G7 - V

FM 5-100

Engineer Operations

HEADQUARTERS, DEPARTMENT OF THE ARMY

DISTRIBUTION RESTRICTION: Approved for publicrelease; distributionis

unlimited.
*FM 5-100

FIELD MANUAL HEADQUARTERS

NO. 5-100 DEPARTMENT OF THE ARMY
Washington, DC, 27 February 1996

ENGINEER OPERATIONS
TABLE OF CONTENTS
PREFACE ........................... .................................... x
CHAPTER 1. CHALLENGES IN,ARMY AND ENGINEER OPERATIONS.................. 1-1
The Nature of War.................................................... 1-1
The Threat ..................................... .................... 1-2
General Situation ................................................... 1-3
Foreign Military Trends................................................ 1-3
Army Operations Doctrine and its Foundation.............................. 1-3
Principles of War .................................................... 1-4
Tenets of Army Operations Doctrine..................................... 1-5
Dynamics of Combat Power .......................................... 1-6
Deep, Close, and Rear Operations...................................... 1-7
Deep Operations ................................................... 1-8
Close Operations ................................................... 1-8
Rear Operations .................................................... 1-8
The Engineer Focus ................................................... 1-8
The Roles of Engineers................................................. 1-9
Mobility ............................................................ 1-9
Countermobility..................................................... 1-9
Survivability ....................... ............................... 1-9
General Engineering................................................ 1-10
Topographic Engineering ............................................ 1-11
Engineers and Technology ............................................ 1-1 1

CHAPTER 2. FUNDAMENTALS OF ENGINEER OPERATIONS ........................ 2-1

Battle Command/C 2 . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .... ... ... . 2-1
Command and Support Relationships.................................... 2-2
Command.........................................................2-2
Support ............................................... ............ 2-2
Task Organization ................................................... 2-3
Control............................................................2-4

DISTRIBUTION RESTRICTION: Approved for public release; distribution isunlimited.

*This publication supersedes FM 5-100, 22 November 1988.
FM 5-100

Page
Use of Engineer HQ ............. S. 2-4
Engineer Coordination........... ............ S.2-8
Engineer Information Flow ....... ............ S.2-8
Roles of Engineer Commanders and Straff Elements . .2-10
ASCC Engineer................. ............ .2-10
Corps Engineer................. ............ .2-10
Division Engineer............... ............ .2-10
Brigade Engineer............... ............ .2-10
Battalion/TF Engineer........... ............ .2-11
Engineer Echelon Architecture ...... .2-11
Organizational Principles ........ .2-11
Organization of the Theater....... ............ .2-12
Communications Zone........... .2-12
Corps's Area...................... .2-14
. . . . . . . .
............
Tactical Operations ............. .2-14
............ ............
Construction ................... r .2-15
............
Topographic Engineering ......... .2-15
............
Real-Property Maintenance ....... .2-15
Division Area ..................... .2-15
............
Tactical Operations ............. .2-16
............
Topographic Engineering......... .2-16
CTAPTR 3 FOPlRCE PRO.TflTON
. . . . .. . ...... . . .. .. . . . . . ............ .3-1
Characteristics .......................................... ............ .3-1
Considerations ........................................... .3-2
Lethality for the Deploying Force......................... . . . . . . . . . . .
............. .3-2
Anticipation and Intelligence................. .......... .3-2
Force Tailoring and Teamwork ............. ........ .......... . .3-2
Battle Command... .................................. ............ .3-3
Logistics ... ........................................ ............ .3-3
Training and Multiforce Operations....................... ....
............ ........ .3-3
Media Impact .................................. ............ .3-4
Postconflict... ...................................... ............
............ .3-4
Operation Phases .................................... ............ .3-4
Predeployment Phase .................................... ............ .3-4
Mobilization Phase ................. ..... .......... ..... o...... .3-5
Deployment Phase ..................................... ............ .3-5
Entry Phase ...................................... ............ .3-5
Operations Phase ....................... ............. .3-6
War-Termination and Postconflict Phase................... .3-7
Redeployment and Reconstitution Phase ................... .3-7
Demobilization Phase.................................. .3-8
CHAPTER 4. JOINT, MULTINATIONAL, AND INTERAGENCY ENGINEER ENGINEER
ORGANIZATIONS AND CAPABILITIES..................... ..... ,.......
.4-1
Overview ................................. .4-1
US Air Force (USAF) Engineer Support...................... .4-2
FM 5-100

Page
Civil-Engineering Mission. ............... 4-2
R 1- TnR~i PYrr -o, ~
JIEAJ HORSEL P.L.J c
ra . .. .. .. .. ..
.4-2
6

RH-1. . .4-4
PTL9~ .. 4-4
RH -3.................. .............. .. 4-5
Prime BEEF Program ................... .. 4-5
Prime RIBS Program .................... .. 4-6
E&S Force Module ...................... .. 4-6
Army-Air Force Engineer Considerations .... ..4-6
US Navy Engineer Support ................ . ..4-7
Navy Base Construction.................. .. 4-7
Marine Corps Support ................... .. 4-8
Amphibious Operations .................. .. 4-9
MPF Support......................... .. 4-9
Navy Base Maintenance.................. .4-10
Disaster Relief......................... .4-10
Civic Action ........................... .4-10
Naval-Construction Forces.. . . ......... .4-10
Army-Navy Engineer Considerations ....... . 4-13
US Marine Corps Engineer Support .......... . 4-13
Marine Air-Ground TF....... ...... .. 4-13
Marine Expeditionary Force ............. . . 4-14
Marine Expeditionary Brigade ............ .. 4-15
Marine Expeditionary Unit .............. . .. 4-15
Marine Combat-Engineer Battalion (CEB)... .. 4-15
Marine Engineer-Operations Division ...... .. 4-15
Marine Engineer-Support Battalion (ESB)... . 4-16
Army-Marine Corps Engineer Considerations . 4-17
Multinational Engineers.................... .4-18
Multinational Engineer Capabilities ...... . . 4-18
Multinational Engineer C 2 . . . . . . . . . . . . . 4-18
Multinational Engineer Considerations ..... • .4-18
Contracted Civilian Engineers .............. . .. 4-19
Contract Construction Agents ............ . ......... . 4-19
Logistical Civil Augmentation Program (LOGCAP) ..... • .4-20
Contracted Civilian-Engineer Considerations ......... .. 4-20
US Governmental Agencies, NGO, PVO, and UN Agencies. .. 4-21

CHAPTER 5. OPERATIONAL ENGINEERING ......... . 5-1

Theater Development ............................... ... 5-1
Engineer Functions........................ ......... ... 5-2

Topographic Support................................ .. 5-2

Construction Planning and Management ............... .. .5-3

US Army Corps of Engineers ................... ... 5-3

Construction Policies and Procedures ................ .. .5-3

Construction Standards ....... ...... . . . . . .. .. .. .. . . .. .. .. . .. .. .. .. .5-3

FM 5-100

Page
Construction Priorities................. .......................... ... 5-4
Construction Management.................
.• . .°.
.. 5-4
• • •.•.
Wartime-Construction Procedures .......... ..5-5
. . .• . .•. .•.
General Construction Principles ............ . 5-6
.• . .•. .•. • •.
Troop Construction Management ........... ..5-6
••......e
Construction Materials ................... . .5-7
.•. .o. . . .•.
Construction-Planning Considerations ....... . 5-7
Construction-Design Considerations....... . ..5-8
Contractor Support ......................... .. 5-8
Base Development.......................... S.5-8
Real Estate Planning and Acquisition .......... S.5-9
Operation, Repair, and Maintenance of Facilities and Utilities .5-10
Fire Prevention and Protection ........... . . . ,.. . .5-10 ,

Refuse Collection and Disposal............. .,.,..•,, .5-10

Engineer Support to Developing Theaters .... . . .
• • • •.• •.• .5-11
Engineer Support to Mature Theaters........ . .•• • . .5-11
.•• .•.

Area Damage Control ....................... ....... .5-12

o•

CHAPTER 6. ENGINEERS IN CLOSE COMBAT

. .6-1
C oncept ................................. .6-1
Fighting as Engineers...................... .6-1
Engineer Combat Organization.......... . .6-2
Engineer Combat Capabilities ............ . .6-2
Fighting as Infantry ....................... .6-3
Employment Considerations .............. .6-3
Organic Combat Power ................. . .6-4
Unit Capabilities ....................... .6-5
CHAPTER 7. TACTICAL PLANNING......... . . ..7-1
The Engineer Member of the Combined-Arms Team S.7-1
The Planning Process ......................... .. 7-2
Step 1. Receive the Mission ................. .. 7-2
Step 2. Issue a WO ........................ .. 7-3
Step 3. Make a Tentative Plan ............... .7-3
Step 4. Initiate Movement ................ ..7-9
Step 5. Conduct Reconnaissance ............. S.7-9
Step 6. Complete the Plan................... .. 7-9
Step 7. Issue the Order..................... .. 7-9
Step 8. Supervise....................... .. 7-9
Plans and Orders............................. .7-10
Maneuver Force OPORD/OPLAN ............. .7-10
Engineer Unit OPORD/OPLAN ............... .7-11
CHAPTER 8. OFFENSE........................ .8-1
Operations in Depth .......................... .8-1
Engineer Focus in the Offense ................ . .8-1
Planning Engineer Operations in the Offense ..... .8-2
FM 5-100

Page
Mission, Enemy, Terrain, Troops, and Time Available ................ ....................... 8-3
Task Organization ........ ................ ................. ...... 8-4
Preparation ............. ............. ................ ................. ...... 8-4
Engineers in the Offense.. ................
......... .... .......... 8-4
Reconnaissance .......... .. ......... ................ .............. ......... 8-5
Movement to Contact ...... ... ......... ..................................... 8-5
Attacks.......... ...... ................
................... ... 8-6
Exploitation and Pursuit ... ........................... ........ .. 8-7
Transitioning to the Defense ...................................... 8-7

CHAPTER 9. DEFENSE ......................... .9-1

Operations in Depth ............................ .9-1
Engineer Focus in the Defense ....... ............. .9-1
Mobility ................................... .9-2
Countermobility ............................ 9-2
Survivability ............................... 9-3
General Engineering ......................... 9-4
Topographic Engineering...................... 9-4
Planning Engineer Operations in the Defense ......... .9-4
Mission, Enemy, Terrain, Troops, and Time Available .9-5
Task Organization........................... .9-5
Preparation ................................ 9-6
Engineers in the Defense........................ 9-6
Mobile Defense ............................. 9-6
Area Defense ............................... .9-7
Transition to the Offense ........................ 9-8
CHAPTER 10 RETRO(GRADF ... 10-1
Er igineer Focus in Retrograde Operations ........... ... 10-1
Mobility ...................................
... 10-1
Countermobility....................
... 10-2
Survivability...................... .
... 10-2
General Engineering .................
... 10-2
Topographic Support .................
... 10-2
Planning Engineer Operations for Retrograde
10-3
Mission, Enemy, Terrain, Troops, and Time Available
...

... 10-3
Task Organization...................
... 10-3
Denial Operations .....................
... 10-7
Target Selection....................
... 10-7
Limitations........................
... 10-7
Planning..........................
CHAPTER 11. LOGISTICS ............... . . . . . . . . . . . . . 11-1 ...
Force Sustainment .................... . . . . . . . . . . . . . 11-1 ...
The Underpinnings of Logistics .......... . . . . . . . . . . . . . 11-1 ...
Logistics Characteristics................ . . . . . .. . . . . . . 11-2 ...
Anticipation ....................... . . . . . . . . . . . . . 11-2 ...
FM 5-100

Page
Integration .................................... ........... ........ 11-3
Responsiveness................................. ........... ........ 11-4
Continuity.... ............................ ........... ........ 11-4
Im provisation .................................. ........... , ........ 11-4
Engineer Logistics Planning Considerations........... . . . . . . , . . . . . ........ 11-5
Engineer Preparation of the Theater ............... ........... ........ 11-5
Logistics Force Composition ...................... ........ 11-5
........... ,
Engineer Logistics Priorities ...................... ........ 11-5
.,.........
Joint Logistics Support for Engineers............... ........ 11-6
Multinational Logistics Support for Engineers ....... ... ,......., ....... 11-6
HN Support for Engineers........................ ........ 11-7
...........
Captured Engineer Resources ..................... ........ 11-8
Contingency Operations Support .................. ........ 11-8
Logistics Support for Engineer Units ................. ........ 11-8
Army Service Component Commander.............. ........ 11-8
JTF, Joint Force Logistics Support Command (JFLSC), and ARFOR .. .. . .11-8
Corps..... ............................... ........... ........ 11-8
Division .... .............................. ........ 11-9
...........
Brigade . ................................... ........ 11-9
Command and Support Relationships ................. ........... , ........ 11-9
Engineer Logistics Concept ......................... ........ 11-9
........... ,
Engineer Logistics Laydown...................... ....... 11-10
Flow of Support................................. ...... 11-10
Engineer Support to Logistics Operations............. ........... ....... 11-11
LOC Construction............................... ... ,....... ....... 11-12
Logistics-Facility Construction.................... ....... 11-12
Water-Supply Support ........................... ....... 11-12
Medical-Facility Construction ..................... ....... 11-12
Reconstitution Support .......................... ....... 11-12
Logistics Force-Protection Support ................. ....... 11-13
Key Engineer Logistics Leaders...................... ....... 11-13
Staff Engineer............................... ...... 11-13
Executive Officer ............................... .. .... 11-13
Adjutant (US Army) (S1) ......................... ....... 11-14
Supply Officer (US Army) ....................... ....... 11-14
HHC Commander............................... ....... 11-14
......... ,.,
Company 1SG................... ........... ....... 11-14
Engineer Logistics C 2 . . . . . . . . . . . . . . . . . . . . . . . . . . .... .. ..... 11-15
Rear CP Engineer Section ........................ ....... 11-15
Main CP Engineer Section........................ ....... 11-15
Tactical or Assault CP Engineer Section ............ ....... 11-15
Engineer Brigade and Group CSS Cells ............. ....... 11-15
Engineer Brigade and Group HHC CPs............. ....... 11-16
Engineer Company Trains Element ................ ....... 11-16
Engineer's Role in Planning and Coordinating .......................... 11-16
FM 5-100

Page
CHAPTER 12. CONTINGENCY OPERATIONS ............................. 12-1
Introduction....................................... .................... 12-1
Principles of Contingency Operations ...................................... 12-2
Objective ........................................................... 12-2
Unity of Effort....................... ............................. 12-2
Legitim acy............................................... .......... 12-3
Perseverance............................. ..................... 12-3
Restraint... . ...................... .................. ............. 12-3
Security ...... ...................................................... 12-4
Engineer Support to Contingency Operations.. ................ ......... 12-4
Arms Control ..................................................... 12-4
Attacks and Raids................................. .. .................... 12-4
Combating Terrorism ................................................ 12-5
Disaster Relief.. ..................................................... 12-6
Humanitarian Assistance .............................................. 12-6
Nation Assistance.................................................... 12-7
Support to an Insurgency and a Counterinsurgency. ....................... 12-7
Noncombatant-Evacuation Operations..................................12-7
Peace Operations ................................................... 12-8
Rescue-and-Recovery Operations ....................................... 12-9
Demonstrations and Shows of Force .................................. 12-9
Support to Civil Authorities............................ .............. 12-9
Support to Counterdrug Operations ..................................... 12-9
Engineer Considerations for Contingency Operations .......... .......... 12-10
Engineer Assessment ................................................ 12-10
Joint Engineer C 2 . . . . . ..... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-11

Topographic Support ............................................ 12-11

Construction Support...........................................12-11
Countermine Operations ........................................... 12-12
Force Protection ....... ........................... ................. 12-13
APPENDIX A. ENGINEER ORGANIZATIONS AND FUNCTIONS ............ A-1
Engineer Operations ............ .................................... A-1
Division Engineer Units ................................................. A-1
Headquarters and Headquarters Detachment (HHD), Engineer Brigade, Heavy
Division ...................................................... A-1
Engineer Combat Battalion, Heavy Division ............................. A-1
Engineer Combat Battalion, Enhanced Heavy Separate Brigade .............. A-2
Light Engineer Divisional Organizations .................................. A-2
Engineer Battalion, Airborne Division .................................. A-2
Engineer Battalion, Air-Assault Division ............................... A-2
Engineer Battalion, Light Infantry Division......... . ............... . A-3
Separate Companies .................................... .. ........ .... A-3
Engineer Company, Light Armored Cavalry Regiment ..................... A-3
Engineer Company, Armored Cavalry Regiment .......................... A-3
Engineer Company, Heavy Separate Brigade.............................. A-3
FM 5-100

Page
Engineer Company, Separate Infantry Brigade ........................... A-4
Separate Teams.................. .......................... ........ A-4
Topographic Terrain DS Team, Heavy Division............................ A-4
Topographic Terrain Analysis Team, Heavy Division ............... ....... A-4
Topographic Terrain Analysis Team, Light Division ........................ A-4
Corps Engineer Units ................ ................................. A-5
Engineer Brigade, Corps ............................................ A-5
Engineer Group, Combat............................................ A-5
Engineer Combat Battalion, Corps Wheeled ............................. A-5
Engineer Combat Battalion, Corps Mechanized ........................... A-6
Engineer Combat Battalion, Corps Airborne .............................. A-6
Engineer Combat Battalion, Corps Light ................................ A-6
Engineer Combat Battalion, Heavy .................................... A-7
Separate Corps Companies............................................. A-7
Engineer Combat-Support Equipment Company........................... A-7
Engineer Company Light Equipment, Airborne............................ A-8
Engineer Company Light Equipment, Air Assault/Light ................... . A-8
Engineer MGB Company............................................. A-8
Engineer Panel-Bridge Company ...................................... A-8
Engineer Assault Float-Bridge Company................................. A-9
Engineer Topographic Company ....................................... A-9
Operational-level Engineer Units ....................................... A-9
Engineer Command ............................................... A-9
Engineer Brigade, TA................... ............................ A-10
Engineer Group, Construction........................................ A-10
Engineer Prime-Power Battalion ...................................... A-10
HHC, Engineer Topographic Battalion................................. A-11
Separate Operational-Level Companies ................................. A-11
Engineer Company, Topographic Battalion ............................ A-11
Engineer Construction-Support Company ............................. A-11
Engineer Dump-Truck Company..................................... A-12
Engineer Pipeline-Construction- Support Company ....................... A-12
Engineer Port-Construction Company ................................ A-12
Separate Engineer Teams (Operational Level) .............................. A-13
Engineer Team, Battalion HQ ....................................... A-13
Engineer Team, Fire-Fighting HQ .................................... A-13
Engineer Team, Fire-Fighting Teams .................................. A-13
Engineer Team, Quarry, 75 TPH .................................... A-13
Engineer Team, Well Drilling ........................................ A-13
Engineer Team, Control-and-Support Detachment Diving ................. A-13
Engineer Team, Lightweight Diving................................... A-14
Engineer Team, Real Estate ....................................... A-14
Engineer Team, Utilities (4,000) ..................................... A-14
Engineer Team, Topographic Planning and Control ....................... A-14
US Army Corps of Engineers' Operations ................................ A-14
USACE Division ................................................... A-15

viii
FM 5-100

Page
USAGE District. ............................................ A-15
USACE (FWD) Element............. ................................. A-15
USACE Area Office ................. ................................. A-15
APIENDJXlTY TE1VN~T'lTiNEE.R
.
.TT'MATE n
. . . . . . . .. . . . . . . . B-1
The Process ................................... ... . B-1
Receiving the Mission. ............................ . B-1
Conducting the EBA .... ........................... . B-1
Terrain Analysis ................................ . B-2
Enemy Mission and M/S Capabilities ................. . B-2
Friendly Mission and M/S Capabilities ................. . B-4
Analyzing the M ission................................ . B-6
Specified Tasks ................................ . B-7
Implied Tasks ..................................... . B-7
Assets Available ............................... . B-7
Limitations (Constraints and Restrictions) .............. . B-7
Risk ................... ..................... . B-7
Time Analysis ... ................................ . B-7
Essential Tasks... ............................... . B-8
Restated Mission... ............................ . B-8
Developing a Scheme of Engineer Operations.............. . B-8
Analyzing the Relative Combat Power ................. . B-8
Identifying the Engineer Missions and Allocating Forces .. . B-8
Developing a Scheme of Engineer Operations ........... . B-9
Balancing Available Assets Against Support Requirements . B-9
Integrating into the Maneuver CO .................... . B-9
War Gaming and Refining the Engineer Plan .............. . B-9
Recommending a COA ................................ B-10
Finalizing the Engineer Plan and Issuing the Order ........ B-10
APPENDIX C. ORDERS AND ANNEXES............... . . C-1
Supported-Unit's Orders and Engineer Annex ............. . C-1
Supported-Unit's OPORD ........... . C-1
Engineer Annex .................. . C-1
Engineer-Unit Orders ................. . C-5
Engineer-Unit WO ................. . C-5
Engineer-Unit OPORD......... ... C-13
Engineer-Unit FRAGO .............. C-14

GLOSSARY ........................... ............................ Glossary-1

REFERENCES ..................... ........................... References-1
INDEX ............................... ............................... Index-1
FM 5-100

PREFACE
Field Manual (FM) 5-100 is the engineer capstone manual. It develops the engineer aspects
of doctrine described within FM 100-5. This manual defines the engineer role within Army
operations and provides broad principles for engineer employment throughout the theater
of operations (TO). Engineers provide several critical battlefield functions and perform an
important role as a member of the combined-arms team.
Engineers adapt terrain to multiply the battle effects of fire and maneuver. This engineer
component of the close combat triad (fire, maneuver, terrain) is described within the five
engineer battlefield functions: mobility, countermobility, survivability, general engineering,
and topographic engineering. Mobility frees the commander from movement limitations
imposed by natural terrain or enemy action to allow maneuver of tactical units into posi-
tions of advantage. Countermobility directly attacks the enemy commander's ability to exe-
cute his plan where and when he desires. Survivability protects the force from the effects of
direct and indirect fires throughout the theater. General engineering adds depth in space
and time to the battle by ensuring that sustainment operations can occur. Topographic
engineering defines and delineates the terrain for planning and operations and provides
precise location data to modern efficient weapons systems.
To accomplish these functions, engineers serve throughout the theater, though the bulk of
engineer forces are forward within the close operations. As with all arms, engineers are
integrated into the scheme of maneuver and are massed at points critical to the battle.
This manual is intended for use by field commanders, staff officers, and the Army school
system. Doctrine described in this manual is further amplified in the following published
and forthcoming engineer manuals: FM 5-100-15, FM 5-71-100, FM 5-71-2, FM 5-71-3, FM
5-7-30, FM 5-114, FM 90-7, FM 90-13-1, and FM 20-32.
The term engineer is all inclusive, from table(s) of organization and equipment (TOE) units
to the United States Army Corps of Engineers (USACE).

The proponent for this publication is Headquarters (HQ), United States Army Engineer
School (USAES). Submit changes for improving this publication on Department of the
Army (DA) Form 2028 (Recommended Changes to Publications and Blank Forms) directly
to Commandant, USAES, ATTN: ATSE-T-PD-P, Fort Leonard Wood, Missouri 65473-
6650.
Unless otherwise stated, masculine nouns and pronouns do not refer exclusively to men.
FM 5-100

CHAPTER 1

Challenges in Army and

Engineer Operations
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THE NATURE OF WAR

The United States (US) Army, facing a wide evaluated on its specific characteristics.
range of potential enemies, is prepared to The segments of the political-military envi-
fight under diverse conditions, climate, and ronments are only central tendencies.
intensity with its sister services and its
Peacetime operations are those activities
allies. The range of military operations
that influence the actions that routinely
includes the diverse environments of peace-
occur between nations. Examples would be
time, conflict, and war, which are not pre-
engineers involved in humanitarian mis-
cise, clearly defined, or exclusive of them-
sions and nation assistance. Peacemaking
selves. Figure 1-1, page 1-2, shows the rela-
and peacekeeping operations (PKOs) often
tionships between peace, conflict, and war.
involve conflict. Common engineer missions
Conflict, in particular, describes a middle could include route clearance, countermine
ground that is neither peace nor war. In its operations, and force protection. Peacetime
lower reaches, conflict includes situations operations and conflict are classified as con-
that are generally peaceful, occasionally tingency opertions. During contingency
punctuated by political violence. At its operations, the Army faces an environment
upper end, conflict differs very little from where it is unsuitable to employ the full
war except in its combination of political range of its military might. Political and
and military means. Thus, little is gained economic actions will be as important as
by asking if a particular situation is at military force in achieving the desired objec-
peace, in conflict, or at war; it should be tive.

Challenges in Army and Engineer Operations 1-1

FM 5-100

States of the Military

Environment Goal Operations Examples

* Large-scale combat

War Fight and win War iAttacks

* Defenses

* Strikes and raids

AN * Peace enforcement
Conflict
Deter war and Other than Support to insurgency
resolve conflict war N * Antiterrorism
* Peacekeeping
* NEO
* Counterdrug
* Disaster relief
Peacetime Promote peace Other than * Civil support
war Cvlspo
* Peace building
* Nation assistance

The states of war, conflict, and peacetime could all exist at once in the theater commander's strategic environment.
He can respond to requirements with a wide range of military operations. Noncombat operations might occur during
war, just as some contingency operations might require combat.

Figure 1-1. Range of military operations

War involves the use of force in combat oper- World instability can cause the US to react
ations against an enemy. In high-intensity to unfavorable situations with little or no
and midintensity war, the Army faces large, warning. The Army, with its quick reaction
rapidly maneuvering formations operating forces, must respond rapidly and world-
on battlefields characterized by sophisti- wide in contingency operations through the
cated weapons, high consumption rates, and use or display of force and determination.
extended time and distance. Advanced tech- The danger in a contingency operation is
nology provides the capacity to acquire, that it could escalate into combat, requir-
track, classify, and attack targets at ranges ing the Army to either reinforce or extract
that were unattainable in past conflicts. Inte- contingency forces quickly. Also, adding
grating automated communications and infor- nuclear, biological, chemical (NBC) weap-
mation systems enhances the command and ons to the already large array of highly
control (C2 ) structure's ability to maneuver lethal weapons challenges the Army to pro-
large forces rapidly. This can occur even if tect the force, maintain freedom of maneu-
the forces are strained by combat, which ver, and sustain operations.
mixes forces in nonlinear battles.

THE THREAT

No region of the world is oblivious to poten- equilibrium. Consequently, determining

tial conflicts, nor can any region maintain which region will be the next likely area for
complete security, safety, and international possible deployment of US forces is difficult.

1-2 Challenges in Army and Engineer Operations

FM 5-100

While the threat of global superpower con- East, can be expected to emerge as major
frontation has been abated, regional power economic and political entities.
vacuums caused by the breakup of the former
The fall of the former Soviet Union has
Soviet Union are being filled by several con-
dynamically changed the political world
tenders. The threats that the US faces are
order. However, in today's world, crises and
the uncertainty and the unknown, which regional wars will continue to challenge
indicate a period of increased global insecu- vital interest to the US. World peace could
rity. again be threatened if any nation or coali-
tion seeks to dominate over the greater con-
GENERAL SITUATION centrations of industrial, organizational,
As we enter the 21st century, the interna- technological, and human resources within
tional distribution of power and influence in their area of influence.
world affairs will be more dispersed than at
any time since World War II. The US will FOREIGN MILITARY TRENDS
remain the leading world power, exceeding The current global trend is for a nation's
other nations in its potential for projecting military force to become quantitatively
economic, military, diplomatic, and cultural smaller but technologically and qualita-
influence around the globe. While no single tively better. Many forces in the world will
nation will radically increase its power com- not become as capable as those of the most
pared to the US, many nations will signifi- technologically advanced nations. However,
cantly improve their economic and military many nations will increase qualitatively as
powers to compete with the US and posture technology becomes more affordable and
for greater international influence. available. How well these nations can inte-
grate advanced weapons systems and tech-
Such realignments will result in a new world nology into their armed forces remains to be
order characterized by diverse political and seen. Yet, the global arms market is creat-
military powers and increased economic, ing an environment where even the lesser-
and possibly, political interdependence. developed countries may acquire advanced
Transnational and subnational groups, pro- weapons systems, providing them with
moting ethnic, religious, economic, cultural, high-tech leverage over other regional
criminal, and other special interests, will areas. National economic policies will cause
become important international actors. most nations to continue to reduce their
Supranational institutions, such as the overall arms holdings and the size of their
European community (EC) and large trading armed forces to keep down costs while
blocs in Asia, North America, and the Middle improving their capabilities.

ARMY OPERATIONS DOCTRINE AND ITS FOUNDATION

Army operations doctrine in FM 100-5 is operations doctrine as it applies to engi-
the capstone doctrine that describes how neers.
the Army fights. Engineers must master The foundations for Army operations doc-
it, since it forms the basis for engineer doc- trine provide general guidance for the con-
trine contained in this manual. The rest of duct of war. The Army recognizes that the
this chapter covers the fundamentals of Army principles of war and the tenets of Army

Challenges in Army and Engineer Operations 1-3

FM 5-100

operations are the key operating require- Mass

ments for success on the battlefield. Engi-
Mass the effects of overwhelming combat
neer operations assist the commander in
power at the decisive place and time.
accomplishing these requirements. The
foundations of Army operations doctrine are Engineers enable units to concentrate rap-
the principles of war, tenets of Army opera- idly over clear routes and reduce enemy
tions, and dynamics of combat power. obstacles without loss of momentum. Engi-
neer forces weight the main effort. Support-
PRINCIPLES OF WAR ing efforts receive remaining engineer
support after the main effort is satisfied.
The nine principles of war provide the basic Thus, engineer units concentrate in key
framework for the conduct of war at strate- areas. As the main effort shifts, the engi-
gic, operational, and tactical levels. The neer force posture enables engineers to shift
principles are the continuing foundation of with it. Because there are not enough engi-
Army doctrine. Today's force-projection engi- neers to meet all requirements, command-
neers recognize the following principles of ers must minimize their diversion from all
war: but the most essential tasks. Engineer oper-
ations require precise integration and syn-
Objective
chronization to achieve the desired effects.
Direct every military mission toward a
clearly defined, decisive, and attainable
objective. Economy of Force

Commanders direct the use of available com- Employ all combat power available in the
bat power toward clearly defined, attainable, most effective way possible; allocate essen-
and decisive goals. Engineers analyze how tial combat power to secondary efforts.
best to support a definable objective and Engineer units must be judiciously
develop courses of action (COAs) to achieve employed and distributed on the battlefield.
these goals during war and contingency No engineer unit should be left without pur-
operations. Force commanders then estab- pose. Allocating engineers for missions such
lish the tasks and priorities for all engineer as limited attacks, defense, delays, decep-
activities. tion, or even retrograde operations is mea-
sured to achieve mass elsewhere at the
Offensive decisive point and time on the battlefield.
Seize, retain, and exploit the initiative.
Offensive action is the most effective and Maneuver
decisive way to attain a clearly defined com- Place the enemy in a position of disadvan-
mon objective. Engineers conduct mobility tage through the flexible applicationof com-
operations to help the force seize and hold bat power.
the initiative while maintaining freedom of
action and achieving decisive results. Effective force commanders and their engi-
Maneuver units and engineers adopt the neers thoroughly understand the enemy
defense only as a temporary expedient and and its weaknesses. Viable schemes of
seek every opportunity to seize the initia- maneuver consider the capabilities of engi-
tive. An offensive spirit must be inherent neers to alter terrain, reduce enemy obsta-
when conducting all engineer defensive cles, hinder enemy breaching of friendly
operations. obstacles, and protect the force from enemy

1-4 Challenges in Army and Engineer Operations

FM 5-100

firepower. Two examples of how engineers Surprise

enhance maneuver and contribute in
Strike the enemy at a time or a place or in a
destroying the enemy are-
manner for which it is unprepared.
* Combined-arms breaching and clear- Engineer mobility and countermobility oper-
ance operations, which allow the main ations are designed specifically for sur-
body to strike at the point of penetra- prise. Engineers plan and execute obstacles
tion and maintain an aggressive attack. to disrupt the enemy's tempo and freedom of
* Combined-arms obstacle operations, maneuver. Air- and artillery-delivered scat-
terable mines (SCATMINEs) extend this
which shape the battlefield and inten-
effect into the enemy's rear area. Engineers
sify the effects of direct and indirect
provide the mobility to strike the enemy
fires.
rapidly before it can react. Using engineers
in deception operations can be extremely
Unity of Command effective due to the visible nature of engi-
For every objective, seek unity of command neer operations.
and unity of effort.
Simplicity
Engineers at all levels ensure that their
units are fully integrated into the combined- Prepareclear, uncomplicatedplans and con-
arms team. Army engineers also work with cise orders to ensure thorough understand-
those of the other services and agencies to ing.
ensure that the total engineer effort brings Simplicity contributes to successful opera-
their full weight to bear in support of the tions. Clear and simple plans minimize con-
operation. fusion and maximize understanding.
Simple plans are especially useful when
Security leaders and soldiers are tired from extended
Never permit the enemy to acquire unex- operations. These plans enhance a leader's
pected advantage. understanding and permit branches and
sequences to be understood. Engineer com-
Engineers are the experts in camouflage, manders and planners maintain simplicity
survivability, and countermobility. They by ensuring that task organizations and
support force protection for friendly forces areas of responsibilities allow for smooth
while hindering the intelligence collection transitions and minimal movement. Units
efforts of the enemy. Protection-a dynamic are provided clear, concise mission taskings
of combat power-enhances the fighting with maximum opportunity for decentralize
potential of a force so that the commander planning and execution.
can apply it at the decisive time and place.
Engineers provide a major role in protecting
TENETS OF ARMY OPERATIONS
the force. Constructing hasty and deliberate
DOCTRINE
positions for combat, combat support (CS),
and combat service support (CSS) and con- The Army applies combat power by fighting
tributing to the deception plan are two key according to the five basic tenets of Army
examples of how engineers enhance security operations doctrine: initiative, agility, depth,
measures. synchronization, and versatility.

Challenges in Army and Engineer Operations 1-5

FM 5-100

Initiative open the lines of communication (LOC) that

make the shifting of forces and the forward
Initiative seeks to set or change the terms of
movement of reserves and other resources
battle by taking action. It requires an offen-
possible.
sive spirit, regardless of the nature of the
ongoing operation. Initiative requires decen-
tralizing decision authority at the lowest Synchronization
practicable level. Subordinates at all levels
Synchronization brings time, space, and
understand the commander's intent and the
purpose together to produce the maximum
assumptions on which he bases it. They act
combat power at the decisive point. Battles
independently within the framework of this
involve many elements that must mesh
intent. Engineers must be very adept for
together as a whole. Engineer actions often
their support to be timely. Their tasks are
require significant lead time for successful
often time-consuming and frequently
integration with the rest of the combined-
resource-intensive. Engineers understand
arms team. Therefore, engineers synchro-
the commander's intent, anticipate the
nize their activities carefully so their effects
requirements for a mission, and initiate pre-
are felt at the decisive time and place and in
paratory actions before their need is often
the desired manner.
perceived, in detail, at higher echelons.

Versatility
Agility
Agility is the ability of friendly forces to act Versatility is the ability of units to meet
faster than enemy forces. It permits a diverse mission requirements. Engineers
friendly force to seize and hold the initia- must be able to shift focus, tailor forces, and
tive. Commanders risk commitment with- move from one role to another rapidly and
out complete information. Engineers are efficiently. Their units must be able to
task-organized to ensure rapid response to transfer quickly their combat-engineer
changing requirements. They shift support skills to other tasks, such as repairing and
for the main effort with minimum delay and constructing infrastructures or restoring
with the least possible reconfiguration and utilities. Versatility is the ability to per-
coordination. form in many roles and environments dur-
ing war and contingency operations.
Technical and tactical competence is
Depth
required for the engineer commander to be
Depth is the extension of operations in versatile. Engineers must be prepared to
space, time, and resources. Engineers pro- conduct multiple operations in multiple-
vide support throughout the entire TO. In operational environments at the same time.
the offense, they add depth to the friendly
forces' attack by rapidly reducing the
DYNAMICS OF COMBAT POWER
enemy's obstacle systems and fortifications
to maintain a high rate of advance. In the Army operations recognize the dynamics of
defense, engineers add depth to the battle- combat power-maneuver, firepower, pro-
field by altering the terrain, thereby increas- tection, and leadership-which, by skillful
ing the time and cost of operations to the combination at the right place and time,
enemy. In all operations, engineers keep defeat the enemy.

1-6 Challenges in Army and Engineer Operations

FM 5-100

Maneuver capability respond quickly to changing situ-

ations on a dynamic battlefield.
Maneuver depends on mobility to mass
forces, attain surprise, reduce vulnerability,
exploit success, and preserve freedom of Protection
action. Commanders maneuver their forces Protection, which includes cover, conceal-
into positions of advantage over the enemy. ment, deception, and operations security
As the commander's terrain experts, engi- (OPSEC), makes the force's soldiers, sys-
neers analyze the terrain to determine tems, and units difficult, to locate and
maneuver potential, which enhances the attack. Engineers protect the force by
maneuver. They swiftly reduce natural and developing fortifications and shelters that
enemy obstacles to maintain freedom to enable units not only to survive but also to
maneuver where desired, not just where the fight in positions that would otherwise be
enemy allows. untenable due to enemy fires. Engineer
Engineer units, when organized and units, using mobile, rapid digging and con-
equipped to move with other members of the struction capabilities, prepare weapons em-
combined-arms team, ensure mobility when placements, vehicle fighting positions, and
and where it is needed. Equally important, bunkers. Engineers also assist in camou-
engineers deny freedom of maneuver to the flage measures and in preparing concealed
enemy by enhancing the inherent obstacle routes. They work so that the signature
value of terrain. they present to the enemy supports the
deception plan, which also adds protection.
Firepower
Leadership
Commanders mass fires on the battlefield
by rapidly positioning weapon systems for Engineer leaders at all levels ensure that
concentrated fires on lucrative enemy tar- their units are fully integrated into the
gets. Engineer terrain analysis helps deter- combined-arms team. Engineers give
mine the likely avenues of approach (AAs) maneuver commanders options, not other-
and select the engagement areas (EAs). wise available, that aid them to be bold and
Engineer obstacle systems disrupt the integ- daring by minimizing their risks and
rity of enemy formations, turn them into enhancing the mobility of their forces.
EAs, and fix the enemy in these areas by Timely engineer advice helps maneuver
prolonging its exposure to fires, thereby commanders make critical choices within
increasing its losses. Tactical minefields, the enemy's decision cycle. Engineer
emplaced by engineer units, add their des- leaders ensure that their units are well-
tructive effects to massed direct and indirect motivated, well-trained, and well-disciplined
fires while holding the enemy in EAs. Engi- to withstand the stress of the battlefield and
neer units with rapid obstacle-emplacement carry out their missions.

DEEP, CLOSE, AND REAR OPERATIONS

Deep, close, and rear operations require con- coordination process to ensure that these
tinuous synchronization. Engineers partici- operations support the overall battle.
pate at all echelons in the planning and

Challenges in Army and Engineer Operations 1-7

FM 5-100

DEEP OPERATIONS engineers fighting as part of a committed

division are involved in close operations.
Deep operations consist of activities directed
Only ground forces can dominate the ter-
against enemy forces not in contact to influ- rain through close operations. Engineer
ence the conditions under which future close forces are part of a maneuver commander's
operations will take place. Deep operations ability to choose where, when, and against
are often conducted with assets other than whom to commit assault formations.
ground-maneuver forces. In these cases,
engineers provide terrain analysis to aid the
commander in the intelligence preparation of REAR OPERATIONS
the battlefield (IPB). Knowing the impact of Rear operations assist in providing free-
terrain on weapons effects, they participate dom of action and continuity of operations,
in the target analysis/nomination process to logistics, and battle command. Their pri-
help the commander shape the battlefield. mary purposes are to sustain the current
Engineers also provide advice on using inter- close and deep fights and to posture the
diction obstacles and tracking their status in force for future operations. Rear areas may
the commander's area of interest for future not be contiguous with forward areas, com-
operations. Whenever ground forces conduct plicating both protection for rear-area
deep operations, engineers open and main- forces and sustainment of forces fighting
tain necessary routes and aviation facilities close operations. Therefore, engineers pro-
to support the action. vide hardened shelters and protective
obstacles and assist in camouflage mea-
sures. A major task is to acquire, build, and
CLOSE OPERATIONS maintain the facilities and transportation
Close operations consist of activities that networks for LOC that are critical to rear
support the current fight against enemy operations. Engineers may also be required
forces in contact. At the tactical level, all to support area damage control (ADC).

