Infantry Company Operations

Transcription

1 USMC MCWP Infantry Company Operations US Marine Corps DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited. PCN USMC

2 DEPARTMENT OF THE NAVY Headquarters United States Marine Corps Washington, D.C October 2014 FOREWORD Marine Corps Warfighting Publication (MCWP) , Infantry Company Operations, is a complete rewrite of MCWP , Marine Rifle Company/Platoon. This publication contains a new mission statement for the infantry company that better reflects current reality. It also covers the range of military operations that deployed infantry companies deal with today or may deal with tomorrow. Despite this extended coverage, MCWP is not intended to be all encompassing. There are many aspects of infantry company operations that are not addressed herein because a specific publication already exists for that aspect. To cover it here would be redundant. This publication does serve, however, as the basic warfighting company publication and is to be used in conjunction with appropriate small unit, battalion, and other Marine Corps doctrinal and warfighting publications. This publication is intended for the infantry company commander and his staff. It is a foundational document that assists in the preparation and execution of company level operations in the current operational environment. This publication supersedes MCWP , Marine Rifle Company/Platoon, dated 17 February 1978, and cancels MCIP A, Infantry Company Operations, dated 5 December Reviewed and approved this date. BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS K. J. GLUECK, JR. Lieutenant General, U.S. Marine Corps Deputy Commandant for Combat Development and Integration Publication Control Number: DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

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4 Infantry Company Operations iii INFANTRY COMPANY OPERATIONS TABLE OF CONTENTS Chapter 1. General Philosophies Warfare Conflict Continuum Range of Military Operations Infantry Company Employment Rifle Company Employment Rifle Company Organization Duties of Key Personnel Attachments and Enablers Weapons Company Employment Weapons Company Organization Alternate Weapons Company Organizations Weapons Company Key Personnel Chapter 2. Planning Planning Fundamentals Decisionmaking Methods The Value of Planning Planning and Command and Control Marine Corps Planning Process and Other Planning Tools Modification of the Marine Corps Planning Process Other Planning Tools Operational Planning Team Planning Execution Problem Framing Course of Action Development Course of Action Wargaming Course of Action Comparison and Decision Orders Development Transition (Preparation for Operations) Assessment and Reorientation Assessment Planning Analysis Tools Chapter 3. Command and Control People Task Organization Relationships Transitions in Command and Control Structure

5 iv MCWP Command and Control Transition Plans Company Leadership Roles and Responsibilities in Command and Control Information Classes of Information Information Characteristics Managing Information Information Management Actions Information Management Techniques and Procedures Command and Control Support Structures Command Posts Command and Control Processes Command and Control Systems Chapter 4. Intelligence Company Commander s Role Evaluating Intelligence Establishing Priority Intelligence Requirements Integrating Intelligence Assets Staffing the Combat Operations Center Intelligence Preparation of the Battlespace Step 1: Define the Battlespace Environment Step 2: Describe the Battlespace Effects Step 3: Evaluate the Adversary Step 4: Determine Adversary Courses of Action Information Intelligence Preparation of the Battlespace Intelligence Cycle Planning and Direction Collection Processing and Exploitation Production Dissemination Utilization Intelligence Support to Operations Intelligence Support to Planning Problem Framing Course of Action Development Course of Action Wargaming Course of Action Comparison and Decision Orders Development Transition Intelligence Support to Execution Targeting Assessment CARVER Evaluation Target Folders

6 Infantry Company Operations v Company Level Intelligence Cell Training Intelligence Training for All Marines Chapter 5. Company Level Fire Support Roles and Responsibilities Company Commander Fire Support Team Fire Support Planning Begin Planning Arrange for Reconnaissance Make Reconnaissance Complete the Plan Issue the Order Supervise Targeting Decide Detect Deliver Assess Fire Support Coordination Fire Support Coordination at the Company Level Clearing Fires at the Company Level Information Operations Information Operations Capabilities Information Operations and Decide, Detect, Deliver, and Assess Information Operations Execution Chapter 6. Offensive Operations Purpose of the Offense Marine Corps Planning Process in Offensive Operations Characteristics of Offensive Operations Fundamentals of Offensive Operations Orient on the Enemy Gain and Maintain Contact Develop the Situation Concentrate Superior Firepower at the Decisive Time and Place Achieve Surprise Exploit Known Enemy Weaknesses Seize or Control Key Terrain Gain and Maintain the Initiative Neutralize the Enemy s Ability to React Advance by Fire and Maneuver Maintain Momentum Act Quickly Exploit Success

