CAMBIO EN LA POLÍTICA DE ENVASES

6720

8-27. The scheme of fires is a supporting element of the scheme of maneuver. The scheme of fires must 6721

describe what fires must do in order to achieve the commander's intent. It includes the priority of fires and 6722

explains what must be accomplished in clear, measurable, and understandable terms.

6723

 The fire support tasks must include the purpose as well as who, what, when, where and why, and 6724

sometimes how, for each task. The FSO develops the scheme of fires in coordination with the S-6725

3 and mortar platoon leader. When field artillery fires are allotted, the FSO also coordinates with 6726

the ABCT fire support coordinator and the field artillery battalion S-3 and FDC. The scheme of 6727

fires must identify all fire support tasks. (Refer to FM 3-09 for more information.) 6728

 Once the CAB scheme of fires is finalized, it is essential that the CAB commander clearly 6729

articulate to the BCT commander and staff the importance of those fires to the CAB concept of 6730

operations. The CAB commander should be able to describe the impact on mission success if 6731

those fires are not received.

6732

Q

UICK

F

IRE

P

LAN 6733

8-28. The purpose of a quick fire plan is to quickly prepare and execute fire support in anticipation of an 6734

impending operation. Quick fire plan techniques constitute an informal fire plan. Brigade, battalion, or 6735

company FSOs may develop quick fire plans to support their respective organizations. Like all fire support 6736

plans, the maneuver commander approves the quick fire plan. In quick fire planning the FSO assigns 6737

targets (and possibly a schedule of fires) to the most appropriate fire support means available to support 6738

the operation. In this type of fire support planning the available time usually does not permit evaluation of 6739

targets on the target list and consolidation with targets from other fire support staffs and units. (Refer to FM 6740

3-09 for more information.) 6741

O

BSERVATION

P

LANNING 6742

8-29. The observation plan, a component of the fire support plan, should provide the task and purpose for 6743

each phase of the operation. The observation plan should be synchronized with the scheme of maneuver 6744

during the MDMP. The CAB FSO will develop the observation plan in concert with the S-2 and S-3, and 6745

use terrain based computer programs to assist with position selection. The observation plan ensures 6746

observers are in position to support each essential task to be accomplished by fire support assets. The 6747

observation plan should address:

6748

 How the observer gets into position.

6752

 What the observer is to accomplish.

6753

 Disengagement criteria, if necessary.

6754

 Designated primary and alternate observers.

6755

F

IRE

S

UPPORT

T

EAM

C

ONTROL

O

PTIONS 6756

8-30. A critical observation planning issue that must be addressed at CAB level is who controls and 6757

positions the FISTs. (See Table 8-3.) The company commander needs the FIST company FSO to assist in 6758

his fire support planning and to trigger targets assigned to the company for execution in accordance with 6759

the CAB scheme of fires. The CAB commander or CAB FSO may also need to position FIST observers to 6760

ensure they are in the proper position at the right time to execute battalion-directed targets. In most cases, 6761

the control and positioning of FIST personnel depends on the mission.

6762

Option 1: Centralized at the CAB Level 6763

8-31. Consolidate FISTs at the CAB level to maximize the CAB commander's ability to influence the 6764

battle at a critical time and place. This option can provide the CAB commander flexibility and redundancy 6765

to meet the demands of a nonlinear or expanded area of operations. Company team commanders retain 6766

access to fire support expertise in the planning process while the FISTs are centralized at the CAB level for 6767

execution.

6768

Option 2: Decentralized at Company Team Level 6769

8-32. FIST assets remain at the company team level for fire support planning, coordination, and execution.

6770

This option sustains a habitual relationship between the FIST and the supported company. It retains trained 6771

observers to call for field artillery and mortar fires for that company or platoon. FIST personnel qualified 6772

execute a target supporting an essential task for an attack. This allows the company FSO to travel with the 6778

company commander in his vehicle to advise, coordinate, and call for fires.

6779

Table 8-3. Sample FIST employment 6780

Defense (Option 1)

The CAB retains control of the FIST because targets are fully synchronized with the CAB scheme of maneuver.

Movement to Contact (Option 2)

The company generally has control of the FIST because the situation is unclear.

Deliberate Breach (Option 3)

The support force and breach force controls the FISTs to provide redundancy at the point of penetration.