THE ENGINEER FOCUS

Engineer commanders focus on the objective construct survivability positions to
during war and contingency operations. In protect forces from detection and
war, engineers focus on- direct and/or indirect fires.
" Mobility by primarily conducting * General engineering by maintaining
combined-arms breaching, route clear- LOC and other tasks that allow forces
ance, and other mobility and general- to move and sustain throughout the
engineering tasks. area of operation (AO).
* Topographic engineering by providing
" Countermobility by conducting
terrain analyses and products that
combined-arms obstacle operations assist the commander in visualizing
and other countermobility tasks the battlefield and predicting the
that attack the enemy's ability to effects of terrain on military opera-
maneuver on the battlefield. tions.
" Survivability by conducting defensive In contingency operations, engineers focus
preparations for combat, CS, and CSS on all of the above (see Chapter 12 for more
vehicles and personnel. Engineers information on the battlefield functions).

1-8 Challenges in Army and Engineer Operations

FM 5-100

They conduct a wide range of tasks through- maneuver, countermaneuver, and sustain in
out the depth of an operation. Engineer any environment. Later chapters will describe
units come in different forms with unique doctrinal guidelines on engineer operations
capabilities. Their functions allow forces to during war and contingency operations.

THE ROLES OF ENGINEERS

The changing nature of war and Army oper- COUNTERMOBILITY
ations doctrine pose great challenges. Engi-
Countermobility augments natural terrain
neer integration into staff planning
with obstacle systems according to the com-
requires increased emphasis, since synchro-
mander's concept. This adds depth to the
nizing the battle is increasingly complex.
Engineer C2 must function rapidly to be battle in space and time by attacking the
responsive on a dynamic battlefield. A ter- enemy's ability to maneuver its forces.
rain analysis and its products assist in With its movement disrupted, turned, fixed,
faster planning. Requirements for fortifica- or blocked, the enemy is vulnerable to our
tions and protective shelters increase. forces. Engineers advise the commander on
Obstacle systems retain their importance. the best means to reinforce the terrain and
Most important, obstacle breaching and emplace obstacles that support his plan.
rapid gap crossing have greater emphasis (See FMs 5-102, 20-32, and 90-7 for more
than in the past. information on tactics and techniques for
countermobility.)
The five primary engineer functions in the
TO are mobility, countermobility, surviv-
ability, general engineering, and topo- SURVIVABILITY
graphic engineering. Figure 1-2, page 1-10, Survivability provides concealment and
shows the types of engineer missions by protective shelter from the effects of enemy
battlefield function. weapons. Engineers-

MOBILITY " Have the technical knowledge, skills,

and equipment to assist other units in
Mobility enables the force commander to developing defensive positions into for-
maneuver tactical units into advantageous tifications and in improving defensive
positions over the enemy. In the attack, positions.
engineers aggressively execute drills to
breach enemy obstacles and assault and " Provide technical advice on camou-
destroy enemy fortifications. The com- flage.
mander designates routes for ground forces,
" Dig fighting positions beyond the com-
well in advance of their intended use, so
bat units' organic capabilities.
that engineer units can upgrade the
routes, as necessary, and keep them open " Harden facilities to resist destruction
or repaired. Engineers also prepare field by the enemy.
sites that the Army and Air Force aviation
assets use to support an operation. (See " Provide equipment support necessary
FMs 5-101, 90-13, and 90-13-1 for more to establish NBC decontamination
information on techniques and procedures points and assist in route and area
for mobility.) decontamination.

Challenges in Army and Engineer Operations 1-9

FM 5-100

Engineer Battlefield Functions

Mobility Countermobility Survivability

Countermine/counterobstacle Mine systems Fighting positions
Gap crossing Obstacle development Protective
Combat roads/trails emplacements
Forward aviation Protected support
combat engineering facilities
Camouflage
General Engineering Topographic Engineering
Concealment
LOC construction and repair Terrain analysis
Deception
Logistics-support facilities Map production
Area damage control Precision survey
Construction-materials
production

Figure 1-2. Engineer missions by battlefield function

(See FM 5-103 for more information on supply routes, airfields, ports, water
techniques and procedures for survivability wells, power plants, and pipelines..
and for conducting survivability opera-
" May be performed by a combination of
tions.)
joint engineer units, civilian contrac-
tors, and host-nation (HN) forces.
GENERAL ENGINEERING
" Usually require large amounts of con-
General engineering helps establish and struction materials, which must be
maintain the infrastructure necessary for planned and provided for in a timely
sustaining military operations in theater. manner.
General-engineering tasks-
(See FM 5-104 for more information on
May include construction or repair of techniques and procedures for general engi-
existing logistics-support facilities, neering.)

1-10 Challenges in Army and Engineer Operations

FM 5-100

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TOPOGRAPHIC ENGINEERING In particular, they recommend avenues and

routes, obstacle locations, EAs, unit posi-
Topographic engineering provides com-
manders with information about the ter- tions, and deep-operation targets. Topo-
rain. Terrain information allows a graphic engineer units use digital terrain
commander to visualize the battlefield envi- data to develop a detailed terrain analysis.
ronment better and to position forces. All (See FM 5-105 for more information on
engineers are terrain analysts and assist topographic-engineering techniques and
others to use the ground effectively. procedures.)

ENGINEERS AND TECHNOLOGY

Technology of the 21st century will demand Future digitized engineer units will be able
a 21st-century engineer soldier equal to the to quickly task-organize limited engineer
sophisticated systems of the future. Only systems, such as the following, to support
intelligent, physically fit, highly motivated, the commander:
educated, and well-trained engineers can " Standoff minefield-detection systems,
leverage technology to its full potential. which will provide near real-time
Electronic connectivity between and among obstacle intelligence.
all echelons in the Army will result in such
" Digital in-stride and deliberate breach-
speed and precision in communications that ing and lane-marking equipment,
operational- and tactical-situation aware- which will increase synergy and sur-
ness and agility will far exceed that of vivability on the battlefield.
today's forces. By 2010, the battlefield will
be digitized. Incorporating digital technol- " Emplaced-obstacle planning and con-
ogy will give commanders unprecedented trol, which will be enhanced through
capabilities to gather and share tactical digital communications links.
information. Engineers will provide three- " Intelligent minefields with turn-on/
dimensional virtual terrain products of the turn-off and sensor capabilities, which
battle space for all forces. will provide real-time intelligence

Challenges in Army and Engineer Operations 1-11

FM 5-100

along with increased situational aware- New technology will demand more of engi-
ness to the combined-arms team. neer leaders, but the fundamentals of lead-
ership will remain the same. The engineer
* Digital position-navigation systems,
leaders of 2010 will be masters of informa-
which will positively mark survivabil-
tion technology. No matter how much tech-
ity positions on the battlefield and
nology, weapons, and organizations change,
allow for efficient use of scarce engineer
the engineer leaders and soldiers of 2010
digging assets.
will find some things unchanged. Charac-
* Laser-leveling technology, which will ter, commitment, courage-these values
continue to improve employing engi- will still be the hallmark of the Army engi-
neer construction equipment. neer.

1-12 Challenges in Army and Engineer Operations

FM 5-100

CHAPTER 2

Fundamentals of Engineer Operations

BATTLE COMMAND/C 2
Command is truly an art and a science. future COAs for events that are not totally
Commanders are challenged to inspire sol- clear. Commanders make estimates of
diers in the most difficult of situations. future operations and assessments of the
Combat leadership requires a special blend current situation to determine their own
of discipline, courage, and skill. Battle intent and formulate the concept of opera-
command tion. Prioritizing actions and consider-
ations for the acceptable degree of risk
" Is the art of battle decision making guides the commander in determining the
and leading and motivating soldiers amount of control he can, and should, dele-
and their organizations into action to gate to others to synchronize actions across
accomplish missions at the least cost the AO.
to soldiers.
Control is inherent in battle command. It
" Includes visualizing the current state is monitoring the status of organizational
and desired future states and then activities, identifying deviations from the
deciding on how to get from one to the commander's intent, and regulating the
other. forces and means toward an intended
" Demands that leaders position them- aim. Commanders apply means to accom-
selves where they can best command plish their intent. Ultimately, command-
without depriving themselves of the ers provide methods to measure, report,
ability to respond to changing situa- and correct performance. Control serves
tions. The commander must be able to its purpose by allowing the commander the
go where he can best assess the opera- freedom to operate, delegate authority, and
tion and risks and make the necessary lead from any critical point on the battle-
adjustments. field while synchronizing actions through-
out his AO.
Command-the art of motivating and
directing soldiers-must be supported by The process of controlling an organiza-
the means needed to regulate the forces to tion is directed towards ensuring that
achieve the commander's intent. However, all of the pieces pull together, adjusting
commanding, decision making, and prob- as the situation dictates but never los-
lem solving that come with it are not done ing sight of the intended end state and
in isolation. The commander's staff and purpose of the mission-the com-
subordinates assist in developing, modify- mander's intent. Battle-command sys-
ing, and improving COAs and in developing tems must support the ability of the

Fundamentals of Engineer Operations 2-1

FM 5-100

commander to adjust plans for future commander's intent to direct and control
operations, even while focusing on the cur- units and allocate the means to support
rent fight. Skilled staffs work within the the intent.

COMMAND AND SUPPORT RELATIONSHIPS

As a significant part of the tactical-planning Operational Control
process, the staff recommends the appropri- OPCON is appropriate when a subordinate
ate command or support relationship maneuver commander needs task organiza-
between engineer and maneuver units to the tion or direct-command authority over engi-
commander. Each situation is unique and neer units and the parent engineer HQ can
requires its own solution. Whatever the rela- provide continued logistical support. The
tionship, engineer commanders are always parent engineer unit coordinates with logis-
responsible for the technical correctness of tics organizations to make this viable.
all tasks accomplished by their subordinate
elements.
Operational Command
COMMAND OPCOM is appropriate when an engineer
unit supports another service in a joint
Command authority over engineer units is operation. In this case, OPCOM is synony-
given to a maneuver commander when he mous with OPCON concerning command,
requires immediately responsive engineers. administrative, and logistical responsibili-
This authority is well suited for fluid situa- ties. OPCOM may also be used for com-
tions, such as exploitations and pursuits. bined operations in the North Atlantic
The command relationship can be attach- Treaty Organization (NATO).
ment, operational control (OPCON), or oper-
ational command (OPCOM).
SUPPORT

Attachment Command, administrative, and logistical

responsibilities remain with the parent
Attachment is recommended when- engineer unit in a support relationship.
The engineer unit commander organizes
" A subordinate maneuver commander the unit and suballocates tasks so that they
needs task organization or direct- will effectively meet the needs of the
command authority over engineer units. maneuver commander.
" Time, distance, or communications pre-
vent the parent engineer HQ from pro- Direct Support (DS)
viding adequate logistical support.
A DS relationship is appropriate when the
" The above factors keep the parent engi- subordinate maneuver commander needs a
neer unit from making timely com- high degree of responsiveness from engi-
mand decisions. Engineer units neers but does not need task-organization
attached in this manner often need an authority. A higher HQ will often use this
accompanying support slice from logis- relationship when it anticipates a change
tics elements. The attachment must to the engineer task organization that
occur early to enable full integration will require shifting engineer units to
into the maneuver force. other locations. This relationship precludes

2-2 Fundamentals of Engineer Operations

FM 5-100

further task organization of the engineer Whether engineers are in a command or a

unit by the supported maneuver com- support relationship to a maneuver HQ is a
mander. balance between the needs of the higher
commander or the subordinate commander.
General Support (GS) The former needs engineers for flexibility and
the most efficient use of scarce engineer
A GS relationship is appropriate when the assets. The latter needs engineers for respon-
higher HQ requires central control and flex- siveness and the ability to task-organize his
ibility in employing limited engineer
forces. Army operations doctrine requires
forces. Engineers in the rear areas are usu- subordinate commanders to seize the initia-
ally employed in GS. tive whenever they can.

TASK ORGANIZATION Normally, the corps commander provides

each committed division with a corps combat-
Engineer platoons work most efficiently engineer group in a command relationship.
under the control of an engineer company, Additional corps engineers are usually in a
and engineer companies work most effi- support relationship. The heavy division
ciently under the control of an engineer bat- engineer brigade can then task-organize
talion. This permits close control and the and provide adequate engineer support to
most productive use of all engineer assets. its committed maneuver brigades while
The engineer commander continuously mon- additional engineers accept missions in the
itors the progress of assigned tasks and division's rear. Divisions allocate engineers
shifts elements where the need is greatest in DS to those brigades not in contact. For
throughout his AO. maneuver brigades already in contact, or
when contact is imminent (maneuver com-
The maneuver commander gets a better mander flexibility is vital), the division
response when the engineer battalion, com- should allocate engineer battalions in an
pany, or platoon is under his direct control. attached or OPCON status. The brigade engi-
He determines the task organization and neer, in turn, can provide engineers directly
gives missions directly to the engineer ele- to his battalion task forces (TFs) only when
ments under his control. He gets quicker he receives the engineers from the division
results but at the cost of decreased engineer in a command relationship. Otherwise, the
flexibility to the higher maneuver com- engineer commander determines the deploy-
mander. ment of his subordinate elements.

Fundamentals of Engineer Operations 2-3

FM 5-100

CONTROL might be the breach force for a TF deliber-

ate breach and have an attached tank pla-
A commander maintains control of subordi-
toon and attached mechanized infantry
nate elements directly by his presence at
platoon. An engineer battalion might be the
critical events and indirectly through his
breach force for a brigade deliberate breach
HQ. The first is an exercise in leadership, as
and have an attached tank/mechanized
described in FM 22-100. The second depends
company/team plus air-defense assets. A
heavily on the commander's staff and orga-
division engineer brigade may have a spe-
nization, while also relying on his leader-
cial role in a major river-crossing operation
ship.
and have attached to it a large number of
The maneuver commander at each echelon military police, chemical, and intelligence
uses his HQ to control combat operations, units, as well as engineer units.
but he relies on engineer C2 elements to
The engineer command (ENCOM) uses the
ensure that engineer units successfully exe- theater contract construction agency (CCA)
cute the tasks that he assigns to them. elements to provide contract construction
Engineer C2 elements consist of the engineer and real estate operations. The CCA has
member of the maneuver commander's bat- area familiarity and habitual relationships
tle staff, subordinate engineer unit com- within the theater and often maintains a
manders, and the staffs of those subordinate forward presence in the area before contin-
units. gency operations. USACE forward's (Fwd's)
structure and capability are provided in
USE OF ENGINEER HQ theater. USACE may have a small HQ staff
Maneuver commanders assign the AOs for for controlling of one or more area offices
their subordinate units. Those same bound- and other dispersed teams while also main-
taining communications to the parent HQ
aries are also the basis for assigning AOs to
for technical and administrative support
engineers. When developing COAs in the
purposes.
tactical-planning process, the engineer plan-
ner allocates an available subordinate HQ to
control engineer units. Whenever possible, Engineer Command
the engineer planner aligns his operational The ENCOM is a major subordinate com-
boundaries with those of the maneuver mand of the Army service component com-
forces, which is very important at the divi- mander (ASCC) and provides C 2 and a
sion level. central organization framework for the
Commanders task-organize engineer units operational-level engineer effort in the-
based on their estimate of the situation. An ater. (Figure 2-1 shows a notional ASCC
engineer company can command up to two engineer theater laydown.) The ENCOM
additional engineer platoons. An engineer focuses on reinforcing and augmenting
battalion can command up to five engineer corps engineer efforts and developing the
theater-support base. This focus involves
companies. These can be a mixture of corps
planning, ensuring operational mobility,
and divisional elements operating under
and coordinating all operational-engineering
either a corps or a divisional engineer HQ.
assets. It also involves command direction
An engineer HQ often functions as a of topographic operations, construction, real-
combined-arms HQ. An engineer platoon can property maintenance activities (RPMA),
incorporate tanks with mine plows for a LOC sustainment, engineer logistics man-
breaching mission. An engineer company agement, and base development.

2-4 Fundamentals of Engineer Operations

FM 5-100

*UAC TAACOM
LFwd LI

III III

II _II II

KFTn - [Fn Fm7

I Prime power

Pipeline
Dump trk Port const

*TDA element

Figure 2-1. Notional ASCC theater engineer laydown

Fundamentals of Engineer Operations 2-5

FM 5-100

Theater-construction management often The brigade staff enables the commander to

spans multiservice requirements. The uni- control engineer units in the corps's rear
fied or specified commander (commander in and sends resources forward to committed
chief [CINC]) may direct establishing a divisions, as needed. The brigade assigns
regional contingency-engineering manager portions of the corps's area to its subordi-
(RCEM) to control all theater-level engineer- nate engineer groups. These groups are
ing. The ENCOM can perform this role if the positioned behind each committed division.
CINC designates the ASCC as the RCEM Occasionally, the priority division may need
and the ASCC designates the ENCOM as its a large number of corps engineers that an
agent. An ENCOM may deploy by incre- entire engineer group operates within the
ments to meet highly variable work loads area. (See Figure 2-2 for a notional corps
and situations. engineer brigade laydown.)

Engineer Group
Theater Army (TA) Engineer Brigade
The engineer group is responsible for the
The TA engineer brigade is the principal area that the brigade assigns. The engineer
subordinate unit of the ENCOM. It com- group is employed when the span of control,
mands and controls an engineer group HQ due to distances or numbers of engineer bat-
and engineer battalions, companies, detach- talions, makes direct control by the brigade
ments, and teams to meet varied operational- ineffective.
engineering requirements. The TA engineer
brigade's AO normally coincides with the Division Engineer Brigade
theater logistics command boundaries. The
TA engineer brigade normally receives engi- As with the corps, the brigade staff aids the
division engineer in his roles of commander
neer work requests directly from the theater
and special staff officer. The assistant divi-
logistics command HQ and ENCOM. The TA
sion engineer (ADE) integrates engineers
engineer brigade's C2 capability is similar
into the division plan, and the remainder of
to the ENCOM's except for topographic-
the brigade staff does the detailed planning
support functions.
to support it. The brigade staff ensures that
adequate administrative and logistical sup-
Corps Engineer Brigade port is available for its engineer battalions.
The brigade staff aids the corps engineer in It solves logistics problems that prevent
his roles of commander and special staff completing any critical engineer task within
officer. The assistant corps engineer inte- the division, whether performed by division
grates engineers into the corps's plans. The or corps units. The brigade staff integrates
rest of the engineer brigade staff completes engineers into rear operations.
the detailed planning necessary to imple-
ment the tasks assigned by the corps's order. Division Engineer Battalion
The staff mainly acquires and positions The engineer battalion HQ can control divi-
resources needed for future operations. It is sion or other corps units besides its own.
limited in coordinating the activities of the The command or support relationship
brigade's subordinate groups or battalions established in the division order determines
and in solving problems that hamper com- how a battalion can employ engineer assets
pleting tasks critical to corps operations. in its area.

2-6 Fundamentals of Engineer Operations

FM 5-100

xxx

x
7]n

III

r:i-
LSbt
KFH
III

LSnL
III

LI~I 1(DS)

II
7FY
LZ2
Cbthv

FY7

LE
00

Lt ving~

rwm
IRBF~
Figure 2-2. Notional corps engineer brigade laydown

Fundamentals of Engineer Operations 2-7

FM 5-100

When given to the brigade in a command responsibility for that unit's AOs,
relationship, the battalion HQ can be an unless the order states differently. The
engineer control HQ for a maneuver brigade. staff engineer at each echelon ensures
The priority maneuver brigade may have up that area responsibilities are clear. Wher-
to five engineer companies operating in its ever possible, area assignments follow
area. The battalion HQ gives the brigade maneuver unit boundaries in the combat
the capability to fully use additional engi- zone (CZ) and the theater army area com-
neer assets effectively. mand (TAACOM) boundaries in the commu-
nications zone (COMMZ).
Engineer Company
Task Assignment
The company is the lowest engineer echelon
that can plan and execute 24-hour-a-day Specific engineer units can have tasks that
operations in support of maneuver forces. may or may not cross unit boundaries.
The company is ideally suited for integrating Supply-route maintenance and pipeline con-
into maneuver TF operations. It provides struction are examples of coordination by
the TF with an engineer HQ to provide C2 task assignment.
for organic and attached engineers and other
units to execute engineer-oriented mis-
ENGINEER INFORMATION FLOW
sions. The company also accomplishes bri-
gade tasks independent of TF operations. Accurate, timely information is vital to
For this, it is under the control of the engi- effective C2 . Engineers use information of
neer battalion. both an operational and a technical nature.
They communicate through operations chan-
Engineer Platoon nels to keep their higher HQ informed on
The engineer platoon is the lowest level that current missions and to plan future ones.
an engineer unit can still effectively accom- Engineers communicate through engi-
plish independent tasks. For that reason, neer channels for technical information
engineers rarely operate in smaller incre- and as a way of passing operational infor-
ments. If they do, it is for specific actions of mation that is not time-sensitive. Unit
limited duration. Usually, the platoon oper- standing operating procedures (SOPs) iden-
ates under the control of an engineer com- tify the type and frequency of reports
pany; however, it c.an be placed in a
needed at each echelon and the method for
command or support relationship to a
maneuver company/team. reporting.

Unit Status
ENGINEER COORDINATION
Unit capabilities depend on the status of
Engineers often coordinate operations personnel, equipment, logistics, and train-
within an area by using area or task assign- ing. Since these all fluctuate in the course
ments. These supplement the command or of an operation, decision makers must have
support relationship; they are not a substi- current information on hand. Maneuver
tute. commanders only need to know the engineer-
unit status in broad terms. Engineer com-
Area Assignment
manders and staff officers need detailed
Engineers in a command or support rela- information to remedy specific deficiencies
tionship with a maneuver unit assume and make plans for a unit to execute them.

2-8 Fundamentals of Engineer Operations

FM 5-100

Mission Status Control

Operations do not always proceed exactly Control is the process by which commanders
according to plan. Maneuver and engineer employ or direct the combat power of
commanders need to know the progress of assigned or supporting units. The authority
an operation. Engineers keep the immedi- to control is derived from command respon-
ate commander informed on critical tasks, sibility. Commanders exercise control by
such as reducing an enemy obstacle or directing operational concepts, task organi-
emplacing a scatterable minefield. They also zation, mission orders, graphic overlays,
forward technical information upward and SOPs, control measures, and supply and
laterally for other engineers to take action. other asset allocations to their staff and
units. During operations, commanders exert
Terrain Information control by activating preplanned situational
responses, such as committing reserves or
Engineers provide and analyze terrain infor- executing situational obstacles or by revis-
mation to assist in operational planning. ing plans. Commanders must develop orga-
They continuously update known informa- nizations so they can exert control from
tion by all available means, especially from
anywhere within the AO.
reports from subordinate engineer elements.
Frequently, a proposed operation will gener- Control is a top-down process. The most
ate engineer-specific requirements for spe- important requirement is to establish a clear
cialized engineer reports, such as route or and precise concept of the operation based
obstacle reconnaissance. on an accurate estimate process. The con-
cept must have-
Army Battle Command System (ABCS)
* A clear intent that encompasses why
The ABCS enables Army commanders to the engineer operation is necessary to
employ and sustain forces in the TO. It uses support the force commander.
computer technology to disseminate and
analyze information. Part of the system is * An achievable end state.
the Army Tactical Command and Control * A statement of how the engineers will
System (ATCCS), which automates C2 func- achieve the mission.
tions at corps level and below. The Army
Global Command and Control System At the highest level, the concept of the oper-
(AGCCS) automates C 2 functions at corps ation provides a focus for all operations and
level and above. AGCCS and ATCCS overlap extends the commander's intent throughout
at corps level. Most combat-engineer auto- the entire force. Orders at high levels will
mation under ABCS is a subfunction of the normally assign broad missions, control
Maneuver Control System (MCS). Thus, measures, and assets. At the lower levels,
engineer operations fall directly in line commanders will assign specific tasks that
with maneuver-reporting requirements. align with the concept of the operation and
Topographic-engineering automation is a its control measures, using the assets pro-
subfunction of the intelligence and electronic vided above. Orders must promote initiative
warfare node. The Combat Terrain Informa- and innovative solutions and allow for
tion System (CTIS) interfaces with this node. exploitation of success.

Fundamentals of Engineer Operations 2-9

FM 5-100

ROLES OF ENGINEER COMMANDERS AND STAFF ELEMENTS

Engineers at each echelon provide informa- engineer operations in the division area.
tion, make routine decisions within the The division order often gives control of the
authority that the commander gives them, elements of the engineer brigade to the
and perform staff supervision of engineer maneuver commanders, yet the division
operations. engineer retains his command responsibili-
ties and employs those elements left under
ASCC ENGINEER his direct control. As the engineer special
The ASCC staff normally includes the ASCC staff officer, he is responsible to the division
engineer. He is a member of the ASCC com- commander for all engineer-related matters
mander's special staff. He integrates engi- in the division's AO. The division engineer
neers into the ASCC's plan to sustain Army remains so regardless of the rank of the
forces and support other services or allied senior corps engineer unit commander in the
forces. The senior operational-level engi- division's area. Corps engineer units in the
neer commander is the ASCC engineer. division's area provide liaison to the divi-
sion engineer.
CORPS ENGINEER
To assist the commander in his role as a spe-
The commander of the corps engineer bri- cial staff officer, the division engineer has a
gade is the corps engineer. He plans and staff element located in the division's CPs.
executes engineer operations in the corps's It is under the direction of the ADE, who
area. As the engineer brigade commander, integrates engineer operations during the
he commands all nondivisional engineer division's planning process. The ADE pro-
units in the corps. As the engineer special vides advanced warning, through engineer
staff officer, he is responsible to the corps channels, of future division operations to the
commander for all engineer-related matters division and supporting corps engineer bat-
in the corps's AO. talions and to the maneuver brigades. He
The brigade commander has a staff element also receives reports from these levels to
located in the corps's command posts keep the division staff and the corps engi-
(CPs). This staff is under the direction of neer informed on current engineer opera-
the assistant corps engineer, who integrates tions in the division.
engineers into the corps's planning process.
With the assistance of his staff, the division
The assistant corps engineer provides
engineer controls corps units in the division
advanced warning of future corps operations
area. The ADE passes division taskings to
through engineer channels to the corps engi-
corps engineer units on behalf of the com-
neer brigade, division engineer brigade, sep-
manding general (CG).
arate brigades, and armored-cavalry-
regiment (ACR) engineer companies. He
receives reports from these levels to keep BRIGADE ENGINEER
the corps staff informed on current engineer In an armored or mechanized division, the
operations. organic engineer brigade generally provides
an engineer battalion to each ground-
DIVISION ENGINEER
maneuver brigade. In a light, air-assault, or
The commander of the division's organic airborne division, the organic engineer bat-
engineer brigade or engineer battalion is the talion provides an engineer company to each
division engineer. He plans and executes maneuver brigade. The respective engineer

2-10 Fundamentals of Engineer Operations

FM 5-100

battalion commander and company com- in the tactical-planning process, since there
S mander assume the brigade engineer are advantages to the company commander
responsibility. The brigade engineer inte- functioning as the TF engineer. The com-
grates engineers into the brigade's planning pany commander normally associated with
process and coordinates current engineer a battalion/TF is also the staff engineer and
operations in the brigade's area. As the bri- advisor to the task-force commander
gade engineer, he commands all engineer (TFC). The company commander has a
units in the brigade. As the brigade engi- small HQ section to assist the TFC in
neer special staff officer, he is responsible to integrating engineers into the TF's plan-
the brigade commander for all engineer- ning process and in executing the engineer
related matters in the brigade's AO. Sepa- portion of the operation. He makes opera-
rate maneuver brigades and ACRs have a tional reports through the TF Operations
staff engineer organic to the brigade or regi- and Training Officer (US Army) (S3) and
ment. provides other required reports through
engineer channels, as necessary.
BATTALION/TF ENGINEER
When additional engineers operate with the
The brigade engineer often establishes a TF, the normally associated company com-
normal association between an engineer mander remains the TF engineer. However,
company and a maneuver battalion. Maintain- the other engineer unit commander and his
ing that association is one factor to consider staff assist in detailed planning.

ENGINEER ECHELON ARCHITECTURE

Strategic objectives, the nature of the TO, Task-Organize Engineer Forces to
and the forces available influence the Requirements
design of the theater commander's cam- Mission requirements drive the size and
paign plan. The requirements for engineers composition of engineer units. A mix of dif-
and the types of organizations, which come ferent units often is necessary to achieve
from this plan and drive the engineer archi- the proper balance of capabilities. This mix
tecture, vary from one theater to another. can change as the operation progresses.
Organizational principles derived from
Army operations guide the organization of Give Priority to the Main Effort
engineers in the TO. These same principles
apply to developing the engineer architec- The battlefield never has enough engineers
ture at all echelons. (See Appendix A for to handle all tasks. They are not spread
types of engineer organizations.) evenly but are concentrated to ensure the
main effort's success. Because of this, risk
can occur elsewhere. Engineers focus on the
ORGANIZATIONAL PRINCIPLES mission and not on habitually supporting a
Through the tactical decision-making pro- particular organization.
cess and the engineer estimate, engineer
commanders properly allocate forces to Integrate Engineers with Maneuver
accomplish the engineer mission. The fol- and Fire
lowing principles provide a framework for The scheme of maneuver governs the engi-
commanders and staff officers to follow: neer plan. Fire, maneuver, and mobility/

Fundamentals of Engineer Operations 2-11

FM 5-100

countermobility form a triad. Neither fire horizontally. Facilities must monitor and
nor maneuver is truly effective if the combat track combat operations and send accurate
formation cannot move at will and deny bat- reports to the right person at the right
tlefield maneuver to the enemy. Engineers time.
operate well forward in the CZ to integrate
mobility/countermobility into the triad.
Use All Local Resources
Ensure That Current Engineer Operations Engineer resources belonging to local gov-
Promote Future Force Operations ernments, other services, and allied forces
are present in every theater. At the tactical
Engineers must begin their work early to be
level, improvising may be necessary to con-
done on time. They have to anticipate future
vert on-site materials and equipment to mil-
missions and reposition their unit, if neces-
itary use. At higher levels, HN resources
sary, while accomplishing the current mis-
are well suited for general-engineering sup-
sion. Engineers not only have to accomplish
port, especially in the rear areas. Local
the immediate mission but their services
resources augment available engineers,
must also fit into the commander's long-term
releasing more engineer units forward to
intent.
the CZ.
Do Not Hold Engineers in Reserve
ORGANIZATION OF THE THEATER
Engineers organic to maneuver forces do not
stay with those forces when they are held Engineers operate throughout the theater.
out of the fight. Engineers remain out of The numbers, types, and locations of engi-
action only long enough to refit after a major neer units in the organization reflect their
action. Then they are committed in support intended missions. Combat-engineer units
of forward forces. Plans must ensure timely have missions in the CZ (division and corps
return before the parent maneuver force's areas). Combat battalions (heavy) have
commitment to combat to ensure adequate missions primarily in the COMMZ, corps's
integration and preparation. (Engineer for- and division's rear areas, and sometimes in
ces can be positioned to support reserve or forward brigade areas. Separate engineer
counterattack forces or positioned in a follow- companies and teams have missions wher-
and-support role.) ever their expertise is needed.
Engineers are always required in a TO.
Build a Logistically Sustainable Force This force must be carefully tailored to its
Resources are always limited. Material, mission, well planned and well rehearsed.
transportation assets, and time restrict the Contingency operations need a greater pro-
engineer's ability to execute plans. Engineer- portion of engineers than normal to support
unit sustainment and the supporting logis- the force.
tics structure must be planned in detail.
Logistics limitations may restrict the size of COMMUNICATIONS ZONE
the usable engineer force.
The COMMZ provides the sustaining base
for combat operations at the operational
Maintain Effective C2 and tactical levels. The organization of engi-
Timely and accurate information is power. neer units in the COMMZ initially depends
C2 facilities must function vertically and on the extent of TO construction (for base

2-12 Fundamentals of Engineer Operations

FM 5-100

facilities and transportation networks) and maintain specialized construction

needed beyond those already available to equipment to augment the combat battal-
support the operational commander. As the ions, heavy.
theater matures, the engineer organization
Dump-truck companies provide additional
changes, reflecting the need to maintain and
haul assets. Pipeline-construction support
repair those facilities and networks.
companies provide technical personnel
Requests for engineer missions pass from an and special equipment to support pipeline
area support group (ASG) to the engineer construction and related facilities. Port-
group in GS or from a TAACOM to the engi- construction companies provide technical
neer brigade in GS. The engineer group or personnel and special equipment for con-
brigade assigns missions based on the prior- structing and restoring ports; logistics-over-
ities that the ASCC directs. Engineer units the-shore (LOTS) facilities; inland water-
in the COMMZ execute the missions under way facilities; and petroleum, oils, and
control of the ENCOM structure. Only in an lubricants (POL) marine terminals.
emergency might an ASG commander have
OPCON of engineer units in his area to fight Topographic Engineering
the rear-area threat. The theater topographic battalion HQ is
located in the COMMZ, and will generally
Tactical Operations fall under the ENCOM if the ENCOM is in-
The rear area is not safe from combat. theater. With the topographic planning-and-
Therefore, operational-level engineer units control team at the theater HQ, the topo-
develop protective shelters and camouflage graphic battalion coordinates with the HN
measures for support units and combat and the Defense Mapping Agency (DMA) to
forces in the rear. The engineer units pro- fulfill theater requirements. The GS topo-
vide mobility/countermobility support to graphic company-
rear-area forces committed to destroying * Supports noncorps units at the theater
enemy insertions. They also assist in ADC. level.
Construction • Assists the DS companies in the corps's
areas.
New construction, maintenance, and repair
work in the COMMZ sustain combat opera- * Is normally located with the battalion
tions forward. The engineer brigades and HQ, but it may send elements to other
groups plan, coordinate, and supervise this locations, such as the echelons above
work. It includes roads, railways, pipelines, corps (EAC) intelligence center.
bridges, airfields, ports, buildings, utilities,
and enemy prisoner of war (EPW) camps Real-Property Maintenance Activities
and installations.
The ASCC has overall responsibility for
Engineer combat battalions, heavy, have a RPMA. The TAACOM, through its ASGs,
variety of equipment, tools, and skills to normally provides the needed RPMA sup-
do all types of construction. Some types, port. Principal RPMA functions in a TO in-
such as asphalt paving, require help from clude operation, repair, and maintenance of
separate engineer companies and teams. facilities and utilities; fire prevention and pro-
Construction-support companies operate tection; and refuse collection and disposal.

Fundamentals of Engineer Operations 2-13

FM 5-100

The logistics organization's RPMA require- engineer teams, USACE contracted RPMA
ments that exceed their capabilities are for- engineering service, or HNS to accomplish
warded to the supporting engineer group for it. ASGs have small cells to receive, priori-
execution according to the theater priorities. tize, and coordinate engineer-support
The TAACOM provides technical RPMA requirements. They assess work loads,
guidance to the ASGs. ASGs provide RPMA sequence critical requirements, and request
support to all Army facilities in their AOs, to assistance from the engineer group in GS.
include leased facilities, unless host-nation Many specialized engineer teams can be tai-
support (HNS) is available for leased facilities.
lored to the needs of a particular ASG and
Configuring engineer units to support the support it under an engineer C2 HQ team.
ASGs is based on the expected RPMA work Except for the specialized teams assigned to
load. They are tailored to the specific ASG the ASG, the engineer group has control of
that they will be supporting to accomplish all engineer units in its assigned area. The
RPMA missions. ENCOM can also administer RPMA on a
RPMA may be administered on a centralized centralized basis. FM 5-116 contains more
or decentralized basis. If decentralized, the details on engineer operations in support of
TAACOM, through its ASGs, uses supporting RPMA.

CORPS'S AREA
The corps generally fights at the tactical shelters and camouflage measures. The
level of war; although, it may fight at the major engineer commitment, however, is to
operational level during contingency opera- keep the LOCs and tactical march routes
tions. It has an engineer brigade assigned open to sustain the committed forces, shift
to it. The numbers and types of engineer other forces, and implement corps-directed
units assigned to the brigade depend prima- attacks. This requires continuous damage
rily on the mission of the corps, the numbers repair caused by enemy action, heavy traf-
and types of their divisions and separate fic, and the weather.
brigades, the enemy facing them, and the
Corps combat-engineer battalions perform
environment. Normally, each committed
division of the corps will have with it ele- most of these tasks. Combat-support equip-
ments of an engineer group from the corps ment companies augment the combat bat-
engineer brigade. See FM 5-100-15 for more talions with equipment to move earth and
information on corps engineer operations. maintain horizontal surfaces such as roads
and airstrips. The combat battalions also
TACTICAL OPERATIONS assemble tactical bridges provided by panel-
bridge companies or allocated from theater
Engineers have combat missions in all parts stocks for use on LOC and other routes.
of the corps's area. Corps units operating in Medium-girder-bridge (MGB) companies
the forward part reinforce the division engi- erect their own tactical bridges.
neers. Many of the tasks performed by
corps battalions in the corps's rear area are The engineer brigade also has float-bridge
also done in the forward area while support- assets for river-crossing operations. Ribbon-
ing the divisions. bridge (RB) companies transport, assemble,
Inthe corps's area, some of the missions are and operate ribbon rafts and bridges during
to provide guidance to units on protective river-crossing operations. Other float-bridge

2-14 Fundamentals of Engineer Operations

FM 5-100

companies provide different types of bridg- sustain the current fight or to support near-
ing for longer-term use at the crossing term major operations.
sites. Combat battalions also assemble To facilitate the forward focus of these corps
these float bridges. engineer assets and to accomplish the myr-
The light corps combat battalions and the iad of tasks beyond the corps engineer's
light-equipment companies reinforce the capabilities, operational-level engineers work
light division engineers, particularly during within the corps's area. Control measures
their initial deployment. The airborne corps such as engineer work lines (EWLs) delin-
battalion can parachute into an operational eate areas of responsibility and are posi-
area and construct an assault airstrip. The tioned as far forward as practical. EWLs
light equipment company augments light are, therefore, independent of other bound-
forces with additional earth-moving equip- ary control measures, such as the corps's
ment. rear boundary, allowing operational-level
engineers to concentrate on forward efforts
The separate brigades and the ACRs have critical to the close fight. Finally, the theater
an organic engineer company, which is usu- augments all its corps by assuming responsi-
ally not sufficient to handle all of the engi- bility for specific support on a task basis for-
neer tasks required when they are ward to the EWL, again releasing corps
committed to combat. The corps engineer construction units to engage in activities far
brigade reinforces these organizations and forward and of immediate concern to the
additional combat battalions and separate corps commander.
companies as determined by the mission
and situation. TOPOGRAPHIC ENGINEERING
A DS topographic company of the theater
CONSTRUCTION topographic battalion provides all forms of
Construction activities occur throughout the support for the corps. It is in the corps's rear
theater and are not limited to the COMMZ. area and provides a terrain-analysis team
Within the corps's area, operational construc- for the corps's CP.
tion requirements, such as forward log bases,
heliport,s and main supply routes (MSRs), are REAL-PROPERTY MAINTENANCE
needed to ensure the continuity of support Utility teams supporting the corps support
for combat operations. These activities are command (COSCOM) provide RPMA sup-
in addition to the corps-generated construc- port in the corps's area. Additional support
tion requirements (bed down, logistic bases, may be available through HNS, or the engi-
rehearsal ranges, and so forth) that keep neer brigade may assist with its combat bat-
corps construction assets fully engaged. talions (heavy). The ENCOM provides
The nature of corps operations limits con- additional support and technical guidance as
struction to the essential facilities needed to necessary.