7 vi MCWP Be Flexible Be Aggressive Provide for the Security of the Force Types of Offensive Operations Movement to Contact Attack Types Exploitation Pursuit Offensive Maneuver Organization of the Battlespace Distribution of Forces Forms of Offensive Maneuver Phases of Offensive Action Attack Considerations Limited Visibility Considerations Planning Considerations Illumination and Fires Reconnaissance and Rehearsals Simplicity Consolidation and Reorganization Helicopterborne Operations Planning Considerations Key Billets and Duties Manifest/Helicopter Team Wave and Serial Assignment Table Supporting Fires Landing Zones/Pickup Zones Mounted Operations Planning Considerations Execution Considerations Mounted Operations Planning Considerations Tank/Infantry Operations Chapter 7. Defensive Operations Purpose of the Defense Types of Defensive Operations Characteristics of the Defense Maneuver Preparation Mass and Concentration Flexibility Use of Terrain Mutual Support Defense in Depth Surprise Knowledge of Enemy Local Security

8 Infantry Company Operations vii Organization of the Battlespace Organization of the Force Main Effort Supporting Efforts Reserve Defensive Methods Sector Battle Position Strong Point Linear Perimeter Reverse Slope Retrograde Sequence of the Defense Reconnaissance, Security Operations, and Enemy Preparatory Fires Occupation and Preparation Approach of the Enemy Main Attack Enemy Assault Counterattack Consolidation and Reorganization Planning Considerations Intelligence Maneuver Fires Force Protection Logistics Engagement Area Development Identify Likely Enemy Avenues of Approach Determine Enemy Scheme of Maneuver Determine Where to Destroy the Enemy Emplace Weapon System Plan and Integrate Obstacles Plan and Integrate Indirect Fires Rehearse Execution of Operation in Engagement Area Adjacent Unit Coordination Mounted Operations Planning Considerations Task Organization Combat Support Defensive Planning Considerations for Forward Operating Bases and Combat Outposts General Base Defense Forward Operating Bases Combat Outposts

9 viii MCWP Chapter 8. Patrolling Purpose of Patrolling Tenets of Patrolling Detailed Planning Productive Rehearsals Thorough Reconnaissance Positive Control All-Around Security Every Marine a Collector Patrol Types Reconnaissance Patrols Combat Patrols Patrol Planning and Preparation Considerations for Developing a Company Patrol Plan Contingency Plan Considerations Considerations for Mounted Patrols Patrol Purpose Armor and Force Protection Versus Maneuverability Task Organization and Vehicle Load Planning Communications Considerations for Patrol Bases Key Leader Responsibilities Company Commander Executive Officer First Sergeant Gunnery Sergeant Fire Support Team Leader Watch Officer Postpatrol Actions Accountability Debriefs After Action Reviews Chapter 9. Amphibious Operations Types of Amphibious Operations Characteristics of Amphibious Operations Integration Between Naval and Landing Forces Rapid Buildup of Combat Power From Sea to Shore Task-Organized Forces Unity of Effort and Operational Coherence Readiness Flexibility Self-Sustainment Mobility

10 Infantry Company Operations ix Roles, Responsibilities, and Relationships Shipboard Command Structure Other Shipboard Personnel Embarkation and Landing Personnel Planning Predeployment Training The Load Plan The Landing Plan Operational Risk Management Embarkation Planning Considerations Storage and Shipping Containers Armory Communications Equipment Vehicles Maintenance Assets Training Aids Troop Spaces Combat Rubber Raiding Craft Embarkation Rehearsals Operational Rehearsals Call Away Rehearsals Ship Rehearsals and Drills Movement to the Objective Area Training Underway Vehicle Procedures Shipboard Life Considerations Action Landing Craft, Air Cushioned Landing Craft, Utility Amphibious Assault Vehicles Helicopterborne Assault Considerations Combat Rubber Raiding Craft Considerations Chapter 10. Stability, Crisis Response and Limited Contingency, and Counterinsurgency Operations General Principles and Considerations Categories of Stability Action Principles of Stability Operations Stability Operations Stability Functions Stability Tasks Environmentally-Oriented Tactical Tasks Civil-Military Operations Conduct of Civil-Military Operations Civil-Military Operations Mission-Essential Tasks