8-34. Regardless of how the CAB commander chooses to employ his FISTs, the CAB staff must provide 6781

each FIST with the observation plan. The observation plan provides the FIST with proposed OP locations 6782

(with routes to and from these locations) from which the FIST can best execute its assigned CAB mission 6783

or support its company’s concept of operations.

6784

T

OP

-D

OWN

F

IRE

P

LANNING 6785

8-35. To enhance the focus of fires, the CAB conducts formal fire planning through a deliberate top-down 6786

process with bottom-up refinement. This process occurs primarily during the "decide" phase of the 6787

targeting process (decide, detect, deliver, assess).

6788

8-36. Top-down fire planning is a continuous process of analyzing, allocating, and synchronizing fire 6789

support. It determines—

6790

 How the CAB will use fire support and what the essential tasks are.

6791

 What types of targets will be attacked—resulting in the HPTL (decide).

6792

 What type of targets will not be attacked.

6793

 What collection assets are available to acquire and track the targets (detect).

6794

 What assets the CAB will use to attack different targets; what munitions, what affects, and when 6795

they will be engaged (deliver).

6796

 System preferences for various targets.

6797

 What assets are available to verify (assess) effects on the target.

6798

8-37. The basis of the top-down fire planning concept is that the plan originates at higher levels and is 6799

refined at lower levels. At the CAB level, the commander receives the top-down fire plan from the ABCT.

6800

This plan focuses the fire support effort exactly where the ABCT commander wants it in his area of 6801

operations. It provides detailed execution guidance, fire support tasks, allocation of resources, assigned 6802

target execution responsibility, and fully supports the ABCT's concept of operations. The CAB FSO, after 6803

receiving this plan, begins to refine targeting information based on how the CAB commander intends to 6804

integrate his plan into the Brigade plan.

6805

8-38. Planning must be flexible to accommodate unexpected and rapid changes. The Brigade plan should 6806

contain only those fire support tasks necessary to support the commander's guidance for fires. Remaining 6807

assets are allocated to the subordinate CAB commanders according to their priorities for fires. In turn, each 6808

CAB commander develops a concept of fires to support his concept of operations/scheme of maneuver and 6809

assigned essential tasks. He may allocate any assets not planned for down to the companies for their 6810

planning and execution.

6811

Note. When planning fires, it is essential to address the following aspects of each fire support 6812

task and target: purpose, location, trigger, shooter and backup shooter, sensor, observer and 6813

backup observer, communications structure, rehearsal, and delivery assets. If any of these 6814

requirements are not identified, planned, resourced, and rehearsed, the successful 6815

accomplishment of that fire support task is at risk.

6816

8-39. The primary advantage of top-down fire planning is that the commander develops the concept of 6817

fires early, enabling the FC to plan concurrently. This process also allows for development of a plan that 6818

focuses the fires effort where and when and how the commander wants it.

6819

8-40. Digitized systems facilitate the dissemination of plans; provide the commander with near-real-time 6820

information on the status of fire units; and allow him to modify and shift the focus of fires as the situation 6821

develops. The CAB commander can quickly assess where the focus of fires needs to be.

6822

8-41. The allocation of resources in top-down fire planning should be more than the mere "blind"

6823

allocation of a number of targets for planning without regard for the purpose and achievable effects during 6824

that part of the operation. Allocations at each level should emphasize the purpose, planning, and execution 6825

of fire support tasks. For example, allocating three targets to a company commander for planning does not 6826

give him the possible purposes of those targets. However, allocating a subordinate a fire task in the form of 6827

a TAI for the destruction of a platoon during a certain portion of the operation better accounts for the 6828

relationship of fires in time and space. The Brigade plan assigns execution responsibility down to the CAB.

6829

The CAB commander must then assign responsibility down to the companies.

6830

8-42. Bottom-up refinement is a key element of top-down fire planning. During the decision making 6831

process, targets are planned based on map reconnaissance and situation templates. Targets must be refined 6832

based on the reconnaissance effort, actual occupation of the terrain, and updated intelligence. The 6833

establishment of fire support tasks early in the planning process allows company FSOs to be proactive in 6834

their refinement and planning. Targets that facilitate the accomplishment of fire support tasks can be 6835

nominated during the bottom-up refinement early in the planning process.