DIVISION AREA
The engineer infrastructure at the higher major tactical missions and can conduct
echelons makes it possible to commit and sustained battles and engagements. The
sustain divisions in combat. Divisions perform engineer forces organic to each division are

Fundamentals of Engineer Operations 2-15

FM 5-100

tailored specifically to support that divi- Additional corps battalions operate in the
sion. The corps engineer brigade provides division on an area or task basis. Separate
additional engineer units based on the divi- engineer companies, especially bridge com-
sion's specific mission and tactical situation. panies, operate in the division as needed.
When the division has the priority and need
TACTICAL OPERATIONS for a large contingent of corps engineers, it
will often have an entire engineer group
The division combat-engineer battalion is an with it. When allocated to a division, the
element of the close combat fight. Corps group HQ controls all engineer operations
combat battalions also participate in the in the division's rear area. It allocates and
division's close fight. Corps usually places controls engineer forces and resources for
at least one battalion in a command relation- selected tasks in the maneuver brigade's
ship to the division for this purpose. It areas. It may be a planning-and-control HQ
fights well forward in the brigade's areas for engineer tasks affecting the entire divi-
along with the division companies. Corps sion, such as a divisional assault river cross-
and division engineer elements often mix ing or a deliberate breach.
and cross-attach to enhance the relative
strengths of each. The HQ of the normally
associated corps engineer battalion often TOPOGRAPHIC ENGINEERING
commands all engineers supporting a main The DS topographic company in the corps's
effort brigade. area also provides a terrain-analysis team
Each committed brigade normally needs the to the division. The team locates at the divi-
equivalent of an engineer battalion or one sion's main HQ and works with the divi-
engineer company per battalion TF. This sion's Assistant Chief of Staff, G2
level of engineer support is adjusted based (Intelligence) (G2) with input from the divi-
on the mission, enemy, terrain, troops, and sion engineer. See FM 5-105 for more infor-
time available (METT-T) analysis. mation.

2-16 Fundamentals of Engineer Operations

FM 5-100

CHAPTER 3

Force Projection

CHARACTERISTICS
Force projection is the ability to alert, mobi- regional scale. A commander may be able
lize, deploy, and operate rapidly anywhere to achieve theater aims faster by commit-
in the world. It is a key element of ting a smaller forward-presence force than
power projection, which is a nation's by waiting for a larger, but less timely,
ability to apply all or some of its national response option. In this case, US forces
power elements to act in a crisis, contrib- could be opposed; however, force projection
ute to deterrence, and enhance regional may occur unopposed. Unopposed opera-
stability. The engineer plays an important tions could afford forces time to continue to
role in the smooth succession of force pro- build combat power, train, and acclimate
jection. after they arrive in theater. The engineer
The most important characteristic of force will conduct force projection as part of the
projection is synchronizing all assets at all overall joint- and, possibly, multinational-
levels of war and projecting forces rapidly force operation. Engineer-support efforts
in response to a crisis. Force-projection require close coordination with joint and
operations usually begin as contingency coalition military engineer forces, along
operations, involving imminent or actual with other agencies to meet force-projection
involvement during war, or as conflict on a requirements.

.............. :1:::::.: ... :;n ;;.1 : .... .. .... ::ii ::::::::::

: 1:::::::::::::::::::: is : : t : : 5:>:. ::>:: :;:: : : > >:>:::: ::."::>:::: 5: ::: ::;;";: : >: :: ::::<":"

Force Projection 3-1

FM 5-100

CONSIDERATIONS
Force-projection operations will challenge and other obstacles. They protect lodgments
all leaders. Early critical decisions, made by constructing secure C 2 nodes, logistics
under uncertain circumstances, will be bases, and other needed fortifications and
required at all levels. These decisions can survivability positions. The lethality of com-
greatly affect future conditions for success- bat forces securing operational objectives
ful mission accomplishment. Unit mobiliza- can be enhanced through engineer mobility
tion and deployment can occur at the same and countermobility operations.
time, or sequentially, and are based on force
requirements and strategic aims. When an
ANTICIPATION AND INTELLIGENCE
engineer unit deploys, it will do all that is
necessary to meet the demands of the over- Force-projection anticipation is the expecta-
all mission tion of being alerted and deployed. Introduc-
ing US forces to an area, rapidly, requires
Operational design and unit execution must accurate, detailed, timely, and continuous
be capable of overcoming any unforeseen
intelligence. If units have been assigned a
obstacles. In most force-projection scenar- region of focus in peacetime, planning can
ios, combat engineers will be unable to cope
occur before alert and deployment. Com-
with the requirements for general engineer- manders/operators need direct access to
ing, real estate support, and related techni- engineer assessments of the theater infra-
cal services required to develop and structure for developing COAs and evaluat-
maintain the operational support base. ing the infrastructure. Engineers provide
However, they can provide some of the ini- topographic terrain products of likely con-
tial C2 and planning required until addi- tingency areas to support the IPB process.
tional engineer support becomes available. They will also assess the available infra-
US Army engineers respond to these opera-
structure for possible general-engineering
tional-level engineering requirements with a
requirements, which include airfields,
mix of military and contractor capabilities, MSRs, ports, utilities, and logistics facilities.
integrating tailored organizations and ele- Engineers must anticipate requirements for
ments from the USACE. FM 100-5 describes
construction, construction standards, and
several key considerations that apply to
critical resources to support deployed forces.
force-projection operations. The following are
Other intelligence and preparation might be
engineer-mission capabilities that may arise learning the threat engineer's capabilities
during the force-projection process: and preparing for them accordingly.

LETHALITY FOR THE

DEPLOYING FORCE FORCE TAILORING AND TEAMWORK

An important strategic consideration for Force tailoring is the process of determining

planning contingency operations that the right mix and sequence of the following:
involve the potential for combat is to intro- " Combat engineers.
duce credible, lethal forces early. The early
entry force must possess the required lethal- " Construction engineers.
ity to accomplish the mission and protect the
" Contractors.
force the moment it arrives in theater.
Engineers may contribute to the lethality of • USACE elements.
the early combat force by placing minefields * Topographic engineers.

3-2 Force Projection

FM 5-100

. Forces on quick alert may have little oppor- echelons are separated in time and space.
tunity to tailor forces. Follow-on forces can Engineer commanders at all levels must
be tailored to meet the specific concerns of exhibit an ability to recognize where and
the long-term mission. Proper planning when they need to be to influence the situa-
should give the operational commander the tion. Moreover, they must demonstrate con-
resources and dispositions to deal with any- fidence in their subordinates and stimulate
thing that might jeopardize the mission of a level of initiative and motivation that
protecting the force. Commanders consider accomplishes the mission with very little
METT-T, strategic lift, pre-positioned supervision.
assets, civilian-contractor support, and HNS
when tailoring forces. Deploying units must LOGISTICS
be very flexible and versatile, valuing early Like the initial entry forces in TOs, logistics
and continuous planning and teamwork. must be tailorable and flexible. The avail-
ability of ports, airfields, roads (infrastruc-
ture), and other assets will affect the
BATTLE COMMAND
sequencing of units and the tempo of entry
During force projection, engineer command- operations as well as the overall logistics
ers must develop an appreciation for the planning. Engineers support force-projection
extent that his force will conduct a versatile logistics operations by leasing or construct-
role during war and contingency operations. ing forward support bases, intermediate
He must quickly visualize the battlefield staging bases, and lodgments; improving
environment and articulate a clear intent. aerial ports of debarkation (APODs) and
His intent and other guidance will provide seaports of debarkation (SPODs); and pro-
the impetus for staff planning and set the viding engineer support for LOTS opera-
conditions for anticipating engineer require- tions. Engineers must work with logistic
ments. planners to synchronize the flow of engi-
neer logistics with the flow of engineer
Commanders must deal with deployment, units into the TO. This includes working
entry, and combat, while being able to closely with HN and contracted logistics
adjust to the evolving conditions of each. support.
Deployment can cause the physical separa-
tion of units in space and time and the sepa- TRAINING AND MULTIFORCE
ration of the unit from the next higher HQ. OPERATIONS
Units may be placed under unfamiliar orga-
Demanding and relevant training helps
nizations. Simplicity and the ability to adapt
commanders focus on missions and condi-
and adjust are key considerations. Engi-
neers are very involved with deployment, tions expected during force projection.
entry, and combat. They must support- Units continue to train to standard and to
rehearse following arrival in theater and
" Deployment while deploying. throughout the conduct of operations as
time, enemy, and other conditions permit.
" Lodgments with construction and leas-
The following types of missions continually
ing. prepare engineers for future force-projection
" Maneuver operations with combat operations during war and contingency
engineering. operations:
To do this, engineers execute missions at the • Training at combat-training centers
small-unit level while engineer command (CTCs).

Force Projection 3-3

FM 5-100

" Deployment overseas in peacetime. a vital interest in facilitating media

coverage and communicating the
" Training while conducting nation
Army's perspective.
assistance.
" Disaster relief. " Must be prepared to support open and
independent reporting and access to
" Peacekeeping. units as early and as far forward as
" Drug eradication. possible.

" Humanitarian assistance missions " Should be trained to interact with

around the globe. media representatives and provide
complete, accurate, and timely infor-
MEDIA IMPACT mation, confidently.

Emerging information communication tech- " Must know that public-affairs support
nologies, the evolving global-information is available.
environment, and the media's ability to pro- Effectively operating in the global informa-
vide live coverage from anywhere in the tion environment increases understanding
world to everywhere throughout the world and confidence; enhances morale and disci-
bridge the gap between the tactical, opera- pline; and results in trust, respect, and
tional, and strategic levels. Media coverage esteem for soldiers and the Army. In the
of Army operations can influence public emerging information environment, it is a
opinion; political decisions; and the direc- critical element of mission success.
tion, range, and duration of operations.
Engineer operations, especially those exe- POSTCONFLICT
cuted in support of contingency operations,
are likely to attract significant media cover- Issues related to the strategic end state,
age. Engineers at all levels- postconflict activities, and transition to
peace are considered throughout force-
" Must be prepared to operate in a
projection operational planning and execu-
media-intense environment.
tion. Engineers play a significant role in
" Need to understand that the Army has conducting postconflict activities.

OPERATION PHASES
Force-projection operations follow a " Redeployment and reconstitution.
sequence, even though the phases often
" Demobilization.
overlap in space and time. The phases
are- Force-projection operations seldom begin
* Predeployment. with a clear idea of purpose, and they do
• Mobilization. not end when units arrive in theater.

• Deployment.
PREDEPLOYMENT PHASE
* Entry.
Force-projection operations start with
* Operations. crisis-action planning and predeployment
• War termination and postconflict. activities. When engineers receive a mission,

3-4 Force Projection

FM 5-100

they determine what military conditions include corps engineer groups, battalions,
they need for success, sequence activities to and companies; USACE agencies; elements
achieve those conditions, and apply of the ENCOM; other theater engineer
resources accordingly. The objective of this units; and specialized engineer teams and
phase is to select the proper force and derive personnel. Activated reserve-component engi-
the correct operational concepts for the next neer units and USACE agencies maintain a
phases of the operation. Decisions made in high state of personnel, equipment, and train-
the predeployment phase determine the ing readiness. These units and agencies con-
engineer's capabilities for the entire force- tinually demonstrate their mobilization
projection operation. proficiency during day-to-day operations,
Necessary force tailoring starts in this annual-training deployments throughout
phase; for example, leading combat engi- CONUS and overseas, state emergency duty,
neers are selected for forcible entry to aid in and other support to national emergencies.
lodgments and meet conditions for the next
phases. Pre-positioning engineer materials DEPLOYMENT PHASE
and equipment in possible theater locations
may reduce transportation requirements for Deploying engineers depend on the avail-
engineer forces. HN engineer's capabilities ability of METT-T, accounting for any
must be considered. Timely topographical changes in the mission or enemy forces that
engineer support is critical to determine have occurred. Deployment includes the
where to conduct operations and identify synchronized deployment of engineers,
HN infrastructures, which may be available equipment, and critical materials. Sea-lift
to sustain operations. Possible real estate and airlift assets will greatly affect the
actual deployment of engineers. Upon
acquisition from the HN is considered at
.. this time. deployment, tasks include acquiring, con-
structing, or upgrading deployment facili-
ties; marking and maintaining deployment
MOBILIZATION PHASE routes; and assisting in the deployment pro-
Mobilization is the process by which the cess.
armed forces reach a state of enhanced
readiness in preparing for war or other ENTRY PHASE
national emergencies. It includes activating
The main focus of the entry phase is to build
all or part of the reserve components, as
up combat power as quickly as possible
well as personnel, supplies, and material,
while simultaneously preparing for or con-
before deployment.
ducting combat operations. Entry may be in
Approximately three-fourths of the total DS of HN or forward-presence forces. In
engineer force structure is in the US Army some instances, conditions may dictate that
Reserves and Army National Guard. A operations be conducted in the absence of
large force of the projection engineer capa- either. Entry may be opposed or unopposed.
bility also exists in the USACE divisions Commanders sequence combat, CS, and
and districts throughout the continental CSS units into the contingency area in a
United States (CONUS) and overseas. manner that enables them to gain and sus-
Because of this, force-projection operations tain the initiative and protect the force.
may require mobilization of the reserve- METT-T will greatly influence how the
component engineer forces and USACE per- engineers task-organize to meet the antici-
sonnel. Activated engineer forces may pated needs for the initial-entry operation.

Force Projection 3-5

FM 5-100

Engineers are well equipped to handle a airports, seaports, and roads, and they exploit
myriad of tasks to support early-entry and develop existing infrastructures.
operations; it may entail seizing and Mobility/survivability (M/S) considerations
improving airfields, lodgments, and infra- must be made to ensure that the initial-
structures. While conducting combat opera- entry force can move freely and to provide a
tions, engineers repair or improve runways, level of survivability that protects the force.

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:::::
::::

OPERATIONS PHASE forward landing strips, combat trails,

and supply routes.
Engineers play a significant role during
this phase, executing the numerous tasks * Protecting the arriving force with
required during decisive combat operations. engineer countermobility and surviv-
Some of the tasks are- ability operations.
* Conducting mobility, countermobility, * Providing terrain analysis and terrain
and survivability (M/CM/S) operations management.
as part of combined-arms teams * Assisting in reception-, staging-, and
engaging the enemy simultaneously onward-movement operations with
throughout the depth and space of the general engineering. Assistance
AO. includes erecting portable structures
* Constructing forward operating bases, and constructing aircraft bed-down

3-6 Force Projection

FM 5-100

facilities, training facilities, EPW can occur even if combat operations are still
camps, and refugee facilities. underway in other parts of the theater.
" Conducting engineer reconnaissance Engineers, when required, are suited to-
operations to locate and analyze enemy
obstacles and fortifications, road and " Help restore order.
trail networks, logistics facilities, and " Establish the HN infrastructure.
construction materials and equipment.
" Prepare forces for redeployment.
* Facilitating joint and special opera-
tions with other forces. " Assist in demining.
* Conducting other needed force-projection " Clear UXOs.
operational-level engineer missions,
such as acquiring real estate, contract- " Destroy enemy materiel and weapons.
ing for HN construction, drilling wells, " Remain in theater.
fighting fires, constructing pipelines,
cleaning up hazardous waste, and sup- Engineers conduct various postconflict mis-
plying prime power. sions, such as constructing camps for dis-
placed personnel, constructing EPW camps,
Other tasks engineers may perform developing potable-water supplies, restoring
include- utilities, rebuilding roads and bridges, and
* Constructing defensive positions and marking/clearing minefields and, on a lim-
logistics bases. ited basis, UXO.
* Conducting river crossings.
REDEPLOYMENT AND
* Providing force protection and surviv- RECONSTITUTION PHASE
ability.
The objective in this phase is to quickly
" Conducting camouflage and deception
redeploy assets that are no longer needed.
operations. Postconflict activities directly impact the
* Breaching obstacles, widening assault redeployment flow. Along with this, the force
lanes, clearing minefields and, on a lim- must be reconstituted for other missions.
ited basis, unexploded ordnance (UXO). At this time, CS and CSS elements often re-
* Marking supply routes. main in theater to support forward-presence
peacekeeping or other nation-assistance
* Conducting equipment and munitions efforts. Engineers focus on constructing
denial operations. or repairing redeployment facilities and
* Producing and distributing nonstand- staging areas, to include washracks and
ard, topographic products. equipment holding and sterile customs-
inspection facilities. Engineers also may
WAR-TERMINATION AND conduct-
POSTCONFLICT PHASE * Force protection.
Successful combat operations are designed * Sea-port and airport facilities mainte-
to end a war quickly. When hostilities cease nance.
or a truce occurs, deployed forces transition
to a period of postconflict. This transition " Battlefield cleanup.

Force Projection 3-7

FM 5-100

" Supply-route and facility maintenance. ing logistics requires resources such as sup-
plies, materials, and support activities. En-
" Other needed general engineering. gineers may be involved with the handling
" Construction of hazardous-waste con- and storing of and accounting for demobi-
tainment facilities. lized equipment and supplies. Typical mis-
sions include constructing, upgrading, or
removing logistics facilities; repairing
DEMOBILIZATION PHASE
installation routes; terminating leases and
Demobilization is the process by which settling real estate claims; and cleaning up
units, individuals, and materials transfer damages.
from the active to reserve status. Demobiliz-

3-8 Force Projection

FM 5-100

CHAPTER 4

Joint, Multinational, and Interagency

Engineer Organizations 'and Capabilities
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Army engineer commanders and staffs oper- with multinational engineers, civilian con-
ate jointly with Air Force, Navy, and Marine tractors, US governmental agencies, non-
Corps engineers during force-projection governmental organizations (NGOs),
operations. Also, Army engineers operate private voluntary organizations (PVOs), and

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-1

FM 5-100

United Nations (UN) agencies. Army engi- During all force-projection operations, the
neers must fully understand joint, multina- Army engineer ensures that adequate
tional, and interagency engineer capabilities Army communications, logistics, topo-
to integrate them into operational and tactical graphic, and LO support are provided for
planning as well as provide engineer support supporting the joint, multinational, and
to joint, multinational, and interagency HQs. interagency engineers. Periodic meetings
This chapter provides a brief description of assist in blending these engineers towards
the types of joint, multinational, and inter- accomplishing the numerous engineer mis-
agency engineer units and their capabilities sions required during force-projection oper-
and interoperability considerations. ations.

US AIR FORCE (USAF) ENGINEER SUPPORT

The USAF is challenged by a variety of and utility repair) on an emergency
threats throughout the world. Therefore, it basis.
must be prepared- * Bed down of Air Force units and weap-
" To fight battles of great scope, range, ons systems.
and intensity.
" Operating and maintaining Air Force
" To counter large modern forces, as well facilities and installations.
as light forces, insurgents, and sophis-
ticated terrorist groups, wherever and " Crash rescue and fire suppression.
whenever they threaten US interests. • Construction management.
To meet this wide range of threats, the • Supplying materiel and equipment to
worldwide air-base network used by its perform its engineering mission.
forces must be capable of supporting the
projection of air power. To accomplish these missions, Air Force
engineers are organized into three basic
Combat air operations depend on ade- types of units, with complimentary war-
quately developed and supported bases. time missions: rapid, engineer-deployable,
Bases must have adequate facilities and civil- heavy, operational repair squadron (RED
engineering resources to launch and recover HORSE) engineer units, Prime base engi-
mission aircraft, support high sortie genera- neer emergency force (BEEF) units, and
tion rates, provide essential CS functions, Prime readiness in base support (RIBS)
and assist in defending against an enemy units. An engineering and services (E&S)
attack. force module combines Prime BEEF and
Prime RIBS capabilities to support a flying
CIVIL-ENGINEERING MISSION squadron.
The Air Force combat engineer's role is to
ensure that the engineering-related aspects RED HORSE PROGRAM
of air-base operations are responsive and The RED HORSE was formed specifically
effective. The following are the basic war- to meet wartime needs. Its composition is
time missions of Air Force engineers:
based on wartime requirements, and it is
• Repairing war damage (includes rapid not assigned to an air base to perform
runway repair [RRR], facility repair, peacetime operations and maintenance

4-2 Joint, Multinational, and Interagency Engineer Organizations and Capabilities

FM 5-100

taskings. Its primary mission in peacetime is • Perform the wartime tasks of major
to train for wartime, and the squadrons rep- force bed down, heavy damage repair,
resent the strongest combat-engineering bare-base development, and heavy
capabilities in the Air Force. As the lead joint- engineering operations.
engineer resource in any force-projection RED HORSE units are theater Air Force
situation, a RED HORSE unit is the most assets with a regional responsibility; they
capable Air Force engineering unit when it report through theater or regional command
comes to the initial wartime requirements channels. C 2 RED HORSE units remain
affecting the launch, recovery, and operation within numbered Air Force channels, or at a
of Air Force combat aircraft. It is the engi- higher level, if a numbered Air Force is not
neer unit that the theater or joint task force present (that is, not under the Air Force
(JTF) commander uses when incoming force forces (AFFOR) commander of a JTF). A
flow is disrupted, resupply is interrupted, or joint-contingency, wartime, construction-
launch-and-recovery activities at critical management organization can also task
locations are stopped due to major airfield RED HORSE units through the numbered
damage. Air Force for construction support. If two or
RED HORSE units are packaged to be avail- more RED HORSE units are in a region,
able early in the time-phased deployment they and an Air Force civil-engineering
data flow and dedicated to up-front engineer group will be formed, with the numbered Air
missions. They are assigned to employment Force staff engineer serving as the group
locations that are critical to the success of commander.
the air war. Dividing responsibilities Strategic heavy lift vehicles, heavy equip-
between Air Force engineering assets (RED ment, and RRR sets capable of supporting
HORSE, Prime BEEF, Prime RIBS) is not full RED HORSE units are pre-positioned in
attempted. RED HORSE units could per- projected TOs to eliminate delays in receiv-
form all the engineering missions of the ing. Besides theater pre-positioned sets,
civil-engineering units except for crash res- RED HORSE units maintain home mobility
cue and major fire suppression. If Prime
sets of the similar equipment that are easily
BEEF forces are employed at a location, that
deployed and maintained. RED HORSE
does not exclude employing the RED
units form three deployable RED HORSE
HORSE units.
(RH) echelons, with vehicle and equipment
Civil-engineering RED HORSE units are war- sets at strategic locations. They are main-
time structured to provide a heavier engi- tained in a ready-to-go condition.
neering capability than the civil-engineering
base Prime BEEF and Prime RIBS units. The standard engineering capabilities that
RED HORSE units- RED HORSE units provide include-
" Have a regional responsibility. * Airfield lighting.
" Are not tied to a specific weapons sys- * Concrete operations.
tem.
• Explosive-demolition operations.
" Are not responsible for base operations
and maintenance. • Aircraft-arresting systems.
" Are mobile, rapidly deployable, and * Materiel testing.
largely self-sufficient for limited peri-
ods of time. • Quarry operations.

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-3

FM 5-100

" RRR. RH-1

" Revetment construction. RH-1 consists of 16 people that can deploy
within 12 hours on a C-141. The team
" Water-well drilling.
" Performs advanced airfield surveys, to
" Mobile facility-asset siting, erection, include evaluating airfield pavements,
and installation. water supplies, utility systems, and
" Fuel systems. existing facilities.
" Facility hardening. " Prepares a bed-down plan for the
orderly establishment of a base of
" Expedient pavement expansion. operators at a force-projection location.
" Utility system repair. " Compiles facility and material require-
" Force bed down. ments necessary to accomplish the
force bed-down plan.
" Heavy earthwork.
" Accomplishes the site layout for later
" Road construction. RH-2 force bed down.
" Power generation. Advance deployment of the RH-1 is critical
" Restoring chemically protected facili- to RED HORSE employment. This element,
ties. tied to the appropriate theater air-component
commander, would deploy with the HQ and
" Engineering design. prepare to receive follow-on RED HORSE
" Base-denial operations using fire, elements and the advance plans for project
explosives, component removal, equip- execution.
ment sabotage, and mechanical
destruction. RH-2

" Disaster relief and preparedness. The RH-2 consists of 93 people, with heavy
equipment, who can deploy within 48 hours.
" Defensive operations. The team-
" C2 over full-squadron deployment to " Performs land clearing, site stabiliza-
one location, full-squadron deployment tion, area drainage earthwork.
with phased arrival to one location, " Erects relocatable structures essential
squadron deployment to multiple loca- to force bed down at an undeveloped
tions (split-unit), in-transit operations
location.
during deployment, and work party
and convoy operations. " Performs RRR using organic equip-
ment and repair materials (AM2 mat,
RED HORSE units accomplish major air- crushed stone, and so forth) that are
field construction-and-repair work in for- pre-positioned or supplied by the sup-
ward locations, requiring an organic logistics port HQ.
capability to include vehicle maintenance,
food service, supplies, and logistics plans. A " Repairs bomb-damaged facilities and
60-day war readiness spares kit (WRSK) systems.
keeps these units operational until normal * Installs, expands, and repairs essen-
supply channels open up. tial utility systems.

4-4 Joint, Multinational, and Interagency Engineer Organizations and Capabilities

FM 5-100

• Provides initial civil-engineering sup- engineering wartime tasks necessary for

port to include drilling and developing sortie generation will deploy with the squad-
water wells for deploying forces. rons. Specific Prime BEEF CS units will be
linked to specific flying units and will con-
RH-3 centrate primarily on supporting aircraft
weapons systems and combat operations.
The RH-3 consists of 295 people, with heavy There are two basic Prime BEEF mobile
equipment, who can deploy within 6 days. force classifications: large-scale CS squad-
The team- rons and small specialty CS teams. Prime
" Accomplishes heavy repair of bomb- BEEF CS units-
damaged facilities and utility systems.
" Have no organic heavy equipment; they
" Erects temporary relocatable facility only have tool boxes and small team
substitutes. kits (power tools and so forth).
" Installs or expands essential utility " Require base-operating support.
systems, including airfield lighting, to
support force bed down. " Deploy, usually, in 50- or 100-person
" Operates mineral-product plants team increments.
(batch, crusher, block), if required and
when plant equipment is supplied from Large-Scale CS Squadrons
contingency or host stocks.
These squadrons provide basic skills to
" Performs explosive demolition opera- establish BCE operations or to accomplish
tions, as required. the most critical wartime tasks where addi-
" Performs RRR using echelon organic tional assistance is required or where none
equipment. exists. Eight types of large-scale CS squad-
rons are available in four separate and dis-
" Is able to repair two large and three
tinct sizes: 50, 100, 150, and 200 persons.
small bomb craters in a 4-hour period.
Combinations of these eight types are used
to support theater requirements. The
PRIME BEEF PROGRAM squadrons-
All Prime BEEF forces are CS forces. They
• Are active duty, Air National Guard
are generally configured as squadrons and
(ANG), or Air Force Reserve.
teams. They provide CS to the air combat
forces that are, or may become, a part of a * Can deploy on 22 to 28 hours notice to
theater, command, or TF formed for combat support aircraft operations at main
operations. These base civil-engineering operating bases (MOBs), collocated
(BCE) units are organic at essentially all operating bases (COBs), standby bases
major CONUS and overseas Air Force bases. (SBs), forward operating locations
This capability is integrated into the peace- (FOLs), APODs, and bare bases (BBs).
time force structure, totally, and gives the
operational commander the flexibility to • Can fully support AM2 matting, fiber-
employ weapons systems without depending glass matting, and concrete slab RRR
on others. methods.
When flying squadrons go to war, organic * Can support a bed-down population of
Prime BEEF CS forces that can perform 2,200 to 2,500 personnel.

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-5

FM 5-100

Small Specialty CS Teams squadron or team is tied to home-station or

other deploying aircraft, it will be tasked to
Small specialty CS teams are comprised of
accompany its flying squadron to the war-
certain numbers and personnel with certain
time location regardless of the degree of
skills to fill known requirements: fire fight- wartime HNS in theater. If it is not tied to
ing, construction management, and staff
home-station or other deploying aircraft
augmentation. Nine types of teams are and assured HNS is available, the CS
available that range in size from 3 to 48 per- squadron or team may be reapportioned to
sons from all components. The size and com- some other wartime location. The basic E&S
position of all Prime BEEF mobile teams are module consists of 282 people from the fol-
based on METT-T. lowing:
• 200 people from a Prime BEEF CS
PRIME RIBS PROGRAM
engineering force package.
Prime RIBS units are worldwide combat
morale, welfare, recreation, and services • 48 people from a Prime BEEF CS fire-
(MWRS) forces organized and trained for fighter force package.
wartime support. The Prime RIBS program * 34 people from a Prime RIBS CS force
organizes forces that can deploy on a 22 to package.
28 hours notice to support global or major
regional conflict operations on MOBs, COBs,
ARMY-AIR FORCE ENGINEER
FOLs, APODs/aerial ports of embarkation
CONSIDERATIONS
(APOEs), and BBs or to support essential
MWRS missions at critical CONUS bases. During force-projection operations, the ini-
Prime RIBS units can- tial available USAF engineering capabili-
ties in theater will most probably be RED
" Provide initial food service, billeting,
HORSE elements who establish APODs.
recreation programs, and mortuary-
Prime BEEF and RIBS units will also be
operations support for up to 1,200 peo-
quickly deployed to force-projection theater
ple. locations to operate at major air bases. The
" Can support an independent or depen- Army engineer staff should consider the fol-
dent combat aviation squadron of 16 to lowing when coordinating joint engineer
24 fighter aircraft or a significant avia- plans and operations with the Air Force:
tion deployment less than squadron * Requesting the latest engineer intelli-
size in a major deterrent force posture. gence data from deployed or deploying
" Can support, when augmented, organi- RED HORSE elements to assist in
zational field laundry operations, per- identifying force-projection theater
sonnel fitness programs, and tactical Army engineer requirements and
field-exchange resale operations. capabilities. (Requirements include
soils data and the availability of con-
E&S FORCE MODULE struction materials and HN construc-
tion support.)
An E&S module is married to deploying air-
craft to the greatest extent possible. The " Establishing engineer staff links
objective is to have Prime BEEF and RIBS between the AFFOR and Army forces
CS squadrons and teams inextricably (ARFOR) engineer staff sections
bonded to a deploying flying squadron. through the JTF or theater engineer
When a specific Prime BEEF or RIBS CS staff and HQ.

4-6 Joint, Multinational, and Interagency Engineer Organizations and Capabilities

FM 5-100

" Providing necessary Army engineer LO " Assessing the need for RED HORSE
support. airfield maintenance-and-repair sup-
port following arrival of Army con-
" Developing the joint task-organization
struction units in theater.
relationships that enhance RED
HORSE and Prime BEEF capabilities, " Determining if Prime BEEF units need
following deployment of Army engineer augmentation from Army construction
units. units, especially in the area of RRR.

US NAVY ENGINEER SUPPORT

The naval-construction force (NCF), known personnel and convoys and camps and
as the Seabees, is a generic term applied to facilities that are under construction.
the group of deployable naval units that can
construct, maintain, and/or operate shore, " Battle-damage repair operations.
inshore, and/or deep-ocean facilities. The " Amphibious assault and ship-to-shore
NCF does this to support the Navy and construction-support operations.
United States Marine Corps (USMC), and
when directed, other agencies of the US " Disaster-control and -recovery opera-
government including the Army and unified tions.
commanders. The NCF is composed of
" Civic-action employment.
active and reserve component units.
Air-transportable, task-organized NCF NAVY BASE CONSTRUCTION
units can deploy on 48 hours notice.
Although extensive horizontal construction Constructing naval bases may fall into two
cannot be efficiently addressed with air- areas: those that are in the country of con-
transportable equipment, priority construc- flict and those that are off shore of the
tion projects can be initiated days before the country where combat is taking place. In-
maritime pre-positioning force (MPF) ship- country bases include-
ping arrives. Also, acquiring heavy engi- " Logistic terminal facilities.
neer equipment by local contract can
augment air-transported NCF assets in a " Coastal, inshore, and riverine warfare
secure environment. The NCF provides- operating bases.

Responsive military advanced base- " Communications facilities.

construction support, including opera- " Ashore fleet air units.
tional, logistics, underwater, ship-to-
shore, shore, and deep-ocean facilities " Other fleet support facilities in the
construction, maintenance, and opera- immediate conflict area.
tion. Naval air units ashore, such as search and
• Military construction support of the rescue, antisubmarine warfare, carrier
Marine air-ground task force onboard delivery, electronic countermea-
(MAGTF) operations. sures, coastal and riverine patrol, commu-
nication, and tactical squadrons, have
* Defensive and limited offensive opera- significant construction implications. Naval
tions against overt or clandestine offshore bases are required to support
enemy attacks directed towards unit antisubmarine warfare, mine warfare,

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-7

FM 5-100

reconnaissance, communications, under- NCF units focus on general-engineering

way replenishment, and logistics support to tasks and are limited by training and equip-
forward-deployed Navy and Marine forces. ment in combat and CS capabilities. Before
assigning a mission to an NCF unit, a thor-
MARINE CORPS SUPPORT ough analysis should be conducted to deter-
mine if all aspects of the assignment fall
The major combat organization that the within the capabilities of the NCF organiza-
NCF supports is the MAGTF. The MAGTF tion. NCF units should receive specific tasks
normally consists of the following elements: or types of tasks on an area- or general-
a MAGTF command and a ground-combat, support basis.
an aviation-combat, and a CSS unit.
OPCON is the only command or support The NCF is a construction organization. It
relationship appropriate and authorized has organic defensive capabilities but does
when employing NCF units within the not possess the offensive combat capability
MAGTF. The MAGTF commander may of Marine Corps engineer units. The follow-
place NCF units under the OPCON of a sub- ing construction capabilities that NCF units
ordinate element commander (ground-combat provide to the MAGTF are extensive:
unit) for missions such as RRR or civil-action " Constructing ammunition supply
team support required to assist stability points and expeditionary bulk-liquid
operations. NCF units employed under the storage facilities.
OPCON of the MAGTF element commander
will be tasked according to MAGTF con- " Repairing battle damage, to include
struction priorities. RRR; expeditionary shelters for opera-
tions; and communications, mainte-
The normal MAGTF/NCF associations nance, warehousing, and personnel
established to support MAGTF operations support structures.
are as follows:
" Erecting CZ hospitals.
" Marine expeditionary force (MEF)
with a naval-construction regiment " Improving or constructing ports.
(NCR) within 30 days. * Installing security fencing.
" Marine expeditionary brigade (MEB) * Drilling wells.
with a naval mobile-construction bat-
• Expanding and upgrading unimproved
talion (NMCB) within 6 days.
roadway systems.
" Marine expeditionary unit (MEU) with
* Developing aviation support facilities
a NMCB detachment (air detachment
and other forward operating bases to
[AIR DET]), civic-action teams, other
support employing Marine aviation
details and detachments as directed by
through extensive use of expeditionary
the fleet CINC) within 48 hours.
airfield matting, pre-engineered and
These are general guidelines; the actual expeditionary shelters, and other semi-
NCF organizational relationship with the permanent and permanent construc-
MAGTF is METT-T dependent. tion support.
The MAGTF's general-engineering require- " Hardening POL and ammunition stor-
ments will normally determine the scope of age facilities against natural and
NCF employment during any operation. enemy threats.

4-8 Joint, Multinational, and Interagency Engineer Organizations and Capabilities

FM 5-100

* Installing permanent (nonstandard) supplies into a secure area. The MPF is com-
bridges in relief of tactical, fixed-panel posed of a command element, a maritime
bridging assets. pre-positioning ships squadron, a MEB, and
a naval-support element (NSE). As part of
In executing assigned projects, NCF units
their primary mission, NCF units construct
maintain a significant self-defense capabil-
and repair MPF logistics terminal facilities.
ity for their construction sites and can be
Specific areas include the following:
employed as part of a perimeter defense
force. All Seabee units are equipped with
small arms. The larger units (NMCBs) Beaches
have organic, indirect-fire weapons systems
(60-millimeter [mm] mortars). Their weap- Unlike amphibious operations, logistic con-
ons are identical to those in the USMC siderations drive beach selection for MPF
inventory. A Marine advisor is resident to operations. NCF units can rapidly perform
the NMCB staff, and NMCB personnel the following tasks:
receive semiannual training on military * Upgrading beach egress and road net-
skills and tactics. works to staging and marshaling areas
and other inland destinations.
AMPHIBIOUS OPERATIONS
* Constructing expedient survivability
All component NCF organizations may be
structures (earthen berms) for bulk liq-
employed during amphibious operations.
uids and Class V ammunition storage.
NCF forces are normally placed OPCON to
the Commander, Amphibious Task Force
(CATF). They perform construction tasks Ports
that assist in the ship-to-shore movement of NCF units can evaluate port capabilities
personnel, equipment, and supplies. NCF (surface and subsurface) and upgrade facili-
units OPCON to the MAGTF commander ties to support the MPF operation.
may be located in both the assault echelon
(AE) and the assault follow-on echelon
(AFOE). The priority given to construction Arrival Airfield
tasks assigned to NCF units will determine NCF enhancements include-
the echelon in which the NCF will be
employed. Additional NCF units may be * Analyzing soil and construction materi-
assigned to the CATF and employed within als, to include evaluating the load-bear-
the amphibious objective area (AOA) in a ing capability of select fill material.
fleet support or other role. Examples of
* Constructing and upgrading airfields
tasks requiring immediate priority include
to ensure the capability for tactical
drilling wells and establishing or upgrading
or strategic lift aircraft (C-130, C-141,
forward operating bases for fixed-wing air-
B-747, C-17, C-5).
craft.
* Increasing aircraft staging areas (max-
MPF SUPPORT imum on ground [MOG]) to ensure that
they are sufficient for tactical and stra-
The MPF is a task organization of units tegic aircraft requirements.
under one commander formed for introduc-
ing a MEB and its associated equipment and * Upgrading roadway systems.

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-9

FM 5-100-

" Constructing expedient survivability NAVAL-CONSTRUCTION FORCES

structures (earthen berms, revetments)
NCF units are commanded by officers of the
for aircraft, bulk liquids, and Class V
Navy Civil Engineer Corps. Enlisted per-
ammunition storage. sonnel are primarily from the naval occupa-
" Hardening existing facilities. tional field 13, construction. Occupational
field 13 has builders, construction electri-
" Arresting gear site preparation/instal-
cians, construction mechanics, engineering
lation.
aids, equipment operators, steelworkers,
" Constructing and improving airfield and utilities men.
utilities.
Railheads Naval-Construction
Battalion Commanders
NCF tasks include damage control and
repair and railhead operations. The Commander, Naval Construction Bat-
talion, Pacific Fleet (COMCBPAC) and
Commander, Naval Construction Battal-
NAVY BASE MAINTENANCE
ion, Atlantic Fleet (COMCBLANT) exercise
The tasks of the NCF in support of Navy operational and administrative control of
base maintenance include operating and assigned NCF components. They provide
maintaining public works and public utili- policy guidance concerning-
ties, to include water purification and distri-
bution, power generation and distribution, " Leadership and discipline.
and sewage collection and treatment. Once " Administration.
the base has been substantially constructed,
the NCF maintains and repairs structures, " Force-projection planning.
makes minor alterations and improvements,
and maintains and upgrades LOC. " Readiness.
" Military and technical training.
DISASTER RELIEF " Unit employment, deployment, and
NCF units remain capable to provide disas- scheduling.
ter relief because of a natural disaster or
" Doctrine, tactics, and procedures.
hostile military action. Each NCF unit is
responsible for disaster-control measures to " Equipment management.
protect its own personnel, equipment, life-
support areas, and work sites. It may have • Logistics support.
to participate in defending other activities.
The NCF unit helps make an effective disas- Naval-Construction Brigade (NCB)
ter control-and-recovery unit (DCRU), ready
to give direct assistance to any military or A NCB exercises administrative and
civilian installation or community during an OPCON of two or more NCRs operating in a
emergency. specific geographic area or in support of a
specific military operation. The NCB pro-
CIVIC ACTION vides an initial review of plans, programs,
As part of their normal operations, NCF and construction capabilities; assigns prior-
units may undertake civic-action projects in ities and deadlines; and directs distribution
support of the local populace. of units or materials and equipment.

4-10 Joint, Multinational, and Interagency Engineer Organizations and Capabilities

FM 5-100

Naval-Construction Regiment Naval Mobile-Construction Battalion

A NCR exercises administrative and OPCON The NMCB-
of two or more NMCBs operating in a spe-
cific geographic area or operating in support " Provides responsive military construc-
of a specific military operation. The NCR- tion support to Navy, Marine Corps,
and other military forces.
" May be OPCON to a MEF.
" Conducts battle-damage repair opera-
" Develops construction execution plans. tions (including RRR) and defensive
operations and constructs base facili-
" Assigns construction projects to its
ties, as required by METT-T.
units.

