of building up reasons why it will be unable
to do so.
c. Duties. Specific duties of the battalion S-2 in-
clude the following:
(1) Supervise and train battalion intelligence
personnel.
(2) In conjunction with S-3, plan and supervise
intelligence and counterintelligence training
for all personnel of the battalion.
(3) Prepare collection plans and orders, and
requests to collecting agencies (coordinat-
ing with S-3).
(4) Process information, and disseminate intel-
ligence to the commander and staff officers
and to higher, subordinate, and adjacent
units.
(5) Examine, for information of immediate
value to the battalion, captured enemy per-
sonnel, documents, materiel, and civilians,
and expedite their transmission to higher
headquarters.
(6) Procure and distribute maps, aerial photo-
graphs, and photomaps for the battalion.
(7) Establish and supervise the operation of
battalion observation posts.
(8) Plan
and
supervise
counterintelligence
measures within the battalion.
(9) Coordinate battalion collecting agencies,
and maintain intelligence liaison and ex-
change of information with higher and ad-
jacent headquarters.
19
28. OPERATIONS
AND TRAINING
OFFICER
(S-3).
The operations and training officer is charged with
duties having to do with the organization, training,
and combat operations of the battalion.
a. Specific duties of the S-3 in connection with or-
ganization include the following:
(1) Making recommendations on assignment
and attachment of personnel and units (in
coordination with S-1 and S-4), based upon
an organization which facilitates the accom-
plishment of the mission. This includes or-
ganization for movement, training, and com-
bat.
(2) Study of personnel and equipment require-
ments, in coordination with S-1 and S-4.
(3) Study of the organization of the battalion,
and preparation of recommended changes
to tables of organization and equipment.
b. Training duties of the S-3 include the follow-
ing:
(1) Preparation of training directives, pro-
grams, orders, field exercises, and maneuvers,
based upon plans which have been approved
by the commander.
(2) Making recommendations on selection of
training areas and ranges and, in coordina-
tion with S-4, on allocation of training aids
and other training equipment.
(3) Organization and conduct of schools with-
in the battalion.
This includes preparation
of programs of instruction, selection and
training of instructors, and assistance in
20
selecting units and personnel to attend the
school, based upon the commander's ap-
proval.
(4) Conduct of training inspections, as well as
preparation and supervision of training
tests.
(5) Preparation of training records and re-
ports.
(6) Coordination of troop information and edu-
cation activities.
c. During combat operations, the duties of the S-3
include:
(1) Study of the tactical situation, as affected
by the enemy situation, orders from higher
headquarters, actions of adjacent and sup-
porting units, locations and capabilities of
battalion units and troops, casualties, re-
placements, terrain and weather, and the
status of supply and equipment.
(2) Giving information and making recom-
mendations to the battalion commander in
order to keep him fully abreast of the tac-
tical situation.
(3) Supervision of posting of up-to-date infor-
mation on the situation map.
(4) Preparation of operational reports.
(5) Making recommendations for the location
of battalion command posts, assembly areas,
and attack positions for the battalion and
attached units.
(6) Making plans for security measures to be
taken by the battalion on marches, during
21'
halts, during active combat operations, in
assembly areas, in attack positions, and
when in reserve.
(7) Making plans and recommendations for
employment of the battalion and its at-
tached units.
(8) Preparation of plans for troop movements,
followed by preparation of the march order
after the plan is approved.
(9) Coordination of reconnaissance measures, to
include intelligence missions, when combat
troops of the battalion are involved; this
will be coordinated with S-2.
(10) Coordination with communication officer
on the plan for communication within the
battalion, to include attached, supporting,
and adjacent units.
(11) Preparation of battalion operation orders
and overlays; the battalion commander will
normally issue his order orally, but the S-3
assists the commander in preparing this oral
order and records it in the unit journal.
(12) Preparation of plans for future opera-
tions.
(13) Transmission of orders and instructions
from the battalion commander to organic
and attached company commanders.
(14) Maintenance of battalion combined unit
journal.
29. SUPPLY OFFICER (S-4).
The S-4 is responsible
for the supply functions of the battalion.
He must
22
be intimately familiar with the supply problems not
only of the battalion and the individual companies
but also of any units attached to the battalion.
He
normally operates from the forward echelon and
closely follows the course of the battle so that he may
estimate supply- requirements should there be a com-
munication failure. His principal duties include:
a. Keeps the battalion commander informed as to
the logistical situation, and advises him on logistical
matters.
b. Plans, coordinates, and supervises
supply,
maintenance, and evacuation for the battalion, in co-
ordination with the battalion surgeon, motor officer,
and communication officer.
c. Procures, stores, and distributes all supplies re-
quired by the battalion.
Normally, however, medi-
cal, vehicular, and-signal items are actually procured
by the battalion surgeon, motor officer, and communi-
cation officer, respectively; the S-4 supervises and
ensures procurement of these items.
d. Determines future supply requirements, par-
ticularly for seasonal changes.
e. Coordinates logistical matters with the combat
command S-4, the division G-4, and the division
technical staff officers.
f. Controls the organization, composition, move-
ment, and protection of the battalion combat trains.
g. Assists company commanders in supply matters.
h. Recommends 'requirements,
allocations,
and
movement of battalion service elements to support
the tactical plans.
23
849829°-49
3
i. Allocates regulated items of supply, in .coordi-
nation with the battalion S-3.
j. Establishes and disseminates supply policies
and procedures and logistical instructions and orders.
k. Supervises all administrative transportation
within the battalion, and coordinates with the bat-
talion S-3 in the planning and control of movements
and traffic.
I. Supervises property accounting and property
records; maintains records to reflect the current logis-
tical situation.
m. Sumbits logistical reports as directed by the
commander and higher headquarters.
n. Supervises organizational maintenance and re-
pair of equipment, supplies, and utilities.
o. Furnishes transportation for the evacuation of
prisoners of war and the dead (coordinates with the
battalion S-1).
p. Supervises food service activities in the bat-
talion.
q. Arranges for laundry and bathing facilities for
the battalion.
r. Procures real estate, and handles purchasing
and contracting matters, when required, for the bat-
talion.
30. BATTALION SURGEON.
The battalion surgeon
commands the medical detachment and is responsible
for its training.
He advises the commander and the
staff in matters pertaining to the health of the com-
mand.
He exercises technical supervision over medi-
cal training throughout the battalion; this includes
24
training in first aid, sanitation, and hygiene.
He
plans and supervises all battalion medical services,
including:
a. Treatment and evacuation of casualties.
b. Preventive medicine.
c. Storage and distribution of medical supplies.
d. Preparation of reports on, and custody of the
records of, the sick and wounded.
31. MOTOR OFFICER.
The battalion motor officer
exercises technical supervision of maintenance in the
battalion; he operates closely with the company motor
officers,
It is his responsibility to see that the main-
tenance facilities of the battalion are properly em-
ployed at all times, so as to keep the greatest possible
number of vehicles in operating condition.
He is re-
sponsible for liaison and coordination with higher
levels of maintenance.
In battle, he supervises re-
covery of vehicles from the battlefield and maintains
close contact with supporting maintenance and evac-
uation elements.
He supervises training of me-
chanics and training in driving and in driver and
crew maintenance, within the battalion.
32. COMMUNICATION OFFICER.
The battalion com-
munication officer has the primary function of en-
suring efficient communication within the battalion.
He advises the battalion commander and his staff on
all signal matters within the battalion and attached
units. He plans and supervises the communication
systems within the battalion, and he coordinates with
the communication officers of higher headquarters.
25
He supervises the technical communication training
of all personnel within the battalion and is respon-
sible for the maintenance and supply of communica-
tion equipment.
33. LIAISON OFFICERS. For duties and responsibili-
ties of the battalion liaison officers, see paragraph 53.
34. HEADQUARTERS COMMANDANT.
The company
commander of headquarters and service company
may also act in the capacity of a headquarters com-
mandant, as provided in the T/O&E of certain higher
headquarters.
As such, he is responsible for.the or-
ganization of the command post, its movement under
direction of the executive officer, and its security.
He
may be required to take over the duties of any mem-
ber of the staff; in particular, he may frequently be
used to assist the S-4 or to command the battalion's
field trains.
35. HEADQUARTERS ECHELONS. The battalion head-
quarters normally is divided into two echelons: the
forward echelon, or command post, and the rear
echelon.. A command group often operates out of
the forward echelon.
a. Command group.
The purpose of the com-
mand group is to provide facilities for the super-
vision of combat operations by the battalion conm-
mander.
By establishing a command group, the
battalion commander can more closely supervise the
execution of operations; he can more promptly make
decisions and changes in plans; and he can better
26
keep higher headquarters informed of the situation,
usually through the forward echelon. The command
group usually consists of the battalion commander,
the battalion S-3, necessary liaison and communi-
cation personnel, and vehicles equipped with com-
mand radio facilities. It remains highly mobile and
well forward during actual operations. During bat-
tle the commander is usually accompanied by the
supporting artillery commander or his liaison officer,
and by the tactical air control party if one is working
with the battalion. The command group can quickly
and directly influence the course of battle, and can
ensure the immediate exploitation of all successes to
the fullest extent.
b. Forward echelon (CP). The purpose of the for-
ward echelon is to provide personnel and facilities
for the control of operations, both combat and ad-
ministrative, for the battalion. The forward echelon
operates and maintains communication with higher,
adjacent, supporting, and subordinate units. It
makes reports to the command group on new develop-
ments to the situation; continuously makes plans for
current and future operations; provides for liaison
with adjacent and higher units; and supervises liai-
son from supporting and subordinate units. The
forward echelon usually consists of the executive
officer, S-1, S-2 (if he is not in the command group).
S-4, and communication officer, with their respective
enlisted personnel and vehicles. The command group
operates out of the forward echelon, returning as the
situation permits. The combat trains are normally
27
located in the vicinity of the forward echelon. The
forward echelon is positioned to provide adequate
communication with both higher headquarters and
subordinate elements; it follows closely, by bounds,
the combat elements of the battalion.
c. Rear echelon.
The purpose of the rear echelon
is to perform administrative and logistical functions
for the command.
Information pertaining to these
functions is dispatched to-the forward echelon as
needed. The rear echelon is provided with a long-
range C-W radio, usually the set in the headquarters
and service company commander's vehicle.
Section Ill. PRINCIPLES OF EMPLOYMENT, MEDIUM
TANK BATTALION
36. SURPRISE.
Surprise is attained by striking the
enemy at an unexpected time, at an unexpected place,
from an unexpected direction, in sufficient numbers
and with sufficient support to gain the objective.
Rapidity of concentration, speed of movement, the
use of covered approaches, and the intensity of the
attack assist in gaining surprise.
37. FIRE AND MANEUVER.
The reinforced tank bat-
talion normally advances by fire and maneuver, the
maneuvering force always being covered by a sup-
porting force or base of fire. The enemy's fire is
neutralized by the weapons in the base of fire, while
the -mobile maneuvering force closes to destroy him.
The base of fire usually consists of artillery, assault
guns, and infantry mortars, if available; however,
28
it may contain tanks, armored infantry, and other
forces. The maneuvering force consists primarily
of tanks and armored infantry, and sometimes in-
cludes a small detachment of armored engineers.
38. CONCENTRATION OF EFFORT. The power of the
battalion must be concentrated on critical areas. Dis-
persion results in weak effort at all points and is re-
sorted to only against a weak or demoralized enemy.
Even then, the battalion must be able to concen-
trate rapidly. The tank is not an individual fighting
weapon. Tanks are employed in mass as part of a
combined arms team.
39. RETENTION OF THE INITIATIVE.
The initiative
must be retained; for once lost, it is difficult and
costly to regain.
The initiative is retained by the
continuous application of force against those portions
of the enemy defense least capable of withstanding
attack. Retention of the initiative is furthered by a
rapid succession of attacks against vulnerable points,
denying the enemy an opportunity to adequately or-
ganize his forces to oppose them. It is essential to
have alternate plans prepared for immediate execu-
tion should the initial thrust fail. The enemy must
not be permitted to withdraw, or to prepare for an
attack, without measures being taken to divert him
from his plans.
40. SECURITY.
The reinforced tank battalion al-
ways secures itself from surprise by the enemy. It
obtains this security by continuous reconnaissance,
29
by the formation it assumes, and by its position with
respect to other troops and to natural and artificial
obstacles. When a measure of security is provided
by an adjacent unit, the battalion establishes liaison
with this unit.
41. COOPERATION.
Armored combat troops nor-
mally consist of tanks, infantry, engineers, and ar-
tillery. Cooperation is achieved when this team of
combined arms works together for the accomplish-
ment of a common mission-when it has good team-
work.
Before cooperation can be attained, every-
one must understand his instructions and must exe-
cute them in accordance with the spirit and intent
of the authority issuing them.
Between independent
commanders, cooperation is attained by each working
for the common good. Planning is essential, and re-
hearsals are desirable when time, location, and ter-
rain permit them.
42. COORDINATION.
Coordination is the timing,
the mutual action, and the control which enable a
team of combined arms to strike the enemy and de-
stroy him.
Within the reinforced tank battalion
there are many tools available'to the commander for
his use in the accomplishment of his mission.
These
include tanks, armored infantry, engineers, artillery,
reconnaissance units, signal facilities, and such sup-
porting weapons as assault guns and mortars.
Service elements-such as medical, ordnance, and
quartermaster-are also available for-support of the
combat elements.
The capabilities and functions of
30
each are considered when organizing combat teams,
in order to provide forces capable of coordinated
action against the enemy.
This coordination is at-
tained through thorough planning, adequate com-
Anunication and liaison,.and the wholehearted coop-
eration of each member of the team.
Section IV. FACTORS AFFECTING EMPLOYMENT,
MEDIUM TANK BATTALION
43. INFORMATION OF THE ENEMY.
a. All possible
information of the enemy is obtained prior to com-
mitment of the reinforced tank battalion.
The pri-
mary sources of enemy information include aerial
photos, reports from tactical air pilots, reports from
liaison plane pilots, reports obtained through liaison
with adjacent units, and general intelligence reports
passed down through intelligence channels.
b. The battalion itself can obtain much valuable
information.
The reconnaissance platoon and the
armored infantry get information from patrols.
The commander and members of his staff may use a
liaison plane to obtain information.
Combat pa-
trols, or reconnaissance in force, may be used to de-
termine the disposition and composition of the
enemy force.
c. Based on this information, the higher com-
mander can decide whether or not to employ the re-
inforced tank battalion in this particular zone of
operation.
The battalion commander, once the de-
cision has been made to employ the battalion, can
utilize this information in designing the plan to best
cope with the known enemy dispositions.
34
44. OBSTACLES.
Man-made obstacles-such as ex-
tensive mine fields, road blocks, antitank ditches, and
other antitank obstacles-limit the employment of
tanks and slow down their operation.
Passages
through mine fields are usually made by the armored
engineers and infantry.
It may be necessary for
the tanks to give close support to the armored enigi-
neers and infantry during the operation.
45. TERRAIN.
a. Terrain has a most decisive effect
upon the operation of tanks.
Mud, rocky or stumpy
ground, dense woods, swamps, and extremely rough
ground slow down operations or make them impos-
sible.
The full striking power of tanks can best be
developed over rolling terrain in which the full
cross-country mobility of vehicles can be developed.
In addition, every advantage must be taken of the
available road net.
b. Good terrain for tank operation is very likely
to be mined.
Furthermore, tactical surprise may
dictate the use of terrain which can be traversed only
with difficulty and which may sometimes be consid-
ered as impassable.
c. Terrain in rear of the enemy position must be
evaluated in planning operations.