6836

TARGETING

6837

8-43. Targeting is the process of selecting and prioritizing targets and matching the appropriate response to 6838

them, considering operational requirements and capabilities. (ADRP 5-0) The purpose of targeting is to 6839

integrate and synchronize fires into unified land operations. Army targeting uses the functions decide, 6840

detect, deliver, assess (D3A) as its methodology. D3A is designed to enhance fire support planning and the 6841

intelligence targeting process. Its functions complement the development, planning, execution, and 6842

assessment of the effectiveness of targeting and weapons employment. Targeting is continuously refined 6843

and adjusted between the commander and staff as the operation unfolds. A Target is an entity or object 6844

considered for possible engagement or other action. (JP 3-60) Targets also include the wide array of mobile 6845

and stationary forces, equipment, capabilities, and functions that an enemy commander can use to conduct 6846

operations. These include:

6847

 Target acquisition. Target acquisition is the detection, identification, and location of a target in 6848

sufficient detail to permit the effective employment of weapons. (JP 1-02) 6849

 Target discrimination. Target discrimination is the process of applying a system, action, or 6850

function to identify or engage any one target when multiple targets are present.

6851

 Target engagement. Target engagement is the process of applying a weapon system, capability, 6852

action, or function against a target to achieve a desired lethal or nonlethal effect in support of the 6853

commander’s objectives.

6854

T

ARGETING

W

ORKING

G

ROUP 6855

8-44. Targeting is a command function that encompasses many disciplines and requires participation from 6856

the CAB staff elements. The commander’s targeting guidance describes the desired effects to be generated 6857

by fires, physical attack and nonlethal activities. It must focus on essential enemy capabilities and functions 6858

that could interfere with the achievement of friendly objectives. Usually, targeting is synchronized within 6859

the setting of (informal) targeting working group sessions. Targeting working group sessions must be 6860

effectively integrated into the CAB battle rhythm and nested within the BCT targeting cycle to ensure the 6861

results of targeting focuses operations.

6862

8-45. In general, battalions use an abbreviated form of a targeting working group session. Table 8-4 6863

contains a list of staff member responsibilities for the targeting working group. The CAB FSO leads the 6864

targeting working group and the CAB XO chairs the targeting board. The session—

6865

 Verifies and updates the HPTL and attack guidance.

6866

 Establishes target selection standards.

6867

 Nominates targets, FSCMS and ACMs to higher headquarters.

6868

 Synchronizes the information collection plan with the fire support plan and observer plan.

6869

 Synchronizes air and ground maneuver with fires to including recommendations for maneuver 6870

control measures, FSCMs and ACMs.

6871

 Monitors fire support systems and ammunition status.

6872

 Receives and evaluates battle damage assessment.

6873

 Synchronizes lethal and nonlethal activities.

6874

Table 8-4. Targeting meeting responsibilities 6875

Staff

Member Responsibility XO

Reviews commander’s guidance and commander’s intent.

Focuses targeting working group participants on the targeting board objectives.

Arbitrates disagreements and ensures participants are actively involved.

Focuses on the last time-phase line (for example, D+3 days).

S-2

Creates current enemy situation template, threat COA (event template).

Proposes HVT sets and link analysis.

Prepares current and proposed PIR, BDA and AO assessments.

Determines impact of light and weather data.

Designs a threat COA event template (D, D+1/2/3).

Builds a collection emphasis to include brigade-directed NAI coverage.

Gathers a collection synchronization to include counter mortar radars.

Prepares a status of collection assets.

Drafts information collection plan (D, D+1/2/3).

S-3

Briefs the status of current operations.

Gathers and briefs friendly forces information requirement FFIR and commander’s PIR (D-1 review; D, D+1/2/3 recommendations).

Performs BCT-directed and implied tasks.

Plans for adjacent units affecting operations D, D+1/2/3.

Spells out task organization (assets available to include anticipated combat power).

Gathers troops-to-task ratios.

FSO

Briefs current targeting products including the HPTL, attack guidance matrix, target selection standard, targeting synch matrix and fire support tasks (D, D+1/2/3)

Briefs status of fire support assets.

Recommends decide and detect data for TSM (D, D+1/2/3).

Gathers radar operations and counterfire predictive analysis (D, D+1/2/3).

Plans for approved preplanned air support requests and targets planned for next two air tasking order cycles.

Plans for proposed HPTL for D, D+1/2/3.

Briefs recommended changes to FSCM.