" Monitors progress. " Conducts disaster-relief operations and

civic-action projects as required.
" Performs quality control.
" Constructs, repairs, improves, and
" Directs redistribution of units, equip- maintains LOC, to include bridges,
ment, and materials. road, and rail systems.
" Reviews plans and operations reports. " Constructs, repairs, improves, and
maintains fixed-wing and rotary-wing
" Maintains greater planning, estimat-
ing, and engineering capabilities than airfields, landing sites, airdrop sites,
the battalions. and airfield support structures/facili-
ties.
Naval-Construction-Force Support Unit " Upgrades, repairs, and replaces POL
(NCFSU) and bulk-liquid systems.
The NCFSU provides operational construc- " Constructs ammunition supply points,
tion logistics support to the deployment area water-storage and -distribution facili-
for a NCR of up to four NMCBs. The ties, cantonments, defensive struc-
NCFSU- tures, throughput systems (air, rail,
" Controls requisitioning, expediting, road, and water terminals), and other
receiving, issuing, and delivering con- support facilities.
struction (Class IV) materials. " Can function as an integral unit of the
" Provides maintenance support for NCF NCR, or operate independently.
auxiliary construction and transporta- " Provides specialized, task-organized
tion equipment. detachments up to one-half its organi-
" Overhauls and does specialized repair zational size to address specific support
of equipment components. requirements.

" Provides the operation and mainte- " Can deploy, initially 85 percent of each
nance capabilities for rock crushers, NMCB, as an air echelon via aircraft
asphalt and concrete plants, large pav- (about 87 C-141 equivalents), with the
ing machines, and long-haul transpor- remaining 15 percent following via sur-
tation, when required. face transportation.

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-11

FM 5-100

NMCB Air Detachment Construction-Battalion Maintenance Unit

(CBMU)
The AIR DET is a task-organized advanced
element of a NMCB. It is composed of 91 The CBMU maintains, operates, and
personnel and 38 items of civil-engineering repairs public works, utilities, and other
support equipment. It is limited to 250 to 300 facilities at an established advance base
short tons (14 C-141 equivalents) of air ship- after the NMCB units that started the con-
ment. The AIR DET is used to repair immedi- struction have departed. The CBMU may
ate war damage and construct urgent be attached to the NMCB to help complete
the facilities that it will subsequently oper-
projects required by major operational plans.
ate and maintain. When employed, CBMUs
carry out their assigned functions under the
NMCB Civic-Action Team (Seabee Team) command of the advanced base commander
The civic-action Seabee team is a small, or naval component commander. Typical
highly mobile construction unit that is task- CBMU functions include, but are not lim-
organized from NMCB assets. The civic-action ited to, the following:
team provides socioeconomic community " Designating public works responsibili-
development, disaster relief, and technical ties at a Navy base, Marine base, or
assistance. The team supervises nation- other installations.
assistance construction projects and con-
ducts on-the-job training and classroom " Maintaining, repairing, and construct-
ing, on a limited basis, structures and
instruction in third-world nations.
grounds, such as waterfront facilities,
runways, taxiways, parking aprons,
Amphibious-Construction Battalion and helicopter pads (including matting
(PHIBCB) surfaces).
An PHIBCB provides engineering support to " Operating and maintaining the base
the naval beach group (NBG) during the ini- utilities systems except for expedition-
tial assault and landing phase of amphibious ary systems such as the Amphibious
operations. The PHIBCB provides desig- Assault Fuel System (AAFS) and Tac-
nated elements to the CATF, supports the tical Airfield Fuel Distribution System
NBG, and assists the landing-force support (TAFDS) and water-supply support-sys-
party (LFSP), or the NSE, in operations that tem equipment.
do not interfere with the primary mission. " Performing engineering services for
There are two PHIBCBs, one each under the base, as requested.
the OPCON of the Commander in Chief,
Pacific Fleet (CINCPACFLT) and Commander
in Chief, Atlantic Fleet (CINCLANTFLT). Underwater-Construction Team (UCT)
They are readily organized to support spe- The UCT constructs, inspects, maintains,
cific tasks. When employed in support of and repairs underwater facilities. Gener-
amphibious operations, they become essen- ally, all underwater engineering, construc-
tial elements of the NBG, the naval compo- tion, and repair fall under the control of the
nent of the LFSP. An PHIBCB supports a UCT. Each UCT is organized and
MAGTF landing over two covered beaches equipped to be self-sufficient in underwater-
during the amphibious assault. PHIBCBs construction capabilities for the various
maintain organizational command integrity tasks anticipated. Outfitting includes con-
under all assignments. struction and underwater weight-handling

4-12 Joint, Multinational, and Interagency Engineer Organizations and Capabilities

FM 5-100

equipment, underwater and terrestrial-con- NMCB AIR DET elements to assist in

struction tools, diving equipment, safety identifying force-projection theater
equipment, and a standard allowance of Army engineer requirements and
infantry gear. The UCT can deploy as an enemy engineer capabilities. (Require-
integral unit or as individual construction ments include soils data, availability of
detachments in support of other NCF, MPF, construction materials, and HN con-
MAGTF, or naval units. Tasks include sup- struction support.)
porting underwater surveillance systems to
waterfront facilities inspections. * Establishing engineer staff links
between the Navy forces (NAVFOR)
Construction Battalion Unit (CBU) and ARFOR engineer staff sections
through the JTF or theater engineer
A CBU provides engineering support that staff and HQ.
other NCF units do not provide. It is also
used to provide manpower pools to support * Providing necessary Army engineer LO
NMCBs and Navy fleet hospitals. support.
* Developing the joint task-organization
ARMY-NAVY ENGINEER relationships that enhance NCR capa-
CONSIDERATIONS bilities following the deployment of
During force-projection operations, the ini- Army corps engineer units.
tial US naval engineering capability avail- * Assessing the need for NMCB support
able in theater will most probably be NMCB following the arrival of Army construc-
AIR DETs and MAGTF amphibious forces. tion units in theater.
NMCBs will also be quickly deployed to
force-projection theater locations to con- * Determining if NMCB units need aug-
struct necessary naval facilities. The Army mentation from Army construction
engineer staff should consider the following units.
when coordinating joint engineer plans and
* Developing procedures for Army
operations with the Navy:
engineer units to acquire additional
* Requesting the latest engineer intelli- Class IV construction materials from
gence data from deployed or deploying NCFSUs.

US MARINE CORPS ENGINEER SUPPORT

The Marine Corps is organized into regi- MARINE AIR-GROUND TF
ments, each of which contains a division, The Marine regiment may form a MAGTF,
an aircraft wing, and a force-service sup- which is a task organization of Marine
port group (FSSG). Each of these contain forces (division, aircraft wing, and service
organic engineer support. The Marine Corps support groups) under a single command
component of the theater command or JTF and structured to accomplish specific mis-
is normally controlled by a commander of sions. NCF units may be placed under
the Marine Corps forces (MARFOR). The OPCON to the MAGTF commander who
regiment forms a MAGTF to meet force- may place them under the OPCON of a sub-
projection operations. Components of a ordinate element commander (ground com-
MAGTF may include a MEF, a MEB, and a bat element) for missions such as RRR or
MEU. civil-action team support required to assist

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-13

FM 5-100

stability operations. NCF units employed reinforced Marine divisions. The GCE also
under OPCON to the MAGTF element com- includes appropriate CS and CSS units.
mander will be tasked according to MAGTF Normally, there is only one GCE in a
construction priorities. The MAGTF nor- MAGTF.
mally consists of a command element (CE), a
ground-combat element (GCE), an aviation Combat-Service-Support Element
combat element (ACE), and a CSS element
(CSSE). The CSSE is task-organized to provide the
full range of CSS necessary to accomplish
Command Element the MAGTF mission. The CSSE can provide
the following services:
The CE is the MAGTF HQ and is a perma-
nent organization composed of the- " Supply.

" Commander. " Maintenance.

" Transportation.
" General or executive and special staff
sections. " Deliberate engineering.
" HQ section. " Health.
" Requisite command, control, and coor- " Postal.
dination section for effective planning " Disbursing.
and execution of operations by the
other three elements of the MAGTF. " EPW.
• Automated information systems.
Aviation-Combat Element * Exchange.
The ACE is task-organized to provide all or a * Utilities.
portion of the functions of Marine Corps avi-
ation in varying degrees, based on the tacti- • Legal.
cal situation and the MAGTF mission and • Mortuary.
size. These functions are air reconnais-
sance, antiair warfare, and control of air- The CSSE varies in size from a MEU service-
craft and missiles. The ACE is organized support group (MSSG) to a FSSG. Normally,
around an aviation HQ and varies in size there is only one CSSE in the MAGTF.
from a reinforced helicopter squadron to one
or more Marine aircraft wings. It includes MARINE EXPEDITIONARY FORCE
those aviation commands (including air-
control agencies), combat, CS, and CSS units A MEF, the largest of the MAGTFs, nor-
that the situation requires. Normally, there mally is built around a division/wing team.
is only one ACE in a MAGTF. However, it can include several divisions
and aircraft wings, together with appropri-
ate CSS organizations. The MEF is capable
Ground-Combat Element of conducting a wide range of amphibious
The GCE is task-organized to conduct assault operations and sustained operations
ground operations. It is constructed around ashore. It can be tailored for a wide variety
an infantry unit and varies in size from a of combat missions in any geographic envi-
reinforced infantry battalion to one or more ronment.

4-14 Joint, Multinational, and Interagency Engineer Organizations and Capabilities

FM 5-100

MARINE EXPEDITIONARY BRIGADE operations. It contains a company HQ

and three combat engineer platoons. The
A MEB is a task-organized organization nor- ESC-
mally built around a Marine regimental
landing team, a provisional Marine aircraft SProvides personnel, equipment, and
group, and a logistics support group. It is appropriate task units to the CECs in
capable of conducting amphibious assault support of operational requirements.
operations of a limited scope. During poten-
tial crisis situations, a MEB may be forward * Provides minimum potable water for
deployed afloat for an extended period to the Marine division and electrical
provide an immediate combat response. power for designated elements of the
Marine division.

MARINE EXPEDITIONARY UNIT " Is organized into a company HQ sec-

tion, an equipment platoon, a motor
A MEU is a task organization normally built transport platoon, and a utilities pla-
around a battalion landing team, a rein- toon.
forced helicopter squadron, and a logistic
support unit. The MEU fulfills routine afloat The Marine engineer forces are currently
deployment requirements, provides an undergoing some organizational changes.
immediate reaction capability for crisis situ- The CEB will lose its support company and
ations, and is capable of relatively limited one CEC to the ESB in the FSSG.
combat.
MARINE ENGINEER-OPERATIONS
MARINE COMBAT-ENGINEERBATTALION DIVISION
(CEB)
Each Marine aviation wing contains a wing
Each Marine division is supported by one
support group; the group contains wing sup-
CEB that will provide close combat support
port squadrons for both fixed- and rotary-
and limited general-engineering support for
the division through task-organized combat- wing aircraft, and the squadrons contain
engineer-operations divisions. An engineer-
engineer elements for ground-combat opera-
tions. Each Marine infantry regiment (three operations division provides organic engi-
per division) is supported by a combat- neer support to the wing only, deploys with
engineer company (CEC). The CEB the wing, and will normally not assist in
enhances the M/CM/S of the Marine division other engineering operations. It provides all
through close combat-engineering support essential aviation ground-support require-
and provides limited general-engineering ments and has the capability to perform-
support required for the Marine division to " Engineer reconnaissance and survey.
function. Table 4-1, page 4-16, lists the tasks
of the CEB. " Repair, improvement, and mainte-
The CEB consists of a headquarters and ser- nance of existing road nets.
vice (H&S) company, an engineer-support " Construction and maintenance of expe-
company (ESC), and four CECs. The CEC dient roads and drainage systems.
provides close combat support of an engi-
neering nature, as necessary, to meet the " Construction and maintenance of verti-
essential requirements of an infantry regi- cal takeoff and landing (VTOL) facili-
ment and other division elements in combat ties.

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-15

FM 5-100

Table 4-1. CEB tasks

Operations and Tasks

" Mobility.
- Conducts engineer reconnaissance and supports intelligence collection within the division's zone.
- Plans, organizes, and coordinates the assault breaching of explosive and nonexplosive obstacles from
the high-water mark inland.
- Employs assault bridge systems. When augmented, employs other standard bridge systems.
- Provides expedient repair and reinforcement of existing bridges.
- Constructs expedient, short-span bridges from local materials in support of ground-combat operations.
- Provides temporary repair of existing roads and limited new construction of combat roads and trails.

" Countermobility.
- Plans, organizes, and coordinates constructing simple and compound explosive and nonexplosive
obstacle systems.
- Plans and constructs obstacles requiring special engineer equipment or technical skills.
- Performs specialized demolition missions beyond the capability of other division units.

" Survivability.
- Provides technical assistance and necessary equipment for developing temporary protective positions
for personnel and equipment.

" General-Engineering Support.

- Provides essential construction support, which is temporary in nature and designed to meet minimum
combat requirements.
- Provides utility support to include mobile electric-power equipment and potable water for essential troop
consumption, bath services, and equipment operation and maintenance (O&M) requirements.
- Constructs and improves expedient VTOL sites to support the division's operations.

* Construction and maintenance of draft/survey, heavy equipment/material

mission-essential base-camp require- handling, utilities, electrical, reference,
ments. water-support hygiene, and construction.
" Technical and equipment assistance for
MARINE ENGINEER-SUPPORT
erecting shelters.
BATTALION (ESB)
" Utilities support, to include essential
mobile electric-power, water, and Each FSSG has an organic ESB. The ESB is
hygiene support. organized to plan, coordinate, and supervise
the general-engineering and supply-support
" Equipment and personnel required for functions of the battalion. It is structured
RRR. to facilitate task organization for operations
" Material handling equipment (includ- that the battalion conducts. The ESB pro-
ing 16 cranes and 31 forklifts) to sup- vides GS to the MEF (to include M/CM/S
port base operations. enhancements and explosive-ordnance-
disposal [EOD] support) and GS to the han-
" Limited mine-detection capability and dling, storage, and distribution of bulk
combat-engineering services. Class I (water) and bulk Class III supplies.
The ESB is capable of-
The engineer-operations division is task-
organized into seven separate branches: . Conducting engineer reconnaissance.

4-16 Joint, Multinational, and Interagency Engineer Organizations and Capabilities

FM 5-100

" Constructing, improving, and main- " An H&S company provides C2 , admin-
taining airfields, encampments, and istration, and command support func-
other support facilities. tions for the rest of the battalion. It
" Conducting mobility enhancement also provides extensive EOD support to
operations, to include constructing, the MEF with a separate EOD platoon.
improving, and maintaining LOC and " A bridge company provides technical
MSRs.
assistance/supervision for constructing
" Providing Class III bulk-fuel support, fixed-panel and floating-bridge equip-
to include receiving, storing, and dis- ment. Organic equipment includes nine
tributing bulk-fuel products. bridge-erection boats, three M4T6 sets,
" Providing utilities support, to include six floating foot bridges, and six MGB
mobile electric power beyond the sup- sets.
ported units' capabilities and electrical " An ESC provides DS maintenance sup-
power distribution within camps and port for specified equipment organic to
support areas. the battalion, DS transportation and
" Providing water purification and services support to the battalion, and
Class I (water) bulk storage and distri- GS or reinforcing augmentation, as
bution. required, to the engineer companies of
the battalion. This is a large company
" Providing survivability enhancements,
to include constructing protective organized into five separate platoons:
structures. utilities, maintenance, motor trans-
port, engineer equipment, and water
" Installing and/or supervising install- supply.
ing standard and nonstandard fixed
panel and floating bridging, which * A bulk-fuel company provides general
includes planning and controlling Class III supply support to the MEF.
bridging operations.
" Three engineer companies provide
" Providing bath and laundry services. general-engineering support of a delib-
" Providing EOD support. erate nature to the MEF. It is orga-
nized into a HQ section, an equipment
" Constructing field-expedient deception platoon, and two engineer platoons.
devices.
" Conducting countermobility opera-
ARMY-MARINE CORPS ENGINEER
tions by installing obstacles, which
CONSIDERATIONS
includes minefields and nonexplosive
obstacles. Marine division CEBs, as part of MAGTF
" Conducting mobility operations, to operations, probably will be the initial
include breaching, reducing, and USMC engineering capabilities available in
removing explosive or nonexplosive theater during force-projection operations.
obstacles. ESBs will also be quickly deployed to force-
projection theater locations to construct nec-
" Providing specialized demolition opera- essary Marine facilities. The Army engineer
tions. staff should consider the following when
The ESB is structured into seven separate coordinating joint engineer plans and opera-
companies to facilitate task organization: tions with the Marine Corps:

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-17

FM 5-100

" Requesting the latest engineer intelli- * Developing the joint task-organization
gence data from deployed or deploying relationships that enhance Marine
Marine CEB and ESB elements to engineer capabilities following the
assist in identifying force-projection deployment of Army corps engineer
theater Army engineer requirements units.
and enemy engineer capabilities.
(Requirements include threat mine and * Assessing the need for CEB and ESB
obstacle data, soils data, availability of support following the arrival of Army
construction materials, and HN con- combat and construction units in the-
struction support.) ater.

" Establishing engineer staff links * Determining if ESB units need aug-
between the MAGTF, MARFOR, and mentation from Army combat and
ARFOR engineer staff sections through construction units.
the JTF or theater engineer staff and
" Developing procedures for Army engi-
HQ.
neer units to be able to acquire addi-
" Providing necessary Army engineer LO tional Class IV construction materials
support. from ESBs.

MULTINATIONAL ENGINEERS
The type of available engineers from other nations have engineers that are experts in
nations to support multinational operations specific combat-engineering tasks such as
varies significantly. National armies gener- mine detection and removal. Other
ally have a mix of combat and/or construc- national engineers are focused on specific
tion engineers formed into company- and missions such as disaster relief.
battalion-sized elements. Combat and con-
struction elements may be integrated within MULTINATIONAL ENGINEER C2
maneuver battalions or formed into separate
Depending on the multinational force
battalions. Levels of training and equip-
arrangement in theater, Army engineers
ment fielding also vary. Army engineers
may control or work closely with engineers
usually have greater combat and construc-
from other nations. Multinational engineer
tion capabilities than other nations.
C2 relationships are established to foster
cooperation and share information. Critical
MULTINATIONAL ENGINEER to this process is providing adequate US
CAPABILITIES engineer LO support, including linguist
support, communications equipment, and
NATO and American, British, Canadian, and
transportation.
Australian (ABCA) engineer capabilities are
well known and available. Standardization
agreements (STANAGs) between national MULTINATIONAL ENGINEER
armies facilitate engineer interoperability CONSIDERATIONS
and cooperation. The capabilities of engi- During force-projection operations, the ini-
neers of other nations are normally avail- tial engineers in theater will most likely
able through intelligence channels or formal provide the HN engineering capabilities. As
links with the nations concerned. Several Army engineers deploy into theater, they

4-18 Joint, Multinational, and Interagency Engineer Organizations and Capabilities

FM 5-100

S may be joined by allied and coalition engi- staff sections through the JTF or the-
neers. The Army engineer staff should con- ater engineer staff and HQ.
sider the following when coordinating multi-
national engineer plans and operations: " Providing necessary Army engineer LO
support.
" Requesting the latest intelligence
" Developing the multinational task-
information concerning the HN, allied,
organization relationships that
and coalition engineers' structures enhance HN, allied, and coalition engi-
and logistics requirements. neer capabilities following the deploy-
" Requesting the latest engineer intelli- ment of Army engineers.
gence data from the HN or deploying * Assessing the need for HN, allied, and
allied and coalition engineer elements coalition engineer support following
to help identify force-projection theater the arrival of Army combat and con-
Army engineer requirements and struction units in theater.
enemy engineer capabilities. (Require- * Determining if multinational engineer
ments include threat mine and obsta- units need augmentation from Army
cle data, soils data, construction combat and construction units.
materials availability, and HN con-
struction support.) * Developing procedures for Army engi-
neer units to be able to support multi-
" Establishing multinational engineer national engineers with additional
staff links between the Army, HN, Class IV construction materials and
allied, and coalition engineer-force engineer equipment.

CONTRACTED CIVILIAN ENGINEERS

The US military can contract civilian- Each service has its own geographic AO,
engineering support, as required, based on but in any one area, only one CCA is desig-
the threat situation and available nated. The Department of Defense (DOD)
resources. These contracts relieve the work has assigned regional contract construction
load on US military engineer units in such capabilities as follows:
areas as logistics base construction, real
estate and facilities acquisition, RPMA, and * The USACE is responsible for North-
demining operations. Oversees construc- east and Central Asia, Central and
tion and other contracting services are Northern Europe, North and South
available through the USACE, the Naval America, the Middle East, and North-
Facilities Engineering Command (NAVFAC), east Africa.
or the Air Force regional civil-engineer * The NAVFAC is responsible for the
(AFRCE) CCAs, depending on the theater Iberian Peninsula, the South Pacific,
location. the Caribbean, Antarctica, Southeast
Asia, and the Mediterranean Basin.
CONTRACT CONSTRUCTION AGENTS
• The AFRCE is responsible for the UK.
CCAs will maintain control of contractor
operations. Various service CCAs through- " The NAVFAC is responsible for the
out the world perform contract construction. Horn of Africa.

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-19

FM 5-100

CCAs will establish contract-management CONTRACTED CIVILIAN-ENGINEER

offices in support of force-projection opera- CONSIDERATIONS
tions. The office may be placed in support of
The challenge for engineer planners and
the senior theater engineer HQ in theater or
executers is to achieve the optimal mix of
may operate independently. CCAs will be
contractor and military engineer-unit capa-
deployed as early as possible to initiate nec-
bilities. Construction contractors are best
essary contracting operations.
suited for the longer-duration, heavy con-
struction work in stabilized environments.
LOGISTICAL CIVIL AUGMENTATION In turn, contractors leverage local resources
PROGRAM (LOGCAP) (labor and materiel) to minimize costs and
impacts on intratheater lift and port facili-
LOGCAP is an Army capability that pro- ties. The contractor's presence contributes
vides-responsive contract capabilities to aug-
significantly to local-area political and eco-
ment US forces with facility and logistics
nomical stabilization and thereby reduces
services during war and MOOTW. The Army the need for the presence of US security
currently operates the LOGCAP. The forces. In turn, the US commander in the-
USACE provides program management,
ater must recognize the need for US mili-
coordinates LOGCAP requirements with tary oversight of contract and contractor
supported major Army commands activities in the areas of project manage-
(MACOMs), and administers the LOGCAP ment, financial management, quality assur-
contract. The MACOM Assistant Chief of
ance, and audit.
Staff, G3 (Operations and Plans) (G3), Assis-
tant Chief of Staff, G4 (Logistics) (G4), engi- During force-projection operations, exten-
neer, and comptroller are key players in sive contracted civilian-engineer capabili-
developing LOGCAP requirements and ties will probably be available only after
ensuring for the appropriate mix of contrac- D+30 due to mobilization and deployment
tor and troop support. The three major activ- time lines. Civilian-engineer contracting
ities supported by the worldwide LOGCAP may be available sooner when deliberately
contracts are- and properly planned for during permissive
entry conditions. As Army engineers deploy
* Facilities operations, maintenance, into the theater, they may be joined by con-
repair, and construction. tracted civilian engineers. The Army engi-
* Nonfacility logistics services. neer staff should consider the following
when coordinating engineer plans and oper-
* Contractor planning expertise to assist ations with contracted civilian engineers:
contingency planners.
Requesting the latest engineer intelli-
LOGCAP is especially suited to support gence data from any contractors
reception, onward movement, and sustain- working in the theater to help identify
ment facilities. LOGCAP can augment engi- force-projection theater Army engineer
neer units by operating Class IV supply requirements and enemy engineer
yards, supplying construction equipment, capabilities. (Requirements include
providing facility engineer support, and sup- availability of real estate, construction
porting theater construction. materials, and facilities; data on threat

4-20 Joint, Multinational, and Interagency Engineer Organizations and Capabilities

FM 5-100

mines and obstacles and soils; and con- engineer units of some responsibilities.
struction support from the HN.)
* Assessing the need for additional con-
" Establishing engineer staff links tracted civilian-engineer support fol-
between the Army and contracted lowing the arrival of Army combat and
civilian-engineer staff through the construction units in theater.
JTF, USACE, or NAVFAC and the the-
" Determining if contracted civilian
ater engineer staff and HQ.
engineers need augmentation from
" Providing necessary Army engineer LO Army combat and construction units.
support.
* Developing procedures for Army engi-
" Developing time lines that quickly neer units to draw on contracted Class
phase in contracted civilian-engineer IV construction materials and engineer
capabilities to relieve deployed Army equipment.

US GOVERNMENTAL AGENCIES, NGO, PVO, AND UN AGENCIES

Military engineers may need to coordinate have serious legal restrictions on using mil.
their activities with US government agen- itary personnel and equipment. These agen-
cies, NGOs, PVOs and UN agenciesaccord- cies and organizations may have unique
ing to the operational mandate or military engineer capabilities that could be used as
objective. In all cases, authority must exist part of the overall operational effort. More
for direct coordination. Interagency rela- often than not, these agencies and organiza-
tionships must be established through tions may request extensive engineer sup-
negotiation. Agreements should be reduced port of their activities and programs. It is
to writing as memoranda of understanding critical that an effective engineer liaison is
or terms of reference to ensure understand- established with the force HQ civil-military
ing and avoid confusion. Most agreements operations center (CMOC) to coordinate
will be made at the unified command or and execute any engineer support to and
JTF level. These agreements will normally from these agencies.

Joint, Multinational, and Interagency Engineer Organizations and Capabilities 4-21

FM 5-100

CHAPTER 5
Operational Engineering

THEATER DEVELOPMENT
An adequate sustainment base is essential greatly on the extent and nature of the
for success in any operation. The Army's existing military and HN capabilities in
ability to marshal, transport, and distribute the theater before hostilities begin. In
large quantities of materiel and maintain lesser-developed regions of the world, the
assigned personnel and equipment can sustainment base may have to be devel-
make the difference between victory and oped at the same time as combat and oper-
defeat in conflict or war. The concept of ational-level forces are deploying. In
materiel need in large quantities tran- forward-presence theaters (such as Korea)
scends conflicts and war. Large quantities HNS agreements assist in operating and
of Class IV force-protection, obstacle, and maintaining the sustainment base. Force
force bed-down construction materiel are reception, onward movement, and sustain-
significant in contingency operations. Estab- ment facilities are most critical during the
lishing a theater sustainment base depends initial stages of any potential operation.

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Operational Engineering 5-1

FM 5-100

ENGINEER FUNCTIONS
The ASCC tailors the engineer structure to sheltering of combat/CS forces, depends on
theater requirements. All engineer units adequate, responsive engineer support.
(combat, construction, and topographic) are
The number and type of operational-level
focused on operations in the CZ. They also
engineer support units depend on the
support the theater by providing general- size of the support base required, HN
engineering support. Engineers must be infrastructure, mission, availability of exist-
closely tied into current and future opera- ing engineer support brought to the TO,
tional planning and have their own C 2 and perceived threat in the rear area.
structure to ensure the timely and proper Operational-level engineer units provide-
execution of the intent and scheme of
maneuver. Engineers at the operational * Topographic support to the theater.
level are responsible for constructing, " Troop construction and repair to all US
maintaining, and rehabilitating the theater elements in the COMMZ.
support base. This includes support to other
services and agencies and other military " Contract construction support.
forces in joint and multinational TOs. " General-engineering and M/CM/S sup-
The ability of CSS units to conduct sustain- port to tactical-level organizations,
ment operations, as well as movement and when required.

TOPOGRAPHIC SUPPORT
The topographic battalion is assigned to the * Overlays (line of sight, cross-country
senior engineer commander. The CINC movement, cover and concealment,
establishes topographic priorities. Topo- route analysis, and obstacles).
graphic missions include analyzing terrain
for IPB and tactical-decision aids, updating Terrain studies.
existing maps and charts, and establishing • Satellite image-based map substitutes.
geodetic survey controls in the operational 2
area. The topographic battalion is tailored * Digital data for C and mission-
to meet the requirements of the particular planning and -rehearsal systems.
operational area. This unit supplements • Geodetic survey support for precise
and enhances the DMA effort by compiling positioning of weapons.
data from various sources into special-pur-
pose topographic products such as- The DMA or HNS, through international
SMaps. agreements, provides all standard topo-
graphic products used in support of combat
" Map overprints, operations.

5-2 Operational Engineering

FM 5-100

The topographic battalion assigned to the topographic support between the ASCC
ENCOM provides the ASCC staff with a and DMA, other services, and allied organi-
team for planning requirements. This zations. FM 5-105 provides a detailed expla-
includes the assistant topographic engi- nation of topographic support.
neer, who helps the ASCC engineer arrange

CONSTRUCTION PLANNING AND MANAGEMENT

The CINC establishes broad plans and pol- " Managing and accounting for all
icies for theater construction in conso- appropriated military construction
nance with guidance from the Joint Chiefs (MILCON) funds provided for con-
of Staff (JCS). They are based on coordi- struction execution in theater.
nated planning by construction representa- " Providing a USACE liaison to the
tives from all service components. ASCC staff engineers.

US ARMY CORPS OF ENGINEERS

CONSTRUCTION POLICIES AND
The USACE provides support to the PROCEDURES
ASCC and engineer units with facilities-
The CINC establishes construction stan-
management and construction missions.
dards and policies that guide engineer oper-
The theater USACE element commander
may support multiple commanders within ations whether Air Force, Navy, or Army
units perform them. These standards and
the ASCC and other service components.
The USACE forward-element missions policies provide for allocating limited
resources to accomplish the most vital
include-
tasks. The CINC also establishes priorities
" Planning and designing theater facili- for various types of facilities. These priori-
ties for contract or troop construction. ties guide subordinate engineer elements in
" Managing the contract construction prioritizing the missions given to them.
Each engineer HQ must prioritize its
program.
requirements according to operational-area
" Ensuring quality assurance for con- priorities and elevate any conflicts up the
tract construction and troop construc- chain of command for resolution.
tion, if requested.
" Planning for and acquiring real estate. CONSTRUCTION STANDARDS
" Obtaining LOGCAP contract manage- Generally, wartime facility requirements
ment. are satisfied, in priority, by-

" Serving as the administrative con- " Obtaining maximum use of existing
tracting officer (ACO) for LOGCAP con- facilities (controlled by the US/HN).
struction. o Modifying existing facilities rather
" Ensuring that LOGCAP and a sepa- than constructing new ones.
rate ACO provide technical support for " Applying austere design and construc-
logistics services, if required. tion techniques.
" Ensuring that users of the TCMS have • Using an appropriate balance of US
facilities technical support. engineer troop units and contractors.

Operational Engineering 5-3

FM 5-100

Army forces deployed to developed areas ENCOM. In the absence of the ENCOM,
capitalize on an established infrastructure the senior operational-level engineer com-
and maximize the use of existing facilities. mander is normally delegated to perform
The construction effort is focused on facility this function. The ENCOM manages all
modification and battle-damage repair, construction, repair, and facility modifica-
making maximum use of available HN man- tions in the COMMZ. This provides cen-
power, equipment, and materials. tralized control with decentralized
execution. The ENCOM also manages all
Army forces deployed to lesser-developed
troop, contract, and HN construction repair
operational areas rely more on construction
operations in the COMMZ. This structure
of new austere facilities. The construction
ensures that theater-construction assets
effort is focused on initial standard (up to 6
are employed according to theater priori-
months expected use) or temporary stan-
ties. The ENCOM responsibilities
dard (up to 24 months expected use) con-
include-
struction and battle-damage repair. Again,
HNS is sought, but it may be less available " Managing troop construction.
than in developed areas. In undeveloped
theaters, a LOGCAP contractor may be * Managing contract construction.
available to assist in accomplishing theater " Integrating prioritized construction
construction and/or repair requirements. projects from all component command-
ers into a regional program.
CONSTRUCTION PRIORITIES " Prioritizing US requests for HN con-
Engineer work requirements throughout struction support in the region.
the operational area normally exceed capa-
bilities. Establishing a broad priority sys- " Managing and monitoring procure-
tem by the CINC assists in applying ment of Class IV construction materi-
resources against only those tasks that are als.
most critical to success. Table 5-1 provides Positioned within the established theater-
a framework for assessing the priority of support structure, the ENCOM, with its
required engineer support. subordinate engineer units, provides the
framework for the following organizational
CONSTRUCTION MANAGEMENT structure:
The CINC may retain control at his level or " The ENCOM or the senior operational-
delegate construction management to the level engineer commander.

Table 5-1. Engineer support priorities in theater

Priority Implications of Nonsupport

1. High loss of life or combat defeat.

2. Degraded combat effectiveness or increased vulnerability on the

battlefield.
3. Degraded noncritical CSS.

5-4 Operational Engineering

FM 5-100

* The engineer brigade (TA) or the first WARTIME-CONSTRUCTION

subordinate engineer commander/unit. PROCEDURES
* The engineer group (construction) or Decentralized execution of the theater-
the second subordinate engineer com- construction program requires that work
mander/ unit. requests enter the system at the lowest pos-
sible level. Alignment along area-support
Figure 5-1 shows this organization. boundaries provides established conduits

Theater
Air Force

ESRC

Numbered
Air Force

Air
base ------

Legend
Command channels Coordination - - -- -
DS .----------...........
GS - - - -- -

Figure 5-1. Engineer support relationship

Operational Engineering 5-5

FM 5-100

through the ASG. If the ASG cannot accom- allotted time and use a minimum of
plish the work with its organic assets, it pri- materials, equipment, and manpower.
oritizes the requests and provides them to " Make maximum use of the installa-
the supporting engineer group. When the tions and facilities described in the
work cannot be done, the engineer group Army Facilities Components System
enters the requests into a construction/ (AFCS) and other standard drawings
repair backlog and passes them to the engi- when they are applicable.
neer brigade for resolution.
" Use simple, flexible designs.
The civil-affairs teams receive HN requests
for US engineer support and pass them to " Incorporate available materials in
the engineer group for execution. The engi- designs (either locally procured or as
neer group enters these requests into its normal supply items).
work load, according to established theater " Follow construction standards that the
priorities. Troop, contract, or HN effort theater commander establishes.
accomplishes the requests, as applicable.
" Repair or modify existing facilities
Other US services submit work requests before constructing new ones.
directly to the engineer brigade in charge of
the AO. The engineer brigade prioritizes " Provide only the minimum facilities
these requests, according to the theater consistent with military necessity.
priorities, and provides them to the engi- " Avoid creating lucrative targets; dis-
neer group who supports the area requiring perse the facilities.
the work. When the work seemingly cannot
be done, the ENCOM resolves the problem. " Plan camouflage and deception during
site selection and construction.
The ENCOM may receive work required in
support of the theater base-development
plan (BDP). The ENCOM prioritizes the TROOP CONSTRUCTION MANAGEMENT
work and passes it to the appropriate engi- Theater-specific standard designs are usu-
neer brigade for accomplishment. They may ally developed at the ENCOM for use
also redistribute backlog work to other engi- throughout the theater. Construction direc-
neer brigades that are not fully committed. tives may be issued by the ENCOM; how-
This two-way flow of backlog and tasking ever, this is normally only for large
identifies the required work load to each installation requirements, such as a base
level of the organization. The engineer group camp or logistical facility. The engineer
can do objective scheduling according to the- group issues construction directives to sub-
ater priorities. Only an exceptional case ordinate units that contain the specifica-
needs to be referred to higher HQ to settle a tions and drawings needed to construct the
question of priority. FM 5-116 contains a new facility. These directives are generally
detailed flow chart that summarizes these for construction only. Occasionally, the
procedures. engineer group issues directives for design
and construction. These are normally lim-
ited to upgrading or repairing existing facil-
GENERAL CONSTRUCTION PRINCIPLES
ities or site adaptation of standard designs.
When planning construction projects in a
TO, you should- The engineer group staff inspects unit
projects for compliance with plans, specifi-
* Accomplish construction within the cations, and sound construction practices. If

56 Operational Engineering
FM 5-100

support from a construction-support com- Therefore, it is crucial that operational-level

pany, a dump-truck company, a pipeline- engineers estimate their requirements as
construction company, or a port-construction soon as possible and initiate the requests
company is required, the engineer group before deployment or operations. Class IV
issues a separate directive to that unit spec- procurement will often take on extraordi-
ifying the support it is to provide. nary procedures such as local purchase,
LOGCAP, or contracting at locations in the
CONSTRUCTION MATERIALS proximity of the theater. The ENCOM sub-
mits initial material forecasts using the
Engineer units are unable to perform their
civil-engineering support plan (CESP) data
missions without adequate logistics support.
and BDPs.
If engineer commanders are to be successful
in the TO, they must understand the logis- Successful theater-construction execution
tics system and know where to go for depends on an adequate supply of materials
required logistics support. Massive require- as well as construction capability. Typically,
ments for Class IV construction materials during the early stages of a contingency
distinguish engineer requirements from operation, war-damage repair and construc-
those of other units in the theater. tion of mission-essential facilities dominate
engineer-construction activities. As the opera-
Adequate Class IV supplies are central to
tional area matures, it requires that more
the ability of operational-level engineer
substantial facilities and construction forces
units to construct and maintain facilities to
be made available. The ENCOM must
support the sustainment base. For this rea-
ensure that adequate construction materials
son, the ENCOM usually plays a key role in
are forecasted to meet anticipated construc-
managing theater-construction materials
tion requirements. These materials must be
allocation. Engineers look to their support-
flexible enough to meet a variety of require-
ing material management center (MMC) for
ments as engineers respond to changing
most of their Class IV construction items.
conditions.
Adequate Class IV supplies and timely
delivery of the materials to the work sites
are central to mission accomplishment. CONSTRUCTION-PLANNING
Engineers must be very specific with their CONSIDERATIONS
requirements and work with their supply One of the primary responsibilities of the
support activity to develop a delivery plan ENCOM staff is to forecast the types and
that gets the required materials to the right quantities of engineer materials required for
place at the right time to keep engineers the theater. When an operation plan
working. Engineer participation in local (OPLAN) is being executed, the CESP usu-
purchasing and cooperation with the ASCC ally establishes the initial requirements
are key to adapting and substituting locally during predeployment planning. Planning
available materials. during the operation requires good intelli-
gence concerning damaged roads, airfields
Unlike other classes of supply, Class IV con- or infrastructure facilities, inadequate facili-
struction materials are not provided based ties that require upgrading, and a list of
on documented consumption rates, and there additional facilities that are required. The
are no anticipated surge rates. It may take Theater Construction Management System
several months between initiating the request (TCMS) software package is designed to as-
and for the materials to arrive in theater. sist engineer planners in assessing theater

Operational Engineering 5-7

FM 5-100

facility requirements for deploying forces. be practical because of logistics consider-

The TCMS may also be used as a guide in ations. For example, although AFCS and
determining material requirements for TCMS designs are adjusted for various cli-
needed facilities. In some cases, existing mates (such as temperate, desert, tropic,
facilities are modified to meet military and arctic), they may have to be modified to
requirements first, and then material use unique local building materials and
requirements are estimated. practices.
The ENCOM staff must also determine Military designers must know about local
what materials are available from local construction standards and materials com-
sources. The materials may be from local monly used in the region. Designs must
manufacturers, commercial stockpiles, or include using local materials and be flexible
HN government assets. Materials that are about using substitute materials. This is
not locally available must either be procured particularly important when designing
out of theater or produced in theater by structures in contingency theaters. Many
engineer units. Materials in the latter cate- facilities are turned over to local authori-
gory include aggregate, concrete, construc- ties, and their operating and maintenance
tion water, asphalt, and lumber. A local
capabilities during long-term use must be
procurement system must be established to
expedite procuring local materials. Local considered.
procurement may be restricted in some the- The construction standard for an opera-
aters on prices set by the contracting tional area is one of the following:
officer's representative (COR) to avoid
inflating the cost of construction materials " Initial standard (up to 6 months
in the HN. expected use).

CONSTRUCTION-DESIGN " Temporary standard (up to 24 months

CONSIDERATIONS expected use).