If the terrain
available for attacking enemy forward positions is
unsuitable for tank operation, armored infantry may
attack to seize ground from which a tank attack can
be launched.
46. WEATHER.
Weather, either alone or in conjunc-
tion with terrain, can have a decisive effect on the
32
operation of tanks.
A heavy rain or snowfall, with
its resulting mud or ice, may turn otherwise favorable
terrain into swamp and prevent tank movement.
Extreme cold or heat, or lack of adequate observation
resulting from snow, rain, and fog, will also affect
the operations of the tank battalion. Unfavorable
weather may also affect the range of the radio com-
munication in the battalion.
Section V. SIGNAL COMMUNICATION AND LIAISON,
MEDIUM TANK BATTALION
47. SIGNAL COMMUNICATION, GENERAL.
It is es-
sential that the commander train himself and his staff
to properly utilize the means of communication avail-
able within his unit. There are four principal means
of communication available to the tank battalion;
radio, wire, messenger, and visual.. No one means
should be considered for use to the exclusion of all the
others. Radio is the primary means used within the
battalion, but it is supplemented by all other means
whenever possible.
The communication plan must
ensure that the failure of any one means will not
necessarily result in loss of communication.
48. COMMUNICATION PERSONNEL.
The communi-
cation personnel of the tank battalion include the
communication officer, communication chief, com-
munication sergeants of the companies, radio repair-
man, messengers, message center chief, code clerks,
and radio operators. All technical communication
training and operations are supervised by the com-
munication officer.
33
49. EMPLOYMENT OF RADIO. Within the tank bat-
talion, voice radio is the principal method of com-
municati-on. For command and administrative pur-
poses between the battalion headquarters and higher
units, a longer range voice-and-key set is also used.
Additional type radios are supplied for communica-
tion between battalion headquarters and available
air support, and for communication between tanks
and dismounted -armored infantry.
The factors
which influence the use of radio are the capabilities
and limitations of the equipment, tactical require-
ments, terrain, and, to a limited degree, weather con-
ditions.
The activity of enemy signal intelligence
necessitates strict observance of communication se-
curity measures covering radio and listening silence
and transmission security.
To prevent loss of con-
tact, and consequently loss of control in battle, all
personnel of the tank battalion who use radio must
have an extensive knowledge of the operation, adjust-
ment, maintenance, and care of radio sets. For radio
nets, see appendix II.
50. EMPLOYMENT OF WIRE.
Because of the rapid-
ity of movement of the tank battalion in conibat, wire
communication is used only to a limited extent; the
amount of wire equipment within the battalion is
comparatively small.
Wire may be used while the
unit is in bivouac or in the assembly area, during
radio or listening silence, or when the battalion is
on the defensive, and should be employed whenever
possible to conserve and permit maintenance of radio
equipment.
If plans are made for extensive use of
34
wire communication within the tank battalion, wire
teams from the division signal company may be
made available to install and maintain the wire
system.
51. EMPLOYMENT
OF
MESSENGERS.
Messenger
communication is essential for carrying maps, docu-
ments, overlays, and like material requiring physical
transmission. There are mounted messengers in the
staff section of battalion headquarters platoon.
Messengers normally operate under control of the
message centers; however, 1/4-ton truck drivers as-
signed to the staff section may be employed as mes-
sengers. Dismounted messangers are used exten-
sively for carrying local messages while the unit is
in bivouac or in an assembly area.
52. EMPLOYMENT
OF VISUAL
COMMUNICATION.
Visual communication within the tank battalion is
accomplished by means of arm and hand' signals,
flags, panels, and pyrotechnics.
Arm and hand sig-
nals and flag signals are used for control of move-
ments, particularly while marching.
Panels are
used by all units of the battalion for identification
and recognition purposes; in the battalion head-
quarters, panels may be used for emergency ground-
to-air communication with airplanes.
Pyrotechnics,
consisting of signal flares and colored smoke, are
used for special operations and for emergency iden-
tification.
To be effective, prearranged signals must
be thoroughly understood by all concerned.
35
53. LIAISON. a. The purpose of liaison is to ensure
by personal contact the desired cooperation, exchange
of information, and coordination of effort between
and within units.
The tank battalion normally
maintains liaison with the combat command to which
it is attached and with adjacent units. Liaison offi-
cers are included in the tank battalion headquarters.
b. Liaison may be accomplished either by personal
conference between commanders (command liaison),
or by means of a liaison officer or agent who repre-
sents his unit commander.
Usually, both methods
are employed concurrently.
The liaison officer or
agent operates from the headquarters to which he
is sent and maintains contact with it and his own
unit; the unit commanders meet whenever the tacti-
cal situation requires that they do so.
c. The effectiveness of liaison is to a large degree
dependent on the efficiency of the liaison officer and
the cooperation of the headquarters to which he is
sent. A liaison officer must be tireless, alert, tact-
fully energetic, and possessed of a thorough and
practical knowledge of the employment of the tank
battalion.
He must understand the staff procedure
of higher units, and the tactics and technique of
other arms.
He must be provided with a radio-
equipped vehicle and one or more enlisted assistants
who can serve as messengers.
d. Only by frequent trips between his unit and the
headquarters to which he is sent can the liaison offi-
cer adequately do his job.
The liaison officer has
three missions:
36
(1) To keep his own unit commander con-
stantly informed of the existing tactical
situation, the plans of the unit to which
he is sent, and any changes in either. He
must be particularly careful to keep his
commander informed of plans of higher
headquarters which will affect the employ-
ment of his own unit.
(2) To advise the commander of the unit to
which he is sent as to the plans and tactical
situation of his own unit.
(3) To serve, in the absence of the battalion
commander, as an adviser to the commander
of the unit to which he is sent, concerning
the employment of the tank battalion.
e. Liaison officers ensure exchange of the follow-
ing information:
(1) Strength of the unit.
(2) Information on patrols and reconnaissance
detachments operating.
(3) If the unit is in contact with the enemy,
a summary of the situation.
(4) Disposition of the unit.
(5) Supply status of the unit,-including abnor-
mal shortages in supplies or equipment.
(6) Maintenance status of the unit.
f. The tank battalion commander makes full use
of the liaison officers of other units, and arranges
for them to receive the fullest cooperation from his
staff.
37
54. SIGNAL MAINTENANCE AND SUPPLY.
a. Signal
maintenance.
The operator performs preventive
maintenance on signal equipment.
Other organiza-
tional maintenance is performed by the radio repair-
man. Whenever possible, unit replacement of equip-
ment is made.
Signal equipment requiring field
maintenance is sent to the division signal company
for repair.
b. Signal
supply.
The communication
officer
works in close collaboration with. the battalion S-4
in matters pertaining to signal supply.
He is usu-
ally authorized to deal directly with the division sig-
nal officer or his representative in matters relating
to signal supply.
He may go, or send a representa-
tive, directly to the division signal supply section to
draw signal supplies for his unit.
Section VI. SUPPLY, MAINTENANCE, -AND EVACUA-
TION, MEDIUM TANK BATTALION
55. GENERAL.
a. Importance.
Supply,
evacua-
tion, and maintenance for the tank battalion must be
timely and adequate; their accomplishment is a con-
tinuous process requiring the best efforts of each mem-
ber of the command.
Tactical success is made pos-
sible only when logistical support operates efficiently.
b. Fundamental supply principles.
(1) Supply is a function of command.
Supply
is always the responsibility of the com-
mander; he must make known to higher au-
thority the requirements of his units, and he
must make the necessary arrangements for
38
drawing and distributing supplies allocated
to him.
Usually the commander will dele-
gate all the logistical details to his supply
officer, but the responsibility remains with
him.
(2) The impetus of supply is from rear to front.
It is the duty of each element in the supply
chain, from the zone of interior to.the com-
bat zone, to push supplies forward within
reach of front-line combat elements.
(3) In supply there is always a need for ad-
vanced, flexible planning.
The enormous
resupply requirements of armored units
make deliberate planning in each echelofi of
command, and timely reporting of require-
ments, essential in order to meet the daily
needs of the troops.
(4) Adequate reserves of supplies must exist in
all echelons. Logistical reserves must be
present in each element, from front-line
troop units back through the zone of inte-
rior, in direct proportion to the number of
troops served. These reserves will be vitally
important in case of a temporary break-down
in the supply chain, or if the demands of
operations temporarily exceed the supply on
hand. For planning purposes the maxi-
mum distance between the battalion combat
trains and the division ammunition, fuel,
and ration supply points should not exceed
that which will permit a round trip in eight
hours.
39
849829°-49
4
c. Property accountability.
Property accounting
procedure in a theater of operations is prescribed
by the theater commander.
Although there is no
formal accountability for unit property in the com-
bat zone, each company commander is' responsible for
all property in his company.
He must impress all
personnel under his command with the importance
of conserving equipment and materiel.
56. CLASSES OF SUPPLY. Supply is divided into five
major classes, as described below.
Within the divi-
sion, however, class II and class IV normally are
considered as a single class of supply.
a: Class I supplies consist of those articles which
are consumed by personnel at an approximately uni-
form rate, irrespective of local changes in combat or
terrain conditions.
This uniform rate of consump-
tion permits supply agencies to place balanced stocks
in depots and supply points, where they may be ob-
tained by using units on the basis of a strength re-
port rather than by means of itemized requisitions.
Examples of Class I supplies are rations.
b. Class II supplies consist of supplies and equip-
ment for which allowances are established by tables
of organization and equipment, tables of equipment,
tables of basic allowances, tables of allowances, equip-
ment modification lists, or other lists or letters which
prescribe specific allowances for a unit or for an
individual.
Examples are clothing, weapons, me-
chanics' tools, spare parts, and supplies for author-
ized equipment.
c. Class III supplies consist of fuels and lubri-
cants for all purposes except for operating aircraft
40
or for use in weapons such as flame throwers. Ex-
amples are such petroleum products as gasoline,
kerosene, fuel oil, lubricating oil, and greases; and
such solid fuels as coal, coke, and wood.
d. Class IV supplies consist of supplies and eqdip-
ment, except Air Force supplies, for which allow-
ances are not prescribed or which are not otherwise
classified. Examples are construction and fortifica-
tion materials. Class I, II, III, and V items may be
subject to Class IV issue when issued in excess of
prescribed allowances or for purposes not regularly
authorized.
e. Class V supplies consist of ammunition, explo-
sives, and chemical agents (except Air Forces Class
VA supplies).
Examples are small-arms and artil-
lery ammunition; grenades and mines; explosives
such as dynamite, TNT blocks, fuzes, blasting caps,
and detonators; pyrotechnics; and chemical agents
(including flame-thrower fuel).
57. SUPPLY DUTIES OF DIVISION SPECIAL STAFF OF-
FICERS.
Within the division, certain special staff
officers are charged with the procurement and dis-
tribution of supplies.
These officers, afid examples
of the supplies they handle, are:
a. Division quartermaster.
Individual clothing
and equipment, organizational supplies and equip-
ment, fuel and lubricants, and rations.
b. Division ordnance officer.
Weapons, vehicles,
fire control instruments, tools, and ammunition.
c. Division surgeon.
Medical and dental supplies
and equipment, such as instruments, drugs, chemicals,
plasma, dressings, and field medical equipment.
d. Division engineer.
Assault boats, bridges, cam-
41
ouflage materials, fortification materials, and maps.
e. Division signal officer.
Radio communication
equipment, telephones, photographic equipment, and
wire.
f. Division chemical officer. Gas masks and decon-
taminating equipment.
58. BATTALION SUPPLY OFFICER.
a. The S-4 keeps
the battalion commander advised as to the status of
supplies in the battalion.
He coordinates closely
with the S-4 or the G-4 of the next higher head-
quarters. He is conversant with the classes of sup-
ply, with the items which each class includes, and
with the responsibilities of each of the general and
special staff officers who control the sources of certain
types of equipment and supplies.
He exercises,
through subordinates, control and coordination of
available transportation.
He keeps himself accu-
rately informed as to the status of supply within the
battalion and is aware at all times of locations and
types of all the division and army supply installations
on which he must depend to meet the needs of the
battalion.-
b. In performing his duties the S-4, as well as his
assistants, frequently moves independently of the
rest of the staff in order to maintain personal contact
with the supply officers of higher units and with the
various supply installations serving the battalion.
When with the battalion headquarters, the S-4 oper-
ates from the S-1/S-4 armored personel carrier; he
has one radio in the combat command administrative
net and another (a dual-receiver set) in the battalion
command and headquarters nets.
See paragraph 29
for additional duties of the S-4.
42
c. The following officers are designated to assist
the battalion S-4 in the accomplishment of his
mission:
(1) The commanding officer of the headquarters
and service company may be appointed as an
assistant S-4 in addition to his other duties.
This officer is responsible for the adminis-
tration. mess, supply, and maintenance of
the battalion service personnel and their
equipment, and he may be used to command
the battalion field trains.
(2) The battalion supply platoon leader com-
mands the battalion supply platoon and may
also be designated as the battalion ammuni-
tion officer. This officer acts as assistant S-4
and normally commands the battalion field
trains.
(3) The warrant officer, supply, is in charge of
a small battalion supply section. His duties
are largely clerical, but he may also be used
to command the battalion field trains in the
absence of other officers.
He and his en-
listed assistant may also be used to com-
mand elements of the supply platoon trav-
eling in convoys.
59. BATTALION TRAINS, GENERAL.
a. The organi-
zation, compositions, and employment of the battal-
ion trains will depend upon the estimate of the sup-
ply situation, the mission of the unit, time and space
factors, and the tactical situation.
The battalion
trains consist of administrative, supply, mainte-
nance, and medical vehicles organic to or attached
to the battalion (fig. 4).
Battalion trains are classi-
43
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fled as battalion combat trains and battalion field
trains.
(1) Battalion combat trains consist of those
vehicles of the battalion trains which are
required for the immediate support of the
combat operations.
(2) Battalion field trains consist of those ve-
hicles of the battalion trains which are not
required for the immediate support of com-
bat operations, and which are not included
in the battalion combat trains.
b. When the battalion is required to detach one or
more companies to reinforce other elements of the
division, a proportionate number of ammunition and
fuel and lubricants trucks should accompany these
units.
In addition, a medical 1/4-ton truck with' litter
rack normally will accompany each detached com-
pany.
Conversely, reinforcements received by the
battalion will be accompanied by supporting ele-
ments, and these will be handled in the same manner
as organic trains.
60. BATTALION COMBAT TRAINS.
a. Composition.
The battalion combat trains normally will consist of
the following:
(1) Ammuwnition vehicles. The number of ve-
hicles necessary to handle the anticipated
ammunition requirements for the day's
operation.
(2) Fuel and lubricants vehicles. The number
of vehicles necessary to handle the antici-
pated requirements for the day's operation.
45
(3) Battalion qmaintainance platoon (minus).
Usually the major part of the platoon, but
under some circumstances only elements of
the recovery section.
(4) Battalion medical detachment.
Normally
the entire detachment.
(5) Company maintenance sections. Normally
they remain under company control, but un-
der some situations all but the recovery ve-
hicles may be placed in the battalion com-
bat trains.
b. Flexibility. The composition of the battalion
combat trains must be flexible for the following
reasons:
(1) Certain situations demand large quantities
of fuel and lubricants but relatively small
quantities
of
ammunition.
Conversely,
other situations demand large quantities of
ammunition but relatively small quantities
of fuel and lubricants.
(2) Restrictions on the size of combat trains may
be imposed by higher headquarters, par-
ticularly where road space is limited.