Considers recommended changes, in conjunction with TACP, changes to working preplanned air support requests.

TACP Advises on the employment of air assets.

Approves submission of airspace coordination measure (ACM) requests.

Unit IO Officer

Updates MOE matrix.

Recommends information related capabilities to be synchronized, messages and information engagement related targets.

CA Team Leader

Coordinates civil reconnaissance.

Coordinates key leader engagement by constantly vetting contacts to eventually identify elites within the AO.

Assists in the planning, coordination and management of CMO project management.

Identifies and coordinates with NGO, and host-nation project management.

Minimizes interference between civil and military operations.

Synchronizes CMO to enhance mission effectiveness.

Plans for vulnerabilities and flexibility (decision points).

Tactical MISO Team (TPT) Leader

Approves MISO plans and programs.

Approves and availability of products.

Instructs on TPT tasks and purposes.

Creates products and distribution plans/synchronization.

Unit Public Affairs

Representative

Creates a public affairs media engagement plan.

Designs a public affairs information strategies and media facilitation.

Lays out a media security plan.

TF engineer

Briefs a threat counter-mobility COA.

Organizes the engineer and EOD assets available (D, D+1/2/3).

Recommends reconstruction projects.

Creates an environmental considerations assessment.

XO Provides final guidance and direction to the staff.

REHEARSALS

6876

8-46. Rehearsals are an integral part of the planning process. If possible the FSO conducts a fire support 6877

rehearsal prior to the combined arms rehearsal in order to provide the fire support cell additional time to 6878

rehearse fire support plans and products. The FSO participates in the maneuver commander’s rehearsal and 6879

addresses specific fires portions of the plan. Both fire support and maneuver actions should be rehearsed to 6880

reinforce the scheme of maneuver and fire plan. Rehearsals should both practice and test the plan.

6881

Rehearsal procedures should be established as part of unit TACSOPs.

6882

C

OMBINED

A

RMS

R

EHEARSAL 6883

8-47. The CAB commander personally leads the rehearsal. Usually, the CAB S-3 organizes the rehearsal 6884

using the commander’s DST and the synchronization matrix; while the FSO uses the fire support execution 6885

matrix. Subordinate company commanders and the scout and mortar platoon leaders participate in the 6886

rehearsal. Other attendees include the CAB’s primary staff, company FSO and FIST personnel, CBRN and 6887

engineer staff officers, ALO, and the aviation LNO.

6888

F

IRE

S

UPPORT

R

EHEARSAL 6889

8-48. The FSO runs the battalion fire support rehearsal. The fire support rehearsal focuses on the execution 6890

of fire support tasks, the fire support execution matrix, the effectiveness of FSCMs, and the timing and 6891

synchronization of all fire support efforts with each other and with the maneuver operation. This rehearsal 6892

generally follows the combined arms rehearsal in order to cover any changes made to the plan. The CAB S-6893

2, S-3, TACP, firing unit leaders, and subordinate FSOs and observers should participate to—

6894

 Confirm sequence of targets and desired effects.

6895

 Depict enemy and friendly actions and reactions.

6896

 Synchronize air ground operation.

6897

 Validate observer plan and JTAC positioning.

6898

8-49. The FSO establishes the time and location for the rehearsal. The FSO begins the rehearsal by 6899

announcing key times or phases of the operation. Each participant then executes the actions he will take, 6900

normally just short of actually delivering fires on the appropriate target. Additionally, the FSO ensures 6901

subordinate FSOs and observers understand their role in the CAB and BCT plan by having them articulate 6902

the targets and triggers for which they are responsible. They should discuss lifting and shifting of fires in 6903

sequence of the scheme of maneuver and identify FSCMs or ACMs in effect in relation to time, space, and 6904

purpose relevant to the mission. The key is to ensure the battalion is able to execute its fire support tasks.

6905

8-50. Units use the fire support execution matrix as a script to conduct FS rehearsals, since the fire support 6906

execution matrix is tied directly to the concept of operations. The field artillery battalion representative 6907

uses and verifies the information in the field artillery battalion OPORD or field artillery support plan.

6908

In document TRIBUNAL DE ARBITRAMENTO DISTRIBUIDORA BERNAL MÉNDEZ Y COMPAÑÍA LIMITADA PARA SOLUCIONAR LAS DIFERENCIAS SURGIDAS CON BAVARIA S.A. (página 122-131)