Designers must consider the availability of Since the design life is short, only essential
construction materials when designing utilities are provided. This also reduces
projects for the AO. Many designs may not engineer material requirements.

CONTRACTOR SUPPORT
The USACE or NAVFAC construction con- Engineer Far East District in Korea) pro-
tract-management organization provides vide USACE support. In a contingency the-
control of contract work. In a forward-pres- ater, the CINC, ASCC, and USACE for
ence theater, personnel staffing an existing those countries that have not already had a
USACE organization in that theater (such CCA assigned will determine this support.
as the US Army Engineer District- For more information on this subject, see
Europe in Central Europe or the US Army Chapter 4.

BASE- DEVELOPMENT
Base-development planning is an ongoing service component staff considering strategic
process. The theater BDP results from concur- plans and resources. The ENCOM staff is
rent planning by the CINC's staff and the responsible for the more detailed planning

5-8 Operational Engineering

FM 5-100

for each base. In peacetime, the CINC Other specialized engineer capabilities like
develops contingency plans for various sce- well drilling or diving detachments may also
narios. Logistics-support planning is general be necessary early in the base-development
in nature and is only done to the extent nec- process. In any theater, base development
essary to identify resource requirements and is an important initial consideration. Force
assess OPLAN supportability. bed down is a substantial sustainment
In a wartime environment, strategic function in all theaters. Whether using
changes may cause a shift in theater objec- existing facilities or temporarily constructed
tives to a new AO. This, in turn, generates a base camps, the operating-base develop-
requirement for new bases and/or major ment from an austere to a developed envi-
construction projects at existing bases in ronment requires integrated planning from
the new AO. Under these circumstances, operators through logisticians.
base-development planning initially is more The ENCOM has overall responsibility for
general in support of the development of
base development. The ENCOM staff, in
COAs. The ENCOM then adds details to
coordination with the ASCC staff, identifies
support the selected COA. It can use the
AFCS or the TCMS to help determine the general locations for major facilities and tasks
the engineer brigade or the engineer group
engineer force structure required to execute
the BDP. In developing a time-phased plan to do the detailed planning and the facility
for constructing the needed facilities, the siting. Base-development planning is nor-
ENCOM considers the- mally not performed below the engineer-
group level.
* Construction capabilities of the HN.
The engineer group or engineer brigade
* Availability of contractors. staff reconnoiters the proposed sites and
* Availability of construction materials develops plans and specifications in close
from HN sources. coordination with the major logistics com-
mands that use the facilities. The staff for-
" Availability of adequate port facilities wards these designs through the engineer
early in base development to provide brigade to the ENCOM for approval and
reception facilities for equipment and incorporation into the overall theater BDP.
materials required to execute the plan.
This may require early development of The ENCOM develops a time-phased BDP
LOTS operations sites and may considering the facilities needed and the
involve dredging ship channels to pro- construction assets and construction mate-
vide access to ocean-going vessels. rials available.

REAL ESTATE PLANNING AND ACQUISITION

The USACE Fwd element provides techni- and prepares records and reports for real
cal real estate guidance and advice to the estate used within the theater. The theater
CINC. It recommends real estate policies element also exercises staff supervision
and operational procedures. It acquires, over real estate operations of subordinate
manages, disposes of, administers payment Army commands and provides real estate
for rent and damages of, handles claims for, support to other US services.

Operational Engineering 5-9

FM 5-100

Real estate planning must be initiated in involves a demand on the owner of the prop-
the preparatory phases of a campaign by a erty or the owner's representative. No rent
planning group, which includes the USACE or other compensation is paid for requisi-
Fwd and representatives of all service com- tioned or seized real estate in a CZ or for
manders. The ASCC engineer participates damages resulting from acts of war or from
in all planning activities. Besides plans for ordinary military wear and tear.
real estate operations during hostilities,
Outside the active CZ, real estate is nor-
real estate requirements for the occupation
mally acquired by lease or HN agreements,
period after hostilities cease should be con-
sidered. and all transactions are documented thor-
oughly under the applicable provisions of
US forces acquire the real estate that they theater directives. Large tracts of real
need by seizure or requisition and without estate are required for ports, staging areas,
formal documentation. They resort to sei- training and maneuver areas, leave centers,
zure only when an urgent military situation
supply depots, and HQ installations. Some
arises and only with the approval of the
commander who is responsible for that of this property may be highly developed
area. HN property may be occupied with- and may have considerable value to the
out documentation to the extent that tacti- civilian population. Procedures must be fol-
cal operations dictate and according to US/ lowed to provide the property required
HN agreements. Normally, property is while ensuring that the legal rights of own-
obtained through requisition, which ers are protected.

OPERATION, REPAIR, AND MAINTENANCE OF FACILITIES AND UTILITIES

Electrical power may be available from com- Normally each ASG has an assigned unit
mercial sources in a mature theater. that provides RPMA support to facilities
Power-generation capability, however, is located within the ASG's area of responsi-
required in most contingency theaters bility.
where commercial power is unreliable. Dis-
tribution systems are required, and ade- FIRE PREVENTION AND PROTECTION
quate engineer units must be provided to do
the necessary work. Standby power is Engineer fire-fighting units that support the
required for critical facilities served with TAACOM provide the fire protection that is
commercial power. Potable-water supply not available from the HN's or the base facili-
and waste-water collection systems require ties engineer's section. Fire-fighting assets
maintenance at most COMMZ installations are allocated based on the troop population
and bases. The HN may provide the water and the size of storage areas.
and operate sewage treatment facilities, but
RPMA assets are required to maintain the
utilities systems on bases and installations REFUSE COLLECTION AND DISPOSAL
in the COMMZ to repair limited war dam- The TAACOM establishes sanitary land-
ages. Austere water and sanitary facilities fills for its operational areas. It is also
are used for troop bases constructed in a responsible for trash and refuse collection.
contingency operation. An engineer utilities detachment support-
The operation, maintenance, or repair of tac- ing an ASG normally establishes and oper-
tical generators is not a RPMA function. ates the landfill. In many areas, existing

5-10 Operational Engineering

FM 5-100

HN landfills are used; in other areas, con- maintenance operations. Special consider-
tract landfills are available. The ASG may ations in disposing of hazardous waste could
use local labor to operate landfills. Com- be a factor. US federal or HN environmen-
manders must give special consideration to tal laws may require packaging and/or
hazardous waste, particularly waste prod- removal of these containers from the the-
ucts generated by medical facilities and ater,

ENGINEER SUPPORT TO DEVELOPING THEATERS

Support for force-projection/-contingency The senior operational-level engineer
operations in undeveloped theaters may or HQ should be consulted during the task-
may not involve combined-arms operations organization planning because of its famil-
but may involve creating a sustainment iarity with operational-level engineer units.
base where none usually exists. HNS usu-
ally is not available; if it is present, it is nor- Developing or immature theaters present
mally limited. Additionally, the existing many of the same problems as contingency
infrastructure may not support the needs of theaters present. Operational-level engi-
CS or CSS units. neer units perform general-engineering
tasks well before a contingency operation is
Planners must identify general-engineering established. As in a contingency theater,
support requirements and corresponding certain elements usually will be required
engineer forces early when planning contin- from the operational level in the early
gency operations. While forces participating stages of an operation. Normally, these
in the force-projection/-contingency opera- elements are assigned to the senior oper-
tion may be corps level and below, the ational-level engineer HQ in theater.
majority of construction-engineer units are
located in operational-level engineer organi- Since the mission, logistics support, and
zations. Tailoring an engineer force from a geographic orientation of operational-level
mixture of multiechelon units will probably engineers differ from corps and divisional
be the norm for most contingency opera- engineers, separate command structures
tions. are necessary. Until the engineer force
grows to sufficient numbers to require sepa-
The contingency engineer force may be built rate command structures, the senior engi-
around an engineer brigade or a group HQ. neer HQ in theater, often a maneuver
Support such as construction contracting, engineer HQ, may be augmented by
construction Class IV supply, and real ENCOM and USACE modular cells and
estate teams is provided from ENCOM deployable TDA units with responsibilities
and USACE modular cells to meet theater to plan and coordinate general-engineering
operational-level engineering requirements. support and RPMA.

ENGINEER SUPPORT TO MATURE THEATERS

Engineer support in a mature theater is support to all US bases or base clusters
provided on a mission or area basis accord- in the COMMZ, and contract construction
ing to the theater commander's priorities support. Operational-level engineers may
and construction policy. Engineer units at be tasked to provide support to the com-
the operational level provide topographic bat area, a HN, or another allied military
support to the theater, general-engineering force.

Operational Engineering 5-11

FM 5-100

Based on the theater commander's policies therefore, operational-level engineer units

and priorities, the ENCOM commander are normally employed in GS or DS of cus-
organizes his forces to best support the tomer units. OPCON or attached relation-
Army and other services. The prioritized ships may prevent the ENCOM from
mission-type engineer-support concept effectively managing the theater engineer
favors less restrictive command relationships; resources.

AREA DAMAGE CONTROL

ADC is the measures taken before, during, squad tools, air compressors, dozers, and a
and after hostile actions to reduce the crane or wrecker. From the squad, the team
probability of damage and minimize its can be increased to platoon, company, or
effects. The rear-operations center (ROC) battalion size, depending on the situation.
coordinates all engineer support of ADC Principal missions involve clearing the LOC
with the supporting engineer group. It of rubble and debris, fighting fires and
makes maximum use of any HN capabili- floods, salvaging equipment, rescuing peo-
ties and coordinates all HNS through the ple, and preparing sites for deliberate
civil-affairs team. Base and base-cluster decontamination operations.
commanders develop ADC plans in coordi-
nation with the ROC. Bases and base clus- The ROC directly tasks emergency ADC
ters usually have to rely on their own missions to the engineer group. The engi-
assets; however, engineer units may be neer group prioritizes other ADC missions,
used in critical situations, depending on to include preattack measures and any
the priority of their other work. Engineer damage repair missions. Engineers coordi-
units execute rear-area restoration mis- nate with the ROC for military police and
sions according to the theater-construction EOD support.
priorities. Typical missions include power Engineer units may also be tasked to perform
restoration and production, rubble clear-
ADC missions in support of the Air Force. The
ance, removal of downed trees, and repair
engineer group receives emergency-repair
of critical war-damaged facilities and requests. Emergency-repair requests be-
installations.
yond the capability of the engineer group
Engineer units develop SOPs that integrate are forwarded to the engineer brigade.
engineer support into the ADC team compo- When operating on the air base, the base
sition. The number and size of the teams civil engineer establishes mission priori-
depend on the ROC ADC plan. The basic ties. See FMs 90-23, 5-104, and 5-116 for
unit is an engineer squad equipped with more information on ADC.

5-12 Operational Engineering

FM 5-100

CHAPTER 6

Engineers in Close Combat

CONCEPT
Combat engineers are at the vanguard, and regardless of their location. Consequently,
they are a combat-arms unit. When con- all engineers are organized, trained, and
ducting combat operations in the close bat- equipped to fight and destroy the enemy.
tle, they must be prepared to fight and Combat engineers' secondary mission is to
employ their combat skills, using fire and reorganize into infantry units and fight as
maneuver to accomplish their engineer mis- infantry. This chapter addresses aspects of
sion. On today's battlefield, the enemy can engineers in close combat, organized to
detect and engage engineers quickly, fight as engineers or as infantry.

FIGHTING AS ENGINEERS

Combat engineers are organized, trained, " Protect a critical demolition target
and equipped to engage in close combat to that must be kept passable until
accomplish their engineer mission, which friendly forces are able to withdraw.
could be to-
" Maintain security at a work site.
" Conduct a movement to contact (MTC)
or attack, as a part of a maneuver for- " Protect themselves in an assembly
mation in the movement, to accom- area or on the march.
plish the formation's mission.
The enemy will attempt to kill combat engi-
" Assist the supported organization to neers as well as infantry or armor forces. It
defeat an unexpected attack.

Engineers In Close Combat 6-1

FM 5-100

is imperative that engineers are trained to formation. The squad must drop its trailer
be physically aggressive and tactically com- before it can effectively maneuver or
petent. employ mounted fire and movement. A
trailer allows a squad to carry the quanti-
ties of demolitions and mines that give it
ENGINEER COMBAT ORGANIZATION
close-combat power.
The 12B combat engineer is trained to
accomplish the same basic tasks as the 11B Light
infantryman. The combat engineer special-
izes in engineer-unique tasks, as the infan- Light engineers move on foot, carrying criti-
tryman specializes in infantry-unique tasks. cal tools and equipment as well as demoli-
The difference is emphasis. Engineer tion materials. As squads or platoons, light
squads and platoons are trained to move engineers move as a part of the light-infantry
rapidly and fight violently, either by them- formation. Capable of using fire and move-
selves or as a part of a combined-arms for- ment techniques, they also contribute dem-
mation. olition and fire to the close-combat fight.

Mechanized Heavy and Topographic

Mechanized combat-engineer squads are Combat (heavy) and topographic engineer
organized around the armored personnel units are armed primarily with rifles, with
carrier (APC) and are armed with an array a limited number of crew-served weapons.
of rifles, squad automatic rifles, grenade They are not organized to move within
launchers, light and heavy machine guns, combined-arms formations or to apply fire
and antitank (AT) weapons. The squads and maneuver. They are capable of engag-
carry an array of demolition materials, con- ing in close combat with fire and move-
figured into satchel and combat demolition ment.
charges, and are able to attack rapidly and
violently with demolitions as well as with
fire. In the platoon, they carry a basic load ENGINEER COMBAT CAPABILITIES
of conventional mines sufficient to emplace During offensive operations, combat-engineer
a minefield quickly, which they can defend if units are task-organized with maneuver
necessary. units and are integrated into the combined-
arms formation. The engineer unit is
Wheeled designed to provide demolition and breach-
ing capabilities to the combined-arms team.
Wheeled combat engineers are organized The engineer unit also can employ direct-
and equipped much the same as mechanized fire weapons systems to aid in employing
combat engineers. The major difference is demolitions and breaching assets. Regard-
the squad carrier, which is a 5-ton dump less of the mission, armored engineer vehi-
truck. On dismounting, the squad and pla-
cles are combat vehicles and provide a
toon are trained to function much like a dis-
significant contribution to the combat
mounted infantry organization in
power of the entire formation. To accom-
accomplishing their engineer mission.
plish the mission, engineers will fire and
All engineer squad carriers, mechanized or move under the direction of the formation
wheeled, are hindered by trailers except commander, as necessary, using demoli-
when moving as a part of a combined-arms tion skills where appropriate.

6-2 Engineers in Close Combat

FM 5-100

When involved in an assault, engineers will to ensure target destruction. However, the
fight dismounted on the objective, but they engineer demolition party responds to
will be focused on breaching the close-in enemy contact. They assist the demolition
protective obstacles as well as demolition guard in securing the target by holding it
tasks against positions and dug-in vehi- open or gaining time to ensure that it is
cles. Demolition charges produce significant destroyed. The engineer force may assist in
shock-and-concussion effects on defenders, target defense by installing antipersonnel
as well as destroying critical positions, (AP)/AT mines to support the defensive
munitions, and combat vehicles. scheme.
Fire and movement techniques are based on Engineer units engaged in emplacing obsta-
rifle, automatic rifle, and grenadier-covering cle systems provide their own local security.
fire, allowing the placement of demolition They will employ close-combat techniques
charges to within striking range. The combat- against attackers to the limit of their capa-
engineer vehicle (CEV) in heavy divisions is bility to ensure that the obstacle system is
also used in the assault. With its demolition completed. Construction and topographic
gun, machine guns, and dozer blade, the engineers also provide their own local secu-
CEV is extremely effective in close combat rity. In rear operations, they participate in
during the final stages of overrunning an base-cluster defense. They install local pro-
objective. tective obstacles and fight from perimeter
Combat engineers employed on reserve defensive positions. They also form reaction
demolition targets in the defense mainly forces that can expel or destroy the enemy
execute the technical procedures necessary forces that penetrate a base cluster.

FIGHTING AS INFANTRY

Historically, engineer units have performed prohibited. A commander must carefully

their secondary mission, which still exists weigh the gain in infantry strength against
for combat-engineer units. While engineers the loss of engineer support. Engineers pro-
fight continually as engineers, employing vide far more combat power in their pri-
them as infantry requires serious consider- mary mission than when configured as
ations. infantry. Stopping the engineer work may
reduce the combat power of a commander's
EMPLOYMENT CONSIDERATIONS
entire force. Because of the long-term
Any commander who owns engineers in a impact, a commander must notify the next
command relationship has the authority to higher HQ when he employs engineers
employ them as infantry, unless otherwise as infantry. A commander must carefully

Engineers In Close Combat 6-3

FM 5-100

analyze infantry and engineer demands to allow the unit time to assemble, reorga-
before deciding to employ an engineer unit nize, and prepare before commitment.
as infantry. Immediate liaison must be provided from
the engineer unit to the gaining maneuver
An immediate requirement for infantry does command to facilitate planning and integra-
not require reorganization; engineers are tion. This generally requires about 24
simply committed to the fight. Reorganiza- hours to accomplish, unless the unit has
tion occurs when time allows moving previously prepared for a similar mission.
unneeded engineer elements and equipment
When an engineer unit is employed as
from the battle area and augmenting the
infantry, one major consideration for the
engineer structure with additional capabili-
commander is to store engineer equipment,
ties. A commander normally considers reor-
such as bulldozers, bucket loaders, and road
ganizing when he forecasts a shortage of graders in tactical assembly areas. Equip-
infantry before a future operation or phase ment not used in the infantry role may be
of an operation. He makes a decision after attached to other units for C2 purposes or to
weighing METT-T factors and determining accomplish other engineer tasks. This is
an acceptable risk level. METT-T driven and generally based on the
overall concept of the operation.
Division Level
The commander directing the employment
Generally, division engineer battalions are should augment the engineer unit with air-
task-organized throughout the division's defense and fire-support teams. The unit
area and are closely integrated with the should also be augmented with heavy AT
other maneuver arms. Engineers fight and weapons teams, mortar teams, and addi-
conduct their operations in this configura- tional medical personnel, if available.
tion. Engineers in a combat vehicle or dis-
mounted formation (with satchel charges or ORGANIC COMBAT POWER
rifle fire) fight, as required, under the for-
mation commander. Engineers who prepare Commanders with the authority to employ
defenses fight from those positions alongside engineers as infantry must be aware of dif-
the defenders, if attacked. Division engi- ferences in combat power between engineer
neers use their close-combat skills as infan- and infantry units. Combat-engineer units
try, in an emergency, while performing their provide the following:
engineer mission.
Engineer Platoon (Mechanized)
Corps Level
Organized as mechanized infantry, the pla-
Corps combat-engineer battalions working toon consists of four APCs carrying one HQ
in either the division's or the corps's rear and three rifle squads. Each squad has a
may be employed easiest as a separate squad leader, carrier team, and dismounted
infantry force. These units frequently work team.
under the control of their battalion HQ and
are not dispersed and integrated into other Engineer Company (Mechanized)
formations. They are also well located to
move forward and join the force in contact, The forward elements of a reorganized engi-
form a reserve, or prepare and occupy block- neer company consist of the company HQ,
ing positions. The commander directing this two rifle platoons, and an assault-and-
employment should provide early warning obstacle platoon. Engineer equipment not

6-4 Engineers in Close Combat

FM 5-100

needed for the infantry mission will be fur- infantry units. Squad and platoon levels do
ther task-organized to support the maneu- not have a problem with this, as they nor-
ver mission or temporarily positioned near mally operate the same as infantry organi-
the brigade support area (BSA). zations and have the same basic weapons.

The engineer company can effectively con-

Engineer Battalion (Mechanized)
trol other arms as a company/team because
The forward elements of the battalion con- it normally works closely with them. The
sist of the battalion HQ and three rifle com- company, however, seldom maneuvers alone
panies. The mechanized battalion can and is better suited to train for defensive
operate a tactical command post (TAC) and operations.
a main CP. The battalion commander has
his own combat vehicle. The wheeled bat- To be fully effective at the battalion level,
talion normally establishes a consolidated engineer units need to be augmented with
HQ. The battalion establishes combat and heavy AT weapons and mortars, as well as
field trains. It may keep its unique engineer the normal CS provided to any infantry
equipment in an equipment park, near its unit. Engineer battalions rarely maneuver
field trains, or further to the rear. as battalions, so their training makes them
most effective in a defensive role, when
Engineer Platoon (Light) employed as infantry.

Organized as infantry, the platoon consists Employing engineers as infantry will proba-
of one HQ and three rifle squads. Each bly occur when the force's reserve has been
squad has a squad leader and two fire committed, and it must be reinforced. The
teams. engineer reserve force can be used in two
ways: as a reinforcing force for units in con-
tact or as a blocking force to block an attack
Engineer Company (Light)
or counterattack. It can accomplish this by
The company consists of one HQ and two building and occupying a strongpoint.
infantry platoons. There are no rear ele- Other uses of an engineer reserve force
ments. include-

Engineer Battalion (Light) * Augmenting an armor battalion with

infantry to build a TF.
The battalion contains one small HQ and
three rifle companies. The rifle strength of * Augmenting an infantry battalion with
the light engineer battalion is low, as it con- an additional company.
tains only six rifle platoons. • Operating separately in an economy-
of-force role or as a part of a brigade
UNIT CAPABILITIES defense.
Engineer units employed as infantry do not * Providing air-assault forces for seizing
have the same capabilities as conventional critical terrain.

Engineers in Close Combat 6-5

FM 5-100

CHAPTER 7
Tactical Planning

THE ENGINEER MEMBER OF THE COMBINED-ARMS TEAM

A staff provides a commander with the combined-arms fight. For some echelons,
resources needed to win wars, campaigns, the engineer is solely a staff officer. Usu-
and battles. Each member of a maneuver ally, the engineer is an engineer unit com-
force's battle staff provides a specific battle- mander/leader and a staff officer. In either
field function or operating system. The case, the engineer is a special staff officer
staffs plan, integrate, and synchronize all who is a member of the echelon's battle
the force's capabilities against the enemy to staff. He plays an integral part in develop-
achieve the desired effects and outcome the ing plans and orders. Engineers work with
commander expects. all members of the battle staff and must
Each maneuver-force echelon from corps understand their capabilities to effectively
down to battalion/TF level has an engi- integrate and synchronize the M/S Battle-
neer officer to integrate engineers into the field Operating System (BOS).

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y:Tactical: Planin 71
FM 5-100

THE PLANNING PROCESS

The tactical decision-making process is a engineer, commander, and primary
systematic approach to formulating tactical staff.
plans. The processes used are troop-leading
* Drives the development of engineer
procedures (TLPs), the estimate of the situa-
tion, METT-T, and IPB. These processes are plans, orders, and annexes.
interrelated. They are accomplished based The tactical decision-making process is the
on the amount of time and resources avail- planning framework for the combined-arms
able. The following paragraphs discuss- staff. The engineer must be familiar with
* Conducting TLPs. the process; moreover, he must be familiar
with how he participates and coordinates
• Commander and staff actions. with the combined-arms staff.
* Integrating the estimate of the situa-
tion, METT-T, and IPB into TLPs. STEP 1. RECEIVE THE MISSION
TLPs, although continuous, are not cut-and- TLPs begin with the receipt of a new mis-
dried processes. There are no distinct start sion. A unit normally learns of a new mis-
andstop points. The eight steps are not sion through a warning order (WO) from the
always performed sequentially; some can higher HQ, followed later by an operation
occur simultaneously. For example, the less order (OPORD). A mission could also be
time a unit has, the more it must adjust or announced in a fragmentary order (FRAGO)
abbreviate the TLPs. as a change to the current operation, or it
Collecting, analyzing, and distributing infor- can be deduced by the commander as a
mation is a continuous staff requirement. result of ongoing operations. A unit should
Information that an engineer staff section begin planning as early as possible. The
analyzes is exchanged with other staff sec- higher HQ should take no more than one-
tions and used to update situation statuses. third of the available time it has to issue its
To successfully execute the mission, the order. Likewise, each successive unit has
engineer staff must focus on the information the same obligation to issue its order in a
needed by the maneuver and the engineer timely manner.
commanders. They will conduct all of the The engineer commander and staff will
above procedures, to include the engineer focus on several essential components of the
estimate, as the method for supporting the basic order and engineer annex. They are
tactical decision-making process. the-
The engineer estimate is a logical thought
" Enemy situation.
process that supplements the estimate of
the situation and the orders process. (See " Mission paragraph.
Appendix B for an example of the engineer
estimate.) It is continuously refined and " Task organization.
conducted concurrently with the maneuver " Service-support paragraph.
unit. The engineer estimate has a specific
purpose. It- " Engineer annex.
* Allows for integrating and synchroniz- From these components, the engineer com-
ing the M/S BOS. mander and staff determine the-
• Drives the coordination between the * Type of operation.

7-2 . Tactical Planning

FM 5-100

a • Enemy and friendly situations. process conducted is the combat decision-

making process (CDMP). The CDMP facili-
• Assets available.
tates the demands of the ongoing operation
" Time available. by matching the realities of the high-tempo
As soon as the engineer commander learns battlefield where windows of opportunity
for action are fleeting and tactical demands
of a new mission, he should issue an initial
WO to subordinate units. The initial WO challenge the command continuously. The
CDMP is used during operations when the
should inform them about the nature and
timing of the new mission. The engineer command may be executing and planning
up to three operations simultaneously.
staff will then convene and conduct the mis-
sion analysis. It is very likely that the engi- Normally in the CDMP, a single friendly
neer staff will conduct parallel planning COA is war-gamed against enemy COAs.
during the estimate of the situation.
Mission Analysis
STEP 2. ISSUE AWO The first step of the command estimate, pro-
The engineer commander should issue a WO cess is the mission analysis. The combined-
to units immediately after the maneuver arms staff or engineer staff will present the
commander issues his planning guidance. maneuver/engineer commander with facts
The WO should be brief but contain enough and assumptions that he will use for ana-
information for the units to prepare for the lyzing the mission and developing COAs.
mission. Additional WOs can be issued later The information pertains to both friendly
to keep units informed and for parallel plan- and enemy situations. The engineer staff
ning to occur. WOs normally do not have a officer assists the commander in developing
specific format; however, some of the infor- facts and assumptions by participating in
mation that should be in a WO is as follows: the IPB and conducting the engineer battle-
field assessment (EBA).
" Enemy and friendly situations (brief).
The IPB centers on templating enemy
" Changes in task organization. forces, anticipating their capabilities, and
* Earliest time of the move. predicting their intentions based on threat
doctrinal norms and the order of battle.
• Nature and time of the operation. The engineer must understand the maneu-
* Time and place of the OPORD. ver G2's/Intelligence Officer's (US Army)
(S2's) doctrinal and situation template so
• Other specified tasks. that he can analyze threat engineer capa-
bilities and the order of battle. The situa-
STEP 3. MAKE A TENTATIVE PLAN tion template becomes the foundation for
the maneuver G2/S2 and engineer coordi-
The process that forms the basis for the
nation. During threat evaluation and inte-
entire operation is performed in this step.
gration, the maneuver G2/S2 and the
The time factor is a major influence on how
engineer must work together. For example,
the estimate of the situation is performed.
The three tactical decision-making processes obstacle intelligence (OBSTINTEL)"-and
templating are developed in concert with
are deliberate, combat, and quick.
the S2's templating of a motorized rifle bat-
The three processes are highly influenced talion's defense. The engineer S2 will use
by the element of time. The most common the situation template to further develop

Tactical Planning 7-3

FM 5-100

intelligence requirements (IR), priority capabilities. The first step is to understand

intelligence requirements (PIR), and named the enemy's mission and consider its doctri-
areas of interest (NAIs) to support the event nal use of engineers. The engineer S2 uses
template and the reconnaissance and sur- the maneuver G2/S2's doctrinal and situa-
veillance (R&S) plan. The engineer will tion template to develop the threat engi-
ensure that OBSTINTEL collection is inte- neer order of battle. He will further assess
grated into the R&S plan. the enemy's M/CM/S capabilities and tem-
plate its effort and location. In coordination
The engineer develops facts and assump-
tions and supports the IPB process through with the 52, the engineer S3 will recom-
the EBA. He analyzes the terrain and mend IR/PIR, attempt to augment the
weather and assesses the impact that they reconnaissance effort, and monitor the col-
will have on military/engineer operations. lection to confirm or deny the situation tem-
He analyses the terrain using the following plate.
five military aspects of terrain: In the defense, the engineer templates the
" Observation and fields of fire. enemy's-

" Cover and concealment. " Mobility capabilities and location in

its formation.
" Obstacles.
" Use of SCATMINEs.
* Key terrain.
" Engineers in the reconnaissance
" AAs. effort.
The function of the terrain analysis is to " High-value target (HVT) (bridging and
reduce the uncertainties regarding the breaching assets).
effects of natural and man-made terrain on
friendly and enemy operations. In the offense, the engineer templates the
enemy's-
Analyzing the military aspects of the terrain
is accomplished primarily through prepar- " Tactical- and protective-obstacle
ing the modified combined obstacle overlay effort.
(MCOO). The engineer S2 will assist the " Use of SCATMINEs.
maneuver G2/S2 in developing the MCOO.
It is the basic product of the-battlefield-area " Survivability and fortification effort.
evaluation, terrain analysis, and weather
The third component of the EBA is to evalu-
analysis phases of the IPB process. The
ate friendly engineer capabilities and their
MCOO is the graphic terrain analysis on
impact on mission accomplishment. To per-
which all other IPB products are based. A
form this function, the engineer uses the
slope overlay (for example, TerraBase) can
information he developed in the first step
determine trafficability and intervisibility
(receive the mission). He evaluates the
for intelligence collection, target acquisition,
task organization to determine the engi-
weapons capabilities, and obstacle integra-
neer organization and assets available. He
tion within the AO. These products will be
considers the possibility of additional sup-
used for COA development and analysis.
port from the maneuver force and the engi-
The second component of the EBA is to neer higher HQ. The engineer must also
analyze the threat engineer mission and consider the availability of critical

7-4 Tactical Planning

FM 5-100

resources. After he determines the total elsewhere in the OPORD. River-

assets available, he uses planning factors or crossing operations, obstacle-control
known unit work rates to determine his measures, and combined-arms breach-
capabilities. ing are examples of potential specified
tasks.
The engineer staff officer combines his anal-
ysis of the terrain and the enemy's and "Implied tasks. These are the tasks not
friendly's capabilities to form facts and stated in the OPORD that must be
assumptions about- accomplished to complete the overall
" Likely enemy engineer effort and the mission or to satisfy any of the speci-
most probable enemy COA. fied tasks. River-crossing, combined-
arms breaching, and obstacle opera-
" Critical friendly and enemy tactical tions are typical implied tasks.
events.
" Potential enemy vulnerabilities. " Essential tasks. These tasks are taken
from the list of specified and implied
" The effect of these factors on the mis- tasks that must be accomplished to
sion. satisfy the overall mission or to satisfy
The facts-and-assumptions process is any of the specified tasks.
lengthy, and the engineer must maintain his " Assets available. These are assets
focus on the information required by the allocated in the task organization or
maneuver commander and his battle staff to discussed in organizations for combat
make decisions. The EBA is a continuous in paragraph 3 of the OPORD. More
process that is continually refined. Each
importantly, the relationship between
S time new information is collected, the engi-
the mission and the assets is critical to
neer must evaluate the impact/effect on the
the engineer. The folding together of
mission and refine the facts and assump-
time, space, and assets is critical to
tions as necessary.
the success of a mission. For example,
the staff engineer must assess the
Higher Mission and Intent Analysis
capabilities of combat, CS, and CSS
When analyzing the mission, the OPORD assets to plan a breaching operation
should be studied in front of a map with the and other requirements to support a
overlays posted. This will allow a better transition to the defense.
understanding of the terrain on which the
operation will take place. It will allow " Limitations. These are restrictions
implied tasks to be more readily identified, placed on a commander specifying
It is a good idea to list all identified tasks on things that cannot be done and/or
paper. The list can be checked later to things that must be done. Constraints
ensure that all tasks have been addressed in are specified tasks that limit freedom
the plan. The following should be identified of action. Obstacle zones and belts
during the mission analysis: are excellent examples of limitations
because they limit the area in which
SSpecified tasks. These are the tasks tactical obstacles can be emplaced.
stated in the OPORD. Specific tasks
are found in paragraphs 2 and 3 of the " Risk. The higher HQ might specify a
OPORD; however, they could be found risk that the commander is willing to

Tactical Planning 7-5

FM 5-100

accept to accomplish the mission (for " COAs for his staff to consider.
example, an economy of force in a cer-
" Time and place of decision brief (time
tain area).
line).
STime analysis. The element of time is
" PIR.
not clearly identified for analysis in
any of the staff estimates. However, " Commander's critical-information
time analysis must be an integral part requirements (CCIR).
of the mission analysis and must be
" Effects desired on the enemy force.
conducted continuously until the mis-
sion is accomplished. " Risk assessment.
Once the commander has an understanding The commander's guidance is the single
of his mission and the time available, he must most important element of the estimate
allocate the time for the various phases of process. His ability to state his vision for
the operation. This allocation is often done the mission will provide the staff with a
by reverse planning. Knowing the time to defined focus required to develop and ana-
execute the operation, the commander must lyze COAs. The engineer commander must
consider the amount of time needed for the provide his guidance as it applies to vertical
unit to accomplish troop-leading tasks. The and horizontal planning. The engineer staff
time analysis produces a schedule of activi- will focus primarily on identifying, inte-
ties that must occur (time line). Finally, as a grating, and synchronizing tasks to support
part of the mission-analysis brief, the execu- the engineer mission (vertical). The engi-
tive officer (XO) will recommend the time neer staff will also focus their efforts on
line for the operation. conducting the above, but they will concen-
trate on how the engineer is integrated and
Commander's Restated Mission and synchronized in support of the maneuver
Planning Guidance unit's mission (horizontal).
This may be the first time the maneuver or Step 5 of the TLP is to conduct reconnais-
engineer commander is able to meet with sance. However, the commander may
his staff. The briefing will include the tasks decide to conduct his reconnaissance at this
identified and the restated mission that the time instead of later. Reconnaissance mis-
staff recommends. The commander will sions given to the units could also be issued
approve or disapprove the restated mission at this time.
and issue his planning guidance to the staff.
The commander and his staff should
develop a list of priorities to discuss at this COA Development
briefing. This is the staff engineer's oppor- A COA is a possible plan open to the com-
tunity to raise any questions with the com- mander that would accomplish the mission.
mander. The commander's planning It is usually stated in broad terms with the
guidance should consist of the following: details determined during war gaming. The
" Restated mission. engineer staff officers come prepared with
their tools for planning. The EBA, pro-
" Higher commanders' intents (two lev-
duced by the engineer staff, provides a ref-
els up).
erence for their participation in the COA
* His own intent (required). development and analysis. Depending on

7-6 Tactical Planning

FM 5-100

the time available and officers' experience, " Achieving the desired end state of a
the G3/S3 will decide on their level of partic- COA.
ipation in developing COAs. The following
" Listing advantages and disadvan-
are the steps involved in developing a COA:
tages.
* Analyze relative force ratios.
" Assessing the feasibility of the COA.
" Array initial forces.
" Completing the event template.
* Identify critical events, enemy's and
" Identifying requirements for CS and
friendly's.
CSS.
" Develop an initial scheme of maneuver
" Synchronizing combat functions/criti-
* Determine C2 means and control mea- cal events.
sures.
" Completing the synchronization
* Prepare COA statement(s) and matrix and decision support template
sketch(s). (DST).
At a minimum, the engineer ensures that " Developing the engineer task organi-
the maneuver G3/S3 understands the engi- zation.
neer task organization and available combat
power. He begins to develop his scheme of " Developing the OPORD.
engineer operations to support the COAs. Detailed war gaming focuses on the timing
His initial scheme is a rough draft and is
aspect of the operation. The friendly COA
refined during the war-gaming process.
selected will be war-gamed in a deliberate
fashion against the enemy's COAs. A myr-
COA Analysis iad of tasks from the commitment of
reserves, close air support (CAS), indirect
An analysis identifies the best COA for rec-
fire, and the employment of family of scat-
ommendation to the commander. It can
terable mines (FASCAM) will be synchro-
begin with the G3/S3 briefing the staff on nized. Additional NAIs are identified and
each friendly COA. At this time, a quick included in the event template. Targeted
analysis by the engineer might identify a areas of interest (TAIs) and decision points
COA that is not feasible in his area of are identified and annotated on the DST.
responsibility; therefore it should be elimi- The DST, also referred to as the revised
nated or modified immediately. operations overlay, is the result of detailed
The combined-arms staff, led by the chief of war gaming. (See FM 101-5 for more
staff or XO, will analyze (war-game) each detail.)
friendly COA against enemy COAs. War The engineer must be an active player. For
gaming is a logical step-by-step process that example, he must war-game the timing
relies heavily on tactical judgment and expe- aspects of situational obstacles, obscuring
rience. The analysis process is action, reac- and suppressing for combined-arms breach-
tion, and counteraction. The war-gaming ing, and the positioning of forces and mate-
technique used (AA, box, belt) is based on rial for current and future operations. It is
time and staff training. Detailed war gam- through detailed war gaming that the battle-
ing is designed to accomplish the following: field is truly synchronized. Understanding

Tactical Planning 7-7

FM 5-100

basic movement rates and other planning Recommendation/Decision

factors is paramount in war gaming.
The staff recommends the best COA to the
The fundamental role of a combined-arms commander. Each COA is outlined, the
staff is to synchronize and apply all the advantages and disadvantages of each pre-
capabilities of the unit and contribute to the sented, and a recommendation made. The
success of the mission. The staff must record maneuver commander considers the staff
the results of each war game on the synchro- recommendation presented by the G3/S3
nization matrix and DST. This will ensure and announces his decision and concept/
that every member of the combined-arms intent. At this point, the engineer com-
team understands when and where they mander can issue another WO to the sub-
need to apply their capabilities to achieve units with the updated information that the
the effects and outcome the commander maneuver commander provided. This will
expects. better facilitate the planning for engineer
subordinate units. The engineer staff
The maneuver G3/S3 will portray the officer makes his recommendation to the
friendly force while the G2/S2 will interpret commander during the decision brief. The
the enemy situation template and anticipate type and amount of detail that the engineer
enemy actions. The engineer must be ready briefs depend on the needs and preferences
to interject thoughts and identify critical of the individual commander. In general, it
events/tasks as they apply to his BOS. He covers the-
identifies engineer tasks and determines if a
task is feasible based on the assets avail- " Concept of engineer support.
able. Also, he must articulate the actions of " Engineer mission priorities.
threat engineers as the battle is played out.
The war-gaming session must assess the " Critical engineer events/actions.
COA's feasibility and capture issues, tasks,
" Task-organization and command/sup-
and actions that are discussed during the
port relationships.
session. The information gathered will be
used to further develop the event template " Obstacle overlay (including SCATMINE
and the synchronization matrix. The engi- employment authority and concept for
neer uses this information to further use by system type).
develop his scheme of engineer operations.
" Survivability estimate and priority.
" Critical tasks directed to subordinate
COA Comparison
units.
The fourth step in the command estimate
" Engineer's work time line.
process consists of comparing options and
choosing a COA. The actual comparison Other members of the battle staff brief
may follow any technique that will allow a information that the engineer provides dur-
recommendation to be reached. An effective ing the estimate process. This is particu-
technique for comparing COAs is to use a larly true of the intelligence portion of the
comparison matrix. Each COA is compared decision brief and the comparison of
to the others, using specific criteria. While COAs. Once the commander makes his
comparing COAs, the engineer will deter- decision, the estimate provides the bulk of
mine which scheme of engineer operations the information needed to prepare the
best supports accomplishing the mission. maneuver force's OPLAN or OPORD.