11 x MCWP Stability Operations Planning Considerations and Tools Planning Considerations Intelligence Preparation of the Battlespace and Stability Operations Stability Operations Tools Assessing Stability Tasks Crisis Response and Limited Contingency Operations Types of Crisis Response and Limited Contingency Operations Crisis Response and Limited Contingency Operations Planning Considerations Counterinsurgency Dynamics of an Insurgency Elements of an Insurgency Chapter 11. Other Tactical Operations Engineering Operations Mobility Countermobility Mine Dump Operations Cordon Operations Cordon and Search Operations Organization Execution Relief in Place Operations Critical Tasks Planning Checklist Execution Checklist Passage of Lines Operations Types Planning Considerations Linkup Operations Execution Linkup Planning Reconnaissance Operations Control Points Chapter 12. Force Protection Planning Operational Risk Management External Force Protection Operations Security Antiterrorism Chemical, Biological, Radiological, and Nuclear Internal Force Protection Guardian Angel Fratricide Prevention and Battlespace Geometry Combat Checks and Inspections

12 Infantry Company Operations xi Body Armor Protective Level Environment Risk Mitigation Chapter 13. Logistics Logistic Functional Areas Supply Maintenance Health Service Support General Engineering Transportation Services Logistic Preparation and Planning General Considerations Supply Maintenance General Engineering Transportation Services Health Services Load Planning Unit Sustainment Reporting Distribution Methods Convoys Logistic Command and Control Consolidation and Transition Battle Damage Repair Equipment Accountability and Turnover Redeployment Operations Orders Process and Logistics Captured Personnel Detention Methodology Detention Facility Procedures Appendices A Environment A-1 B Training Management B-1 C Foreign Weapons Capabilities C-1 D Tactical Tasks D-1 E Rules of Engagement and Force Continuum E-1 Glossary References and Related Publications

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14 CHAPTER 1 GENERAL PHILOSOPHIES Warfare An overview of warfare throughout history would reveal that, while technology influenced the methods and tactics of conflict, the strategies and forms of war remain unchanged. Large scale, formalized warfare occurred between kingdoms and nation states; whereas, insurgencies, guerilla warfare, and asymmetrical techniques have always been a strategy of choice for weaker parties in the face of overwhelming force. The counters used by either the strong or the weak have run the gamut from winning hearts and minds to annihilation. Examples of all these types of conflict exist in all environments and weather (see app. A). The problem facing military professionals, therefore, is not confronting a new strategy or a new environment, but determining which strategies, methods, and environments they are most likely to experience and then preparing themselves and their forces accordingly. Victory goes to those who choose and prepare wisely. Conflict Continuum Conflict occurs across varying levels of violence and has appropriately varying levels and types of military engagement. On one extreme of the continuum, the military maintains a readiness for conflict, while actively working to preempt potential violence through sustained engagement and relationships with both allies and potential foes. On the other extreme of the continuum, the military devotes all its resources and ability to a general conflict of extreme violence. The Marine Corps now regularly expects to use its training, equipment, and capability to task-organize the Marine air-ground task force (MAGTF) to employ its operating forces fully across a range of military operations. Task organization allows fuller application of Marine Corps warfighting doctrine by providing commanders far greater flexibility and tools when seeking to bend the opponent s will. Range of Military Operations The range of military operations refers to the employment of military forces across the conflict continuum. As depicted in figure 1-1, there are three broad categories within which all military operations fall: major operations and campaigns; crisis response and limited contingency operations; and military engagement, security cooperation, and deterrence. The military activities conducted within this range are usually executed through some combination of offense, defense, Peace Conflict Continuum War Major Operations and Campaigns Crisis Response and Limited Contingency Operations Military Engagement, Security Cooperation, and Deterrence Range of Military Operations Figure 1-1. The Range of Military Operations.