(3) The tactical situation may be such that only
medical facilities and certain maintenance
facilities are desirable in the combat trains.
c. Command and control. The battalion combat
trains are controlled by the battalion S-4, and usu-
ally are moved as directed by the battalion execu-
tive officer.
The resupply portion of the battalion
combat trains-which consists primarily of the am-
munition and fuel and lubricants vehicles-is com-
46
manded by either the headquarters and service com-
pany commander, the supply platoon leader, or an-
other designated officer or noncommissioned officer.
The maintenance elements are commanded by the bat-
talion motor officer, and the medical elements by the
battalion surgeon.
d. Location. For purposes of control, it is desira-
ble for all elements of the battalion combat trains to
be grouped together and located to the immediate rear
of the battalion combat elements.
This of necessity
must vary with the situation and the terrain.. In a
fast-moving situation, the maintenance vehicles and
supply vehicles of the battalion combat trains will
normally march at the rear of the battalion combat
elements; medical service will be scattered throughout
the column, the aid station traveling in the vicinity of
the battalion command post. In slow-moving situa-
tions, all elements usually move by bounds in rear of
the combat elements of the battalion.
In a static
situation, the supply facilities may well operate from
the battalion field trains area.
e. Security. The security of the battalion combat
trains is provided' for the most part by their location
with respect to the combat elements of the battalion.
When the necessary protection cannot be provided by
their location, it may become necessary to attach com-
bat units to the trains for security purposes.
61. BATTALION FIELD TRAINS.
a. The same factors
of variability and flexibility that apply to the battal-
ion combat trains are applicable to the battalion field
trains.
The battalion field trains (fig. 4) consist of
47
those vehicles that are not required for the immediate
support of combat operations; they generally include
kitchen, ration, water, equipment, and administrative
trucks.
On many occasions they will include the
fuel and lubricants and ammunition trucks which are
not required in the battalion combat trains.
A small
part of the battalion maintenance platoon, such as
21/2-ton trucks, and a small part of the battalion med-
ical detachment, such as the 3/4-ton ambulance, may
also be left with the battalion field trains.
b. The battalion field trains are normally under
the command of the battalion supply platoon leader.
The trains become a part of the combat command
trains, under the control of the combat command S-4.
The movement and security of the battalion field
trains are the responsibility of the combat command
S-4. The technical and logistical operation of the
battalion field trains is the responsibility of the bat-
talion S-4's.
62. RESUPPLY TO COMBAT ELEMENTS, CLASS III AND
CLASS V SUPPLIES.
a. The companies submit re-
quests for class III and class V supplies to the bat-
talion S-4, who moves the required supplies forward
to the companies from the battalion combat trains.
Normally the battalion S-4 is so familiar with the
supply situation at the end of the day's operation that
he can start moving supply vehicles forward before
the companies submit their requests.
b. The technique of resupply will vary with the
tactical situation and the standing operating pro-
48
cedure of the unit. Basically, the procedure is as
follows:
(1) The necessary supply vehicles are-assemibled
in the battalion combat trains area.
The
S-4 designates the supply vehicles to go
to each company. The vehicles then move
out under battalion control to a predesig-
nated release point.
(2) Guides from each company report to the
release point, pick up the trucks for their
company, and lead them to the respective
company areas.
(3) The company guides lead the supply ve-
hicles to each individual combat vehicle in
turn. There the crews replenish fuel and
lubricants and ammunition loads. Hand-
carrying of supplies is limited to the short-
est possible distance; the loads, particularly
.of ammunition, are very heavy, and hand-
carrying makes resupply slow and tedious.
Combat vehicles should not be moved to the
rear for resupply, because this results in
excessive movement and confusion.
(4) After the resupply vehicles have completed
the resupply, they are guided back to the
battalion release point, where the battalion
S-4 or his representative meets them and
conducts them back to the battalion combat
trains area.
(5) In the battalion combat trains area, loads
are consolidated, and empty trucks are dis-
patched in convoy to the battalion field
49
trains for resupply, with protection if nec-
essary.
63. RESUPPLY -TO TRAINS, CLASS III AND CLASS V
SUPPLIES.
a. Resupply to battalion
field trains.
When the empty trucks return to the battalion field
trains, they come under the control of the battalion
supply platoon leader.
After receiving clearance
from the combat command S-4 at the combat com-
mand control point, he dispatches the empty trucks
in convoys, with protection if necessary, to division
or army supply installations for refill.
They then
return to the battalion field trains area, where they
will either revert to the control of the battalion sup-
ply platoon leader, becoming part of the battalion
field trains, or be dispatched forward to the battalion
combat trains, as directed by the battalion S-4.
b. Resupply to the battalion combat trains. When
the battalion S-4 learns the resupply requirements
for a current period, and makes an estimate of the
requirements for the following period, he notifies
the battalion supply platoon leader to send forward
the necessary supply vehicles to replenish the bat-
talion combat trains.
The supply platoon leader,
after receiving proper clearance from the combat
command S-4 at the combat command control point,
dispatches the required vehicles to the battalion com-
bat trains. These vehicles then become a part of the
battalion combat trains for resupply during the next
period of operation.
The S-4 must also be pre-
pared to effect emergency resupply as the situation
demands, and inust constantly be abreast of the
50
progress of the operation in order to increase the
strength of the combat trains in accordance with
the requirements of the companies.
64. RESUPPLY, CLASS I (RATIONS).
In combat, the
ration truck normally moves as a part of the battalion
field trains.
The battalion draws rations in bulk
from the division class I supply point; these rations
normally are broken down into company lots, then
issued to the company kitchens, in the battalion field
trains area. When it is possible to feed hot meals,
kitchen trucks are dispatched forward to the combat
trains and then sent to their individual companies.
After feeding has been completed, the kitchens re-
turn to the battalion field trains area.
If it is not
possible to feed hot meals, small-detachment type
rations or individual combat-type rations are sent
forward on supply trucks at the same time the com-
panies are resupplied with gasoline and ammunition.
In certain instances, hot meals may be prepared in
the field trains area and carried forward in con-
tainers such as marmite cans.
65. RESUPPLY OF WATER.
The water truck nor-
mally travels with the battalion field trains in com-
bat.
Water is procured from the division water
supply point supporting the combat command.
Water is resupplied to the combat elements of the
battalion as required, normally at the same time other
supplies are being distributed.
To speed delivery
a can-for-can basis of exchange normally is employed.
51
66. RESUPPLY, CLASS II AND CLASS IV. Within a
division, class II and class IV normally are considered
as a single class of supply. The tank battalion nor-
mally effects resupply of class II and IV items dur-
ing rest and refitting periods; during combat, these
items are supplied in quantity only to fill emergency
requirements. Essential organizational replacements
of battle losses or damaged items are obtained by
exchange or requisition at the appropriate division
service agency.
In combat, the battalion motor offi-
cer normally obtains replacements for critically
needed items of ordnance equipment, such as vehicu-
lar spare parts, by direct exchange at the ordnance
maintenance company supporting the combat com-
mand. The battalion surgeon obtains essential medi-
cal items from the armored medical company sup-
porting the combat command, and the battalion com-
munication officer obtains essential signal equip-
ment from the armored signal detachment support-
ing the combat command.
Other class II and IV
supplies, such as quartermaster clothing and equip-
ment, normally are not procured during actual com-
bat operations.
67. COMPOSITION OF VEHICULAR LOADS. Vehicu-
lar loads of supply vehicles normally are made up as
follows:
a. When resupply vehicles obtain loads at supply
points, each will load with one type of supply.
b. Upon arrival at the field trains area, type loads
are formed in accordance with the anticipated re-
quirements of the combat elements.
This ensures
52
that the minimum number of trucks will be actually
involved in the resupply of the combat elements.
For example, all ammunition trucks are loaded with
several types of ammunition; all fuel and lubricants
trucks are loaded with gasoline, oil, gear lubricants,
and grease.
c. From the battalion field trains area, the type
loads are used to resupply the combat elements, either
directly from that area or from the battalion combat
trains area.
68. MAINTENANCE,
GENERAL.
The mission
of
maintenance units is to keep ,all equipment in service-
able condition at all times.
Efficient recovery and
evacuation are essential if the unit is to maintain a
favorable balance of combat equipment on the battle-
field. A tank battalion is equipped and trained to
perform organizational maintenance and to accom-
plish the battlefield recovery of its own disabled
vehicles.
The battalion maintenance platoon must
be prepared to perform some phases of field mainte-
nance, especially during combat; but it must not
perform field maintenance repairs at the expense of
organizational
maintenance.
Preventive
mainte-
nance is the primnary mission of all maintenance ele-
ments within the battalion. There can be no set rules
as to where responsibility for maintenance, recovery,
or evaluation begins and ends.
69. MAINTENANCE RESPONSIBILITIES.
a. Organiza-
tional maintenance.
The battalion commander is re-
sponsible for all organizational maintenance of
53
equipment under his control. When conditions make
it difficult to perform a complete preventive mainte-
nance service at one time, the maintenance work can
sometimes be handled in sections, with an over-all
plan to complete all operations within a specified
period. All available time at halts, during rest pe-
riods, and in bivouacs and assembly areas is utilized
to the maximum extent, in order to ensure that main-
tenance operations are completed.
Organizational
maintenance operations pertaining to the battalion
are divided into three phases:
(1) Crew or driver (operator's) maintenance
consists of those preventive maintenance
services and inspections which are per-
formed daily by each vehicle crew.
These
services and inspections are accomplished
before operations, during operations, at
halts, and after operations.
Once each
week, the crew makes a more complete
scheduled preventive maintenance check
under the supervision of company mainte-
nance section personnel.
(2) Company maintenance sections perform
minor repairs, minor unit replacements, and
scheduled monthly preventive maintenance
inspections.
Vehicle crews may assist the
maintenance sections.
(3) The battalion maintenance platoon per-
forms minor repairs, minor unit replace-
ments, scheduled preventive maintenance
inspections for full-track and wheeled ve-
54
hicles.
Vehicle crews may assist the per-
sonnel of the platoon.
b. Field maintenance.
Field maintenance is the
responsibility of the Ordnance Department; it con-
sists of maintenance, exclusive of rebuild, performed
by mobile and semimobile ordnance organizations on
equipment which is to be returned to using organiza-
tions, station stocks, or replacement pools.
Field
maintenance support for divisional battalions is
furnished by the division ordnance units, w]hich are
responsible for all maintenance beyond the capabili-
ties of combat units and for the evacuation of dis-
abled vehicles which cannot be repaired by the bat-
talion.
Nondivisional battalions are supported by
army ordnance units, or by divisional units to which
these battalions may be attached.
c. Base maintenance.
Base maintenance is also
the responsibility of the Ordnance Department; it is
performed in fixed installations, and consists of re-
pair and rebuilding of equipment for return to depot
stock.
70. RECOVERY AND EVACUATION OF VEHICLES.
a.
Tank companies normally recover disabled vehicles
which they cannot repair but which are not a total
loss, and evacuate them to the battalion axis of ad-
vance or to the battalion vehicle collecting point. The
battalion maintenance platoon is responsible for the
repair or further evacuation of these vehicles.
b. The battalion maintenance platoon makes all
repairs within its capabilities.
Vehicles which can-
not be repaired are left on the battalion axis of .ad-
55
849829o-49
5
vance, and their locations and condition are reported
to the supporting ordnance unit; or they are evacu-
ated by the battalion recovery vehicles to the vehicle
collecting point of the supporting ordnance unit.
c. The battalion motor officer must coordinate his
maintenance and evacuation activities with those of
the supporting ordnance unit in order to ensure max-
imum efficiency and the prompt return of repaired
vehicles.
He does this primarily by personal contact
with members of the supporting ordnance unit.
Within the division, the vehicle driver or a skeleton
crew-sometimes the entire crew-accompanies the
disabled vehicle through the various categories of
maintenance and assists in the repair of the vehicle.
The battalion motor officer determines whether crews
should be left with their vehicles or returned to their
unit.
If the vehicle requires repairs that must be
accomplished by army ordnance units, the crew is
returned to the battalion.
d. The battalion motor officer keeps the battalion
commander or the executive informed as to the status
of vehicular maintenance in the battalion. The in-
formation can be in the form of a daily report which
shows the number of combat vehicles within the
battalion, by company, which are in combat service-
able condition; those which are in the company, bat-
talion, or supporting maintenance units; and those
which have been lost during the period due to com-
bat or other causes. The report should indicate the
date that deadlined vehicles may be expected to be
in operation.
56
71. EVACUATION OF PERSONNEL CASUALTIES.
a.
The primary consideration in the processing of per-
sonnel casualties is prompt medical treatment and
evacuation, if necessary, to installations with the
proper facilities for further treatment.- First aid is
usually rendered by the vehicle crew members, who
must be able to use the vehicular first-aid kits and
who must be trained in first aid for burns and various
types of wounds, controlling hemorrhage, prevention
and treatment of shock, and use of morphine. Med-
ical aid men, riding in 1/4-ton trucks equipped with
litters, supplement this first aid with necessary emer-
gency medical treatment. They also initiate an emer-
gency medical tag for each casualty, and evacuate
the casualties either to the battalion aid station or
to a predesignated casualty collecting point to await
further evacuation. Casualties of attached units and
units in close support of the battalion are normally
evacuated through the battalion aid station.
Con-
versely, when tank companies are detached from the
battalion, their casualties are evacuated through the
aid station of the unit they support or to which they
are attached.
b. Upon arrival at the battalion aid station, the
casualties are treated and prepared for further evacu-
ation to the rear, or are returned to duty, as the
situation warrants.
The emergency medical tag is
completed in each case, noting the additional treat-
ment given at the aid station. The disposition of
each case is entered in a log book maintained in the
aid station.
57
c. The responsibility for evacuation from the bat-
talion aid station is that of the surgeon of the next
higher headquarters.
This evacuation is accom-
plished by ambulances of the supporting armored
medical company, although it may be necessary to
utilize the battalion ambulance.
It is the responsi-
bility of the battalion surgeon to establish personal
contact with the surgeon of the next higher head-
quarters. The battalion surgeon must know the lo-
cation, strength, and composition of the medical unit
which will support and supply the medical detach-
ment; and he should notify this supporting medical
unit of the axis of advance and the probable loca-
tion of the aid station.
d. An important function in the aid station is that
of property exchange and the proper handling of
individual equipment of casualties. A wounded man
evacuated from the battalion aid station may be ac-
companied by such items as a blanket, a litter, and
a traction splint. The next higher echelon service
must replace these items when removing the casualty,
so that the aid station can maintain its supply. Many
casualties entering the aid station will have in their
possession organizational equipment, such as field
glasses and individual weapons. Such items are nor-
mally taken from the casualties prior to further evac-
uation, so that they can be returned to the combat
troops. It is the function of the S-4 to get these
items from the aid station and make distribution to
the combat troops.
e. The medical detachment normally moves as a
part of the battalion combat trains. The specified
58
functions of the battalion surgeon are covered in
pertinent medical publications.
Section VII. PERSONNEL AND ADMINISTRATION,
MEDIUM TANK BATTALION
72. GENERAL.
a. The application of sound princi-
pals of personnel management is essential to the
efficient operation of the battalion.
The battalion
S-1 must keep the commander informed concerning
the personnel policies of higher headquarters.
He
must advise the commander in the formulation of
all battalion policies which affect personnel, and
must keep the commander informed as to the effect
of such policies on individual and team proficiency,
morale, discipline, -and esprit de corps within the
battalion.
b. By careful selection of individuals to fill posi-
tions in the battalion, the commander can reduce
the amount of time necessary for supervision of ad-
ministrative matters, allowing himself more time for
supervision of combat operations.