7-8 Tactical Planning

FM 5-100

STEP 4. INITIATE MOVEMENT STEP7. ISSUETHE ORDER

Movement can be started with a new WO, An OPORD is a directive issued by a com-
FRAGO, or a movement order. Units may mander to subordinate commanders for a
have to reposition to start the operation on coordinated execution of an operation. A
time. Movement of subordinate units may FRAGO is an abbreviated OPORD used to
be necessary to change task organization. convey changes to an OPORD, as required
Some movement, especially by reconnais- by the situation. The order should be issued
sance units, may be necessary immediately at the time and place stated in the WO.
after receiving the WO from the higher HQ. The most secure means available should be
If there is enough time to issue the OPORD used. As a minimum, an overlay order,
including an execution matrix, should be
before any movement begins, the movement
issued to subordinates.
instructions can be included in the OPORD.
Often movement may have to occur simulta- The engineer should brief the engineer por-
neously with planning. tion of the maneuver order. He will brief
significant engineer tasks as they relate to
STEP 5. CONDUCT RECONNAISSANCE the scheme of maneuver. This is his only
opportunity to brief subordinate maneuver
Reconnaissance should be conducted when- commanders on the scheme of engineer
ever possible. The situation, especially time operations. He ensures that they under-
available, dictates the type and quality of stand the task organization and specific
reconnaissance. To best use available time, instructions to subordinate units.
leaders should do an initial map reconnais-
sance to find routes and locations to recon- STEP 8. SUPERVISE
noiter before departing. For best results,
map reconnaissance begins immediately on Once orders are issued, the engineer com-
receipt of the higher HQ WO; it should con- mander and staff supervise combat prepa-
tinue through mission accomplishment. ration and execution. Rehearsals,
Reconnaissance requires a combined-arms precombat checks and inspections, intelli-
gence updates, and battle tracking are
effort, and the combat engineer can be a key
player. The fundamental imperative is to checked and monitored.
train the reconnaissance force. Reports are submitted according to the
unit's tactical SOP. Battle maps and status
charts are accurately maintained. This can-
STEP 6. COMPLETETHE PLAN
not be overemphasized. The reporting
Upon completing the detailed war game and scheme that the commander establishes
decision brief, the staff quickly prepares the must be efficient. Too many reports will
plan/order. The tasks identified through the overload the system. Reports should be
war-gaming sessions are used in preparing focused on what the commander needs to
the plan/order. Specific engineer tasks and make critical decisions.
instructions that involve maneuver units The planning process is a systematic
should be written in paragraph 3 of the approach to formulating plans and orders.
OPORD. All other tasks related to the engi- The TLPs, estimate of the situation,
neer scheme are included in the engineer METT-T, and IPB are the processes used.
order and annex. Multiple copies of the They are interrelated and accomplished
plan/order must be made, and overlays must based on the amount of time and resources
be accurately copied. available.

Tactical Planning 7-9

FM 5-100

PLANS AND ORDERS

Once the commander decides on a COA, the Also, it gives control measures to facilitate
staff immediately organizes and compiles its future maneuvers and includes approval
estimates and produces the OPORD. An authority for employing short and long self-
OPORD is a directive that the commander destruct mines. Other parts of the OPORD
issues to subordinate commanders for a (particularly the engineer annex and fire-
coordinated execution of an operation. support annex) contain the detailed plans of
implementing the SCATMINE concept of
MANEUVER FORCE OPORD/OPLAN operation.

The engineer assists the rest of the staff to

produce the order or plan. The primary con- Engineer-Unit Subparagraph
cerns follow: Paragraph 3 of the OPORD includes task-
ings to subordinate units. The engineer-
Task Organization unit subparagraph assigns engineer tasks
identified throughout the estimate process.
The OPORD title, and/or a separate annex,
When the OPORD title does not clearly state
depicts the task organization. The engineer
the engineer task organization, the engineer-
staff officer lists the engineer units under
unit subparagraph should.
the proper control HQ, with the correct com-
mand or support relationships.
Service Support
Engineer Concept Paragraph 4 includes required materiel or
The OPORD, paragraph 3, Execution, sub- services to support the engineer units and
paragraph Concept, describes how the com- their missions. At division level and above,
mander sees the operation from start to service-support information often appears in
finish. This usually includes a brief concept a separate annex.
for the engineers. The engineer concept
clearly states priorities to maneuver units or Engineer Annex
tasks. It avoids overly broad generalities
such as a priority listing of M/CM/S head- This annex contains information relevant to
ings. Instead, the concept gives the com- engineer operations but not required for exe-
mander's specific priorities for the cuting the other aspects of the plan. It helps
operation. Sample priorities could be that to keep the basic order short. It also consoli-
TF A shifts to TF B on seizure of Objective C dates all information that units involved in
or priority to Obstacle Belt A1A then to engineer operations require. The maneuver
Obstacle Belt A2A. commander directs it as part of his order to
the entire force, not just to engineer units.
SCATMINE Concept
Orders at corps and division levels generally
The engineer, G3/S3, and fire-support officer contain a written engineer annex using the
(FSO) form the SCATMINE concept, as part five-paragraph format shown in FM 101-5.
of the engineer concept, while they develop Below division level, the engineer annex can
and analyze the COAs. The SCATMINE use the five-paragraph format, or it can be a
concept briefly states how the commander combination of an overlay, obstacle list, exe-
intends to use SCATMINEs, by system type. cution matrix, or a verbal briefing.

7-10 Tactical Planning

FM 5-100

ENGINEER UNIT OPORD/OPLAN two-thirds of it for subordinates to do their

planning.
Engineers often begin work on tasks for a
maneuver force before the tactical plan is The engineer unit commander issues his
complete. The engineer commander issues a own order to the unit to perform the mis-
sion that the controlling HQ assigns. The
WO, as soon as possible, so that his subordi-
commander's own tactical estimate pro-
nates can do this. He moves units and mate- vides most of the information needed for
rials in advance of specific, detailed the order. The order explains the plan
instructions from the maneuver com- clearly, so that subordinate leaders can
mander. Once the maneuver plan is ready, make decisions and implement the com-
the engineer commander completes his plan mander's intent, even when communica-
quickly and issues the order. He uses one- tions fail. Appendix C gives the format and
third or less of the available planning explains the contents of the engineer unit
time at his level and leaves the remaining order.

Tactical Planning 7-11

FM 5-100

CHAPTER 8

Offense

OPERATIONS IN DEPTH
Engineer support in offensive operations where friendly forces cannot move or where
occurs throughout the depth of the battle- the movement requires the engineer
field. Engineers provide continuous and effort. Attacking forces task-organize engi-
coordinated support to deep, close, and rear neer units to provide mobility support to
operations. the main and supporting attacks and to the
Engineers plan obstacles that forces can reserves. Engineers provide countermobil-
emplace in the enemy's rear. Knowledge of ity support to secure vulnerable flanks.
the terrain can identify locations where Engineers sustain the momentum of the
friendly forces can stop enemy reinforce- offense by establishing and maintaining
ments. LOC and by providing force protection to
Engineer reconnaissance identifies areas C2 and CSS elements.

ENGINEER FOCUS IN THE OFFENSE

Engineer commanders and planners focus capability to overcome obstacles. Combat
on sustaining the offense's momentum. engineers are forward in the attack forma-
Attacking forces must retain the initiative. tion as an integral part of the combined-
Engineers, with breaching assets organic to arms team. They respond rapidly to conduct
the maneuver unit, provide the mobility breaching operations and other mobility

Offense 8-1
FM 5-100

tasks. Additional mobility capability, inte- The ability to mass combat power and con-
grated throughout the formation, will duct continuous offensive operations for an
improve movement avenues. This provides extended time is key to the success of the
the flexibility needed to respond to changing offense. General-engineering operations
tactical situations. Follow-on engineers focus on the requirements to sustain opera-
develop and maintain multiple routes to tions and ensure that commanders can com-
build combat power and logistics. mit follow-on forces decisively. Besides
maintaining MSRs, engineers-
Units must carefully plan countermobility
operations. The maneuver commander must " Develop or improve transportation
use obstacles discreetly to shape the battle- nodes (airfields, ports, railroad termi-
field and concentrate combat power. These nals).
obstacles must not inhibit friendly move-
ment. Also, the commander must conserve " Manage real estate.
manpower, haul, and 'obstacle resources. " Provide and operate large-scale power-
Engineers plan obstacles, especially generation capabilities.
SCATMINEs, to disrupt enemy counterat-
tacks. " Find and drill for water.

Engineers enhance the survivability of forces, " Perform vertical and horizontal con-
in part, by maintaining the tempo of the struction in support of the theater.
offense. Engineer mobility efforts and coun- Topographic operations offset the advan-
terobstacle operations assist in synchroniz-
tage the enemy has in occupying the ter-
ing the offense by preventing a loss of mo-
rain. The commander can better command
mentum or an incomplete commitment of
forces. Engineer digging assets provide sur- and control by quickly disseminating accu-
vivability to key systems or units during rate topographic information. This informa-
operational halts or when transitioning to tion can identify the best approach routes
the defense. Engineer assets, because they for friendly forces and help template the
have distinct appearances and uses, can assist enemy's defensive positions. The engineer's
in deception operations. For example, mov- terrain analysis and its effects on maneu-
ing bridge trucks to various river-crossing vers assist the commander in establishing
sites can deceive the enemy about the actual the proper tempo of the offense.
crossing location.

PLANNING ENGINEER OPERATIONS IN THE OFFENSE

Planning engineer support for offensive bypasses through or around obstacles.
operations follows the tactical-planning pro-
" Special considerations for engineer
cess. Planning considerations specific to the
equipment, such as replacement
offense include-
bridges for armored launchers, follow-
" A highly mobile engineer force, well on tactical bridging, lift capability for
forward and integrated into maneuver mine-clearing line charge (MICLIC)
formations, that is critical to maintain- reloading, and lane-marking materi-
ing the momentum of the attack. als to replenish marking systems.
" Engineers or maneuver units that " Combined-arms obstacle-breaching
must report and mark lanes or rehearsals to ensure that all units

8-2 Offense
FM 5-100

involved are synchronized. assault of a fortified position, or an

attack into urban terrain.
. * General-engineering requirements that
will increase during offensive combat, " Enemy. The engineer must be an
since LOC will lengthen. expert on the enemy engineer's
* An on-call, rapid-mining and rapid- strengths, activities, equipment, capa-
obstacle emplacement capability that is bilities, and probable COAs. Friendly
essential for flank security. engineers must know what the enemy
can do so they can overcome its capabil-
" Commanders at brigade and TF levels ities.
who will configure engineers to
emplace obstacles rapidly to protect " Terrain. The engineer is the terrain
attacking forces from enemy counterat- expert. He must work closely with the
tacks once on the objective. S2 to determine advantages and disad-
vantages the terrain gives the attack-
" Planning for a transition to the ing force. The staff must consider the
defense. This is essential because of
effects of terrain when analyzing
the long lead time needed to obtain and
COAs.
move engineer Class IV and Class V
materials (such as mines). " Troops. The commander must consider
the number and type of engineers
MISSION, ENEMY, TERRAIN, TROOPS, AND available, along with the engineer-
TIME AVAILABLE related equipment (such as breaching
The maneuver commander must consider equipment) and how to best task-
METT-T factors when planning engineer organize to accomplish the mission.
support for offensive operations. Examples * Time Available. The need to conduct
are as follows: an operation quickly may affect how
* Mission. Some offensive missions the engineers execute it or how they
require significant engineer efforts, organize. The time available also may
such as a river crossing, a deliberate affect how the unit conducts rehears-
breach of a complex obstacle, an als.

Offense 8-3
FM 5-100

TASK ORGANIZATION mine reloads. The designated priorities of

engineer support should identify the princi-
The commander must carefully consider
pal focus (M/CM/S) and a point of applica-
how to task-organize engineers. In the
tion. For example, the priority may be
offense, engineers must be well forward in
mobility along a certain axis of advance.
the attack formation and responsive to the
maneuver units. They must make quick There are other considerations for task
transitions to support all phases. A steady organization. The engineer must recom-
relationship between engineer and maneu- mend the best command or support rela-
ver units enhances agility and flexibility. tionship to the maneuver commander. The
Engineers must link up with their maneu- engineer staff must anticipate future mis-
ver unit well in advance of an operation. As sions and organize appropriately.
engineers travel to where the maneuver
force needs them, their ability to react to a
PREPARATION
situation could depend on their positioning
before the battle. During an offensive mis- When preparing for combat, engineer
sion, the commander should keep changes to involvement begins early with a staff engi-
the engineer task organization to a mini- neer supporting the operation's planner at
mum. Once the battle starts, there nor- all levels. Engineer forces align themselves
mally is not time to restructure the engineer according to initial task organization and
organization or move them across the battle- position themselves to rapidly develop
field. routes through obstacle systems or conduct
The engineer commander and staff should covert breaching before initiating the
determine which engineer scheme of opera- action. Engineer units, like maneuver units,
tions best supports the maneuver com- must have adequate time to conduct their
mander's intent. The engineer's main effort TLP. This involves preparing and issuing
may not be the same as the maneuver com- orders, conducting precombat checks and
mander's. However, the engineer's main inspections, and coordinating logisticsre-
effort may be a combat multiplier elsewhere supply. Rehearsals are very important in
and help ensure the success of the comman- offensive operations. Coordination between
der's overall intent. Often, the engineer's moving units on the battlefield is difficult.
main effort ensures the success of a maneu- Engineers must know what they have to do.
ver's supporting effort. The engineer unit Commanders and staffs identify critical
may weigh the main effort through the pres- operations involving engineer support to the
ence of the commander or the senior staff or plan and rehearsals as part of the prepara-
logistically through MICLIC or Volcano tion for combat.

ENGINEERS IN THE OFFENSE

Besides terrain, engineers are the IPB process. To find weaknesses in the
experts on obstacle siting and employ- enemy's defense, a thorough EBA is essen-
ment. They provide the maneuver com- tial. Accurately templating the obstacle sys-
mander with an engineer analysis of tem facilitates attacks through gaps and
the terrain. The analysis focuses on against flanks. This avoids the enemy's
trafficability, and it identifies likely strength. The template also provides the
enemy obstacle locations as -part of the basis for the engineer reconnaissance plan.

8-4 Offense
FM 5-100

RECONNAISSANCE Engineers with the maneuver force allow it

to move through undefended obstacles and
Reconnaissance is vital to verify the accu-
restrictions and to fight through defended
racy of the assessment. Detailed informa-
obstacles. Engineers must conduct armored
tion on existing (natural or cultural) and
earth moving, rapid minefield breaching,
reinforcing obstacles identifies obstacle lim-
and assault bridging.
its. It also determines whether a bypass or
an in-stride breach is an option, which will The engineer force trains in reconnaissance.
require reconnaissance from all elements on Engineers identify the best routes for for-
the battlefield. Engineers identify specific ward movement. They also identify lateral
reconnaissance requirements and augment branch routes to provide the commander
patrols and scouts to identify obstacle char- flexibility as he develops the situation.
acteristics. The maneuver unit must inte- Units conducting a MTC must train in
grate engineer reconnaissance into their breaching obstacles in stride. They should
reconnaissance plan. expend only the minimum effort needed to
During the attack, engineer reconnaissance complete the assault breach. Follow-on
teams and engineer units provide continu- engineers are responsible for widening
ous surveillance along the routes of lanes and clearing obstacles.
advance. They pay special attention to the Engineers with the advance guard assist
MSR, bypassed obstacles, minefields, and rapid movement, develop the situation, and
engineer materials in their assigned areas. maintain the momentum of the main body.
Like the covering force, their support to the
MOVEMENTTO CONTACT advance guard is critical. Their mission in
the advance guard is to breach obstacles
A MTC is conducted to gain or reestablish
along the routes where the main body is
contact with the enemy. It is used to develop moving.
the situation early to provide an advantage
before decisive engagement. The brigade Engineers with the flank and rear guards
conducts a MTC as part of a larger forma- prepare to block enemy AA into the zone. To
tion. The commander concentrates the engi- counter enemy mobility, the engineers
neers at the front of the MTC formation. quickly emplace obstacles that the maneuver

Offense 8-5
FM 5-100

force covers with AT and indirect fires. is vital. Quick reconnaissance to locate obsta-
Engineers must have sufficient quantities of cles, either to bypass or breach in stride, is
ground-delivered SCATMINEs, cratering critical to a hasty attack.
munitions, and hasty-bridge demolition
materials. Well-trained engineer units, familiar with
supporting-unit operations, contribute to
The main body has most of the combat successful hasty attacks. They and the
power. It is organized for immediate com- maneuver forces must rehearse breaching
mitment against major enemy forces or for operations. Engineer staff planners and
exploiting disorganized, surprised, or weak- commanders should consider the engineer
ened enemy forces. It must not be slowed or organization for the hasty attack when
deflected before commitment. Engineers in task-organizing to support a MTC. Success
the main body are also well forward. of a hasty attack depends on whether an
Besides supporting immediate attacks on attacking force can maintain the desired
contact, they reinforce or replace engineers tempo and maneuver within the decision
in the security forces and improve on their cycle of the enemy.
work.
A result of a MTC is a meeting engagement, Deliberate
during which the unit fixes the enemy in Units carefully plan deliberate attacks
front and attacks from the flank simulta-
against well-organized defenses that they
neously. Rapid obstacles provide protection cannot bypass. Deliberate attacks normally
against enemy flank attack. SCATMINEs
continue deep into enemy-held territory to
emplaced directly on the opposing force fix destroy CPs, capture logistics, prevent the
it. These are critical during a meeting
escape of retreating forces, and develop the
engagement to allow friendly forces to retain situation for exploitation. They normally
the initiative. Likewise, the enemy will use
require significant engineer support. As in a
rapidly emplaced obstacles to protect their
hasty attack, the first priority is bypassing
flanks and fix friendly forces. Engineers obstacles and breaching in stride. However,
must prepare to attack through these obsta-
when the strength of the enemy's defense
cles to continue the offensive. requires the maneuver unit to conduct a
deliberate attack, it normally also must con-
ATTACKS duct deliberate-breaching operations.
Attacks defeat, destroy, or neutralize the The combined-arms team must dedicate
enemy. They are either hasty, deliberate, substantial effort to overcome complex obsta-
spoiling, counter, raid, feint, or demonstra- cle systems and conduct river crossings. Engi-
tion. neers in the deliberate attack are in-depth
to support the lead elements, follow-and-
Hasty support elements, and the reserve.
A hasty attack is the most likely result of a Deep operations are vital to the success
meeting engagement. Forces deploy, ma-neu- of hasty and deliberate attacks. Using
ver rapidly, and attack quickly and violently SCATMINEs is one way to attack the
before the enemy can organize an effective enemy's rear area. The engineer is the com-
resistance. Units bring combat power to bear mander's main advisor on tactically employ-
rapidly. Responsive combat-engineer support ing SCATMINEs.

8-6 Offense
FM 5-100

Spoiling and Counterattacks, Raids, Feints, and remotely delivered). Breaching equip-
and Demonstrations ment must be well forward to reduce such
These types of attacks require obstacle obstacles.
breaching and other mobility tasks. Engi- In an exploitation and a pursuit, LOC are
neers may do some countermobility tasks in very important. Engineers must open and
these attacks. The diversionary operations maintain supply routes, construct and
of feints and demonstrations may need engi- secure support facilities, and mark
neer units and equipment to complete the bypassed or partially cleared obstacles.
deception. They move assault and tactical bridging for-
ward to sustain both operations.
EXPLOITATION AND PURSUIT
TRANSITIONING TO THE DEFENSE
Exploitation and pursuit operations begin
directly from the attack with minimum The culminating point in the offense is the
regrouping or reconstitution. Engineers plan time and location that an attacker's combat
support for an exploitation and a pursuit power no longer exceeds that of the
before the attack phase to help transition defender. At that point, the attacker either
into these operations. Because of the dis- halts to avoid operating at a disadvantage or
tances, engineers are usually in a command proceeds, thus becoming weaker than the
relationship to the exploiting and pursuing defender. Ideally, the attacking force does
forces. Engineer missions are like those for a not reach its culminating point before
MTC and an attack. To aid movement, engi- attaining its objective. Engineers must
neers are well forward, since tempo is essen- anticipate the culminating point. It is essen-
tial. Their equipment must keep up with the tial that they do not reach their culminating
exploiting or pursuing forces. point before the unit they support reaches
its. For example, engineers should not
As exploitations develop, forward engineers expend all of their breaching assets before
hand over missions to follow-on engineers. the force reaches the tactical obstacles in
They assume all engineer tasks behind the front of the objective.
attacking force so that forward engineers
can accompany and support the exploiting At the culminating point, the force, or a por-
maneuver units. tion of it, may transition to the defense. The
maneuver commander and the engineer
Armored and mechanized TFs usually con- must plan for this transition. During the
duct an exploitation. Light forces, with engi- attack, units may reach their culminating
neer support, might assist by seizing critical points before mission accomplishment.
bridges or destroying key facilities. Success Engineers must prepare to provide the sup-
can quickly change an exploitation into a port necessary for the attacking force to
pursuit operation. maintain its initiative.
Once a pursuit begins, the enemy usually does When the enemy is the objective, it is unclear
not have time to employ extensive obstacles. where and when the culminating point may
Engineers must expect to meet obstacles that occur. In this case, planning for the transi-
the enemy can employ quickly. Such obstacles tion to the defense will be less detailed.
could include nuclear or chemical contamina- When changing from the offense to the
tion, destroyed bridges, road craters, abatis, defense, engineer-effort priorities shift from
and surface-laid mines (manually placed mobility to survivability and countermobility.

Offense 8-7
FM 5-100

Success depends on the ability of the force to The engineer force may reorganize on the
make this shift rapidly. The initial task objective. For example, an engineer com-
organization for the offense must consider pany will shift internal resources among the
this transition. platoons after the objective is secured.
Engineer assets may be redistributed to
Offensive objectives are those that focus on support new missions. Once the maneuver
the enemy and on the terrain. When the force halts, engineers begin defensive prep-
commander has a terrain objective, he must arations. They quickly move their digging
control key terrain in his zone. He will either equipment forward to assist. The defense
seize or secure the objective. In either case, a requires extensive engineer Class IV and V
portion of the force will transition to the materials that must be ready to move for-
defense. If the commander plans to secure ward in the logistics system.
the objective, he needs engineer support to Engineers in the offense must prepare to
prevent the enemy from regaining control of transition to the defense, particularly if the
the terrain. The OPLAN will include a attack is unsuccessful. This requires plan-
detailed plan for the transition. The engineers ning to ensure that Class IV and V materi-
will be ready to develop fighting positions to als are readily available. Once in the
protect the force. They will emplace obstacles defense, engineer planners also must plan
to fix counterattacking forces in EAs. for resuming in the offense.

8-8 Offense
FM 5-100

CHAPTER 9

Defense

OPERATIONS IN DEPTH
The goal of a defensive operation is to defeat EAs by integrating the effects of direct and
the enemy's attack and transition to the indirect fires and tactical obstacles. Engi-
offense. To reach this goal, engineers pro- neers plan, coordinate, and synchronize
vide synchronized engineer efforts to deep, survivability operations to support protect-
close, and rear operations. ing friendly forces. Finally, they allocate
mobility assets to the counterattack force.
The engineer effort in support of deep oper-
ations includes analyzing terrain and iden- Engineers ensure the survivability of C2
tifying probable enemy AAs. It also and CSS assets by constructing protective
includes planning and executing situational positions and providing assistance in con-
obstacles to disrupt enemy forces. These structing protective obstacles. They
forces may include committed, reserve, or
strengthen base-cluster defenses with
follow-on enemy units.
obstacles. Engineers also maintain MSRs
During close operations, engineers shape and facilities.

ENGINEER FOCUS IN THE DEFENSE

Five engineer functions provide the maneu- Understanding the fundamentals of the engi-
ver commander combat multipliers that sig- neer functions is imperative to successful
nificantly increase his combat effectiveness. integration into the maneuver unit's plans.

Defense 9-1
FM 5-100

MOBILITY commanders retain authority unless a

higher commander withholds or restricts it.
Engineers focus on maintaining the force's
freedom of maneuver. Counterattack routes
are left clear of obstacles or have prepared Obstacle Control
breaches through friendly obstacles. Engi- Obstacle control is the control that com-
neers construct combat roads and trails for manders exercise to ensure that obstacles
counterattacks and lateral movement support current and future operations.
between fighting positions. During the fight, Obstacle control ensures that subordinate
engineers rapidly reduce obstacles created commanders emplace obstacles to best sup-
by enemy fires, sabotage, or SCATMINEs to port the higher commander's scheme of
maintain friendly freedom of maneuver. maneuver. Obstacle control also ensures
Engineers conduct breaching and assault- that subordinate commanders do not
bridging operations to the reserves or coun- emplace obstacles that will interfere with
terattack force. future operations.
COUNTERMOBILITY
Obstacle-Control Measures
Engineers integrate tactical-obstacle devel-
opment to attack the enemy and comple- Obstacle-control measures are specific
ment the friendly scheme of maneuver. control measures that simplify granting
Tactical obstacles directly attack the obstacle-emplacement authority and pro-
enemy's ability to move, mass, and reinforce. viding obstacle control. Obstacle-control
Engineers ensure obstacle integration measures are obstacle zones, belts, groups,
through the proper exercise of obstacle C2 , and restrictions.
focusing on obstacle-emplacement author-
ity and obstacle control. Engineers facilitate Echelons of Planning
granting obstacle-emplacement authority
and obstacle control by developing specific The nature of obstacle integration from
obstacle-control measures. The specific con- theater level to company/team leads to an
trol measures used vary with the echelon of echelonment of obstacle planning. At each
obstacle planning. Finally, engineers ensure lower level, engineers conduct more
that obstacles are reported and that infor- detailed planning. At theater level, plan-
mation is disseminated. FM 90-7 is the pri- ning consists of developing obstacle restric-
mary reference for countermobility tions and granting obstacle-emplacement
planning. authority to subordinate elements. At the
company/team level, planning consists of
the detailed design and siting plans to
Obstacle-Emplacement Authority
emplace and integrate the directed obsta-
Obstacle-emplacement authority is the cles in the TF obstacle groups. The eche-
authority that a unit commander has to lonment of obstacle planning requires
emplace reinforcing obstacles. In a TO, the- engineers at each level to provide subordi-
ater commanders have the authority to nate units with the right combination of
emplace obstacles. Usually, they delegate positive control and flexibility. At each
the authority to corps commanders who del- level, obstacle planning builds on the obsta-
egate it to division commanders. Division cle plan from higher echelons. Table 9-1

9-2 Defense
FM 5-100

S shows examples of appropriate obstacle fortifications such as fighting positions for

planning at each level. combat vehicles or protective positions for
C2 nodes or supplies. Engineers provide
Obstacle Reporting equipment and technical assistance to help
units construct other fortifications and
Obstacle reporting is a maneuver com- protective obstacles. Camouflage and decep-
mander's responsibility at every level. Staff
tion operations are other key engineer con-
engineers assist him with this responsibil- tributions to survivability. Engineers
ity. Engineer units also report obstacle sta-
conceal their critical activities and provide
tus through engineer channels from the
equipment and technical assistance to
emplacing-unit level to the authorizing-
assist in camouflaging key C2 nodes and
command level.
CSS activities. An observed engineer effort
is effective in painting a false picture.
SURVIVABILITY Dummy obstacles, phony minefields, and
Survivability operations include all the shallow ditches and weapons positions
aspects of protecting personnel, weapons, can be used to deceive and aid force surviv-
and supplies. Engineers plan and construct ability.

Table 9-1. Obstacle-control measures

Size of Enemy Avenue of

Obstacle-Control Echelon Specific Obstacle Approach/Mobility Corridor
Measure Effect
Armored Light

Zone Zone Division Optional, Division/ Brigade/

Corps not normal brigade battalion

Belt Brigade Optional, Brigade/ Battalion/

but normal battalion company

Corps
Division Battalion/ Company/
Group Brigade Mandatory company platoon
Task force

Corps
Division Not Not Not
Restrictions Brigade applicable applicable applicable
Task force

Defense 9-3
FM 5-100

GENERAL ENGINEERING movement, and LOC capabilities. They

also assist in selecting battle positions
Sustaining defensive operations requires
and EAs and road and bridge classifica-
extensive engineer support. Corps engineer
tion products.
units, augmented with engineers from the
TA, provide most of the general-engineering As the terrain is modified (bridges
effort. Critical general-engineering tasks destroyed, roads built), the terrain team
include maintaining and improving LOC, updates its data base and issues new
constructing and repairing support facilities, products. Necessary information is
and constructing airfields and aircraft sup- reported through engineer channels.
port facilities. Topographic production facilities update
maps with current information based on
terrain modifications. This is generally
TOPOGRAPHIC ENGINEERING
done by overprinting existing maps.
During the preparation phase, terrain ana- Other information, such as logistics data,
lysts help the commander understand the planned obstacles, or tactical graphics,
terrain thoroughly and identify the military can also be overprinted directly on maps.
advantages and disadvantages. Engineers Survey teams prepare the battlefield by
are the terrain experts. They tie into the establishing a dense network of control
IPB in several ways. Specifically, engi- points to support artillery operations.
neers provide information on terrain analy- They also perform airfield navigation sur-
sis and overlays with details on cover and veys in support of Air Force units oper-
concealment, lines of sight, cross-country ating in the battle area.

PLANNING ENGINEER OPERATIONS IN THE DEFENSE

Engineers prepare for defensive operations * Good OPSEC measures and a spe-
using the tactical-planning process. Plan- cific counterreconnaissance plan.
ning considerations specific to the defense Both prevent premature disclosure of
include- the defense and are essential.
" A thorough, in-depth understanding of * The engineer combat organization
the commander's intent, which leads to
that allows rapid transition to the
an obstacle system that not only
offense. The reserve must always
attacks the enemy where desired but
have a designated force of engi-
also assists counterattacks and facili-
neers. Obstacles must allow spoiling
tates future operations.
and counterattacks to succeed.
" Defensive operations that consume
large amounts of material and engineer " Engineer units that are not held in
munitions, which require time and reserve but remain committed and
transport to bring forward. work on the commander's priority
tasks.
" Identifying critical engineer tasks early.
Terrain preparation requires time for " Obstacles for forward deployed forces
completion. Engineers must not remain that are planned and prepared for
idle while final planning is in progress. before hostilities play a major role.

9-4 Defense
FM 5-100

MISSION, ENEMY, TERRAIN, TROOPS, AND Troops

TIME AVAILABLE
The engineer must have precise account-
The engineer must consider the factors of ability of all personnel and equipment
METT-T when planning engineer support available, to include combined, joint, and
for defensive operations: HNS assets. During initial planning, the
engineer must aggressively assist the task
organization decision-making process. Unit
Mission and equipment assignments are critical to
The specifics of the mission will dictate the ensure proper command and support rela-
requirements for engineer support. A unit tionships throughout the conduct of the
conducting an economy-of-force mission may defense.
require additional engineer support to allow
it to complete its mission. A unit with a Time Available
requirement to retain terrain will require After receiving the WO, the engineer must
significant countermobility and survivabil- establish a time line. Depending on the
ity support. As a final example, a require- amount of time available, he may choose to
ment to conduct, or support, a counterattack plan in a deliberate, combat, or quick man-
will require breaching assets. ner. Planners must include all critical
events on this time line, including OPORD
issue, rehearsals, and precombat inspec-
Enemy tions.
The engineer is the expert on enemy engi-
neer capabilities and works with the S2 to TASK ORGANIZATION
advise the maneuver commander on tem- The engineer commander and staff need to
plating the likely enemy engineer COA, determine quickly the scheme of engineer
types and locations of key enemy breaching operations that best supports the maneuver
equipment, and enemy mobility organiza- commander's intent. In anticipation of the
tions. The engineer must also contribute to defense, efficient use of available time
the R&S effort to help develop PIRs. demands establishing and linking up engi-
neer units and equipment with their sup-
Terrain ported elements early.
The engineer recommends the best com-
The engineer provides key products to assist
mand or support relationship to the maneu-
the planning process. Examples include
ver commander. Normally, the majority of
mobility-corridor obstacle overlays, road engineers are placed in DS or GS of the
and bridge classification maps, and line-of- defending forces. This allows efficient allo-
sight diagrams for key defensive positions. cation of engineer resources and allows
Using observation and fields of fire, cover engineers to mass on the critical defensive
and concealment, obstacles, key terrain, and tasks. Frequently, engineer planning HQ
avenues of approach (OCOKA), the engineer will link up with maneuver forces and
must be able to advise the maneuver com- conduct planning and coordination. Mean-
mander on the advantages and disadvan- while the subordinate elements of the HQ
tages of each piece of terrain from the are committed to supporting priority
friendly's and enemy's points of view. efforts elsewhere.

Defense 9-5
FM 5-100

Although engineers are not held in reserve, levels. Immediately after receiving the
they must be available to provide support to WO, engineer staffs prepare an estimate
maneuver reserves or counterattack forces. and initiate movements and linkups, as
These engineers will initially support defen- necessary. Continual use of WOs keeps
sive preparations and then support the subordinates informed and current in the
reserve or counterattack force as a follow-on preparation process. Immediate precom-
mission. They will require sufficient time to bat inspections identify any shortcomings
link up, plan, refit, and rehearse before exe- and initiate necessary corrective steps,
cuting the follow-on mission. Depending on such as equipment maintenance. CSS
METT-T, this will probably require 12 to 24 planning is just as important and is inte-
hours.
grated throughout the orders process.
Class IV and V points are planned and
PREPARATION
established early. The staff also deter-
When preparing for combat in the defense, mines the availability and capability of
engineer involvement is proactive at all resupply assets.

ENGINEERS IN THE DEFENSE

The mobile defense and the area defense reinforced with breaching and gap-crossing
are the characteristic patterns of defensive assets. They are prepared to reduce or
operations. The defense actually employed cross existing obstacles such as railway
usually combines elements of both. For embankments or rivers. They coordinate
simplicity, they will be discussed sepa- passage through lanes and prepare to
rately. breach friendly obstacles. They also pre-
pare to breach enemy obstacles emplaced
by air, artillery, or ground means. Engi-
MOBILE DEFENSE
neers construct combat roads and trails to
A mobile defense orients on destroying the allow friendly forces in defensive posi-
enemy force by using a combination of fire tions to reposition from one position to
and maneuver, offense, defense, and delay another.
to defeat the attack. It focuses on destroying
The successful mobile defense depends on
the attacker in the depths of the defensive
the correct integration of maneuver, fire,
sector through the use of counterattacks.
and obstacles to wrest the initiative from
Defenders place minimum forces forward,
the attacker in the defended area. Tactical
forming powerful forces with which to strike
the enemy at its most vulnerable time and obstacles are used to disrupt and delay
enemy forces and to assist in the separa-
place. The striking force can be from one-
tion of echelons. Engineers also play a
half to two-thirds the size of the total force,
major role in establishing the conditions
but it must have greater mobility than the
for the counterattack. They construct tacti-
attacker.
cal obstacles to turn the enemy into
Because the defense involves significant engagement and objective areas and fixed
battlefield maneuver, engineer forces focus obstacles to support the enemy's destruction
on mobility operations. Engineers posi- by fires. Obstacle restrictions are common
tioned with the counterattack force are to protect the friendly forces freedom of

9-6 Defense
FM 5-100

maneuver. Other obstacle-control measures relationship to allow rapid repair of obsta-

are smaller and less permissive for the same cles and fighting positions and to provide
reason. support for local counterattacks. The bulk
Engineers assist in developing survivability of the engineers withdraw to work on subse-
positions in depth. Repositioning units will quent defenses in depth.
require numerous fighting and protective Tactical obstacles are used to force the
positions. Because there will rarely be enemy into EAs. Other tactical obstacles
enough engineer assets, and therefore less not only fix the enemy in the EA but also
survivability positions than desired, the block his further advance. Additionally,
most critical positions must be identified obstacles are used to block the enemy from
and constructed. Protective obstacles will be using AAs that will allow him to avoid the
more important in protecting base clusters main defense. Disrupting obstacles are used
against rear threats, as forward units will just forward of EAs to fragment the enemy
likely move before the enemy's assault. force and allow the defender to deal with
A decentralized engineer force distributed only a small portion of the enemy at a time.
among the maneuver elements allows com- The obstacle-control measures are used as
manders the necessary flexibility. The engi- permissive as possible to ensure that the
neers may have a command relationship subordinate commanders have the freedom
with the supported maneuver forces. to integrate extensive obstacles with their
fire and maneuver.
AREA DEFENSE Fighting and protective positions are more
Commanders conduct an area defense to deliberate, and supplementary and alter-
deny the enemy access to designated terrain nate positions are more prevalent, in a
or facilities for a specified time. They retain mobile defense. Dismounted infantry will
terrain by drawing the enemy into an inter- construct fighting positions able to with-
locked series of positions from which fire can stand artillery attacks. Protective obstacles
destroy it. The bulk of the defenders fight will be dense and interlocked around, and
forward in well-prepared defensive posi- within, battle positions to help defeat the
tions, with only small mobile reserves. The enemy's final assaults. Because defending
reserve in an area defense will be up to one- forces will likely occupy their positions for
third of the entire force. longer periods of time, camouflage becomes
increasing important.
Preparing for an area defense is key, and
the engineer effort is extensive. Retaining On occasion, maneuver commanders may
centralized control over engineer units and direct constructing a strongpoint to deny
their resources is the most efficient method key terrain to the enemy and force its move-
to prepare the area defense. Therefore, engi- ment in a different direction. Constructing
neers generally are employed under their a strongpoint requires considerable time
own commanders in a support relationship and engineer support. Generally it takes an
to maneuver forces. Once the battle is joined, engineer unit of the same size as the
a minimal number of engineers remain defending unit, working for one day, to cre-
with the committed forces in a command ate a strongpoint.

Defense 9-7
FM 5-100

TRANSITION TO THE OFFENSE

Gaining the initiative and employing offen- assist rapid deployment from defensive posi-
sive operations are vital to victory. Oppor- tions and through battlefield clutter when
tunities are actively sought throughout the the enemy attack has reached the culminat-
defense to transition to the offense. Employ- ing point. Engineers at all levels plan for
ing obstacles in zones and belts, consistent the transition to the offense as the sequel to
with the commander's intent, permits free a successful defense. They ensure that the
maneuver and allows offensive operations to engineer structure is designed to provide the
occur rapidly. Engineers are task-organized necessary movement.
throughout the maneuver organization to

9-8 Defense
FM 5-100

CHAPTER 10

Retrograde

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ENGINEER FOCUS IN RETROGRADE OPERATIONS

A retrograde operation is a maneuver in the bridges, and otherwise restrict maneuver
rear or away from the enemy. It is part of a at choke points and river-crossing areas.
larger maneuver scheme to regain the ini- Breaching operations will clear lanes
tiative and defeat the enemy. Its purpose is through obstacles to prevent force isolation
to improve the current situation or prevent and encirclement.
a worse situation from occurring. Its objec-
tives are to gain time, preserve forces, avoid In retrograde river crossings, forces cross
combat under undesirable conditions, or on existing permanent bridges, when avail-
maneuver the enemy into an unfavorable able. Engineers prepare the bridges as
position. Retrograde operations may facili- reserve demolition targets. To ensure
tate repositioning forces, thereby, shorten- bridge destruction, responsible command-
ing LOC, or permitting unit withdrawals ers provide multiple demolition systems,
for employment elsewhere. positive C2 , and adequate demolition
guards. When the potential tactical advan-
MOBILITY tage to the enemy is great, engineers
destroy major bridges in advance. Final
Forces conducting retrograde operations retrograde operations then will take place
must be at least as tactically mobile as the over tactical-bridging equipment, and the
enemy. Requirements for combat trails are last forces will swim or ford.
similar to those necessary for the defense.
The enemy attempts to isolate units and Mobility support is also important in the
disrupt the retrograde operations using air- rear area for the retrograde to succeed. It is
craft, artillery, and airborne/airmobile essential that support units move to the
forces. They will emplace mines, destroy rear, well ahead of the combat elements

Retrograde 10-1
FM 5-100

conducting retrograde operations. Logistics maneuver-control measures (zones, belts,

units contain large numbers of slow-moving groups) to ensure that obstacles support the
wheeled vehicles that can rapidly clog commander's intent for friendly maneuver
routes. Engineers must react instantly to and synchronization.
repair damage and physically remove
destroyed vehicles from roadways. Com- SURVIVABILITY
manders position engineer units along major
routes, with concentrations near likely Forces conducting retrograde operations
choke points. Engineers conduct limited require protective positions for tactical vehi-
road maintenance that will allow forces to cles. To schedule effort properly, engineers
pass. Engineers anticipate interdiction must know the routes used during retro-
obstacles and react to reduce them immedi- grade operations and the planned sequence
ately. of events. Commanders enhance force sur-
vivability by being able to retain flexibility.
Aggressive mobility operations and using
COUNTERMOBILITY obstacles and fires to attack an enemy pur-
Units should use obstacles to attack the suit provide that flexibility.
enemy's ability to conduct exploitation and
pursuit operations. The principles of obsta-
cle employment in retrograde operations are GENERAL ENGINEERING
essentially the same as for other opera- General engineering in support of retro-
tions. Units employ obstacles and mine- grade operations is essentially the same as
fields in depth and along the primary AAs. in defensive operations. Support elements
Threat doctrine emphasizes pursuit along displace early to make room for units that
parallel routes. Engineers must emplace will conduct retrograde operations. They
flank obstacles to protect against envelop- must have facilities to move in to clear
ment. SCATMINEs delivered by ground or routes and continue uninterrupted sup-
air are best. Division engineers fight their port. Corps and theater engineer forces are
way back with the maneuver forces. They responsible for the necessary construction.
emplace protective obstacles to allow
maneuver units to break contact and protect
against flank attacks. They also prepare TOPOGRAPHIC SUPPORT
tactical obstacles during retrograde opera-
Topographic support to retrograde opera-
tions. Obstacle emplacement usually
tions is similar to that in the defense. Engi-
extends over a much greater area, in width
neers, as terrain analysts, identify the best
and depth, than in a defense.
routes that combine good-movement charac-
Obstacles supporting retrograde operations teristics with maximum cover and conceal-
slow or break up the enemy's advance. ment. They also identify potential
They turn the enemy into EAs and fix the retrograde positions. Terrain teams con-
enemy under AT fires. In both cases, units tinue to gather terrain information and
do not execute critical obstacles along pas- update their data bases to provide for future
sage routes until most of the friendly forces operations in the area. Production teams
have withdrawn. These key obstacles are provide special overlays and overprints
reserve obstacles; controlling their execution showing routes and traffic-control measures
is critical. As in the defense, planners use to assist synchronizing the operation.