15 1-2 MCWP and stability operations. The joint phasing construct (see fig. 1-2) demonstrates the potential relationships between the three. Sometimes stability operations will be the focus, with offense and defensive activities limited to such actions as strikes, raids, and force protection (FP). At other times, offensive operations may be the focus, with defensive and stability activities limited to screens, guards, and humanitarian assistance (HA). For further information on the range of military operations and the joint phasing construct see Joint Publication (JP) 3-0, Joint Operations. Infantry Company Employment Marine Corps infantry companies execute stability, offensive, and defensive operations. The concept of employability within a range of military operations model demands greater use of infantry companies as task-organized entities capable of executing semi-independent actions over sustained periods. Often referred to as enhanced company operations, the Marine Corps expects that its infantry companies can disperse across the battlespace as needed, execute operations within all three operational functions, maintain themselves, and rapidly regroup to generate mass and deliver decisive results at the point of decision. Figure 1-3 illustrates the changes between traditional infantry company employment and what is envisioned through enhanced company operations. The traditional infantry company was staffed and equipped to function only at the highest levels of violence and only within a narrow Shape Stability Deter Stability Offense Defense Seize Initiative Offense Stability Defense Dominate Offense Stability Defense Stabilize Stability Offense Defense Enable Civil Authority NOTE: Stability operations are conducted outside the United States/ Department of Defense provides similar support to US civil authorities for homeland defense and other operations in the US through civil support operations. Stability Offense Defense Figure 1-2. Notional Balance of Offensive, Defensive, and Stability Operations.

16 Infantry Company Operations 1-3 LCD REA 1978 Infantry Increasing Violence Shape Deter Seize the Initiative 2009 Infantry Dominate Stablize Enable Civil Authorites Legend: LCD - locate, close with, and destroy REA - repel the enemy assault Figure 1-3. Enhanced Company Operations Versus Traditional Infantry Company Employment. parameter of employment. The infantry company must now be able to operate simultaneously at varying levels of violence across all the phases of joint operations. Rifle Company Employment The mission of the Marine infantry company is to defeat the enemy by fire, maneuver, and close combat and to conduct other operations as directed across the range of military operations. The rifle company normally operates as a maneuver element of the infantry battalion; although, when appropriately reinforced and augmented, employment to conduct semi-independent actions for various lengths of time is appropriate. The company is the base unit for creating mission-oriented task elements, which are employable across a range of military operations, through the attachment of command and control (C2), combat support (CS), and logistics combat elements (LCEs). While variables, such as a rifle company s leadership, morale, state of readiness, and level of training, always carry weight in decisions on how to employ a specific unit at any given time, the following capabilities and special considerations apply to all rifle companies: Conduct day and night offensive and defensive operations in all types of environments. Conduct combined arms action across a range of military operations. Conduct semi-independent, noncontiguous, and distributed actions. Conduct small unit operations. Operate in conjunction with other Services, agencies, and special operations forces. Participate in amphibious operations.