73. STRENGTH RECORDS AND REPORTS. a. The rec-
ords which the S-1 keeps, and the reports which he
makes, contain much of the information that he
uses in making his estimate of the personnel situa-
tion. The S-1 summary is an estimate of the actual
strength of the battalion as compared to its author-
ized strength. Since this summary gives an up-to-
date estimate of casualties, broken down by type,
a close study of it will enable the S-1 to make an
estimate of the losses to be expected in a coming
59
operation.
This is especially true after the bat-
talion has been in varied combat situations.
The
S-i will make use of the summary to keep his com-
mander advised of the present personnel strength
and of the strength the battalion m'ay expect to have
in future operations.
The S-1 summary must be
submitted to higher headquarters.
b. The most comprehensive report on the person-
nel situation is the periodic personnel report. This
report normally is submitted at the division level;
however, the battalion may be required to furnish
information which cannot be obtained from.the divi-
sion staff or from records in division headquarters.
This report contains a brief statement of the status
of all the personnel activities which the S-1 super-
vises. Both battalion and highei headquarters com-
manders are interested in this report.
c. From time to time, higher headquarters call for
personnel reports in addition to those considered
as being routine.
For example, the battalion may
be required to report on the results of a survey for
particular specialists or for personnel having certain
physical qualifications.
d. Personnel management and administration at
the battalion level includes the maintenance of rec-
ords, making of new entries in service records, and
making records available to other staff members of
the battalion.
74. REPLACEMENTS.
The battalion S-i submits
timely personnel requisitions; keeps the commander
informed of the action taken to fill the requisitions
60
and of the quality of replacements received; advises
him of critical shortages; and recommends action to
be taken to meet the shortages.
He must ensure that
replacements are received, and are integrated into
the battalion, in an orderly manner.
The replace-
ment can best be oriented and integrated into his
assignment when the battalion is out of the line,
either in a reserve status or refitting and rehabilitat-
ing.
The S-1 must keep himself informed on the
availability, quality, and morale of replacement per-
sonnel within the theater; he does this by means of
visits to higher and lower headquarters, and careful
study of forecasts and directives on replacements.
75. DISCIPLINE AND LAW AND ORDER.
a. Since
discipline is the mental attitude and state of train-
ing which renders obedience and proper conduct in-
stinctive under all conditions, it is evident that train-
ing within the battalion must be strongly pointed
toward the development of moral responsibility
within each individual.
When such training is ade-
quate and effective, problems of law and order
diminish.
Preventive measures are much more ef-
fective than curative actions.
The battalion com-
mander exercises his influence both directly and
through his commanders and staff officers.
By prac-
ticing accepted principles and exhibiting desirable
traits of leadership, and by ensuring that his com-
manders and staff officers do likewise, the battalion
commander builds good discipline; and good disci-
pline forestalls many problems of law and order.
61
b. All members of the battalion staff must be alert
to the status of discipline within the unit. However,
the S-1 must acquaint himself with the factors af-
fecting discipline, must keep the commander in-
formed, and must be prepared to make recommenda-
tions concerning discipline.
In order to do this, he
must keep close personal contact with, and maintain
the confidence of, members of the command; he must
not depend upon records and reports alone. When
disciplinary matters reach the record stage, it is evi-
dent that preventive measures have been inadequate.
c. The tank battalion commander exercises sum-
mary courts-martial jurisdiction.
In addition, he
normally exercises special courts-martial jurisdic-
tion.
The battalion S-1 can do much to keep the
courts-martial system operating effectively-mainly
by ensuring the appointment of active and efficient
courts-martial for prompt and just disposition of
cases arising within the unit, and by efficient admin-
istrative processing of charges and proceedings.
d. The battalion S-1 maintains statistics on ab-
sences without leave, stragglers, rewards and punish-
ments, venereal diseases, courts-martial actions, -and
any other matters reflecting the status of discipline
and law and order within the unit. He maintains
records to ensure that action is taken in those cases
requiring corrective measures.
e: The battalion S-1 coordinates, with the provost
marshal concerned, the return of stragglers to organ-
izations.
f. The S-1 should prepare. plans to anticipate and
prevent conditions and happenings which would ad-
62
versely affect the discipline of the unit.
He should
make plans for the prevention of black marketing
and looting; in coordination with the battalion sur-
geon, for the elimination or control of conditions
conducive to the introduction of disease into the unit;
and in coordination with the S-3, for training all
battalion personnel in proper conduct toward civil-
ians and prisoners of war.
76. PRISONERS OF WAR.
The S-1 prepares, and
supervises the execution of, plans for the collection
and evacuation of prisoners of war.
He must be
careful to ensure that these plans conform to the
directives and announced policy of higher headquar-
ters, and that they are sufficiently comprehensive to
meet the practical problems of the battalion.
Coordi-
nation with the following staff officers is necessary:
a. S-2, for estimates on prisoners anticipated and
facilities for any interrogation desired.
b. S-3, for supplying necessary guards while pris-
oners are being evacuated.
c. S4, for transportation from the battalion area
to the collecting point or enclosure announced by
higher headquarters.
In some instances it may be
necessary to provide rations, water, shelter, and med-
ical service for prisoners of war.
d. Division G-1, for policies on specific problems
not covered in standing operating procedures.
77. MORALE.
Morale is the barometer of how well
the individuals of the command adjust themselves to
their immediate situation. The status of morale is
63
of primary concern to the battalion commander.
It
is based on good leadership and constant hard work
to achieve efficiency.
The battalion S-1 keeps the
commander informed concerning the effect of policies
on morale and concerning the status of morale within
the unit.
Certain activities to assist in morale-
building are:
a. Coordinating the procurement from higher
headquarters of motion-picture equipment and films
and other recreational material.
b. Supervising the scheduling of the above activi-
ties to the personnel of the battalion.
c. Handling quotas allocated by higher headquar-
ters to rest camps, rest areas, and leave centers.
d. Supervising the processing and administration
involved in recommendations for, and awarding of,
decorations and awards.
e. Constantly checking on the efficiency with.
which unit mail clerks operate, with a view to keeping
mail service effective.
f. Keeping the chaplain abreast of tactical and
other considerations which will affect his plans, and
lending nonprofessional aid to the chaplain in the
execution of his plans.
The S-1 must be particularly
conscious of the value of the chaplain's activities.
g. Ensuring the timely payment of troops, by ap-
pointment of class A agent finance officers and super-
vision of the preparation of pay rolls.
h. Supervising the activities of the personnel of-
ficer, and procuring the services of the American
Red Cross field director, to ensure that the troops
64
receive advice and assistance in connection with
their personal affairs.
i. Sponsoring a workable public information pro-
gram for the battalion, generally centered around
hometown newspaper releases, and training all mem-
bers of the command in desirable public relations.
78. PERSONNEL
PROCEDURES.
The battalion S-1
ensures good personnel management.by-
a. Supervising the assignment of personnel in ac-
cordance with the classification system and the needs
of the battalion.
b. Ensuring the timely reclassification of enlisted
personnel in accordance with established procedures.
c. Supervising the administrative processing of
reclassification papers on officers.
d. Making recommendations for reassignments
which will keep units properly provided with key
personnel and which will present opportunities to
deserving individuals.
e. Supervising the administrative processing and
follow-up of recommendations for promotion.
f. Putting into effect higher headquarters' policies
and procedures on rotation, redeployment, and de-
mobilization.
79. BURIALS AND GRAVES REGISTRATION.
a. Bur-
ials and graves registration are command responsi-
bilities at all echelons of command.
The filed serv-
ice platoon of the field service company, armored
division quartermaster battalion, has a graves regis-
tration section; and the division quartermaster is
65
charged with operational responsibility for burial
and graves registration.
b. Units within the division evacuate their dead to
the division collecting point, where personnel of the
-graves registration section receive, identify, and
register bodies; inventory personal effects, and super-
vise the evacuation of bodies to an army cemetery
for burial.
c. Each battalion normally details one officer as
burial and graves registration officer in addition to
his other duties.
His responsibilities in this respect
will include the detailing of personnel and vehicles
to ensure prompt collection and evacuation of the
dead from the battalion area.
This officer must be
thoroughly familiar with the directives, plans, and
standing operating procedures pertaining to burials
and graves registration.
d. Bodies from company areas are evacuated by
company personnel to a collecting point designated
by the battalion.
The battalion S-1 and the burial
and graves registration officer coordinate with the
battalion S-4 for vehicles to evacuate the bodies to
a division collecting-point.
e. Normally, burials are made by army in an army
cemetery.
Under certain conditions the battalion,
for reasons of sanitation and morale, may have to bury
its own dead.
In this event the battalion burial and
graves registration officer must perform the duties
normally performed by the burial and graves regis-
tration officer at the army cemetery.
Detailed in-
structions regarding the functions and operations of
graves registration are contained in FM 10-63.
The
66
system of graves registration is designed to ensure
that-
(1) Identification of the deceased is positive.
(2) The remains are properly interred.
(3) Graves are marked and registered so that
the remains may either be returned to the
United States or be permanently interred in
a designated cemetery.
(4) Personal effects of the deceased will be pre-
pared for return to the next of kin.
80. CIVIL AFFAIRS AND MILITARY GOVERNMENT.
The S-1 will coordinate the activities of any civil
affairs or military government teams attached to or
operating with the battalion.
In the event no such
teams are available, the S-1 normally will perform
their functions.
In either case, S-1 must be thor-
oughly familiar with policies and directives of higher
headquarters concerning military government opera-
tions.
The primary mission of military govern-
ment during combat is to assist military operations.
Military government can assist the battalion, in its
operations by providing civilian labor, local supplies,
buildings, public utilities, and control of refugees.
Control of the civil population frequently is essential
to the health and security of the command; and mili-
tary government is normally the most economical
means for combat units to exercise this control.
In
connection with military government, S-1 must co-
ordinate with S-2 on security measures, with S-3 on
use of troops, and with S-4 for the supply and trans-
portation necessary to sustain activities according to
the battalion plan.
67
81. OTHER ADMINISTRATIVE
MATTERS.
a. Move-
ment and internal arrangements.
The S-1 will su-
pervise the movement and internal arrangement of
the headquarters, coordinating with the S-3 for the
general location of the command post, and with the
S-4 for transportation.
b. Ceremonies.
The S-1 will make arrangements
for ceremonies, coordinating with S-3. He will rec-
ommend steps to be taken to ensure proper observ-
ance of customs and of holidays and similar occasions.
c. Visitors.
The S-1, in coordination with S-2,
will formulate, and supervise the execution of, plans
for the proper reception of distinguished visitors
to the battalion.
d. Civilian employees.
The S-1 is charged with
administration and personnel management of civilian
employees operating with the battalion or in the bat-
talion area; he must ensure proper control of, and
adequate accommodations for, these employees.
82. DUTIES OF THE BATTALION PERSONNEL OFFICER.
a. The battalion personnel officer is designated as as-
sistant adjutant.
b. He is charged, under the supervision' of the S-1
(adjutant) with the preparation, maintenance, and
safekeeping of all records, documents, correspond-
ence, and statistics of a personnel and administrative
nature, except those required to be kept in the com-
mand posts of the companies or battalion;
(See AR
345-5.)
Specifically he will-
(1) Administer all company personnel- records
of -which he is custodian.
These do not in-
68
clude basic company records retained by
company commanders.
-(2) Have the custody of company funds when
the companies go into combat or when, in the
opinion of the battalion commander funds
might be lost. He receipts for the funds
and for all papers pertaining to them. He
has no authority to make disbursements, and
returns the funds to the permanent custo-
dians when the situation permits.
(See
TM 20-221.)
(3) Train personnel to work as clerks with the
battalion staff.
(4) Handle the administrative processing of re-
placements in the battalion, in accordance
with the policies outlined by S-l.
(5) Prepare pay rolls and pay vouchers.
(6) Authenticate morning reports.
(7) Compile and verify casualty reports.
(8) Prepare routine reports.
69
CHAPTER 3
MARCHES, BIVOUACS, AND ASSEMBLY AREAS,
- MEDIUM TANK BATTALION
Section I. MARCHES
83. GENERAL. a. Training in marches is one of the
most important phases of battalion training.
A
tank battalion will spend much of its time in the
execution of marches, both tactical and administra-
tive; thus a vital factor in the successful operation
of a tank battalion is the efficient execution of these
marches.
March training may be concurrent with
other training and should be conducted throughout
all phases of training.
b. The tank battalion commander's objective in
marching is to move from one location to another,
arriving at the appointed time and place with all
personnel and equipment in the best possible condi-
tion and ready for combat. This requires thorough
planning and constant supervision during the execu-
tion of the movement.
The procedures employed
in this movement of troops in column are known as
march technique.
84. MARCH DEFINITIONS.
For a thorough under-
standing of march technique, it is necessary to know
and understand the meaning of the following mili-
tary terms which are used in marching.
For other-
details see FM 101-10 and FM 25-10.
70
a. Arrival time. The hour at which the head of a
column, or head of an element thereof, arrives at a
designated point.
b. Clearance time. The time at which the tail of a
column, or tail of an element thereof, passes a desig-
nated point.
c. Close column. A motor column in which vehi-
cles are closed up to safe driving distance behind
the preceeding vehicle.
d. Control vehicle. The vehicle that travels at the
head of a column, or element thereof, and sets the
rate of march.
e. Density. The average number of vehicles that
occupy one mile of road space.
f. Distance. The space from the rear of one vehi-
cle (including towed load, if any) to the front of
the next vehicle in column; or the space from the
rear element of a march unit or serial to the leading
element of the following march unit or serial.
g. Guide.
A person who leads a unit or vehicle
over a predetermined route or to a selected area.
h. Infiltration. A motor column in which vehicles
are dispatched at irregular intervals with a fixed
density (such as 3, 4, 5, or 6 vehicles per mile).
i. Initial point (IP). Point (example, a crossroads)
at which a foot march or motor movement is formed
without halting by the successive arrival of the units
that finally make up the column.
j. March discipline. Observance and enforcement
of the rules which govern a unit on the march, espe-
cially those involving correct formations, distances,
and speeds and the effective use of cover.
71
849829°-49-6
k. March graph.
Time-space diagram used in
planning and controlling marches, both road and
foot, and in preparing or checking march tables.
I. March order.
An order issued by a commander
to give instructions for a march.
m. March table.
A composite list showing the
general organization and time-and space schedule for
a march movement.
It is generally published as anr
annex to an operation order.
n. March unit. A unit or group of units which
moves or halts at the order of a single commander.
A company, battery, or similar organization normally
forms the march unit. 'A serial is made up of one
or more march units.
o. Marker.
A person, flag, stake, or some other
object posted at a point to indicate the position of a
unit, a direction or procedure to be followed, a danger
point, an obstacle, or a boundary.
p. Open column. A motor column in which dis-
tances between vehicles are increased to accomplish
greater dispersion.
Usually a fixed density is speci-
fied (such as 10, 15, or 20 vehicles per mile).
q. Rate of march. The average marching speed in
miles per hour, including short periodic halts.
r. Regulating point. Point at which an incoming
serial is released from column control and leaves the
march column to go into a specific area.
s. Road space.
The total length of roadway oc-
cupied by a convoy, column, or element thereof.
t. Serial.
One or more march units, preferably
with the same march characteristics, placed under one
commander for purposes of march control.
72
u. Shuttling.
Transporting troops, equipment,
and supplies by a series of round trips of the same
vehicles.
It may be done by hauling a load the entire
distance and then returning for another load; or it
may be done by carrying successive portions of the
marching force for short distances while the remain-
ing portions continue on foot.
v. Strip map.