10-2 Retrograde
FM 5-100

PLANNING ENGINEER OPERATIONS FOR RETROGRADE

The tactical planning process outlines how enemy maneuver for the duration of the
engineers plan. Specific retrograde consid- mission and follow-on missions.
erations include-
" A high degree of centralized control, Terrain
even though execution is decentral- The engineer conducts an EBA. During this
ized. There are more reserve obstacles assessment, he conducts an OCOKA analy-
to ensure successful maneuver of units sis, based on terrain and weather character-
that conduct retrograde operations. istics and how it can support retrograde
" Units conducting retrograde opera- operations. The engineer advises a unit on
tions that must retain a mobility its positions, routes, lanes, and trails, mak-
advantage over the attacker. ing maximum use of terrain to support the
maneuver. He must consider terrain and
" Obstacle emplacement that usually weather effects on the enemy and on the
extends over greater depth than for commander's intent.
the defense and must be planned far
ahead of operations. Troops
" Deception, which is a vital component The engineer troops available to support
of all plans. retrograde operations is a critical consider-
ation for maneuver and engineer command-
MISSION, ENEMY, TERRAIN, TROOPS, ers. The more intricate the maneuver plan
AND TIME AVAILABLE is in terms of number and length of routes,
lanes, trails, and survivability positions, the
Engineers preparing to support retrograde more engineer troops the operation
operations consider the METT-T factors requires. The maneuver commander may
when estimating the situation: have to consider using his own assets to
[ execute the retrograde successfully.
Mission
Engineers must understand the maneuver Time Available
commander's mission, intent, and end state Time to plan, prepare, and execute retro-
and be able to prioritize support for retro- grade operations is a critical consideration
grade operations in terms of M/CM/S. for the engineer. Engineers must prioritize
the engineer effort to meet the maneuver
Enemy commander's intent. Available engineer
assets (soldiers and equipment) are integral
Just as the maneuver commander must in determining time available.
consider the strength, location, tactics,
mobility, and capabilities of the enemy on
retrograde plans, engineers must under- TASK ORGANIZATION
stand the enemy engineer's organization The engineer develops a task organization
and capabilities. Engineers focus on the for retrograde operations the same way as
enemy engineer's breaching assets and for other types of operations. Determining a
interdiction capabilities needed to support task organization begins in the EBA phase of

Retrograde 10-3
FM 5-100

the engineer-estimate process. During mis- the scheme of engineer operations devel-
sion analysis, the engineer determines avail- opment, he identifies the engineer mis-
able assets and examines the total force sions and allocates forces that support
structure of the combined-arms team. During the retrograde operation.

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Delays The commander's intent must specify the

duration of the delay, the terrain
Engineers can expect to play a major role in
requirements, and what operations to
the maneuver commander's overall plan for
expect. Engineers plan the assets needed
a delay. Units conduct delays when their
to support the delay. They also consider the
strength is insufficient to attack or defend
enemy situation. The enemy's capabili-
or when they want to maneuver the enemy ties have a direct impact on planning and
into an area for a subsequent counterattack. task-organizing for the delay. Engineers
Delays- should examine the enemy's vulnerabili-
* Gain time for units to reestablish the ties, strengths, and likely COAs when
defense. developing their support plan.

* Cover a defending or withdrawing Terrain determines the commander's

force. options for designing delays. For example,
open and unobstructed terrain makes a
* Protect a friendly unit's flank. delay more difficult because of the major
* Participate in an economy-of-force engineer effort required. Rugged, swampy,
effort. and wooded terrain help a delay by slowing
down the enemy and reducing the amount
* Slow or break up the enemy's momen- of engineer effort required. Obstacles
tum or do not allow it to begin. should complement terrain.

10-4 Retrograde
FM 5-100

During the delay, engineers' efforts center * Crossing equipment held in reserve to
on countermobility; however, they also replace losses or open alternate sites.
improve the delaying force's mobility and
survivability. As units move to their subse- * Preplanned EAs to block enemy
quent battle positions, obstacles close routes advances.
to the advancing enemy. Units report these A delay is most effective when the deception
obstacles to the higher HQ so the com- confuses the enemy as to the true intentions
mander knows whether the enemy is able to of the delaying force. Obstacles must not
exploit an open mobility corridor into the reveal friendly positions or plans. Con-
next defensive line. Friendly units must cealed, dummy, and expedient obstacles
quickly pass through obstacles to reach sub- help in deception operations. Deception,
sequent battle positions. Engineers can therefore, can be considered a force multi-
expect breaching and other mobility mis- plier.
sions to keep withdrawal and supply routes
unobstructed. Mobility improvement will Commanders must use available time effec-
continue to the battle positions, in depth. tively so subordinates have enough time to
plan and prepare their operations. They
Delaying commanders attempt to avoid deci- must remember that the longer the force
sive combat because of their forces' size. delays, the more engineers will need support
They must frequently pass units through to sustain the operation.
each other forward, rearward, or laterally to
keep them fresh, throw the enemy off bal-
Withdrawal
ance, and preserve the forces' integrity. As a
rule, the delaying force needs to be at least Units conduct withdrawals to extract forces
as mobile as the enemy's. This means that from combat, adjust defensive positions, or
engineers must be able to construct signifi- relocate. Friendly forces voluntarily disen-
cant obstacles and battle positions, in depth. gage from the enemy and move rearward.
This can require a significant engineer effort The enemy usually does not pressure with-
to ensure that mobility lanes exist between drawing units. Also, other friendly units do
battle positions. not normally assist in withdrawals. Engi-
The maneuver unit maintains flexibility neers may emplace obstacles to prevent or
through in-stride breaching and river- slow direct enemy pressure. If the enemy
crossing operations. A delaying unit may be tries to impede the movement of withdraw-
required to conduct hasty river-crossing ing forces, engineers must be prepared to
operations. The commander and engineer reduce obstacles and repair routes. Breach-
should anticipate the need for breaching ing and river-crossing operations may also
equipment and have it available, when nec- be necessary to prevent force isolation and
essary. Flexible planning allows the units encirclement.
conducting a river crossing to adapt quickly Deception operations are important when
to changes during execution. Some impor- protecting friendly forces, and engineers
tant features of a flexible plan include- assist in the deception. False defensive posi-
* Multiple approach routes from battle tions deceive the enemy about the true loca-
positions to crossing sites. tion of friendly forces. METT-T determines
the method or materials used for deception
* Lateral routes between crossing sites. operations. Since engineer activity is a
* Alternate crossing sites if threat scarce resource, it is very effective in por-
actions close primary sites. traying a false picture. Dummy obstacles,

Retrograde 10-5
FM 5-100

simulated minefields, shallow ditches, and Transition In Retrograde Operations

weapons positions can deceive the enemy Detailed planning and execution are key to
and aid force survivability. Deception mea-
a successful transition. Planning can be
sures also degrade enemy C2 by creating deliberate, which could happen before a
confusion. maneuver starts. Planning can be rapid,
If a unit has difficulty breaking with the which would occur at the same time as an
enemy in a withdrawal, it can request help operation.
from a higher level. The assisted with-
drawal will be a rearward passage of lines. Transition to the Offense
Engineers from both units coordinate during
Gaining the initiative and employing offen-
the planning and execution of the passage. sive operations are vital to success. Situa-
They exchange information on obstacles and tions could arise during retrograde
routes in the sector. The assisting unit pro-
operations that could allow a transition to
vides mobility support along cleared routes the offense. Obstacle zones and belts allow
and corridors in its sector for the passing free maneuver and offensive transitions to
unit.
occur rapidly. Since the priority of engineer
Engineers must complete clearing opera- support and task organization during retro-
tions before the passage begins. The assist- grade operations is essentially the same as
ing unit also closes the lanes once passage is in the offense, the transition should be
complete. The passing unit must plan and smooth. The engineer commander must
organize for in-stride breaching and, if nec- ensure that the engineer structure provides
essary, river-crossing operations before initi- the necessary physical agility for the
ating the passage of lines. This should maneuver commander.
ensure responsive mobility operations if the
enemy blocks routes during the passage. An Transition to the Defense
unassisted withdrawal occurs when the
The maneuver commander and the engineer
withdrawing unit is not under enemy pres-
must plan for transition to the defense. The
sure. Engineers perform similar missions as
OPLAN will include a detailed plan for the
an assisted withdrawal except they only use
transition. Engineers must be ready to
internal assets.
develop fighting positions to protect the
force and emplace obstacles to fix the
Retirement attacking forces' areas and deny them the
A retirement is units not in contact with the ability to quickly overrun positions. Since it
enemy moving to the rear area. Engineers is unclear where and when that may occur,
plan a retirement as they would a with- planning for the transition to the defense
drawal. The commander must have the will be less detailed. When changing from
retrograde to defense, priority of engineer
assets available for possible breaching and
support shifts from mobility to survivability
river-crossing operations. Speed is impor-
and countermobility.
tant; therefore, engineers should focus on
mobility for the retiring unit and expect Success depends on the force's ability to
operations such as route clearance and route make this shift rapidly. The initial task
repair. They can also expect countermobility organization for the retrograde should not
and survivability missions in support of the change significantly. The engineer com-
rear guard force. mander must provide additional support for

10-6 Retrograde
FM 5-100

survivability and countermobility when pre- quickly to assist. The defense requires
paring and while transitioning to the extensive engineer Class IV and V materi-
defense. Engineers with the maneuver force als, which must be ready to move forward in
immediately begin defensive preparations, the logistics system. The defense also must
supported by follow-on engineers. Engineer retain the flexibility to resume retrograde
digging equipment is brought forward operations for the offense, if necessary.

DENIAL OPERATIONS
Denial operations have always been a part " Prevent the use of local materials, sup-
of war and, on occasion, have attained sig- plies, and equipment to reinforce
nificant importance. Today, we conduct offensive capabilities.
combat operations according to the laws of " Require the enemy to divert signifi-
war. We take all reasonable precautions to
avoid incidental injury to civilians and min- cant engineer effort for repair.
imize unnecessary damage to their objects. " Restrict mobility.
The laws of war require that denial opera-
tions, particularly against civilian facilities Denial targets should accomplish at least
and resources, be carefully considered and one of these criteria, in a substantial man-
that execution authority be maintained at ner, with the least possible amount of dam-
the highest levels. age to civil property.
Destroying or removing objects that have a
tactical or strategic use (denial targets) LIMITATIONS
could reduce the enemy's benefit from cap-
Denial operations are somewhat restrictive.
turing an area. Engineers play a major role
in executing denial operations because of Only those civilian targets with a clearly
identified military value can be destroyed or
their heavy equipment and demolition capa-
bilities. Even though engineers execute cer- removed. Looting or excessive destruction
tain denial measures, they must not be is prohibited. Policy states that objects
confused with obstacles. Obstacles are such as churches, medical supplies, and
employed to attack the enemy's mobility. A hospitals are protected against destruction
denial target may be an obstacle and can be unless the enemy uses them for military
included in an obstacle plan, but its pri- purposes.
mary purpose is to deny an immediate ben-
efit to the enemy. PLANNING
Detailed planning must occur at all levels to
TARGET SELECTION
implement established denial policy. Coor-
An effective denial operation focuses on dination between the theater command and
objects with high military value. Whenever the HN governments is important in the
possible, they are selected to aggravate policy development process. Operations
enemy weaknesses and limitations. Com- plans and orders assign denial targets and
manders should ensure that denial tar- mission responsibilities at corps and subor-
gets- dinate levels based on this poli y. Each
Disrupt the enemy's logistics-support corps and division then prepare formal
capabilities. denial plans.

Retrograde 10-7
FM 5-100

Military supplies and equipment are evacu- must be used to save as many supplies and
ated when possible. If they cannot be evacu- as much equipment as possible. Coordina-
ated, they are destroyed so the enemy tion is essential to ensure that denial opera-
cannot use them. All available means of tions do not isolate or remove vital support
transportation, to include civilian vehicles, from friendly elements.

10-8 Retrograde
FM 5-100

CHAPTER 11

Logistics

FORCE SUSTAINMENT
Logistics is the science of planning and exe- equipment is of low density, requiring
cuting the movement and maintenance of intensive management to ensure that it is
forces. A force-projection Army depends on available for mission use. Engineer-mis-
the right logistics decisions before the onset sion materials are normally bulky, heavy,
of operations. There is normally little time and hard to transport. They must be requi-
for last-minute logistics fixes when the deci- sitioned, transported, stockpiled, and
sion to employ forces is made. issued in a streamlined manner. Engi-
Engineer-force sustainment is critical to neers play a key role in supporting theater
maintaining and multiplying combat power. logistics operations by constructing and
Logistics operations must accurately antici- upgrading logistics bases, troop bed-down
pate engineer CSS needs. Many engineer facilities, airfields, ports, and MSRs. This
S needs are unique, one-of-a-kind require- chapter focuses on sustaining engineer
ments that demand the logistician to units and engineer support to logistics
improvise and the logistics system, often operations. For more information in this
times, to become strained. Special engineer area, see FMs 100-7, 100-10, and 100-16.

THE UNDERPINNINGS OF LOGISTICS

The objective of logistics is to ensure that * Constructing bed-down facilities for
operations succeed and facilitate the com- force reception, onward movement,
mander's ability to generate and mass com- and sustainment.
bat power at the decisive time and place. • Opening ports and airfields to develop
Logistics is a major BOS at each level of theater infrastructures.
military operations. Strategic logistics sup-
* Assisting in distributing and manag-
ports wars, campaigns, and major opera-
ing materiel, movements, personnel,
tions. Operational-logistics support
and health services by constructing
encompasses those activities required to
MSRs and other logistics-support
sustain campaigns and major operations
facilities.
and to enable success at the tactical level of
operations. Engineers closely support Tactical logistics encompasses all the CSS
operational-logistics operations in areas and engineer activities required to sustain
such as- the tactical commander's ability to fight

Logistics 11-1
FM 5-100

battles and engagements. Successful tacti- (ASPs) and corps logistics C2 nodes.
cal logistics provides the right support at
" Erecting fixed bridging along forward
the right time and place to units. Engineers
supply routes.
receive tactical logistics support from CSS
agencies located at the maneuver brigade Regardless of the level of military operation,
through the TAACOM level in the areas of the engineer CSS structure and resource
manning, arming, fueling, fixing, moving requirements depend on the METT-T. The
and sustaining. Engineers support tactical engineer logistics-support structure fully
logistics operations in areas such as- supports the commander's intent and is
integrated into the commander's concept of
* Constructing forward-area rearm/
operation. Trade-offs between combat- and
refuel points (FARPs). construction-engineering capabilities directly
• Digging in ammunition supply points affect this CSS capability.

LOGISTICS CHARACTERISTICS
Successful logistics support is balanced planning support for engineer operations.
between being effective and efficient. Logis- They-
tics operations are characterized by being " Use all available resources to the full-
able to anticipate requirements, integrate est, especially HN assets.
joint and multinational CSS, improvise solu-
tions, and be responsive and continuous. " Prioritize critical engineer activities
These characteristics facilitate effective, effi- based on the concept of operations.
cient CSS and enable operational success.
They apply in both war and contingency " Anticipate engineer requirements based
operations. These imperatives act as a guide on experience and historical knowledge.
for planners and operators to synchronize " Concentrate first on critical mis-
logistics on the battlefield. The engineer unit sion stoppers and then move to the
commander and his staff understand and next item.
use these while planning engineer opera-
tions. The following paragraphs describe " Participate in and evaluate the engi-
these characteristics along with the engineer neer significance of each phase of the
considerations for each: operation during the entire command
estimate process, to include mission
ANTICIPATION analysis and COA development, anal-
The planner who anticipates is proactive, not ysis and war gaming, recommenda-
reactive, before, during, and after opera- tion, and execution.
tions. The ability of the force to seize and
maintain the initiative, synchronize activi- Predeployment and Deployment Phases
ties along the entire depth of the battlefield,
As soon as the commander begins opera-
and exploit success depends on the com-
tional planning and development of
manders', logisticians', and engineers' abili-
COAs, the engineer planners should
ties to anticipate requirements.
assess the potential support infrastructure
Engineers consider joint, multinational, con- and develop a civil-engineering support plan.
tract civilian, and interagency assets when The engineer should then apprise the

11-2 Logistics
FM 5-100

logistics and operations planners of the capa- SEntry and Operations Phases
bilities of infrastructures and options for The nature of engineer entry and operations
engineer support. Since all military opera-
phases places an extraordinary burden on
tions depend on a robust theater infrastruc-
the logistics structure. Rates of fuel con-
ture system, base development should be
sumption, repair parts, construction and
placed high on the force-projection theater
obstacle materials, mines, and explosives
commander's priority list. A foreign coun-
try's infrastructure cannot be developed dictate the commitment of a large amount of
overnight to support force-projection maintenance and transportation assets in
operations. Normally the country's infra- support of engineers. Engineer operations,
structure is built only to sustain indigenous by their nature, are dangerous. Engineer
population and industry, with minimal planners, therefore, anticipate and provide
additional capacity being available to sup- for replacing engineer losses.
port US and coalition forces.
War Termination, Postconflict Operations,
The theater needs to have the capacity to and Redeployment Phases
flow large numbers of units through its air
and seaports. The theater also needs facili- After completing operations, engineers may
ties to manage such functions as C2 , storing be asked to restore the area and construct
and transferring ammunition, maintaining redeployment facilities. This phase of force-
equipment, storing and moving bulk petro- projection operations is critical to ensuring
leum, generating and distributing power, victory. Depending on the political and
and staging and billeting rear-area troops, social factors of an operation, devastation
which are necessary for a synchronized flow may require our forces to do some restora-
of support to occur. tion. This will require attention to detail in
logistics anticipation planning and, most
Moving follow-on forces and supplies is criti-
likely, in rotating follow-on engineer units
cal to success. Engineer planners work
working in concert with HN and civilian
closely with the logistics staff to develop a
construction contractors.
suitable transportation infrastructure (roads,
bridges, and airfields). Anticipating engi-
neer requirements is crucial to ensure that INTEGRATION
adequate time is available to complete a
robust infrastructure. Much of this work Operational and tactical plans integrate all
can be done by HN or civilian contractor logistics support so that it creates a syner-
personnel. These facilities can also be gism with the concept of operation. Engi-
improved with the foresight of using engi- neer planners participate in and evaluate
neer assets before the operation and during the logistics significance of each phase of
contingency operations. the operation during the entire command
estimate process. They create a clear and
Base development does not end once the concise concept of support that integrates
operation begins. Base-development needs the commander's intent and concept of oper-
will increase depending on the size of the ation. This includes analyzing the mission;
force involved in the operation. Each time developing, analyzing, war gaming, and rec-
the force expands or contracts, planners ommending a COA; and executing the plan.
review facilities and LOC requirements to
ensure that they are adequate to accomplish Engineers will most likely support joint
the mission. and multinational operations. The theater

Logistics 11-3
FM 5-100

commander integrates operations in his area all CSS assets to ensure that the support
of responsibility, which often includes engi- operation is transparent to the engineer
neers from other services or countries and commander. Continuity of operations is
possibly civilian-engineering contractors. critical to success.
Engineers are either committed to the cur-
RESPONSIVENESS rent operation or preparing for the next one.
The tempo of the battlefield requires a coh-
Versatile CSS systems-
stant vigilance by the logistician and engi-
* Enhance the engineer unit's respon- neer commander to ensure a constant flow
siveness. of support. Supplies are pushed (unit distri-
bution method) forward whenever logisti-
* Adapt engineer change requirements
cally feasible. This is especially crucial to
without interrupting the flow of sup-
engineer units because they do not usually
port.
have lulls in their operations that would
In this respect, responsiveness is closely tied allow them to use the supply-point method
with improvisation. Theater logistics plan- of supply.
ners structure the logistics force to be versa-
tile enough to compliment engineer plans IMPROVISATION
and operations yet be robust enough to
Extraordinary methods may be necessary to
ensure that engineer services are not inter-
ensure success on the battlefield. Logistics
rupted. The structure is responsive enough
planners attempt to push support to engi-
to allow the engineer commander to seize
neer units forward to ensure smooth combat
and maintain the initiative.
operations. Sometimes this is not feasible
Engineers plan to meet the changing or supportable. In such cases, engineers
requirements of the operation on short improvise by making, inventing, devising,
notice. The engineer sustainment system or fabricating what is needed out of what is
should be versatile enough to keep pace with on hand. Two such examples are-
rapid-decision cycles and mission execution
and also react rapidly to crises or opportuni- * Creating a demolition cratering charge
ties. Engineer planners are sensitive to using common fertilizer and diesel
engineer task-organization changes. Engi- fuel.
neer units can normally respond to a change * Using diesel fuel as a substitute for
in task organization much quicker than the- unavailable dust palliatives, as during
ater CSS packages can. Because of this, Operation Desert Storm.
contingency engineer sustainment plans are
normally developed. Specific damage assessment-and-repair
procedures have been developed based on
the need to improvise during the operation.
CONTINUITY Improvisation is not a substitute for good
The engineer commander needs continuous planning; requirements must be antici-
logistics capability to gain and maintain the pated. Improvisation can be a great
initiative. Pauses for rebuilding power strength; engineer personnel must recog-
impede momentum and rob the command of nize it as an advantage in meeting emer-
the initiative. Engineer planners synchronize gencies.

11-4 Logistics
FM 5-100

ENGINEER LOGISTICS PLANNING CONSIDERATIONS

Planning for engineer logistics support Government civilians and contractors can
involves several critical decisions of inter- provide many specialized logistics functions
facing combat, CS, and CSS in the theater. for engineers, possibly requiring their inte-
A theater engineer-support concept is devel- gration into operations and requiring
oped that complements operations and detailed advanced planning. Some engineer
enhances the ability of units to accomplish construction units, such as combat heavy
their missions. The concept includes sup- engineer battalions and port-construction
port to engineers along with how they sup- companies, may be task-organized and
port the theater logistics system. Several phased into the theater as logistics forces
engineer and logistics planning consider- deploy and arrive.
ations are critical to this concept develop-
ment. ENGINEER LOGISTICS PRIORITIES
ENGINEER PREPARATION OF THE Limited resources will always be a planning
THEATER consideration for the theater commander
Engineer preparation of the theater is those when establishing priorities for engineer
actions taken before a crisis that enhance units. Establishing logistics priorities con-
future logistics support during future force- siders a variety of factors such as the-
projection operations. Engineers can- * Commander's intent.
* Assist in this process by identifying * Commander's concept of the operation.
and preparing bases of operation and
forward logistics bases. * HN assets.
* Select and improve LOC. * Joint-service capabilities.
* Identify theater construction equip- * Multinational capabilities.
ment and materials.
* Civilian-contracting capabilities.
* Improve the infrastructure of the the-
ater through various operations, such * Systems interoperability.
as nation assistance and disaster- * Availability of sea- and airlift into the
relief activities. theater.

LOGISTICS FORCE COMPOSITION * Suitability of air, ground, and sea

LOC.
Deployment speed and the expected threat
level will dictate how the logistics force is Logistics priorities can shift between engi-
structured in theater to support engineers. neer units or be focused on a particular
The majority of initial logistics forces in area. Shifting priorities between engineer
an objective area may be the active compo- units or work areas requires the logistics
nent working with joint, HN, and coalition planner to scrutinize and coordinate closely
logistics-support agencies, especially in the to ensure that there are no lapses in sup-
early stages of force-projection operations. port. Shifting priorities from one location to
As the operation becomes longer, reserve- another is an extremely complicated pro-
component logistics forces will be phased in. cess with the high potential for failure.

Logistics 11-5
FM 5-100

Some examples of potential reasons for shift- MULTINATIONAL LOGISTICS SUPPORT

ing priorities are- FOR ENGINEERS
" Reconstituting the engineer force. Logistics support for engineers in a multi-
national operation is much the same as in a
" Exploiting weaknesses. joint environment, but much more compli-
" Preparing for future operations. cated. Logistics support is normally a
national responsibility, but arrangements
" Continuing with the success of a cur- may be made for US logistics agencies to
rent operation. supply coalition engineer partners with
Engineers may receive a priority for certain such things as-
CSS, such as Class IV construction materi- " Food and water.
als or Class V mines and demolitions. A pri-
" Some ammunition.
ority for engineer bridge companies may be
to support logistics line-haul operations " POL.
after downloading bridges. Priorities for " Medical supplies.
engineer work may be to construct logistics
bases and MSRs. " Construction and obstacle materials.
" Mines.
JOINT LOGISTICS SUPPORT FOR " Some vehicles and maps.
ENGINEERS
Although some logistics functions may be
The nature of joint logistics support for engi- suitable for national operations, many are
neers at the strategic level ensures its inte- not. Movement control; operation and use
gration with national systems. Integrating of ports, airfields, or LOC; and logistics com-
joint logistics at the operational level munication systems are examples of supply
requires detailed planning and synchroniza- functions better suited for multinational
tion between all service engineer organiza- OPCON. Weapons, engineer equipment,
tions. The logistics force structure for a joint and C2 systems compatibility is the largest
operation usually requires multiple task- obstacle to overcome in synchronizing logis-
organization changes as the theater tics in a multinational operation. How to
matures. integrate and synchronize multinational
assets depends on many factors. Technolog-
The CINC or JTF staff will ensure that logis- ical capabilities, tactical training, national
tics for engineers are integrated by delegat- economic well-being, HN contracting capa-
ing responsibility for various supply bility, political issues, or even cultural dif-
classes. For example, the Air Force may be ferences are all considerations in
responsible for all aviation fuel and Class determining an appropriate logistics system
XIII (medical) supplies and the Army for to support engineers.
Class I (food and water) and Class III (bulk If members of an alliance use similar engi-
and diesel) supplies, while each service neer equipment or systems, plans should
would handle its own Class V (ammunition) include consolidating maintenance, resupply,
supplies. Army engineers could receive Class and other support operations. Although
IV materials from joint-service supply many of our possible coalition partners have
points, such as the ones the NCBs estab- bought like engineer equipment systems,
lished. such as the bulldozer or grader, none of

11-6 Logistics
FM 5-100

S their systems are completely compatible with " HN civilians or third-country nation-
ours. Incompatibility with coalition commu- als. These civilians can perform a wide
nication systems can be an even larger prob- array of services for the commander.
lem for synchronizing adequate Some of the civilian engineer skills
multinational logistics support. LOs are that may be required include linguists,
essential to ensure successful multinational laborers, stevedores, truck drivers, rail
logistics operations to support engineers. operators, utility specialists, and tech-
nicians.
HN SUPPORT FOR ENGINEERS " HN engineer units. HN engineer units
can provide support in areas such as
Using HN assets allows greater flexibility to bridging and construction.
assign US logistics units other missions that
" HN facilities. The use of existing HN
are more critical to success on the battle-
facilities can relieve the engineer of the
field. It also reduces the initial requirements
need for a great deal of construction.
for strategic sea- and airlift, which allows Contractual agreement can provide
critical transportation assets to be dedicated support in billets, maintenance shops,
to deploying more required forces. However, medical and dental clinics or hospitals,
HNS should not be relied on for a sole source logistics activities, and recreational
of logistics support to engineers. areas.
Preestablished HNS agreements, such as " Engineer supplies and equipment. The
status of forces agreements (SOFAs), can availability of critical supplies depends
significantly improve logistics-support sys- highly on the TOs. Such things as con-
tems to engineers. These agreements must struction materials (lumber, bricks,
be made before hostilities break out and can- concrete, asphalt), construction equip-
not be relied on for critical engineer require- ment and tools, and obstacle materials
ments. Regardless of the presence of a will drastically reduce engineer lift
requirements into the TOs.
preestablished agreement, the theater com-
mander must ensure that the force has con- METT-T analysis determines the final deci-
tracting capability deployed early enough to sion to use HN assets and appropriate HNS
acquire the necessary HN assets. Some of C2 to support engineers. The following fac-
the typical logistics support that HN assets tors should be considered in determining the
can provide to engineers are- suitability of using HN resources to accom-
plish engineer missions and functions in the
" Government agency support. The HN AOR:
may operate systems such as utilities
* The effect on US security of failure to
and telephone networks in support of
comply with a HN asset.
engineers. It can also provide police,
fire, and local security forces in support * The reliability of the HNS provided.
of engineer operations. * The capability, dependability, and will-
" Contractor support. HN, third-country ingness of the HN to provide and sus-
nationals, or US contractors can provide tain identified resource needs.
engineers supplies and services such as * The political, social, and economic
labor and construction. LOGCAP con- considerations associated with using
tracts can also provide these services. HN assets.

Logistics 11-7
FM 5-100

SThe risk associated with HNS not engineers as wartime operations. Combat-
being available in wartime in the type ant commanders tailor logistics support to
and quantity agreed on. engineers based on theater needs. In some
cases, logistics-support units and engi-
CAPTURED ENGINEER RESOURCES neers may be the only forces involved in the
Captured engineer resources may become theater. The logistics operation may be the
available during operations. The engineer's main effort in certain situations, such as in
use of captured obstacle and construction humanitarian-assistance operations.
materials, mines and demolitions, and engi- Logistics efforts are integrated with HN or
neer equipment can significantly reduce local resources and activities. The wide vari-
logistics requirements in the AOR. Food, ety of potential support requirements
water, and medical supplies can be used to demands a flexible logistics structure tailored
support EPW camps or holding facilities. to theater missions. Engineers invariably
Captured facilities can be used in a variety get involved with a wide variety of missions
of ways to support logistics operations. that may need flexible logistics support.
Critical engineer logistics considerations
during contingency operations include
CONTINGENCY OPERATIONS SUPPORT availability of construction equipment, DS
Contingency operations may require the maintenance capability, repair-parts sup-
same or greater level of logistics support to ply, and Class IV construction materials.

LOGISTICS SUPPORT FOR ENGINEER UNITS

Logistics elements at each echelon are orga- transportation, finance, and medical com-
nized to provide engineers with supply, mands. The ENCOM monitors logistics sup-
maintenance, transportation, and field ser- port to operational-level engineer forces.
vices. How the theater's logistics system
supports a particular engineer unit depends
JTF, JOINT FORCE LOGISTICS SUPPORT
on-
COMMAND (JFLSC), AND ARFOR
" That unit's organization. Engineer units assigned to a JTF, JFLSC,
" Its location in the TO. or ARFOR normally will be supported by
an austere logistics-support structure. A
" The command or support relationship JFLSC may be established to support all
under which it is operating. forces in theater until an ASCC TAACOM
" The maturity of the theater. structure is required. The senior JTF,
JFLSC, or ARFOR engineer HQ monitors
The following paragraphs describe the logis- logistics support to deployed engineer
tics support to engineer units at each eche- forces.
lon:
CORPS
ARMY SERVICE COMPONENT The COSCOM supports corps engineer units.
COMMANDER The COSCOM provides corps-level logistics
Operational-level engineer units are sup- support and health-services support to
ported by the ASCC's TAACOM subordinate corps engineer units and operational-level
ASGs. Other modular commands that may engineer units attached to the corps. The
support engineers include personnel, division support command (DISCOM)

11-8 Logistics
FM 5-100

supports corps units attached to the divi- equipment maintenance and Class IV and
sions. All other corps units operating in engineer Class V requirements. In light
division areas receive logistics support from divisions, the main support battalion (MSB)
COSCOM units operating in nearby areas. supports engineer requirements. Nondivi-
The division's medical-support structure sional engineer units working in the divi-
provides health-services support for corps sion area generally receive support for
units operating in division areas on an area common classes of supply and common
basis. Operational-level engineer units maintenance from the DISCOM. The divi-
working in the corps's area generally receive sion engineer coordinates required logistics
support for common classes of supply and support for all engineer units working in the
common maintenance from the COSCOM. division area.
The corps engineer coordinates required
logistics support for all engineer units work- BRIGADE
ing in the corps's area. The DISCOM forward support elements
located in the BSA support the division
DIVISION engineers operating in the brigade's area.
The DISCOM supports division engineer Nondivisional engineer units working in the
units. The DISCOM usually needs augmen- brigade's area generally receive support for
tation from the COSCOM to support corps common classes of supply and common main-
engineer units attached to the division. In tenance. The brigade engineer coordinates
the heavy division, the forward support bat- required logistics support for all engineer
talion (FSB) normally supports engineer units working in the brigade's area.

COMMAND AND SUPPORT RELATIONSHIPS

Command and support relationships deter- Attaching engineer units to maneuver
mine how engineer units will be sustained. units or other units is rarely done because
This must be clearly stated during the plan- it requires the supported unit to provide
ning phase of an operation and understood logistics support except for personnel and
by all. Normally, maneuver units do not administration activities. Command and
have the capability to logistically sustain support relationships can alter this to fit
nonorganic engineer units. These logistics various situations. For example, the
considerations cause most engineers to be COSCOM could support operational-level
placed in an OPCON or DS role to maneu- engineers on a task in the corps's area.
ver forces. An engineer unit in OPCON, DS, Corps engineers operating in a division's
or GS of another unit depends on its parent area could possibly receive support of
organization for sustainment. Parent engi- common classes of supply and limited
neer organizations track subordinate unit vehicle maintenance support from the
mission and status to allocate and provide DISCOM.
sustainment resources properly.

ENGINEER LOGISTICS CONCEPT

Engineer sustainment planners and execu- SKeep pace with the operational deci-
tors focus on several essential tasks to sion cycle through early, complete,
accomplish the logistics support mission. and continuous integration into the C2
They- and logistics structure.

Logistics 11-9
FM 5-100

" Plan and adjust engineer sustainment Engineers organic to maneuver units estab-
in concert with the rapid planning pro- lish accounts with and receive logistics sup-
cesses. port from the DISCOM, the separate brigade
FSB, or the cavalry regimental support
" Track subordinate and supporting
squadron (RSS). Corps and operational-level
engineer unit's sustainment postures
engineer units supporting divisions, sepa-
so the sustainment planner can
rate brigades, and cavalry regiments
account for available resources, shift
receive support from corps and theater
them as necessary, and integrate them
logistics packages. Special supply and
into planning future operations.
health-service support packages from the
" Influence, with detailed coordination corps and ASGs are tailored and sent to the
from the logistics support units, cur- DISCOM, BSA, and regimental support
rent and future operations by ensuring area (RSA). This action is done through
that continuous and responsive logis- direct coordination with the corps's or ASG's
tics support is maintained LO who is collocated with the DISCOM,
FSB, or RSS CP.
ENGINEER LOGISTICS LAYDOWN Personnel service support remains with
Logistics support for engineer units depends corps or theater personnel units that locate
on their location on the battlefield and their in the division support area (DSA), BSA, or
command or support relationship to the sup- RSA. Corps and operational-level engineer
ported unit. In terms of logistics planning units operating in division rear areas
and integration, engineer units fall into the receive supply and health-services support
following types: from DS corps support battalions. Person-
nel service support is obtained through
" ENCOM, engineer brigade, and engi- direct coordination with corps and theater
neer group--headquarters and head- personnel units in the DSA.
quarters company (HHC) and separate
engineer companies. GS engineer units operating in rear areas
receive logistics support through a desig-
" Engineer units operating in division, nated support group on an area basis. They
separate brigade, and cavalry regiment locate and establish accounts with desig-
areas. nated logistics-support agencies and units.
" Engineer units supporting rear opera- Regardless of the command or support rela-
tions. tionship and location on the battlefield, all
engineer units provide routine logistics sta-
Engineer HHCs and separate companies tus reports through the appropriate HQ.
have limited organic capabilities to sustain They do this to ensure that the logistics
themselves. Therefore, they rely on tailored support of engineer units is fully integrated
logistics assets for sustainment through- into operational planning and coordination
out the battlefield. The engineer-unit sus- of sustainment support.
tainment planners locate and establish
accounts with designated logistics-support
agencies and units. Engineer separate com- FLOW OF SUPPORT
panies that are attached to engineer battal- Logistics support for engineer units is
ions receive logistics support from those divided into two basic categories, unit sus-
battalions. tainment and mission sustainment. The

11-10 Logistics
FM 5-100

S flow of supplies and services in these catego- (GSSUs) by corps or theater transportation
ries differs, requiring engineer logistics units as close to the combat or general-
planners and executors to understand the engineering mission location as possible.
differences. The requisition and delivery This minimizes multiple materiel-handling
processes vary, based on the class of supply requirements, reduces transportation re-
or type of service. quirements, and facilitates faster mission
accomplishment.
Unit Sustainment
If mission-related supplies cannot be deliv-
Unit sustainment encompasses all of a ered directly to the combat or general-
unit's logistics-support requirements needed engineering location or engineer unit by
to remain a viable fighting force. Engineer corps or theater transportation assets, a plan
unit sustainment is generally accomplished using engineer or other assets is required.
through the logistics-support battalions, Most engineer units are equipped to augment
personnel and medical units. this operation with limited organic transpor-
tation capabilities, but they are not respon-
Mission Sustainment sible for planning, controlling, and
Mission sustainment consists of the supplies executing the delivery of mission-required
and services needed to accomplish specific supplies. Engineers can influence both
engineer missions. It requires supplies such unit and mission sustainment require-
as Class V demolitions and mines for com- ments through early integration into the
bat operations and Class IV construction sustainment planning process at various
materials for general-engineering missions. HQ CPs. Sound sustainment estimates,
These supplies are requested through the accurate tracking of engineer unit sustain-
direct-support supply unit (DSSU), which in ment posture, and continuous coordination
turn passes it to the MMC. These mission with the logistics planners ensure that engi-
supplies are normally moved from corps and neer unit requirements are properly fore-
theater general-support supply units casted, prioritized, and delivered.

ENGINEER SUPPORTTO LOGISTICS OPERATIONS

The operational commander may task engi- paragraphs describe some of the common
neers to perform critical missions in sup- missions that engineers perform in support
port of logistics operations. The following of logistics operations:

Logistics 11-11
FM 5-100

LOC CONSTRUCTION paring sites for storage tanks and bladders

LOC are often equated to MSRs, but they and constructing storage tanks and water-
are much more. According to FM 100-5, LOC distribution lines, possibly by contract.
are all the routes (land, water, and air) that
connect an operating military force with a MEDICAL-FACILITY CONSTRUCTION
base of operations and along which supplies Constructing medical facilities may place
and military forces move. Lines of support one of the largest demands on engineers.
are intratheater extensions of LOC. If the Using existing HN facilities is preferred,
theater's infrastructure is underdeveloped, but constructing adequate medical facilities
engineer forces will need to arrive early in may be needed to support the force.
the force flow to establish the minimum
required infrastructure to support the force. Site-preparation requirements vary with
Establishing priorities of engineer effort will the type of hospital and the nature of the
be crucial in the initial stages of force flow. terrain. Site selection may be restricted
Potential LOC engineering missions are- based on METT-T or political and social
considerations. Whenever possible, the site
" Port construction or upgrade. selected should minimize the engineering
" Airfield construction, upgrade, or construction effort. Theater real estate ac-
repair. quisition teams may be needed to lease the
large amount of land required to support a
" MSR/alternate supply route construc- health-services site. Follow-on medical-
tion, upgrade, or repair, facility construction requirements
" Bridge construction, upgrade, or include--
repair. * Power generation and distribution.