17 1-4 MCWP Tactical capabilities of the rifle company are to Seize, secure, occupy, and retain terrain. Defeat, destroy, neutralize, suppress, interdict, disrupt, block, canalize, and fix enemy forces. Breach enemy obstacles. Feint and demonstrate to deceive the enemy. Reconnoiter, deny, bypass, clear, contain, and isolate (these tasks may be oriented on both terrain and enemy). Screen and guard friendly units. Rifle companies can also Provide security for stability operations. Provide organizational structure, communications capability, and manpower resources for stability operations. Execute small unit training and military engagement operations with partnered nation security forces. Coordinate with civil authorities. Conduct key leadership engagement. The rifle company is limited in that it often operates with Austere combat logistic assets. Austere C2 assets. Limited vehicle mobility. Vulnerability to armor, artillery, and air threats. Vulnerability to enemy chemical, biological, radiological, and nuclear (CBRN) attacks with only limited decontamination capabilities. Rifle Company Organization The rifle company serves as one of three rifle companies in each infantry battalion. The company is organized in a triangular design around three maneuver elements and one fire support element. The activities of the subordinate units are controlled and coordinated by a company headquarters (see fig. 1-4). Within each rifle company are three rifle platoons. The rifle platoon is the basic maneuver element for the rifle company and its characteristics are essentially the same as the company. The platoon has the same triangular structure built around three squads and each squad is built around three fire teams (see fig. 1-5). Within each rifle company is one weapons platoon. The weapons platoon is the basic fire support element for the rifle company. It provides the company with organic machine gun, mortar, rocket fire, and antiarmor defense. Its organization and equipment permit maximum flexibility, control, and ease of employment in support of the rifle platoons. Each weapons platoon contains one 60-mm mortar section, one medium machine gun section, and one assault section (see fig. 1-6 on page 1-6). Duties of Key Personnel Rifle company key personnel include the company commander, executive officer (XO), first sergeant, gunnery sergeant, fire support team (FST) leader, operations chief, logistic noncommissioned officer (NCO), intelligence specialist, and administrative clerk. The company commander Is responsible for everything the company does or fails to do. Is responsible for the employment, training (see app. B), combat efficiency, discipline, morale, administration, welfare, maintenance, and sustainment of the company. Understands the capabilities of the company s personnel, weapons, supporting weapons, and their proper employment. Seeks to know and understand the capabilities of the enemy, threat level, and operational environment. Knows, understands, and develops situational awareness across the company.

18 Infantry Company Operations 1-5 Company Headquarters Company Commander Captain Executive Officer First Lieutenant First Sergeant First Sergeant Gunnery Sergeant Gunnery Sergeant Operations Chief Staff Sergeant Assistant Operations Chief Sergeant Intelligence Specialist Corporal Logistics NCO Corporal Property NCO Corporal Operations Clerk Lance Corporal Administrative Clerk Lance Corporal Messenger/Driver Private Platoon Commander Platoon Sergeant Weapons Platoon First Lieutenant Gunnery Sergeant Platoon Commander Platoon Sergeant Rifle Platoon Second Lieutenant Staff Sergeant Legend: NCO - noncommissioned officer Figure 1-4. Marine Rifle Company. Platoon Commander Platoon Sergeant Platoon Headquarters Second Lieutenant Staff Sergeant Rifle Squad Squad Leader Sergeant Fire Team (3 teams per squad) Fire Team Leader Corporal Figure 1-5. Marine Rifle Platoon. Coordinates with military and nonmilitary entities across the battlespace and within the area of interest (AOI). Is prepared to execute actions across a range of military operations and requests additional support as necessary. The company XO Serves as the company s second in command and is responsible for maintaining situational awareness of the company s tactical situation during combat. Assumes command in the company commander s absence.

19 1-6 MCWP Weapons Platoon Headquarters Platoon Commander Platoon Sergeant First Lieutenant Staff Sergeant Machine Gun Section No Section Leader Machine Gun Squad Squad Leader Sergeant Machine Gun Team (2 teams per squad) Team Leader Gunner Ammunition Man Corporal Lance Corporal Private Mortar Section Mortar Squad Squad Leader/Gunner Corporal Assistant Gunner Ammunition Man Lance Corporal Private Assault Section Section Leader Sergeant Section Leader Sergeant Assault Squad Squad/Team Leader/Gunner Corporal Assistant Gunner Private Team Leader/Gunner Lance Corporal Assistant Gunner Private Figure 1-6. Weapons Platoon. Is prepared to assume the duties of the company FST leader when necessary or as directed. May be assigned to aid in control of phases of a battle (such as a passage of lines or counterattack) and is prepared to assume tactical duties (such as landing zone [LZ] control officer or detachment/element leader). Plans and supervises the company s combat service support (CSS) planning, requirements, and execution to include coordination with higher or other support agencies. Supervises company preparations to execute training or combat missions in support of the company commander s plans and goals. Serves as the company training officer and supervises all aspects of unit training and unit training management (UTM) in support of the company commander s training plan and guidance. Is prepared to supervise either a permanent or semipermanent company combat operations center (COC) to include the management, collation, and processing of information; receipt and forwarding of tactical reports; and maintenance of communications with higher and adjacent units. The company first sergeant Serves as the senior enlisted Marine in the company and as the principal enlisted administrative and tactical advisor to the company commander. Serves as principal assistant to the company commander in supervising the administration of the company. Supervises, inspects, or observes matters designated by the commander. Executes and supervises routine operations to include enforcing the tactical standing operating procedures (SOPs); maintaining accountability of all personnel; coordinating and reporting personnel and administrative actions; and supervising discipline, field hygiene, and medical evacuation operations. The company gunnery sergeant Serves as a technical and tactical advisor to the company commander, platoon commanders, and platoon sergeants. Coordinates training, operations, and logistical support requirements for the company.