Sketch of a route of march (fig. 5);
it may or may not be drawn to scale, but should in-
clude identifying landmarks such as towns, bridges,
outstanding buildings, crossroads, etc.
w. Time length. The time required for a column
or element thereof to pass a given point.
x. Time interval (time gap).
The interval of time
between successive vehicles, march units, or columns
as they move past a given point.
The time is meas-
ured from the instant the tail of one unit clears the
point to the instant the head of the next unit reaches
it.
85. TYPES OF MARCHES.
All marches of the tank
battalion may be classified into two types: the admin-
istrative march and the tactical march.
a. Administrative
march.
An
administrative
march is one in which the primary considerations in
the arrangement of troops and vehicles are the com-
fort and convenience of personnel,-and their rapid
transit. This type of march is made when no en-
emy activity or interference, except by air, is antici-
pated; therefore, stress can be laid on expediting the
movement and conserving the energy of the troops.
Whenever practicable, columns are composed of units
73
BN ASSEMBLY
zU\ * 3tC
M
*\
CCC RP
BN RP
AM
MIDDLEBURG
BE ALTON
N
CCB IP
BOWLING GREEN
AREA
BN IP
Figure 5.
Strip map for use of a tank battalion.
74
havilig. the same rate of march, and the integrity of
units is maintained. Separate roads are assigned to
columns having different rates of march, or their
movements by the same route are echeloned with re-
spect to time.
b. Tactical march.
The tactical march is one in
which the units and vehicles are so arranged in the
column as to facilitate their employment upon con-
tact with, or interference from, the enemy.
The
factors which exercise the greatest influence upon
dispositions for the tactical march are the composi-
tion and proximity of hostile ground forces and avia-
tion. It must be remembered that distance no longer
gives armies the same degree of protection and free-
dom of action they have had in the past. When hos-
tile forces include armored elements, contact with
such elements must be expected from any direction
not protected by friendly forces or terrain barriers.
86. TYPES OF MARCH COLUMNS.
The reinforced
tank battalion will normally use, one of three types
of march columns: the open column, the close col-
umn, or the infiltrating column.
a. The open column. The open-column formation
is particularly applicable to tactical moves which
must be made during daylight without air cover,
when time is so important that lack of secrecy and
the possibility of some losses from air. attack are
acceptable. Sufficient dispersion is prescribed to pre-
vent simultaneous shelling or bombing of two or more
vehicles. Open column may also be used to advan-
tage when moving with driving lights at night, or
75
with blackout lights on moonlight nights on .good
roads. A fixed density, or a given distance between
vehicles, is prescribed when this formation is used.
The open-column formation provides the best pos-
sible compromise between the conflicting require-
ments of a short time length of the column and a wide
dispersion of vehicles within the column.
b. Close column.
The close column formation is
used when a large volume of traffic must be moved
over a short distance in a minimum of time. This
formation is also useful for night moves under black-
out conditions, particularly over poorly marked
routes, when it is essential that distances between
vehicles be short enough to enable drivers to main-
tain visual contact with the preceding vehicles. Nor-
mally, close column during daylight is not justified
except when the column has air cover or is otherwise
secure from hostile air- attack.
This method of
marching permits utilization of the full traffic ca-
pacity of the roads; but it does not provide disper-
sion against enemy observation and attack, and traffic
bottlenecks are likely to occur at critical points along
the route.
c. Infiltrating column. An infiltrating column may
be used when sufficient time and road space are avail-
able and the maximum of secrecy, deception, and dis-
persion is desired as a means of passive protection
against enemy observation and attack.
This forma-
tion provides the best possible passive protection
from air observation and attack; but because of ex-
tended distance between vehicles, column control is
extremely difficult and routes must be carefully
76
marked in advance to prevent drivers from becom-
ing lost.
87. PLANNING THE MARCH.
Careful and adequate
planning is necessary to ensure the successful con-
duct of a march.
Among the items which this
planning covers are the following:
a. Routes.
b. Route reconnaissance.
c. Advance parties.
d. Guides and markers.
e. Formation for the march.
f. Designation of initial point (or points) (par.
92), and regulating point (or points) (par. 106), for
units of the battalion.
g. Rate of march.
h. Distances.
i. Phase lines and other control points.
j. Halts.
k. Security measures to be adopted.
I. Methods of resupply (see par. 116).
m. Trains (see par. 118).
88. ROUTES OF MARCH.
Higher headquarters will
usually designate a route of march for the reinforced
tank battalion.
However, the battalion may be given
a zone of advance; in this case, or when the battalion
is operating alone, the battalion commander pickls his
route and alternate routes by map or personal recon-
naissance.
Higher headquarters may give the bat-
talion a road priority for its march, and the battalion
commander must exercise the closest supervision to
see that this priority is adhered to.
77
89. WARNING ORDERS FOR MARCHES.
The warn-
ing order, which is issued prior to the detailed march
order, is essential for alerting the troops and allow-
ing them time to prepare for the march. When-
ever possible, the warning order should include the
time of departure and the destination.
The use of
warning orders ensures that the battalion will be
ready to start on time, and that subordinate com-
manders will have definite information as to the time
available for completion of maintenance and rest of
personnel.
When the information is available, in-
structions to the advance party should be included.
90. ROUTE RECONNAISSANCE
FOR MARCHES.
a.
After receiving the warning order for a movement,
the battalion commander obtains all available infor-
mation concerning the route of march. His sources
of information include reports from higher head-
quarters, map reconnaissance (fig. 6), and ground
reconnaissance.
A combination of air and ground'
reconnaissance is the most thorough and reliable.
The route reconnaissance should provide informa-
tion as to-
(1) Roads, including type, condition, and width.
(2) Bridges, including capacity, location, and
by-passes.
(3) Fords, including location, depth of water,
and condition of bottom, banks, and ap-
proaches.
(4) Any other information of the terrain which
may be useful to the commander.
78
b. The battalion commander may be called on by
higher headquarters to perform the route reconnais-
sance for a larger command.
For this purpose he
may employ the battalion reconnaissance platoon.
However, it will be more normal for the battalion
commander of the reinforced tank battalion to re-
ceive most of the above information from reconnais-
sance conducted by other agencies.
91. FORMATION FOR THE MARCH.
a. In a tactical
march (par. 85), the formation is governed by the
tactical situation.
Troops are arranged in the order
of anticipated use, or in the order in which it is
desired that they enter-either the new assembly area
or the attack position.
b. In an administrative march (par. 85), if there
are no special tactical requirements, the formation
(fig. 7) is generally governed by the position of the
units in the old bivouac area.
Companies are rotated
within the column daily. The reinforced tank bat-
talion will ordinarily march as a serial, each of its
companies being a march unit. Within these limita-
tions, an order of march may be selected so that the
unit farthest from the IP moves out first, followed
by the next farthest unit, which ties in at the tail of
the column as the leading unit moves by.
Or, the
units may leave the old bivouac area in the order
in which it is most convenient for them to enter the
new bivouac.
Exceptions to this procedure are made
for the battalion headquarters, which is near the cen-
ter of the column, and for the service elements, which,
are at the rear of the column.
79
~'I~~~~~~~\~
',.
Figure 6.
Route reconnaissance by map. Guides are needed
at (Q, (,
and (.
Bridges
) and 3 must be examined.
Woods are defiles where the enemy may ambush the
column. Hills must be reconnoitered. Distances must be
measured.
80
RCN F
(
-
-
)
HQ & SV
X (-)
SUP
°
(-)
cDET
MAINTe-
1. Reconnaissance platoon, less elements in advance party, precedes
the battalion to post guides, etc.
2. Battalion commander and staff patrol column to insure march dis-
cipline.
3. Headquarters (CP) is positioned to insure radio communication
throughout the column.
4. Supply platoon has one or more gasoline trucks with each com-
pany to facilitate refueling at the refueling halt.
5. Medical detachment treats or evacuates personnel casualties.
6. Maintenance platoon repairs or evacuates vehicles which have
fallen out.
Figure 7.
Order of march (administrative).
81
92. INITIAL POINT (IP).
a. When the battalion is
marching as part of a larger unit, the initial point
for the larger unit is designated by the higher com-
mander.
The battalion commander likewise desig-
nates an initial point, short of the IP of the larger
unit, and sets a time for the battalion to reach and
clear it. The battalion IP is the point at which units
of the battalion form a column or serial.
It must be
far enough from the assembly or bivouac area to per-
mit the column to gain the proper marching speed
by the time it reaches the point. Each unit must be
traveling at the prescribed rate of march, and with
the prescribed time interval and distances, when it
reaches this point (fig. 8).
The initial point should
be easily distinguishable on the ground.
b. The battalion commander causes a reconnais-
sance to be made of the route from the battalion IP
to the IP designated by the higher commander.
This
route is measured, arfd the time it will take the bat-
talion to traverse it is calculated.
This time, sub-
tracted from the time the leading vehicle must pass
the larger unit's IP, is the starting time.
If other
units are to precede the battalion to the IP, the bat-
talion commander must establish liaison with those
units and take care not to block their movement.
93. THE RATE OF MARCH. a. The rates of march for
tank columns, or mixed columns of tanks and wheeled
vehicles, are as follows:
(1) During daylight: 12 to 20 miles per hour.
(2) During darkness: 8 to 10.miles per hour.
82
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b. The factors to be considered .in determining the
exact rate of march are:
(1) Gradients, sharp turns, cities, towns, and
other bottlenecks along the route.
(2) Surface conditions along the route: dust, ice,
mud, and snow necessitate a reduction in
speed.
(3) Condition of vehicles.
(4) Condition of drivers and crews.
(5) State of march training, and degree of ex-
perience, of individuals and units.
(6) Weather conditions which affect visibility.
(7) Light conditions which affect visibility.
c. Only under optimum conditions of route, weath-
er, condition of tanks and crews, and state of march
training, can a rate of 15 or more miles per hour be
maintained for sustained periods.
Such optimum
conditions are considered to include: comparatively
level routes of march which generally avoid cities,
towns, sharp turns, and other bottlenecks which ne-
cessitate reduction in speed; hard road surfaces, free
from ice and snow; visibility unobstructed by rain,
snow, fog, and dust; tanks (and other vehicles) which
are in excellent condition and have not been in con-
tinuous operation for long periods; and crews (par-
ticularly drivers) who are thoroughly rested and at
the peak of alertness.
94. MARCH DISTANCES.
a. The normal distance be-
tween vehicles in the column during daylight is 50
yards. The normal distance between vehicles on
84
night marches is that at which each driver'can main-
tain visual contact with the preceding vehicle.
b. The distance between units in the column, ex-
pressed as time gap, usually is announced by the
commander.
Between march units this may be 1
minute; between serials in the column this interval
may be 3 minutes.
95. PHASE LINES. Phase lines are used to control the
movement of two or more columns, including the
flank guard units.
They should be clearly distin-
guishable terrain features, such as streams, cross-
roads, and well-defined ridges, along the route of
march.
When the heads of columns, usually the
control vehicles, cross phase lines, they report their
crossing and continue the march; they halt at these
lines only when ordered to do so by higher head-
quarters.
96. HALTS ON THE MARCH.
a. Units on the march
normally make scheduled halts of 10 minutes each
hour, or of 15 minutes every 2 hours.
It is advisable
to schedule a halt of 10 minutes at the end of the first
50 minutes of the march.- At all scheduled halts, all
march units and serials halt si?,lultaneously at the
specified time; they make no attempt to close up gaps
in the column.
Vehicular crews perform their
scheduled at-the-halt maintenance operations.
b. At halts, the march unit and serial commanders
check to make sure that--
(1)
Traffic control personnel are posted at the
front and rear of each march unit.
85
(2) Correct distance between vehicles is main-
tained, since armored units do not normally
close up at the halt.
(3) All vehicles and personnel remain well on
the right side of the road and keep the
traveled portion of the road clear at all
times.
(4) Ground and air security is maintained.
(5) -Crew maintenance is performed by the
crew of each vehicle.
(6) Vehicle personnel are alert to receive and
relay signals for the resumption of the
march.
This is particularly important at
night.
(7) Maintenance personnel are checking the
mechanical condition of all vehicles in the
unit.
(8) All vehicles move out of the halt at the same
time.
c. Halts for refueling should be scheduled in ad-
vance; this enables march unit commanders to make
definite plans for refueling.
The distance traveled
by a tank battalion before refueling should not exceed
75 miles. Trucks from the fuel and lubricAnts sec-
tion of the supply platoon usually are attached to
the companies for a march. See paragraph 116.
d. During tactical marches when action is im-
minent, or during prolonged halts, it is often de-
sirable to shorten the column.
Where the terrain
permits, units of the battalion accomplish this by
"coiling up" on each side of the road (fig. 9).
In
this procedure, each company selects, or has desig-
86
o rder
to continue the march.
Fiure 9.
Often it is desirable during a halt to "coil up" Oil
87
849829°-49
7
nated to it, an area off the road; all of its vehicles
move into this area just as they would move into a
bivouac or an assembly area (par. 107). In an ad-
ministrative march, the units are so placed that they
can easily move back onto the road, faced in the
proper direction to resume the march. In a tactical
situation, the company teams must be prepared to
move in the direction of the anticipated action.
97. SECURITY MEASURES ON THE MARCH.
a. Cov-
ering force. Armored formations on a tactical march
may be preceded by a covering force. The mission
of such a force is the early development of the situa-
tion, including the crushing of hostile resistance when
possible or the seizing of a key terrain feature. Such
a force precedes the column advance guard and must
furnish its own security. It normally advances by
bounds from position to position.
b. Advance guard (par. 165). Armored units on a
tactical march are preceded by an advance guard: a
security force whose mission is to prevent delay of
the main 'body and to protect the main body against
surprise attack and ground observation.
The size,
composition, and disposition of the advance guard
are matters for command decision and vary with the
mission, terrain, and tactical situation.
c. Flank guards.
Armored units on a tactical
march protect their flanks by means of flank guards,
especially when no protection is afforded by adjacent
friendly troops. Flank guards cover routes of ap-
proach which might be used by hostile forces to at-
tack the flanks of the column (fig. 10).
A flank
88
guard may travel on a route parallel to that of the
main body, and be distributed in sufficient depth to
ward off or give warning of surprise enemy attacks;
or echelons of the flank guard may move by bounds
from one position to another, occupying key terrain
features from which good observation is possible.
d. Rear guard. Armored units on a tactical march
employ a rear guard, which follows and protects the
main body on the march. This rear guard is used to
defeat or delay hostile forces attacking the rear, to
protect the trains, and to collect stragglers.
e. Liaison plane.
The liaison plane is one of the
best sources of information for the armored unit
commander on the march. He should take full ad-
vantage of this means of observation to obtain knowl-
edge of routes and of enemy forces and their dis-
positions.
f. Security against air attack.
Both during the
march and at the halt, the armored unit must pro-
vide its own security against air attack. It does this
by placing an air sentry on each vehicle, and by con-
tinuous manning of antiaircraft guns.
Passive se-
curity measures against air attack include the dis-
persion of vehicles and the maintenance of proper
distances, both during movement and at the halt. In
maintaining distances, all personnel must guard
against the tendency to jam up at halts, obstacles,
and traffic bottlenecks.
Commanders and staff offi-
cers, while moving along the column, constantly
check these security measures.
89
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g. Communication security measures.
The activ-
ity of enemy signal intelligence in combat necessi-
tates strict observance of communication security
measures covering radio and listening silence, radio
discipline, and transmission security.
98. MARCH ORDERS.
The march order for the tank
battalion is issued after the plans for the march have
been completed. If the battalion is marching as part
of a larger unit, the order is based on, and issued
after the receipt of, the march order of the higher
headquarters.