20 Infantry Company Operations 1-7 Assists the commander in the discipline, appearance, training, control, conduct, and welfare of the company. Assists the commander in conducting operational risk management (ORM). Directs the supply and resupply of the company. Supervises and assists in company training support to include maintaining training records, developing training plans and schedules, publishing letters of instruction, and supervising range and training area requests. Assists the commander in ensuring the establishment of a perimeter defense, security/ observation posts (OPs), or a FP posture. Coordinates and supervises the embarkation and debarkation for the deployment of the company. Supervises the setup, function, and displacement of the COC as well as other functional areas as directed. Supervises the actions within the COC (e.g., preparation and submission of reports and messages to higher headquarters [HHQ], watch bills, operational journals, journal files). Supervises the flow of information provided by available C2 systems and supervises the control, dissemination, and destruction of classified information within the COC. The FST leader Is generally the weapons platoon commander. Serves as the company commander s FST leader and fire support coordinator (FSC) when applicable, and advises the company commander on the capabilities and limitations of fire support assets. Plans and executes the company s fire support plan in support of the company commander s concept of operations (CONOPS) and guidance, coordinates the plan with the battalion FSC, and ensures the proper integration of all available fire support assets. Ensures all aspects of essential fire support tasks (EFSTs) are applied during planning and execution. Is capable of briefing the fire support plan during the operation order (OPORD). Integrates platoon targets into the company fire support plan and forwards that plan to the battalion. The operations chief Coordinates and executes the setup, function, and displacement of the COC as well as other functional areas as directed. Manages the flow of information provided by available C2 systems and supervises the control, dissemination, and destruction of classified information within the COC. Supervises the company s operations section, logistics NCO, intelligence specialist, and administrative clerk in ensuring all required reports are accurate and submitted in a timely manner. Ensures the proficiency of the personnel assigned to the COC and the enforcement of COC standing operating procedures. Is capable of participating in the Marine Corps Planning Process (MCPP). Executes and supervises routine operations to include enforcing the tactical SOPs; maintaining accountability of all personnel; coordinating and reporting personnel and administrative actions; and supervising discipline, field hygiene, and medical evacuation operations. The logistic NCO Assists in the development of logistic plans that support the company commander s concept of operations and employment. Has direct responsibility for the development of company embarkation and debarkation plans and the supervision of their execution. Executes tactical logistics for the company to include the coordination of CSS activities