This order should be complete and
should cover all problems which might arise during
the movement.
The order should include all of the
following items which are not covered in unit stand-
ing operating procedures:
a. Destination.
b. Route.
c. Rate of march (may be SOP).
d. Order of march.
e. Location of initial point.
f. Time of passing the initial point.
g. Security measures (may be SOP).
h. Scheduled halts (may be SOP).
i. Distances between vehicles and march units
(may be SOP).
j. Communication.
k. Location of the command post during the march
(may be SOP).
I. Traffic control measures (may be SOP).
m. Location of the regulating point (RP).
91
n. Time the unit is to clear the regulating point
and any other critical points along the route
of march.
99. CONTROL AND SUPERVISION OF THE MARCH.
a.
A high degree of training and discipline is the great-
est factor in successful control of the tank battalion
on the march. Detailed supervision by the battalion
staff is necessary to ensure that the column is formed
according to plan.
Control of the tank battalion
(operating separately or reinforced) on the march
is attained by the following means:
(1) Detailed supervision by all commanders.
(2) Planned staff supervision at critical points
and possible bottlenecks, to include at least
the IP and the RP, to check the order of
march, the rate of march, the time length of
the column, clearance times, and march
discipline.
(3) A control vehicle marching at the head of
each march unit.
(4) Well-marked routes (guides and markers).
(5) Phase lines and-check points.
(6) Radio (if permitted by security).
(7) Hand signals and flags.
b. The tank battalion commander and designated
members of his staff must closely supervise the move-
ment of the reinforced battalion on the march. These
officers check for the presence of all vehicles in the
column, their condition, distances between march
units, speed, and the general conduct of the march
92
units.
Corrections, where necessary, are made im-
mediately.
Supervision of the march column is the
responsibility of all officers and noncommissioned
officers of the battalion.
100. COMMUNICATION ON THE MARCH. When sig-
nal security permits, radio is the principal method of
communication while the tank battalion is engaged
in a march.
However, visual signals-particularly
arm and hand signals and flag signals-are used ex-
tensively for column and vehicle control. Messengers
may be used while the column is moving.
However,
because of the difficulties of passing tanks and other
heavy vehicles, messengers are generally used only
for carrying maps, overlays, and similar items.
When marching as part of a larger unit, the battalion
maintains liaison with the preceding serial.
A
liaison officer or agent remains with the preceding
serial and keeps his commander informed as to the
preceding serial's time of departure, time of clearing
IP, and time of reaching the RP and intermediate
control points. At prescribed intervals he informs
the battalion commander of the location of the tail
of the preceding serial, and gives him early warning
of any unscheduled halt and the reason therefor as
soon as it is determined.
101. NIGHT MARCHES.
a. In the combat zone, most
marches near the forward areas are conducted during
the hours of darkness.
In many areas, even blackout
lights are prohibited.
Every element of the bat-
talion must be able to make an efficient night march
93
under all possible conditions.. Constant practice in
marching at night gives the most valuable training,
and efforts should be made to conduct some of this
practice over unfamiliar terrain.
b. The conduct of a night march requires special
attention.
The planning and execution must be more
thoroughly planned.
Route reconnaissance and the
proper use of road guides and markers become doubly
important.
Darkness also increases the difficulty of
control, and necessitates decreased speed, decreased
distance, and increased reconnaissance and security.
Whenever a halt is made during a night march, either
the tank commander or the assistant driver of each
vehicle must dismount and -make contact with the
preceding vehicle in the column.
Special precau-
tions must be taken to ensure that no part of the
column is held up, when the march is resumed, be-
cause a driver or crew has fallen asleep during the
halt.
c. The distance between vehicles on night marches
varies with the terrain, weather, and visibility. As
a guide only, this distance is the maximum at which
the driver can see the blackout taillight of the pre-
ceding vehicle.
Distances may be increased during
bright moonlight and on good roads; wvhile hilly and
rough terrain, bad roads, rain, fog, dust, or complete
darkness force the column to close up to maintain
contact.
Section II. BIVOUACS
102. GENERAL.
A -bivouac area is a preselected
piece of terrain,. generally in a rear area and out of
94
direct contact with the enemy, where a command rests
and prepares for further movement.
In a bivouac
area, the possibility of contact with the enemy, ex-
cept by air, is remote; and there is no intention of
committing the troops to battle from this position.
103. CHARACTERISTICS
OF
THE
BIVOUAC
AREA.
(See figs. 11 and 12.)
a. Characteristics considered
essential in a bivouac area include-
(1) An area large enough to permit normal dis-
persion of vehicles.
(2) Firm, all-weather standing for all types of
vehicles, and ground smooth enough to per-
mit easy vehicular maintenance and move-
ment of supply and other vehicles through
the area.
(3) A sufficient number of entrances and exits
from a good road net to permit rapid move-
ment in any direction.
The entrances must
be in good enough condition to allow ve-
hicles to leave the road and occupy the
bivouac area without materially reducing
speed.
(4) Concealment from air and ground observa-
tion.
(5) Natural terrain protection.
b. Characteristics which are not essential but are
desirable include-
(1) An adequate water supply within or near
the area.
(2) Suitable shelter 'for personnel.
(3) Proximity to the services required for main-
tenance and rehabilitation.
95
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livo1aare or alssem, bly area. This area has ideal
cover, good standing, ample exits, and sufficient area. Ve-
hicles can be placed at least 50 yards apart.
96
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Figure 12.
Bivouac or assemby area. This area provides
little concealment, can be flooded easily has only two exits,
and
Is
crowded.
97
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104. ADVANCE PARTY.
a. The tank battalion will
send an advance party to the new bivouac area as
soon as possible.
When the battalion is part of a
larger command, this party accompanies the party
of the larger command. Operations of the advance
party should normally be covered in the standing
operating procedure of the unit. The party is com-
posed of representatives of all units in the battalion.
Its size and composition should ensure its ability to
thoroughly reconnoiter the area, to furnish any
needed security, and to make the necessary improve-
ments on entrances to and routes within the bivouac
area.
The commander of the advance party should
be informed of the route, order of march,. and esti-
mated time of arrival of the main body.
b. The instructions to the advance party should
include information as to the approximate length of
time the men will be out and the individual equip-
ment to be taken. The standing operating procedure
should specify the special pioneer equipment to be
carried; the instructions must cover any additional
special equipment needed.-
c. If the battalion is part of a larger command,
the advance party officer of the larger force will des-
ignate the area that the battalion will occupy.
If
the battalion is operating alone, the battalion ad-
vance party officer selects the area from a general
area assigned by the battalion commander. The bat-
talion advance: party officer rapidly reconnoiters the
area, divides it into company areas, and posts guides
to ensure that the units move into their areas with
as little confusion as possible. Company personnel
98
in the advance party further organize their assigned
areas. The battalion officer also selects a tentative
location for the battalion command post, prepares
recommendations for the security of the area, and
develops a circulation plan which disturbs the exist-
·ing terrain pattern as little as possible.
105. ORGANIZATION OF BIVOUAC AREA.
a. If the
battalion advance party officer determines, from his
reconnaissance, that the area is unsatisfactory, he
immediately notifies the advance party officer of the
higher headquarters and seeks to have the area
changed.
If a change cannot be made in the time
available, the battalion is put under cover as soon
as it arrives, and necessary adjustments are made
later.
b. The battalion advance party officer divides the
area among the companies (see par. 104), the com-
mand post, the medical detachment, the service ele-
ments, and the maintenance platoon.
It is desirable
to have the service and maintenance elements cen-
trally located in the area and near the main axis, or
main road, through the area.
Special attention is
given to ensuring suitable working conditions for the
maintenance platoon.
106. REGULATING POINT.
a. The regulating point
is the point at which an incoming serial is released
from column control and leaves the march column to
go into a specific area.
On passing this point, the
serial separates from the column and, led by guides
from the advance party, promptly moves into its as-
99
signed portion of the new area. The regulating point
should be at or near the entrance to the area to be
occupied and should be easily recognizable on the
ground.
b. If the battalion is marching as part of a larger
command, it may be released from column control, as
a serial, at the higher command's regulating point.
It may then be required to march for some distance
as a serial before its march units break away.
This
may require the battalion to have a battalion regu-
lating point where guides pick up the companies and
move them into the new area.
These regulating
points may be designated in advance if the necessary
information is available.
In all cases, guides should
be on the alert to recognize the leading elements of
their respective units, so that they can lead their units
from the column without interrupting the march of
the remainder of the serial.
107. OCCUPATION OF A BIVOUAC.
Upon the ar-
rival of the battalion at the new area, it is essential
that the units move off the road, and clear the.route
of march, without halting (fig. 13).
The posting of
guides, the selection of routes, and the allocation of
areas by the advance party are all done with this
objective in mind: Clear the route of march without
halting and without obstructing the nmovement of
other units. This requires the aggressive action of
all guides and commanders and necessitates the closest
supervision by the battalion commander and mem-
bers of his staff. To facilitate occupation of the area,
the advance party should improve the entrances and
100
Co B
Co A
HQ, HQ & SV
Co
Co C
REGULATING POINT
REGULATING POINT
(DESIGNATED
BY HIGHER
HEADQUARTERS)
A guide from the advance party meets the battalion at a regulating
poilrt designated by higher headquarters. Company guides pick up
their companies at the battalion regulating point and guide them to
their company areas. All vehicles clear the road rapidly. Do not halt
on the road.
Figure 13. Movement into bivouac or assembly area.
101
routes into the area.
It should locate the leading
unit's area farthest along the route or axis into the
area, and should alternately locate areas of succeed-
ing units on each side of this route or axis.
It should
arrange for an area into which a march unit can coil
up, if necessary, and should take measures to ensure
that a stalled vehicle can be quickly by-passed. After
the march serial has cleared the route, any desired
adjustments of vehicles can easily be made without
holding up the flow of traffic.
108. SECURITY IN BIVOUAC. a. Security in bivouac
is obtained by concealment, by the utilization of
natural or artificial obstacles, by local security meas-
ures, by reconnaissance, and by the establishment of
an outpost system (par. 197).
The degree of this
security will depend upon the degree of hostile ac-
tivity in the area.
b. Although a bivouac normally is so located that
there is little chance for contact with enemy troops,
measures must be taken to ensure that the functions
performed in the bivouac are not interrupted by
unfriendly inhabitants of the area. For intelligence
reasons, local inhabitants must not be permitted to
gain free access to the bivouac. Preparations must
be made for countering guerilla action and unex-
pected enemy penetrations.
109. COMMUNICATION.AND
LIAISON IN BIVOUAC.
The signal communication system of a tank battalion
in bivouac consists of messenger, wire, radio, and
visual means.
Local wire lines may be laid to the
102
companies and to various service activities, such as
the supply and maintenance platoons and the ad-
ministrative and personnel section (if present with
the battalion).
The extent of wire communication
is dependent only on the amount of equipment and
time available. Each company sends a liaison agent
or a messenger to the battalion command post; the
battalion sends a liaison officer to the next higher
unit.
Use of radio within the battalion is kept to
a minimum;- messengers and wire are used exten-
sively.
110. DEPARTURE FROM BIVOUAC.
a. The battalion
must issue a warning order far enough in advance
of the departure from the bivouac area to permit com-
pletion of all necessary preparations for the march.
Each subordinate unit, when its preparations have
been completed, sends to the battalion command post
a report of readiness to move.
b. When the battalion is marching as part of a
larger command, a liaison officer, with radio-equip-
ped vehicle or messengers, is sent to the unit which
precedes the battalion in column. This officer keeps
the battalion commander informed as to the progress
of that unit, so that the battalion will be able to
move out so as to reach and clear the IP at the pre-
scribed rate of march and distance without having to
halt before reaching the IP.
Similar arrangements
are made between subordinate units of the battalion.
This is especially necessary in night movements.
103
849829--49----8
Section III. ASSEMBLY AREAS
111. GENERAL.
a. An assembly area is an area
where units are assembled for-
(1) Combat organization for an attack, to in-
elude issuance of orders.
(2) Refueling, maintenance, and resupply.
(3) Regrouping after an amphibious landing, a
river crossing, an attack, or a movement.
b. The assembly area is a position that is in close
proximity to the enemy and from which combat is
imminent from both time and space factors.
c. In the assembly area, the tank battalion will
normally service, inspect, and repair vehicles, effect
resupply, feed troops, and issue orders preparatory
to moving to an attack position. Units may move
into assembly areas either prior to combat, or after
combat prior to further movement to another part
of the front or reentry to combat.
d. The assembly area, when used in preparation
for an attack, should be as close to the enemy position
as terrain and enemy activity will permit, provided
that space for maneuver and the element of surprise
are not sacrificed; this distance will vary.
Prepara-
tions for a forthcoming operation are completed in
the assembly area.
Key personnel usually go for-
ward to the attack position to receive orders, while
the bulk of the battalion remains in the assembly
area.
112. CHARACTERISTICS OF THE ASSEMBLY AREA. a.
Desirable characteristics of an assembly area for a
tank battalion include-
104
(1) Ample space for dispersion of vehicles, per-
sonnel, and equipment.
(2) Hard standing.
(3) Good exits and entrances.
(4) Cover from direct fire.
(5) Concealment from air and ground observa-
tion.
b. It is very desirable that adequate overhead con-
cealment be provided.
If the tank battalion is to
remain in the assembly area for any length of time,
camouflage of vehicles should be stressed, in order to
prevent the enemy from spotting the location.
113; DISPOSITIONS
WITHIN THE ASSEMBLY AREA.
Elements of the tank battalion are disposed within
the assembly area so that-
a. The battalion headquarters, headquarters and
service company is encircled and protected by the
tank companies.
b. All units are able to move into and out of the
area without passing through other companies' areas
except on roads.
c. Service elements, such as the maintenance pla-
toon and the medical detachment, are easily accessible
to all companies.
d. Circulation within the area is reduced to a
minimum.
e. Companies can readily move out in the antici-
pated order of march.
f. Adequate room for dispersal is available.
114. COMMUNICATION IN THE ASSEMBLY AREA.
a.
Normally it can be expected that higher headquarters
will impose radio or listening silence during the time
105
that the battalion is in an assembly area. Each sub-
ordinate unit must send liaison agents to the bat-
talion command post; these agents will provide the
primary means of communication during this period.
The next higher headquarters is immediately notified
of the time the battalion closed in the' assembly area,
and a liaison officer should be sent to the higher
headquarters if one is not already there.
This pro-
cedure should be provided for in the battalion stand-
ing operating procedure.
Wire communication may
be utilized if the anticipated length of time to be
spent in the assembly area is sufficiently great to
warrant its use.
b. Final plans for communication during the com-
ing operation are completed while the battalion is in
the assembly area.
The final formation of teams is
announced, and the battalion ensures that necessary
changes are made in radio frequencies to provide
adequate communication between the battalion and
attached, supporting, and adjacent units.
Current
signal orders, together with instructions for any spe-
cial prearranged signals, are disseminated to all units
of the battalion and to attached units.
Communi-
cation with higher headquarters is closely coordi-
nated.
115. SECURITY IN THE ASSEMBLY AREA.
a. Secu-
rity in an assembly area (fig. 14) is obtained by con-
cealment, utilization of natural obstacles, local se-
curity measures, reconnaissance, liaison with front-
line troops, and establishment of an outpost system
which covers all critical terrain features and likely
avenues of approach.
106
DETACHED
POST
OUTGUARD
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NO. 2
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OUTGUARD
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OUTGUARD
NO.2
NO. 2
I
NO. 1
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(RESERVE)
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NO. 3
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NO.4
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OUTGUARD
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NO. 2
o
Figure 14. Security in tlhe assem bly area.