21 1-8 MCWP necessary for mission accomplishment. These activities include supply and maintenance, coordination of transportation resources and employment, embarkation, general engineering support, and general services support. Leads and conducts helicopter support team operations and train other Marines as required. Is proficient in the use of, and capable of training Marines on, such systems as the automated information systems that support logistic command and control and in-transit visibility, expeditionary energy systems, and water filtration and purification systems. Is capable of participating in the MCPP. Is capable of performing all physical requirements associated with serving in an infantry company. The intelligence specialist Supervises company level intelligence cell (CLIC) operations and assigned personnel and serves as the senior intelligence expert in the company COC. Supports the creation of the company s intelligence plan, oversees its execution, and supervises the collection management process and the dissemination of battalion priority intelligence requirements (PIR) and company-specific orders or requests. Supports the company s intelligence collection plan by seeking organic and nonorganic support, communicating and coordinating with higher, adjacent, and supporting units, and requesting products and support from the battalion intelligence section. Produces and supervises the production of various intelligence products to include briefs, maps, targeting information, and imagery. Supervises enemy prisoner of war (EPW)/ detainee tracking to process, disseminate, and exploit information gained through tactical questioning, document exploitation, and other means. Assists in the enforcement of active and passive operational security measures. Is capable of participating in the MCPP. Is capable of performing all physical requirements associated with serving in an infantry company. The administrative clerk In conjunction with the company first sergeant, executes all company-related administrative matters to include naval correspondence, administrative action forms, promotion- and pay-related issues, performance evaluations, and re-enlistments. Maintains and updates related unit readiness statistics and databases and executes morning report, personnel management, and casualty tracking. Serves as company legal representative, executing necessary duties associated with nonjudicial punishment, unit punishment book, and punitive and nonpunitive correspondence. Conducts necessary coordination with battalion and other personnel administration centers as required. Is capable of participating in the MCPP. As required, is prepared to serve in the company COC, conduct headquarters security, and can perform all physical requirements associated with serving in an infantry company. Attachments and Enablers During normal operations, including garrison training, the rifle company requires organic attachments from the battalion s weapons companies and headquarters and service companies in order to accomplish assigned tasks. Beyond this augmentation, the company commander must expect to generate certain skill sets from within his own company while certain special enablers from units beyond the battalion may serve as attachments to the company. Finally, he must expect to encounter certain elements beyond his control, such as battalion snipers operating in his battlespace. Other such expectations (discussed in

22 Infantry Company Operations 1-9 detail in chap. 3) from the battalion and from both outside and within the company follow. Expectations from the battalion include An 81-mm mortar forward observer (FO) from the weapons company. A radio operator (RO) from the battalion communications platoon. An intelligence specialist from the battalion s intelligence section. Eleven corpsmen from the battalion aid station (BAS). A tactical air control party from the battalion s operations section. Expectations from external sources include An artillery observer and scout. A naval gunfire liaison team. Expectations from within the company include Any additional Marines necessary to augment the intelligence specialist in manning a CLIC. Any additional personnel necessary to augment the company headquarters Marines executing operations and communications functions in the company COC. Combat logistic support skills, such as ammunition drivers, animal packers, and armory custodians. Several Marines per company with appropriate environmental supporting skills, such as mountain or jungle warfare specialists. Weapons Company Employment The weapons company provides basic, organic fire support and other capabilities for the infantry battalion. The equipment and structure of the company allows infantry battalions additional heavy weapons and firepower, mobility, and augmented communications. Battalions may use these capabilities to provide support for its maneuver elements, may use the weapons company as a foundation for the creation of task-organized elements to accomplish assigned missions, or may use a combination of these methods. Traditionally, the mission of a weapons company is to provide medium mortar support, antiarmor support, heavy machine gun (HMG) support, and fire support coordination in order to support the infantry battalion s scheme of maneuver. When employed differently, such as a fourth maneuver element within the battalion, the weapons company (an infantry company by basic definition) defers to the infantry company mission. The weapons company is uniquely equipped with heavy weapons to support the maneuver of the rifle companies and task elements within the battalion. The heavy weapons, fire control capabilities, and communications assets contained in the weapons company include a mix that can be tailored to a particular mission based on mission, enemy, terrain and weather, troops and support available-time available (METT-T) and, when applicable, civilian considerations. Like the rest of the infantry battalion, the weapons company maneuvers in all types of terrain, climates, and visibility conditions. The inherent versatility of the weapons company as part of the infantry battalion also makes it well suited to employ against asymmetrical threats across a range of military operations. During tactical operations, heavy weapons units can suppress, fix, or destroy the enemy at long ranges, allowing other infantry units or combined arms teams to maneuver to a position of advantage. While variables, such as a weapons company s leadership, morale, state of readiness, and level of training, always carry weight in decisions on how to employ a specific unit at any given time, the following capabilities and special considerations apply to weapons companies supporting the battalion as designed. Weapons companies employed as maneuver elements or in other combinations should reference rifle company employment, discussed earlier in this chapter, for