107
b. The degree of organization of the outpost sys-
tem depends upon whether contact with the enemy
has been established or is imminent.
The outposts
are given sufficient strength to enable them to accom-
plish their mission, but are made no stronger than
is necessary, because outpost duty is fatiguing and
greatly reduces the subsequent combat efficiency of
troops involved.
Also, the striking power of the
main body should not be dissipated through unneces-
sarily large security detachments.
The basic consid-
eration is that a command must not allow itself to
be surprised.
c. Assembly areas in rear of friendly troops re-
quire less security than do assembly areas occupied by
the leading elements of a command for resupply, re-
grouping, or rest during the night in the enemy's
territory.
However, the fact that the battalion is in
an area in rear of friendly troops does not relieve the
commander of his responsibility to protect his com-
mand.
d. Outposts should be composed of both tanks and
armored infantry.
Tanks are normally kept in re-
serve for support, but may be used to help defend
road blocks, bridges, fords, and defiles along the
routes of approach.
e. The outpost system is composed of a series of
strong points on critical terrain features and ave-
nues of approach.
Each outpost sets up necessary
observation posts which usually become listening
posts at night.
f. The line of outposts for the area may be gar-
risoned entirely by one unit or may be divided be-
108
tween two or more companies. If the outpost line
is divided, the battalion commander must provide
means of coordination, such as limiting points, pre-
scribed patrols, and contact parties.
Section IV. SUPPLY, MAINTENANCE, AND EVACUA-
TION-MARCHES,
BIVOUACS,
AND
ASSEMBLY
AREAS, MEDIUM TANK BATTALION
116. SUPPLY ON THE MARCH. a. During the march,
resupply of fuel and lubricants takes place during
haits. Refueling halts may be prescribed in addi-
tion to other scheduled halts.
One or two fuel and
lubricants trucks from the battalion supply platoon
may be attached to each tank company; at refueling
halts, and at other halts as necessary, these trucks
move down the column, dropping off the required
number of gasoline containers and any needed lubri-
cants at each vehicle. Resupply of water, if required,
is accomplished at the same time, the supply trucks
exchanging full cans for empties.
On completion
of refueling the trucks pick up the empty gasoline
containers.
b. Under certain conditions, columns may coil up
off the road, in which case supply trucks move from
one vehicle to another in the area for the purpose of
resupply.
c. On extended marches in rear areas, higher head-
quarters may establish refueling points along the
route of march. Empty fuel and lubricants trucks
replenish their loads at these points. It is frequently
possible for the empty trucks to precede the main
109
body to the refueling points, thus preventing delay
in effecting resupply.
117. FEEDING DURING THE MARCH. Halts for feed-
ing should coincide with refueling halts.
In an ad-
ministrative march, kitchens may move out with the
battalion advance party so as to have meals prepared
when the unit moves into a new area; or they may
march with their respective units, cooking en route
and being prepared to serve hot meals at prescribed
halts or the conclusion of the march. Normally, the
midday meal is a previously prepared lunch or c6m-
bat-type ration.
118. POSITION OF BATTALION TRAINS ON A MARCH.
In an administrative march, the battalion trains, less
those vehicles marching with individual companies,
normally march as a unit at the tail of the battalion,
without being divided into combat trains and field
trains.
In a tactical march, the battalion combat
trains usually move with the battalion, and the bat-
talion field trains move with the combat command
trains.
119. MAINTENANCE ON THE MARCH.
a. Upon re-
ceipt of the warning order for a march, vehicles which
cannot be repaired prior to the time of movement are
evacuated to the supporting ordnance unit of the next
higher headquarters ;if time does not permit evacua-
tion, or if the vehicles cannot be moved, their location
and condition are reported to the next higher main-
tenance element.
110
b. The battalion maintenance platoon marches at
the tail of the battalion column, and company main-
tenance sections march at the tail of their respective
company columns.
c. A disabled vehicle is moved or pushed to the
side of the road so that it will not interfere with the
passage of the remainder of the column.
Vehicle
crews effect repairs within their capabilities; com-
pany maintenance sections will, if possible, repair in-
operative vehicles or tow them to the unit destination.
If these measures are impossible, the battalion main-
tenance platoon will effect the repair or tow the ve-
hicle to the unit destination.
If this is not prac-
ticable, the vehicle is left with its driver or members
of its crew for the supporting ordnance unit. A re-
port is submitted to this supporting unit, giving the
location of the vehicle and covering the type of re-
pairs that are required.
120. MEDICAL SERVICE AND EVACUATION ON THE
MARCH.
The battalion aid station (par. 71) nor-
mially marches either with the battalion headquarters
or at the rear of the battalion column.
The battalion
surgeon usually places a 1/4-ton truck with litter, with
medical personnel from the detachment, in support
of each tank company.
This vehicle marches in the
rear of the company column and is available to evac-
uate casualties to the battalion aid station.
If nec-
essary, the 3/4-ton ambulance evacuates casuilties from
the battalion aid station to the nearest medical in-
stallation, as directed by higher headquarters.
111
121. RESUPPLY IN BIVOUAC.
a. In bivouac, resup-
ply of ammunition, fuel and lubricants,. rations,
water, and spare parts is accomplished throughout
the battalion.
b. In addition, if sufficient time is available-
(1) Requisitions for needed supplies, particu-
larly class II and IV (clothing and equip-
ment), are prepared and submitted to higher
headquarters; items to fill shortages are
drawn and issued.
Close attention should
be paid to salvage and repair of unservice-
able items.
(2) Supply records should be checked against
property, and necessary action should be
taken to bring these records up to date.
(3) Bathing and laundry facilities should be
made available.
These facilities are nor-
mally provided by higher headquarters with-
ouit special request. However, the battalion
commander must ensure that adequate trans-
portation is made available to the companies
to permit maximum use of these facilities.
122. RESUPPLY IN THE ASSEMBLY AREA. In the as-
sembly area, the final resupply of ammunition, fuel
and lubricants, rations, and water is made.
This
resupply must be closely supervised to ensure that
all vehicles have the prescribed load of supplies prior
to combat operations.
When an assembly area is
occupied for an extended period of time, supply
functions which are more normally accomplished
in bivouac (par. 121) are accomplished to the ex-
tent permitted by the tactical situation.
112
123. MAINTENANCE AND EVACUATION IN BIVOUAC
OR ASSEMBLY AREAS.
a. When a unit is in a biv-
ouac or an assembly area, vehicular inspections and
maintenance are among its primary considerations.
Vehicle crews, company maintenance personnel, and
battalion maintenance platoons should do everything
possible to ensure efficient vehicular operation dur-
ing the next tactical phase. Particularly, they should
complete all operations which it is not practical to
perform during actual operations.
All vehicle en-
gines and suspension systems should be thoroughly
checked; and all weapons and signal equipment
should be inspected, cleaned, and placed in the best
possible condition. Mat6riel which the battalion can-
not repair will be evacuated to the supporting divi-
sion service agency concerned.
b. Normally, in the bivouac or assembly area, per-
sonnel casualties receive only emergency treatment.
Personnel requiring further treatment are normally
evacuated by the battalion, utilizing the 3/4-ton am-
bulance, to division medical installations.
113
CHAPTER 4
OFFENSIVE OPERATIONS
Section 1. .GENERAL
124. PURPOSE OF THE OFFENSIVE.
The purpose of
offensive action is the destruction of the hostile
armed forces.
To facilitate the accomplishment of
this purpose, the commander selects a physical ob-
jective-such as a dominating terrain feature, a com-
munications center or lines of communication, or
some other vital area in the hostile rear-for his at-
tack. Characteristics of this objective include the
following:
a. Its capture must be possible within the time and
space limits imposed by the assigned mission.
b. Its capture should ensure the destruction of the
enemy in his position, or the threat of its capture
should compel the enemy to evacuate his position.
c. Its capture should facilitate contemplated fu-
ture operations.
d. It should produce a convergence of effort.
e. It must be identified easily.
125. FORMS OF OFFENSIVE ACTION.
a. General.
There are two general forms of offensive action:
envelopment and penetration.
Exploitation is a
phase of offensive action which may be a continuation
of either of these forms.
In the initial attack'against
an organized position, the attacking force may seek
either to penetrate the position or to envelop it.
114
When the enemy defenses have been disrupted, by
either the envelopment or the,penetration, the attack
develops into exploitation and pursuit. The funda-
mental difference between envelopment and penetra-
tion is that the enveloping force passes around the
flank of the enemy and strikes his flank and rear,
while the penetrating force strikes the enemy fron-
tally and forces a gap in the position, through which
friendly forces operate.
Whenever possible, armor
avoids frontal attacks, and seeks to envelop.
An at-
tack may vary as it progresses.
It may begin as a
penetration; then, as the enemy lines are pierced,
armor may immediately seek to envelop the flanks
created.
b. Penetration. The purpose of the penetration is
to provide flanks for future attacks and to provide
the opportunity for exploitation and pursuit (fig.
15).
Armor frequently will be required to pene-
trate organized enemy positions.
Conditions which
demand a penetration are enemy flanks which are
unassailable, or lack of time to make an enveloping
maneuver.
The penetration is favored by over-
extension of the enemy, favorable terrain and good
observation, and the fact that such an attack can
usually be organized more quickly than can an envel-
opment. A great superiority in strength and sup-
porting fires is required at the point of penetration.
While the main attack is being launched against the
most advantageous portion of the enemy position,
other attacks exert pressure on other portions of the
enemy defense to hold them in place.
The main
attack consists of three impulses-
115
(1) Breaking through the hostile defenses.
(2) Widening the gap to the desired width;
(3) Exploitation of the gap.
:-
,
OBJECTIVE.
.......... .. ::.......-.
-
PENETRATING
FORCES
a_-
Figure 15.
The penetration
force strikes the enelmy fronltally
and forces a gap in
the position, through wchich friendly
forces operate.
116
c. Envelopment.
.The envelopment is employed
when a weak or exposed hostile flank is discovered
and when there is time to execute the maneuver.
It
has the advantages of capitalizing on surprise, ex-
ploiting enemy weaknesses, permitting fighting on
ground not chosen by the enemy, minimizing the
attacker's casualties, and accomplishing decisive re-
sults. An envelopment has the disadvantages of re-
quiring more coordination and therefore more time,
and of creating a gap between the maneuvering force
and the base of fire. The three types of envelop-
ments are-
(1) Single envelopment.
This is an envelop-
ment of one flank (fig. 16).
(2) Double envelopment. This is an envelop-
ment of both flanks (fig. 17).
It requires
considerable superiority of numbers and fire
power, and a great deal of coordination.
It
should be used only when the enemy force is
incapable of executing a maneuver which
could defeat the enveloping forces in detail.
(3) Turning movement.
A turning movement
is a wide enveloping maneuver which passes
the main enemy position to strike at some
vital point deep in the hostile rear (fig. 18).
This movement is adapted particularly to
armored action; and the reinforced tank bat-
talion will frequently be employed, usually
as part of a larger force, in such an opera-
tion. .Turning movements are frequently
used by armor in exploitation.
117
OBJECTIVE
ENVELOPING
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118
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d. Purposes of envelopment.
Envelopments may
be used to-
(1) Seize the dominating terrain in rear of the
'
objective.
(2) Cut off the retreat of the 'defending forces.
(3) Prevent enemy reinforcements froni reach-
ing the objectives.
(4) Overrun and destroy enemy supporting
troops, artillery, reserves, etc.
126. EXPLOITATION PHASE. The object of the ini-
tial assault on the enemy's position, in either a pene-
tration or an envelopment, is to create an opportunity
for a force to exploit the success. The exploitation
phase of an operation usually follows a successful
penetration or envelopment. The exploitation phase
is characterized by rapid advances agaifst lessening
resistance. As a rule the exploiting force is given
a physical objective, deep in the enemy rear, to reach
with the maximum force in the minimum time. Ex-
ploiting forces operating in enemy rear areas seek
to employ enveloping attacks against resistance which
may be encountered and must be reduced. Turning
movements in rear of flanks created by successful
penetrations are often employed to cut off enemy
forces attempting to withdraw to the rear or to pre-
vent reinforcements and supplies from reaching
front-line elements.
127. DISTRIBUTION OF FORCES IN THE OFFENSIVE.
The attacking force (fig. 19) is usually divided into
three groups: the maneuvering force, which closes
121
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with the enemy; the supporting force, or base of fire,
which aids the maneuvering force by pinning down
the 'enemy by fire; and the reserve, which is used to
exploit any success gained by the maneuvering
force.
a. Maneuvering force.
The maneuvering force,
also called assault force, maneuvers to close with the
enemy (fig. 20). The maneuvering force makes the
main effort of the battalion, closing rapidly with the
enemy and utilizing heavy fire; it is usually com-
mitted so that its formation has mass and depth.
Whenever the opportunity arises, the maneuvering
force is employed against an exposed flank (or flanks)
of the enemy position, and seeks to envelop rather
than to penetrate the position. Normally the rein-
forced tank battalion will employ only one mac euver-
ing force. When necessary, armored infartry at-
tack dismounted from the line of departure rein-
forcing or reinforced by tanks, employing normal
infantry tactics and techniques.
The vehicular
weapons of the personnel carriers, either dismounted
or mounted, may be used to support the attack from
appropriate positions. Whenever possible, however,
the armored infantry ride in their carriers, which
advance behind the tanks, dismounting to make the
final assault. In this instance, the vehicular weapons
of the personnel carriers are employed to render
close direct support to the attack. As the position
is reached and overrun, assault fires of all weapons
of the maneuvering force are intensified to com-
pensate for the lifting or shifting of support fires.
Under certain conditions, particularly when a narrow
123
zone prevents a flanking movement, the maneuver-
ing force will be forced to make a frontal attack sup-
ported by a base of fire located generally to its rear.
b. Supporting force (base of fire). In a reinforced
tank battalion, the supporting fires will usually be
provided by the direct-support artillery and the bat-
talion supporting weapons.
The battalion support-
ing weapons may deliver either direct or indirect
fire. The base of fire may be reinforced with tanks
and armored infantry, which support the attack by
direct fire and may have the added mission of pro-
tecting the flanks of the maneuvering force. Tanks
are placed in the base of fire.only if the terrain will ·
not permit their commitment with the maneuvering
force or if the supporting fires provided by other
sources are inadequate. Tanks and armored infan-
try in the base of fire may be considered as a battalion
reserve.
c. Reserve.
WThen making the main effort as the
maneuvering force in an attack by a combat com-
mand, the reinforced tank battalion normally will
be organized to include only a maneuvering force and
a base of fire. The habitual establishment of a bat-
talion reserve force, as such, is unnecessary, because
a tank force can speedily move to, and concentrate
a large volume of fire upon, any part' of the battle-
field. However, a portion of the battalion should in-
itially remain uncommitted, so as to be available at
any time as a weapon of opportunity. This uncom-
mitted force may be either in the assaulting forma-
tion, if that formation has sufficient depth, or with
the base of fire troops. When the situation is suf-
124
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ficiently fluid or obscure to warrant establishment
of a reserve force (primarily for security reasons),
the force established should be a balanced tank-
armored infantry team. This reserve force may be
employed as part of the base of fire until it is needed
for some other type of action.
128. FRONTAGES IN THE ATTACK. a. The frontages
employed by a reinforced tank battalion in the of-
fense are determined by the hostile dispositions, the
mission of the battalion, the terrain, and the volume
of supporting fires (fig. 21). Higher commanders
may assign the battalion either a zone or an axis of
attack.
If possible, the battalion should employ at
least a two-company front.
b. A unit with a covering mission can be properly
assigned a wide frontage. The sustained power re-
quired for a penetration Tnakes necessary a narrow
frontage and great depth.
c. In wooded terrains a narrow frontage is neces-
sary to facilitate control. Impassable ground may
force a narrowing of the formation. In open terrain,
wider frontages than for wooded terrain are prac-
tical and desirable.
d. When the enemy has few antitank guns and his
other antitank defenses are light, a wide frontage
may be assigned to a reinforced tank unit. If anti-
tank defenses are concentrated at one-point, a wide
frontage may be required for envelopment.
If the
enemy anftitank defenses are strong on a broad front
or cannot be avoided, a narrow frontage, and forma-
tion in great depth, are desirable.
e. When adequate support is provided by artillery
and tactical air, the frontage may be greater than
126
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when such support is light or lacking and the tanks
must furnish their own supporting fires.
129. ZONES IN ATTACK.
a. General.
Zones are
assigned when maximum control of the battalion's
action is desired, when it is necessary that the area be
cleared, or when zones are needed within a higher
command to better coordinate supporting fires of the
artillery.
The higher commander may also assign
zones when the area for maneuver must be restricted,
as in the case of an interior battalion.
In all cases,
however, it is desirable that the zone permit at least
a two-company front over terrain that is suitable for
tank attack.
When assigned a zone, the battalion
cannot maneuver into another zone, or call for fires
in another zone, without clearance through higher
headquarters.
b. Narrow zone. A narrow zone usually will ne-
cessitate a frontal attack by the battalion (fig. 22).
Such a formation will allow the battalion to have
greater depth. The number of tanks employed in
a narrow zone should be the maximum that the ter-
rain can accommodate without bunching.
If the
battalion commander has sufficient fire support from
supporting weapons, he may commit his entire bat-
talion in the assault.
A reinforced company which
follows the leading wave may be considered as a re-
serve.
If the terrain will not permit the commitment
of the entire battalion in the assault, or if the base of
fire provided by supporting troops is insufficient, part
of the battalion may be used to augment the base of
fire and also may be considered as a reserve.
128
Figure 22.
A narrow zone usually will necessitate a frontal
attack. Over favorable terrain, tanks may lead the attack.
Such a formation will allow greater depth..
129
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c. Wide zone.
A wide zone may be considered to
be one in which the battalion commander is given
enough room for maneuver (fig. 23).
He must be
careful not to dissipate the strength of the battalion
along too wide a front. The most-desirable forma-
tion is a concentration of the battalion to maneuver
against a strong point or to assault a critical point.
The reinforced tank battalion may be deployed along
a wide front when on a covering mission, when on a
reconnaissance in force, or when the enemy is weak
or has few antitank guns.
130. AXES IN ATTACK. The reinforced tank battal-
lion commander, when assigned an axis, must select
the frontage along which he will attack. The axis
indicated will control the direction of attack, but
will allow the commander to deviate to either side in
order to accomplish the mission.
An attack along an
axis allows more freedom of maneuver; therefore this
method of controlling the attack is preferable when-
ever the situation permits.its use.
The maneuvera-
bility of the reinforced tank battalion, in particular,
is relatively unrestricted when the battalion is as-
signed an axis. Even in cases where the enemy's
front is continuous, he will usually establish strong
points on terrain features; therefore his flanks will
almost always be exposed, in some degree, to the at-
tacker. If assigned an axis, the battalion can better
take advantage of such situations. The use of liaison
planes, and the formation of direct-support artillery
groups within a higher command which has two or
more direct-support artillery battalions, greatly re-
131
duce the need for positive boundaries.
However,
even though an axis is assigned, the formation
adopted must not overextend the battalion.
Section II. PREPARATION FOR THE ATTACK
131. GENERAL.
The commander of the reinforced
tank battalion normally will receive his mission from
a higher commander, who also will specify the com-
position of the bpttalion for the projected operation.
The battalion, commander then must proceed to co-
ordinate the troops placed at his disposal and to
plan his attack.
The first step he must take is to en-
sure that attachments are thoroughly coordinated and
briefed.
Whenever the situation permits, he makes
a thorough personal reconnaissance; this is followed
by an estimate of the situation; then he makes plans
for the operation, to cover supporting fires by both
the artillery and the battalion support weapons and
the use of smoke.
He then completes his plan and
order and issues the order to the key personnel of the
battalion.
He will often take two or more of these
steps concurrently, and will use members of his staff
to work out miany of the details.
However, the com-
mander should be sure that he takes all of the steps;
and he must make all decisions personally.
132. STEPS IN PLANNING THE ATTACK.
a. Upon re-
ceiving the plan of attack or attack order from higher
headquarters, the battalion commander initiates the
necessary reconnaissance.
(1) He makes a map and personal reconnais-
sance of the routes to the attack position and
132
line of departure.
He studies the ground
over which he is to attack, from both an ob-
servation point and a liaison plane if
possible.
(2) He causes company commanders and as
many lower unit commanders as practicable
to make a personal reconnaissance.
(3) He contacts infantry and reconnaissance
units in the zone and obtains all informa-
tioh they have concerning the terrain and
the enemy.
b. He initiates liaison and arranges for passage
through friendly forces.
c. From information gained through reconnais-
sance and liaison, the commander makes his estimate
of the situation and arrives at his decision.
d. After making his decision he plans his attack.
Since the battalion may be committed in any one of
several places, the plan must be developed to in-
clude-
(1) Measures to be taken against all probable
enemy maneuvers.
(2) Alternate routes in case weather conditions
or enemy maneuvers prohibit the use of se-
lected routes.
(3) Methods and means for breaching obstacles,
either natural or man-made. This includes
the study of aerial photos and maps to de-
termine obstacles, then ensuring that ade-
quate engineers and equipment are present
and are located where they can most effi-
ciently eliminate the obstacles.
e. Finally, he issues the attack order.
133
OBJECTIVE
ASSIGNED BY HIGHER
HEADQUARTERS
BATTALION
INTERMEDIATE
OBJECTIVE
BATTALION
INTERMEDIATE
OBJECTIVE
-- AXIS OF ADVANCE
(MAY ALSO BE AXIS
OF EVACUATION)
FRIENDLY
FRONT LINES
-LINE
OF DEPARTURE
_
.~
( ~~(MAY
BE FRIENDLY
FRONT LINES)
ATTACK
4AS~:~Y-`:ASSEMBLY':'
Figure 24.
Planning t.e- attack.
134
133.. ELEMENTS OF THE PLAN OF ATTACK. The plan
of attack (fig. 24) includes-
a. Task organization and formation. The task or-
ganization and the formation the battalion will use
are based on the mission, the troops available, the ter-
rain, and the enemy situation.
b. Supporting fires.
Each attack must be sup-
ported by the maximum fires available.
The bat-
talion commander plans for this support for each
attack.
c. Objectives. Higher headquarters will normally
assign objectives to the battalion.
When there are
key terrain features or enemy centers of resistance
between the line of departure and the assigned ob-
jective or objectives, it will normally be necessary or
desirable to select such features or centers as battalion
intermediate objectives.
d. Direction of attack.
The assigned objectives,
plan of attack, and terrain determine the direction
of attack. In areas covered with heavy undergrowth,
or on wide, flat plains areas without suitable land-
marks, an azimuth of attack may be given.
If a
change of direction becomes necessary, it should be
made on a prominent terrain feature (fig. 25).
e. Boundaries.
(See par. 129.)
Boundaries may
be designated between two battalions attacking
abreast; battalions may also be given axes of attack.
Within the reinforced tank battalion, boundaries are
seldom designated between companies, unless the ter-
rain is such that a boundary between two leading
elements of the battalion is needed for control.
135
849829--49
10
V
Figure 25. Plan of attack. If a change of direction is neces-
sary. make it at a well-definetd terrain feature.
136
f. Line of departure.
A line of departure is used,
when necessary, to coordinate the departure of at-
tacking elements.
Considerations in selecting a line
of departure are: It must be easily recognized on the
ground; it should be located in rear of a line held
by friendly elements; and it should be perpendicular
to the direction of attack.
However, the prime requi-
site is that it be so located that the attacking force
can get its assault fully launched before enemy inter-
ference is encountered.
Separate lines of departure
may be used by different elements, to take advantage
of terrain features and to achieve proper timing or
convergence of effort.
g. Time of attack.
The time of attack is normally
designated by higher headquarters.
It may be at a
designated time, or it may be on order. When the
battalion attacks through friendly troops, the time
of attack may be based upon the progress of these
friendly troops; the battalion commander must estab-
lish and maintain liaison with the troops through
whom he will attack.
(See par. 157.)
h. Assembly area and attack position. 1]then the
battalion is operating as part of a larger force, the
assembly area and the attack position are usually
designated by the higher commanlder in order to co-
ordinate the units and avoid interference between
them. However, the battalion commander or his
representative must designate the location of the bat-
talion's units within the assigned area.
134. COORDINATION IN THE ASSEMBLY AREA.
In
order to obtain complete coordination of action be-
137
tween the organic and attached or supporting ele-
ments of the reinforced tank battalion, it is necessary
that early and detailed plans be prepared for the
attack.
Commanders and staffs must thoroughly un-
derstand both the tasks of all units and the inte-
grated operation of the battalion as a Whole; con-
ferences for the commanders and staffs should be
held to ensure this understanding.. So far as pos-
sible, troops must be instructed in the parts they will
play in the operation.
a. Liaison.
(See par. 53.)
Immediately upon its
attachment to a battalion, a unit must establish liai-
son with the battalion headquarters.
Depending
upon the size of the unit, this liaison may be per-
formed by an officer, a noncommissioned officer, or a
messenger.
b. Communication.
Immediately
upon
attach-
ment of units, the battalion communication officer
must see that the attached units have the proper chan-
nels set on their radios and that they receive the
current SOI, and he must be ready to give them any
assistance they may need relative to communication.
c. Personnel and vehicular status of attached units.
The battalion commander and staff must be as fa-
miliar with the vehicular and personnel status of
attached units as they are with the status of organic
units of the battalion.
Only when he knows the
effective strength of personnel and equipment of all
units can the commander assign appropriate mis-
sions. For example, an attached armored infantry
company at half strength cannot be expected to ac-
complish a mission in the same amount of time, or
138
as effectively, as a full-strength armored infantry
company.
d. Orientation of newly attached units.
Troops
newly attached to the battalion are not likely to be
thoroughly familiar with its immediate situation and
mission. The battalion commander and his staff must
thoroughly orient these troops, giving them all avail-
able information. This is especially important when
the newly attached troops come to the battalion
from a reserve status.
135. RECONNAISSANCE
BEFORE
THE ATTACK.
a.
Prior to the attack, every effort is made to obtain
all possible information of the enemy and of the
terrain. The most effective reconnaissance is ground
reconnaissance; and the best ground reconnaissance
is a personal reconnaissance by the battalion com-
mander. However, the commander should use other
ground reconnaissance sources available to him, such
as patrols from attached armored infantry and from
the reconnaissance platoon, and information ob-
tained by patrols of other units.
b. In the event that ground rmeconnaissance is im-
possible, other methods may be employed to replace
it; and even though the commander makes a per-
sonal ground reconnaissance, he must always use
these methods, if available, to supplement it. Some
of the methods are-
(1) A thorough map study will reveal the de-
sirable and undesirable characteristics of
the terrain, and also will indicate how the
force must be organized to overcome
.
natural
terrain obstacles.
139
(2) Aerial photographs, verbal reports from
tactical air pilots, and reports from liaison
plane pilots are all useful means of obtain-
ing additional intelligence information.
(3) If a liaison plane is available, it may be
used by the commander, by members of his
staff, or by the pilot, to make an aerial
reconnaissance of the terrain.
(4) Liaison with adjacent units, and with units
through which the battalion may attack, is
an excellent means of obtaining first hand
enemy information.
c. Reconnaissance of routes, assembly areas, and
attack positions is mandatory at all times. This
reconnaissance always should be conducted to the
maximum extent that conditions permit; however,
the amount of time allotted to it will vary greatly,
depending on the situation. This type of reconnais-
sance should not be limited to the reconnaissance
platoon; senior staff officers either should accompany
the platoon or perform the reconnaissance them-
selves.
136. ESTIMATE
OF
THE
SITUATION.
(See
app.
III.)
a. General.
When a mission is assigned to
the commander of a reinforced tank battalion, it
requires a positive course of action.
Adoption of the
proper course of action is the result of a sound deci-
sion; and a sound decision is the result of an accurate
estimate of the situation.
b. Definition. The estimate of the situation is an
examination of all factors which will affect the ac-
140
complishment of the mission. The form prescribed
for the estimate is arranged to facilitate logical rea-
soning and to ensure that all pertinent factors are
considered.
c. Use of the estimate.
(1) Commanders at all levels must make esti-
mates of the situation in order to ensure
that proper decisions will be made.
The
estimate may be made hastily or deliber-
ately, depending on the time available.
Adherence to a uniform thought sequence
provides a mental check list to ensure, in the
case of a hasty estimate, that the commander
considers all elements of a situation in ar-
riving at his decision.
(2) For the battalion commander, the estimate
is a continuing process.
With each change
in the situation, he must revise his estimate
and decide either to continue his present
course of action or to adopt a new one.
The
battalion commander's estimate almost al-
ways will be a mental one, but every estimate.
should be as thorough as the time available
will permit.
d. Steps in the estimate.
(1) The first step in the estimate is to thor-
oughly understand the mission and the in-
tent of the higher commander.
These must
be kept in mind at all times.
If the com-
mander needs additional information to
thoroughly
understand the mission, he
should immediately get this information
141
from the commander assigning the task. A
personal conference is the best means of ob-
taining this information.
(2) The next logical step in the process is to
consider all the factors affecting the employ-
ment of the battalion (see pars. 43-46).
Concurrently, the battalion commander de-
cides what courses of action are open to him,
and considers the enemy capabilities which
could interfere with the accomplishment of
the mission.
(3) After considering the enemy capabilities
and the courses of action open to him, the
commander next weighs each of his own
plans against all of the enemy's 'possible
reactions, and determines the probable effect
of each enemy capability on the success of
each of his plans of action.
(4) The fourth step is a comparison and evalua-
tion of the battalion commander's own
plans.
Each course of action open to the
commander is analyzed for advantages and
disadvantages.
He then selects the plan
which appears most likely to succeed.
If
two or more plans offer equal prospect of
success, he selects the one which most favors
future action.
(5) The final step is the decision, which trans-
lates the course of action selected into a con-
cise statement of what the battalion will do,
including answers to the questions what,
when, where, how, and why.
142
137. COMPLETION OF THE PLAN OF ATTACK.
After
the battalion commander has completed his estimate
and has arrived at his decision, he completes his plan
of attack.
This plan is simply a detailed translation
of the fifth step of the estimate: the commander's de-
cision. The details are worked out, as necessary, by
members' of the commander's staff.
Subordinate
commanders must be kept informed of the part they
will play in the plan, in order to ensure adequate time
for them to complete their reconnaissance and to plan
the details of their action.
138. PREPARATION FOR SUPPORTING FIRES IN THE
ATTACK.
A well-coordinated fire plan includes the
fires of artillery, tactical air when available, support-
ing weapons of armored infantry and tank units,'
weapons of attached chemical troops, and the tanks
themselves when needed (fig. 26)'.
Details of the
plan are agreed upon in preliminary coordination
conferences.
Supporting fires move with the ad-
vance, lifting or shifting at the last possible moment
in order to keep enemy personnel pinned down until
the assault elements are upon them.
However, these
fires must lift soon enough to prevent losses to our
…[truncated]