LOGISTICS-FACILITY CONSTRUCTION " Waste disposal (hazardous and ordi-

nary).
Logistics operations require using facilities
such as ASPs, POL bladder farms, supply " Field sanitation.
points, and maintenance bays. Engineers " Water supply and distribution.
may have to acquire these facilities or pro-
vide limited construction and prime-power • Heating and cooling.
electrical support to logistics facilities. • Refrigeration.
• Patient and staff living facilities.
WATER-SUPPLY SUPPORT
Engineers may have to support in water
detection and in developing water sources RECONSTITUTION SUPPORT
and water storage-and-distribution systems Reconstitution is an action that com-
in the theater. Topographic-engineering sup- manders plan and implement to restore
port and water-detection teams from USACE units to a desired level of combat effective-
assist in finding water sources. Well-drilling ness commensurate with mission require-
teams or contracted well-drilling support ments and available resources. An
with organic logistics support develop water operational pause may be necessary to
sources. Engineer tasks associated with implement reconstitution procedures.
water storage and distribution include pre- Often, engineers cannot take full advantage

11-12 Logistics
FM 5-100

of reconstitution because many engineer * Level II threats defeat are beyond base
missions continue to support the reconstitu- or base-cluster self-defense capabili-
tion effort, including MSR maintenance and ties. However, they can be defeated by
airfield upgrades. Therefore, the engineer response forces, normally with sup-
commanders emphasize the need for contin- porting fires.
uous internal reconstitution activities
throughout the battle. *
Level III threats necessitate the com-
mand decision to commit a combined-
arms tactical combat force to defeat
LOGISTICS FORCE-PROTECTION them.
SUPPORT
Engineer construction forces build and for-
Logistics forces are primarily located in tify logistics bases, battle-command facili-
rear areas and are vulnerable to rear-area
ties, and decontamination sites. They also
threats. Rear-area operations are to secure
perform other engineer tasks needed
the force, neutralize or defeat threat opera-
against rear-area threats, such as camou-
tions in the rear area, and ensure freedom
flage and countermobility operations. Com-
of action in close and deep operations.
bat engineers can be used to defeat Level II
Three levels of response to threat activities
threats if the maneuver commander deems
are used in planning rear operations.
it necessary to divert engineer assets to this
Rather than focusing on the size or type of
mission. Generally, engineers are not suit-
threat, the following levels focus on the
able for defeating Level III threats unless
nature of friendly actions needed to defeat
they are augmented with additional forces,
the threat:
antiarmor weapon systems, and forward
* Level I threats can be defeated by base observer support that is adequate to defeat
or base-cluster self-defense measures. the expected threat forces.

KEY ENGINEER LOGISTICS LEADERS

Crucial to task accomplishment are the EXECUTIVE OFFICER
responsibilities of the engineer unit's key Besides his second-in-command duties, the
logistics leaders and their functions within XO, from the engineer brigade through the
the engineer CP systems. All engineer com- engineer company-
manders and staffs must be familiar with
and support these roles and functions to * Integrates and synchronizes all logis-
ensure appropriate engineer unit and mis- tics support in his unit.
sion sustainment. * Directs the execution of engineer staff
logistics-support tasks.
STAFF ENGINEER * Coordinates the effort of staff mem-
bers.
The staff engineer, at all levels, is responsi-
ble for integrating engineer-specific infor- * Supervises the efficient and prompt
mation in orders and plans, including response of staff logistics-support
logistics support. He ensures that essential functions.
engineer logistics-support requirements are * Relies on the logistics staff sections to
identified, coordinated, and published. plan, integrate, request, and monitor

Logistics 11-13
FM 5-100

engineer logistics functions that sup- HHC COMMANDER

port both unit and mission sustain-
ENCOM, engineer brigade, group, and bat-
ment.
talion HHC commanders-

ADJUTANT (US ARMY) (S1) " Command the HHC's CP and are
assisted by the HHC's first sergeant
The S1- (1SG).
" Integrates personnel- and medical- " Are responsible for coordinating sus-
service support and general adminis- tainment of the ENCOM, engineer bri-
trative functions with the appropriate gade, or group CP and command
personnel- and medical-support unit. groups.
" Should be cross-trained with the Sup- SEnsure logistics coordination and inte-
ply Officer (US Army) (S4) in all areas gration with designated logistics-
of engineer sustainment. support units.
" Coordinates engineer personnel and " May also be responsible for base-defense
medical support. operations.

SUPPLY OFFICER (US ARMY) COMPANY 1SG

The S4- Engineer company 1SGs are the principal

logistics executors at the company level.
" Integrates the engineer's supply, main- The company 1SG-
tenance, transportation, and field-
services support with the appropriate " Focuses on executing CSS functions in
logistics-support units. support of the current operations and
coordinates future CSS operations.
" Should be fully cross-trained with the
S1. " Establishes, moves, and leads the com-
pany trains (maintenance contact
" Plans, coordinates, and monitors engi- team, combat medics, fueler, and other
neer operations with the logistics staff. CSS vehicles, as required).
" Provides detailed sustainment input to " Links up with, in a combined-arms
the engineer CP for orders develop- environment, the maneuver TF com-
ment for each mission. mand sergeant major to coordinate
" Monitors and tracks the sustainment mess, maintenance, medical, and
status of engineer units. casualty-evacuation procedures.
" Is assisted by a chief supply sergeant, a " Receives a battalion or TF LOGPAC at
supply technician warrant officer, and the logistics release point and escorts
a supply specialist for supply-related it to the company or various platoon
functions. locations to provide mess, mainte-
nance, fuel, and personnel administra-
" Is also assisted by a maintenance tech- tive services to company soldiers.
nician warrant officer and a senior
maintenance supervisor for trouble- " Maintains close coordination with pla-
shooting maintenance operations and toon sergeants, maintenance and sup-
support. ply section sergeants, support-platoon

11-14 Logistics
FM 5-100

leaders, chaplains, and engineer bat- SMonitors the status of engineer com-
talion and maneuver TF Si s and pany soldiers, including their health,
S4s. welfare, and morale.

ENGINEER LOGISTICS C2
Each engineer CP has specific responsibili- CP logistics cells.
ties in identifying unit and mission logistics Ensures that the immediate engineer
requirements, estimating resources, inte- sustainment requests received from
grating into the operational planning cycle, the tactical CP or assault CP are for-
and monitoring the execution of engineer warded to the rear CP.
missions supporting logistics operations.

TACTICAL OR ASSAULT CP
REAR CP ENGINEER SECTION
ENGINEER SECTION
The rear CP engineer section-
The tactical or assault CP engineer section
SIs the engineer's primary integrator has limited capability to impact engineer
into rear CPs for executing logistics logistics support from this location. Its pri-
support for subordinate engineer mary logistics duties are receiving and for-
units. warding reports and influencing the
" Coordinates sustainment for current redirection of sustainment priorities for for-
engineer operations and plans and ward operating engineer units.
prepares for implementing future
operations. ENGINEER BRIGADE AND GROUP
" Maintains updated logistics status of CSS CELLS
engineer units. The engineer brigade and group CSS cells-
" Provides the main CP engineer section " Support the brigade and group S1/S4
with detailed logistics estimates to officers in developing the engineer sus-
help formulate plans and orders. tainment plans and writing paragraph
* Ensures that engineer sustainment 4 for brigade and group OPORDs and
plans are synchronized with the logis- OPLANs.
tics staff. " Monitor current engineer logistics sta-
tus through periodic personnel and
MAIN CP ENGINEER SECTION logistics status reports from subordi-
nate units.
The main CP engineer section-
" Recommend logistics priorities to the
" Develops engineer sustainment plans.
brigade or group commander.
" Writes the engineer logistics portions
" Identify critical personnel and supply
of the basic OPLAN or OPORD and
shortages, along with maintenance or
paragraph 4 of the engineer annex.
transportation problems, that affect
* Integrates engineer sustainment engineer unit and mission sustain-
through coordination with the main ment.

Logistics 11-15
FM 5-100

* Redirect logistics support. ENGINEER COMPANY TRAINS ELEMENT

The engineer brigade CSS cell maintains Engineer companies may form a company
constant communication with subordinate trains element to control engineer logistics
engineer units logistics sections, the rear support or to establish an engineer equip-
CP engineer section, the SUPCOM CP, ment park or construction supply point.
and the G4. The engineer group CSS cell The company trains element-
maintains constant communication with the * Is normally collocated with the com-
brigade CSS cell, the subordinate engineer pany's CP.
units, and the supporting maneuver unit * May be formed, depending on METT-T,
logistics support units, if required. near a supply or maintenance point or
with an engineer battalion rear CP.
ENGINEER BRIGADE AND GROUP HHC * Is under the control of the company
CPs 1SG.
The engineer brigade and group HHC * Consists of the company supply and
establish CPs at or near the brigade's or maintenance sections.
group's TOC. The HHC's CP is responsible * Tracks, reports, and provides critical
for sustaining the brigade's and group's CP. engineer unit and mission sustain-
This includes establishing accounts with ment support.
designated logistics-support units, setting
* Maintains constant communication
up life-support areas for CP personnel, and
with subordinate platoon and section
locating vehicle-maintenance areas. The
sergeants, higher HQ logistics sec-
HHC's CP may also be designated as a base- tions, designated logistics support
defense operations center (BDOC) or base- units, and supporting maneuver unit
cluster operations center (BCOC). logistics support units, if required.

ENGINEER'S ROLE IN PLANNING AND COORDINATING

The engineer's efforts to plan and coordinate Close integration with the logistics staff
engineer logistics efforts are essential to full can simplify and speed the estimate pro-
integration of engineer units into the the- cess by using their automatic data process-
ater sustainment structure. All engineers ing (ADP) systems. During continuous
and logisticians work closely to synchronize operations, the estimate process may need
the logistics planning and coordination pro- to be abbreviated due to time constraints.
cesses. They facilitate sound and timely The staff engineer aggressively maintains
plans or orders and necessary sustainment an accurate logistics and combat status of all
for engineer units. engineer units, which is critical to shorten-
ing the engineer logistics estimate process.
After receiving a WO for a mission, the
staff engineer immediately initiates an After conducting the estimate process to
engineer logistics estimate. This estimate is determine unit sustainment and mission
specifically focused on sustaining all subor- supplies requirements, the staff engineer
dinate engineer units. Class I, III, IV, and V compares the requirements with the
supplies and personnel losses are the essen- reported status of subordinate units to
tial elements in the logistics estimate process. determine the specific amounts of supplies

11-16 Logistics
FM 5-100

needed to support the operation. These supportability of COAs. After determining a

requirements are then coordinated with the- COA, the specific engineer logistics input
logistics staff to ensure that necessary sup- into the basic OPORD and paragraph 4 of
plies are identified and resourced. At the the engineer annex are developed and incor-
same time, the staff engineer section devel- porated into each. Current engineer sustain-
ops a required supply rate (RSR) to support ment operations may require redirection,
engineer mission requirements. Based on based on the new plan. If so, the OPORD
how much of the required items are on hand and engineer annex will be sent to subordi-
and how much will be needed, the staff engi- nate engineer units for coordination and
neer, in coordination with the logistics staff, execution.
assesses the availability of these supplies in
Engineer units provide unit and mission
stocks. They also analyze the capability to
logistics status to the staff engineer so that
transport mission supplies to engineer
he can do a similar logistics staff planning
units.
process. Accurate and timely status report-
After identifying the requirements for unit ing assists the staff engineer in providing
sustainment and mission supplies and their accurate engineer unit status to the com-
availability, the staff engineer develops a mander. It also energizes the staff engineer
projected engineer status, based on the cur- support to intercede in critical sustainment
rent engineer sustainment status. The staff problems when necessary. The staff engi-
engineer then analyzes the requirements to neer ensures that mission-required supplies
support the plan and translates them into needed by engineer units to execute mis-
specific plans that are used to determine the sions are integrated into logistics plans.

Logistics 11-17
FM 5-100

CHAPTER 12

Contingency Operations

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Organizing and training for warfighting " Attacks and raids.

remains the primary mission of Army engi-
neers. However, engineers can be called on " Combating terrorism.
to conduct contingency operations. The " Disaster relief.
engineer commander and staff seek early
identification of situations that may require " Humanitarian assistance.
committing engineers in contingency opera- " Nation assistance.
tions to facilitate planning and execution
based on METT-T. Engineer force-projec- " Support to insurgencies and counter-
tion planning includes the possibility that insurgencies.
forces committed to contingency operations " Noncombatant-evacuation operation
may become involved with combat opera- (NEO).
tions. Engineers may conduct a wide vari-
ety of tasks in support of contingency " Peace operations.
operations, such as the following: " Rescue and recovery operations.
"Arms control. " Demonstrations and shows of 'force.

Contingency Operations 12-1

FM 5-100

" Support to civil authorities. intelligence networks to identify situa-

tional threats including man, nature, or
" Support to counterdrug operations.
both.
All engineers cooperate fully with and act in
An engineer unit may be designated as the
support of federal, state, and local civil author-
ities during domestic contingency operations. force C2 HQ during contingency operations
Overseas, the engineer commander stresses that require extensive engineer support
a unified effort with joint and multina- such as disaster relief or nation-assistance
tional forces and with the civil, military, operations. Other maneuver, CS, and CSS
and police agencies of the HN. The engi- units may be attached or placed in support
neer ensures that the force is protected and to the engineer unit during these contin-
secured in the AO by establishing effective gency operations.

PRINCIPLES OF CONTINGENCY OPERATIONS

The doctrinally based principles of war such personnel capabilities in support of
as mass, maneuver, unity of command, and contingency operations.
surprise have withstood the tests of time
and experience. However, they do not " Can help identify clearly defined oper-
always apply to the conduct of activities ational objectives and end state
other than warfare. The US forces have through the use of mission and project
developed the following principles of contin- completion times.
gency operations, for application, based on * Should avoid expanding their mission,
the mission and operational environment. unless accomplishing the additional
Engineer considerations are also provided
tasks is critical to accomplishing the
for each principle of contingency operations.
primary mission.

OBJECTIVE
UNITY OF EFFORT
During contingency operations, as in war,
the engineer commander conducts a mission Unity of effort involves extensive coordina-
analysis that clearly defines attainable tion, cooperation, and liaison in the pursuit
objectives for his unit. The obscure nature of of common interests toward accomplishing
contingency operations may require multi- the mission. This is done in the face of
ple tasks involved in a single mission. The divergent goals and political interests.
military objective may be a national political Unity of command may not be attainable
or humanitarian objective. The objective during contingency operations. The envi-
may be limited. Success is usually mea- ronment may be multinational, inter-
sured against the stated mission; however, agency, or under another branch of
the operation could be expanded. government where a single chain of com-
mand does not exist. Therefore, the engi-
Engineers-
neer commander attempts to obtain unity
" Understand the goals and objectives of of effort. His primary task is consensus
the higher HQ during contingency building and understanding each service,
operations. agency, and HN force capabilities and limi-
" Will be pressured to expand their mis- tation as well as legal and political require-
sions because of unique equipment and ments and limitations.

12-2 Contingency Operations

FM 5-100

Engineer commanders facilitate unity of construction and rehabilitation of public

effort by understanding and blending the facilities, schools, water wells, and roads in
various capabilities of military engineers support of the contingency-operation objec-
and civilian contractors to meet mission tives enhance legitimacy of US forces in the
requirements. Delineating engineer work eyes of the HN public. The presence of
areas helps avoid duplication of effort. The USACE and their contractors is well
efficient use of engineers, equipment, con- respected throughout the world as a legiti-
struction materials, and repair parts mate US government agency.
increases force productivity.
PERSEVERANCE
LEGITIMACY
The commander plans to achieve his
Legitimacy is the judgment that authority is contingency-operation objectives as rap-
being exercised by the right people in the idly as possible. However, many causes of
proper way for correct purposes. Legitimacy conflict tend to be persistent and are not
during contingency operations involve- easily resolved in the near term. Conflict res-
olution is very time-consuming and may
* Legitimacy of the government or require a long-term commitment of US forces.
agency exercising authority. All elements employed during contingency
* Legitimacy for the presence of US operations exercise adaptability, patience,
forces in the AO. determination, and perseverance to con-
tinue the mission for as long as required.
• Legitimacy in executing law-and-order
operations. Engineers persevere during contingency
operations through versatility and agility to
The people of the assisted nation, the world meet varied and quickly changing mission
populace, and the US all perceive the legiti- requirements. Units supporting maneuver
macy of the involvement of US forces differ- forces with combat-engineering skills may
ently. Their influence can determine the have to construct logistics support facilities
effectiveness of an operation if legitimacy is and structures on a moment's notice. Con-
not established and maintained. Engineer struction engineers may be required to
contingency operations support certain breach urban obstacles with heavy equip-
political objectives. Their impacts affect how ment. Combat engineers may constantly
the HN and the US people perceive the host breach land mines emplaced in the same
government and the US forces. Whenever stretch of road over many days and months.
possible, the commander ensures that his Maintaining supply routes with engineer
units enhance the legitimacy of the HN and equipment can become redundant in many
its armed forces in the eyes of the people of contingency-operation scenarios. Engineers
that nation. In cases where a legitimate demonstrate perseverance and staying
government does not exist, the commander power through professionalism and techni-
uses caution when dealing with individuals cal and tactical competence in all assigned
or organizations to avoid unintended legiti- missions.
mization of those individuals or organiza-
tions. RESTRAINT
Engineers are well suited for enhancing the When the Army is committed to contingency
legitimacy of US presence during short- and operations, it will normally be constrained
long-term contingency operations. The visible and limited by the terms of the mission

Contingency Operations 12-3

FM 5-100

statement, the terms of reference, and the ensure that hostile factions, including ter-
rules of engagement (ROE), Restrictions on rorists and criminals, do not acquire an
the type of force, weapons used, and ROE are unexpected advantage. Seemingly benign
established to prevent escalation of the vio- situations may have elements that place
lence in an activity. The commander refines soldiers at risk. A contingency-operation
the restraints and clearly communicates threat is not always easy to recognize. Mis-
them to subordinate units. sion restraints and ROE may limit response
options. Friendly force dispersion, diverse
Engineer forces operate fully within the activities, and nontraditional contingency-
restraints that the commander defines. The operations tasks make security for the
engineer staff will clearly establish and write force and the individual soldier difficult.
the ROE concerning the use of land mines,
demolitions, and protective emplacements. Engineers enhance contingency-operation
Constraints on the use of HN engineer equip- security by understanding all ROE and
ment, laborers, and construction materials mission constraints, securing their own
will also be identified. forces at work sites and in base-camp loca-
tions, and providing force-protection con-
struction support to the corps, such as
SECURITY building protective structures, digging
All contingency operations contain some emplacements, and emplacing barriers and
degree of risk; therefore commanders must barricades. Contingency-operations secu-
secure their forces, regardless of mission. rity also includes protecting the engineers
The presence of US forces will bring about a through safe operation of their tools and
wide range of actions and reactions. Com- equipment and by keeping the engineers
manders must take appropriate measures to safe and healthy.

ENGINEER SUPPORTTO CONTINGENCY OPERATIONS

Engineer support is fully integrated with characteristics of weapons, C2 , logistics-
the contingency-operations planning pro- support, and intelligence-gathering sys-
cesses. Versatile engineers provide unique tems. Engineers may support arms-control
personnel and equipment capabilities that operations by providing topographic and
can effectively support complex and sensi- imagery products used to verify treaty com-
tive situations in any contingency operation. pliance and by constructing logistics-support
All contingency operations relate directly to facilities involved with the arms-control
wartime corps engineer missions and tasks. process.
In many cases, the only difference between a
wartime and an engineer contingency opera- ATTACKS AND RAIDS
tion is the threat level. The basic engineer US forces conduct attacks and raids for spe-
tasks remain the same in both environ- cific purposes other than gaining or holding
ments. FM 5-114 details engineers support terrain. US forces conduct them to-
to various contingency operations.
" Create situations that permit seizing
ARMS CONTROL and maintaining the political initia-
tive.
Arms control focuses on promoting strategic
military stability. It encompasses any " Place considerable pressure on gov-
plan, arrangement, or process controlling ernments and groups who support ter-
the numbers, types, and performance rorism.

12-4 Contingency Operations

FM 5-100

" Damage, destroy, or seize HVTs, equip- terrorism mainly through antiterrorism,
ment, or facilities that threaten which include those active and passive
national collective security interests. measures taken to minimize vulnerabilities
to terrorist attack. Antiterrorism is a form
" Demonstrate US capability and resolve
of force protection, which makes it the
to achieve a favorable result. responsibility of all units and personnel.
" Support counterdrug operations by Counterterrorism is the full range of offen-
destroying narcotics production or sive operations against terrorists or those
transshipment facilities or supporting who support terrorists.
HN activities in this arena.
Engineers may become targets for terrorists
In support of attacks and raids, engineers because of how and where they perform
construct rehearsal sites for the force their missions, especially construction
involved in the operation. Topographic engi- projects and other wide-area missions.
neers produce large-scale photomaps or Equipment parks and supply yards are
graphics to help guide forces to their objec- large and difficult to defend. Soldiers' oper-
tives. Engineers participating in the mis- ating equipment or hauling materials are
sion may require refresher training in vulnerable to ambush by fire, mines, and
specialized skills, such as air-assault tech- booby traps. In support of antiterrorism,
niques, urbanized combat, or reorganization engineer leaders-
to fight as infantry. During attacks or raids, " Develop a good IPB and EBA of threat
engineers may be tasked to- forces.
" Protect flanks, withdrawal routes, and
" Establish and enforce sound operating
landing zones. procedures.
" Emplace and man roadblocks. " Organize security elements.
" Remove obstacles. " Construct secure life-support and CP
" Move or destroy captured equipment. areas.

" Use captured equipment to perform " Construct protective shelters for key
missions. facilities.
" Emplace vehicle barriers.
COMBATING TERRORISM
" Clear standoff zones around facilities.
Combating terrorism has two major compo-
nents: antiterrorism (defensive) and coun- " Erect predetonation screens to protect
terterrorism (offensive). US forces combat units and installations.

Contingency Operations 12-5

FM 5-100

DISASTER RELIEF " Support to urban search and rescue.

US forces participate in disaster-relief oper- " Building temporary facilities and
ations to promote human welfare and to structures for displaced persons.
quickly reduce the loss of life, pain and suf-
fering, and destruction of property as a
HUMANITARIAN ASSISTANCE
result of a natural or man-made disaster.
These operations may be a combination of US forces have the ability to respond rapidly
joint, multinational, or interagency sup- to emergencies that are caused by natural or
port. US forces continually coordinate and man-made disasters or other conditions
cooperate with local, state, federal, and non- such as human pain, disease, famine, or pri-
governmental agencies for timely response vation in specific countries or regions. The
in the disaster area. Under the Federal State Department approves most humani-
Response Plan (FRP), USACE is the leading tarian assistance operations, and Congress
federal agency for planning and executing funds them through specific appropriations.
Emergency Support Function (ESF) #3. Commanders coordinate their efforts through
Engineer units deployed for and available to the DOD, the US Agency for International
support state and local governments under Development (USAID), and the US ambas-
the FRP will receive mission assignments sador. US forces-
for ESF #3 support from the supported
USACE commander resulting from coordi- SCan be tasked to provide the C2 sup-
nation between the JTF engineer and the port necessary to plan and execute the
USACE commander on the ground. See FM ground portion of any humanitarian-
100-19 for further details. assistance operation.

Engineers provide personnel and equipment SMay be tasked to provide the logistics
capabilities that are extremely useful during support necessary to relieve human
disaster-relief operations in the following suffering.
areas: " May also be tasked to provide forces
to secure an area to allow the
" Removing debris. humanitarian-relief efforts of other
" Reestablishing utilities. agencies to proceed.

* Emergency restoration of public facili- Engineer assistance may include-

ties and infrastructures. - Constructing and repairing rudimen-
" Flood fighting. tary surface transportation systems,
basic sanitation facilities, and rudi-
* Providing emergency power. mentary public facilities and utilities.

12-6 Contingency Operations

FM 5-100

* Drilling water wells. * Deploying engineer units to perform

multinational engineer training with
" Constructing feeding centers.
the HN's military. This training may
* Disposing of human and hazardous include constructing roads, airfields,
wastes. structures, and ports; drilling wells;
producing construction material; and
NATION ASSISTANCE providing topographic engineering.
Nation assistance includes the civil and
military-assistance actions (other than SUPPORTTO AN INSURGENCY AND A
humanitarian assistance) that US forces COUNTERINSURGENCY
render to a nation within that nation during At the direction of the National Command
war, conflict, and peace. Nation assistance Authority (NCA), US forces may assist
supports the HN's efforts to promote devel-
either insurgent movements or the HN gov-
opment, ideally by using its own resources.
ernment opposing an insurgency. In both
The goals of nation assistance are to-
cases, the corps predominately supports
" Promote long-term stability. political and economical objectives.
" Develop sound and responsive demo- Through special operating forces (SOFs),
cratic institutions. US forces covertly support insurgencies that
oppose repressive regimes that work
" Develop a supportive infrastructure. against US interests. US forces provide
" Promote strong free-market econo- overt support to a HN's counterinsurgency
mies. operations through logistics and training
support in concert with the US ambassa-
" Provide an environment for orderly
dor's country plan.
political change and economic progres-
sion. Engineer support to insurgency forces is
limited to providing topographic products
All US nation-assistance actions are inte-
grated through the US ambassador's coun- and construction of SOF operating bases
try plan and CINC's regional plan. These located outside the AO. Engineer missions
goals can only be met through the education for counterinsurgency operations are simi-
and transfer of essential skills to the HN. lar to those for humanitarian and nation
To be effective in meeting these goals, the assistance: water supply and sanitation
HN must develop a sense of ownership of improvements; road, airfield, and port con-
nation-assistance actions and projects. Typ- struction; and multinational training.
ical engineer missions in support of nation-
assistance operations include-- NONCOMBATANT-EVACUATION
" Engineer staff visits and exchanges of OPERATIONS
engineer subject-matter experts NEOs are conducted to evacuate threatened
(SMEs) between the US and the for- US and authorized HN or third-country citi-
eign nation to discuss specific engineer zens from locations in a foreign nation or
topics. unsafe haven. NEOs involve swift, tempo-
* Exchange of engineer officers and non- rary occupancy of an objective. They end
commissioned officers (NCOs) to work with a preplanned withdrawal. If the use of
in the HN's army. force is involved, the minimum amount of

Contingency Operations 12-7

FM 5-100

force to accomplish the mission will be Peacekeeping Operations

used. A NEO is normally conducted as a
A PKO supports diplomatic efforts to estab-
joint operation by US forces; sometimes it
lish or maintain peace in areas of potential
involves multinational forces. Army Regula-
or actual conflict. They are undertaken by
tion (AR) 525-12 outlines responsibilities,
the consent of all belligerents. US PKO
policies, and procedures for planning and forces monitor and facilitate implementing
conducting a NEO. an existing truce or cease-fire and support
Engineers that support a NEO generally diplomatic efforts to reach a long-term polit-
operate as part of a joint force and may con- ical settlement. Strict appearance of neu-
duct a wide variety of tasks, such as- trality, adequate means of self-protection,
and the availability of timely and effective
" Constructing temporary facilities and support are critical. US forces may be
protective structures in country or in tasked to conduct a PKO over a consider-
another country for either US forces or able time period, under multinational con-
the evacuees. trol, such as the UN, or under a unilateral
peacekeeping umbrella.
" Providing needed topographic products
and data for the operation. Engineers participate in PKOs by construct-
ing and maintaining roads, airfields, land-
" Conducting route reconnaissance and ing zones, ports, pipelines, and other
mobility operations for land evacua- associated missions such as land mine
tion. detection and removal.
" Repairing airfields and clearing heli-
copter landing zones for use in air- Peace-Enforcement Operations
evacuation operations. PEOs are military intervention operations
that support diplomatic efforts to restore
PEACE OPERATIONS peace or to establish conditions for conduct-
ingPKOs. PEOs-
Peace operations encompass three types of
activities: support to diplomacy, peacekeep- * Are intended to halt violence and
ing operations, and peace-enforcement oper- restore more normal civil activities.
ations (PEOs).
" Seek to restore order and political and
diplomatic dialogue.
Support to Diplomacy
" Do not require the consent of all bellig-
Military support to diplomacy has become erents. Typically, one or more of the
increasingly important in furthering US belligerents will not be in favor of the
interests abroad. Its components include employment of PEO forces.
peacemaking, peace building, and preven-
tive diplomacy. See FM 100-23 for further When conducting a PEG, US forces deploy
details. sufficient combat power to present a credi-
ble threat, protect the force, and conduct the
Engineer involvement in support to diplo- full range of combat operations necessary to
macy may include shows of force, preventive restore order and separate warring factions
deployments, military-to-military relations, when required. A PEO will normally be con-
security-assistance programs, construction ducted in cooperation with other countries
projects, and repairing utilities and roads. and agencies, but may be unilateral in

12-8 Contingency Operations

FM 5-100

scope. Engineers support a PEO based on combat operations must be planned for.
METT-T with- Political concerns dominate a show of force.
" Combat-engineer missions in support Engineer support to demonstrations and
of combat operations. shows of force will normally be a joint and
multinational effort. Engineer tasks are
" Topographic-engineering support. very similar to those described in Chapter 3.
" Lodgment and theater infrastructure Overt use of engineers during shows of force
development, to include constructing may aid in the political intent of the opera-
and repairing protective facilities, tion.
roads, airfields, ports, and troop life-
support facilities. SUPPORT TO CIVIL AUTHORITIES
These operations provide temporary sup-
RESCUE-AND-RECOVERY OPERATIONS port to domestic civil authorities when per-
Rescue-and-recovery operations involve mitted by law. They are normally taken
locating, identifying, and extracting when an emergency overwhelms the capa-
friendly, hostile, and/or neutral personnel, bilities of civil authorities. The type of sup-
sensitive equipment, and/or items critical to port that the corps provides is divided into
US national security. Rescue-and-recovery four categories: disaster relief, environmen-
operations may be opposed by hostile forces tal assistance, community assistance, and
and require extensive planning and rehears- law-enforcement support.
als to achieve precise execution. US forces Engineers may be called on to support civil
normally conduct rescue-and-recovery opera- authorities in various missions such as
tions in an overt nature, similar to offensive fighting forest fires, removing snow, remov-
operations. ing hazardous wastes, controlling riots,
Engineer support of rescue-and-recovery and constructing emergency bridges and
operations is focused on providing required airfields. FM 100-19 details how engineers
topographic products and constructing support civil authorities.
rehearsal areas and facilities. Specialized
engineer skills, such as demolition, may be
SUPPORT TO COUNTERDRUG
required.
OPERATIONS
DEMONSTRATIONS AND SHOWS OF Because of US code restrictions, US forces
FORCE do not normally participate in domestic
Demonstrations and shows of force por- counterdrug operations. National guard
trayto potential adversaries the American units may participate in counterdrug opera-
resolve in a situation vital to our national tions while under state control. US forces
interests. They can take the form of multi- may become involved in cooperating with
national training exercises, rehearsals, for- foreign governments to interdict the flow of
ward staging of units, or the buildup of illegal drugs at the source, in transit, and
forces in the AO. US involvement in a show during distribution. US support of foreign
of force may range in size and scope from a counterdrug operations is normally coordi-
publicized heightened state of alert at the nated by the CINC of the region, his special
home station to completing an unopposed operations command, and country military
force-projection entry into the AO. The pos- assistance groups. US forces will normally
sibility of a show of force deteriorating into supervise the preparation, deployment, and

Contingency Operations 12-9

FM 5-100

possible sustainment of small specialized " Constructing or rehabilitating law-

units to meet CINC or special operations enforcement target ranges; helipads;
forces shortfalls. and fuel-storage, billet, CP, and main-
tenance facilities.
Engineers supporting domestic counterdrug
operations perform missions focused on sup- " Producing photomaps and other topo-
porting local law-enforcement agencies. graphic products of likely counterdrug
Engineers are sensitive to the legal aspects operations areas.
of support to civilian authorities and abide
" Constructing or upgrading access
by the Posse Comitatus Act. They are also
roads for drug-interdiction patrols.
aware of the capabilities of the threat, pri-
marily heavily armed narcotics traffickers. " Clearing observation fields for counter-
Typical support tasks include- drug teams.

ENGINEER CONSIDERATIONS FOR CONTINGENCY OPERATIONS

Contingency operations are joint, multi- cle and early entry force-support opera-
agency, and multinational efforts. Effective tions.
engineer liaison with all involved military
" Status of the infrastructure in the AO,
units and civilian agencies is critical to suc-
to include airfields, roads, ports, logis-
cessful contingency operations. The engi- tics bases, and troop bed-down facilities;
neer commander tailors engineer support real estate acquisition; construction
based on contingency-operations require- material supply; construction manage-
ments and may be radically different than ment; and line haul requirements.
for supporting combat operations. The fol-
lowing paragraphs highlight key engineer " Existing topographic product availabil-
contingency-operations considerations: ity and requirements for new terrain
visualization products.
ENGINEER ASSESSMENT " Specialized engineer requirements
An early, on-the-ground assessment by such as prime-power, well-drilling, and
engineers is absolutely critical to tailor fire-fighting support.
properly and to support logistically the fol- " Engineer C2 requirements, including
low-on engineer contingency-operations HQ staffing, communications, and
force. Results of this assessment are quickly information systems support.
passed to deployment planners to ensure
that an adequate engineer support force " Engineer liaison requirements, includ-
arrives in the AO in a timely manner. The ing linguists and civil-affairs personnel.
failure to provide these engineers may cause
" Mission objectives and end-state,
inadequate troop bed down, sanitation, and mission-success, and liaison proce-
force protection to the deployed force. This dures.
early, on-the-ground engineer assessment
identifies the- " Requirements for officers with COR or
USACE experience.
Threat engineer capabilities in likely
lodgment areas, to include combat- " Use of LOGCAP, contractor responsi-
engineering requirements for force- bilities, contract-construction proce-
protection, countermine, counterobsta- dures, and initial work areas.

12-10 Contingency Operations

FM 5-100

JOINT ENGINEER C2 mation in the contingency operations'

Because of the joint, multiagency, and multi- AO through reconnaissance, topographic
national nature of contingency opertations, survey, and satellite imagery.
how to command and control the various * Ensuring that terrain analysis and
engineers is a key consideration. At the joint topographic reproduction capabilities
and multinational staffing levels, the engi- are available to the JTF or ARFOR
neer staff should be placed under the Opera- early in the contingency operations' AO
tions Directorate (J3) or as a separate staff or through split-basing capabilities
engineer section. Engineers should avoid being from CONUS locations.
placed under the auspices of the joint or multi-
national Logistics Directorate (J4). Lessons * Establishing a topographic product
learned from continuing contingency- storage and distribution capability in
operations deployments show that when the contingency operations' AO, in con-
staff engineers are placed under the J4, they junction with the J4 or ARFOR G4.
are tied up supporting logistics forces in
* Establishing special topographic-
theater, at the expense of maneuver and
product procedures with special opera-
other deployed units. A separate engineer
tions forces and other deployed forces.
HQ should be identified to command and
control the varied, critical, and constrained
contingency-operations engineer support. CONSTRUCTION SUPPORT
Contingency operations are normally con-
TOPOGRAPHIC SUPPORT ducted after an area's infrastructure has
By their nature, contingency operations are been destroyed because of man-made or nat-
normally conducted in areas of the US and ural disasters or conflicts between warring
the rest of the world that have limited up-to- factions. Contingency operations require
date topographic coverage from the DMA engineers to establish some type of bare-
and US Geological Survey (USGS) and other base infrastructure that supports deployed
civilian, allied, and HN sources. When pro- forces or displaced civilians with minimal
viding topographic support to a JTF or life-support and a protected, healthy, and safe
ARFOR contingency operation, the engineer environment. In a contingency-operation
must consider- atmosphere-
* Evaluating the availability of standard * Sanitary living and working areas are
and nonstandard map products in the usually nonexistent.
contingency operation's AO. If short-
falls exist, he and the Intelligence * Water supplies are usually contami-
Directorate (J2) or ARFOR G2 define nated.
specific requirements and coordinate * Electric power grids are normally off-
the collection and creation of necessary line.
data to build the JTF or ARFOR topo-
graphic data base. * Airfields and ports may not be operat-
ing at full capacity due to damage.
* Coordinating with the J2/J3 or ARFOR
G2/G3 for early collection of terrain infor- * Criminal activity may be widespread.

Contingency Operations 12-11

FM 5-100

When providing construction support to a * Establishing specific construction-

corps JTF or ARFOR contingency operation, material yard locations and requisition
the engineer must consider- and distribution procedures with the
JTF J4 or the ARFOR G4.
" Determining the status and availability
of existing infrastructure facilities, util-
ities, airfields, ports, roads, and con- COUNTERMINE OPERATIONS
struction materials in the contingency
Estimates indicate that there are more than
operation's AO.
100 million uncleared land mines spread
" Estimating minimal engineer construc- throughout 62 countries. This equates to
tion standards for life support and force about one land mine for every 50 people on
protection, including the need for base- our planet. Land mines-
camp packaging.
* Are cheap.
" Defining the construction end state
with the JTF or ARFOR commander. " Are obtained or constructed easily.
" Avoiding mission creep. * Have become the third world's weapon
" Determining what construction that of choice.
US or HN military engineers or civilian " Threaten civilian populations and US
contracting through LOGCAP will con- forces during contingency operations.
duct, based on deployment time lines
and threat level. The engineer must consider the following
when providing countermine support to a
" Ensuring that the JTF or ARFOR has corps JTF or ARFOR contingency operation
adequate construction-management that is threatened with land mines:
capability in the contingency operation's
AO, including the use of joint, ENCOM, " Working closely with the JTF J2 or
or USACE augmentation teams. ARFOR G2 to determine the land mine
" Establishing real estate acquisition pol- threat in the contingency operation's
icies and programs in the contingency AO.
operation's AO. " Publishing mine-recognition hand-
" Ensuring that real estate acquisition books for deploying forces.
teams are deployed. " Exploiting all sources of intelligence to
identify mined areas in the contin-
" Conducting a thorough terrain analysis
gency operation's AO.
to ensure adequate construction-site
drainage, heavy equipment access, and " Ensuring that deployed forces are
protection. trained to identify, mark, and report
encountered land mines.
" Ensuring that required construction
materials are procured and shipped in " Ensuring that engineers are fully con-
a timely manner to meet initial fident in employing countermine
deployed force-protection and life- equipment and that the equipment is
support needs. operational.
" Ensuring that construction materials " Conducting land-mine detection,
arrive with deploying forces. marking, and removal training for

12-12 Contingency Operations

FM 5-100

soldiers conducting countermine mis- " Establishing, disseminating, and

sions. enforcing route and area land-mine
Providing necessary individual protec- clearance and marking procedures for
tive equipment and mine resistant the contingency operation's AO.
vehicles to soldiers conducting counter- These procedures should be included
mine operations. with established ROE.

5f : ...:9 .. .::: ::::;..::: ..

FOR$P
C E ROECIO

not* dur~ingconting
Commader.and tf nnrs musftI ncy
oprtos.Enineer

vide seuity foc, USaforcesn(uuall m(ili-

construct protective facilities, bunkers,
emplacements, vehicle barriers, fences, and
neglec forice protin.the) may pro-en other structures needed to protect the force.
When providing force-protection support to
' security forces, or a combination of the two a corps's JTF or ARFOR's contingency oper-
may occur. If the later occurs, all of the ation, engineers must consider-
involved units and agencies will have to
closely coordinate their mission plans. Con-
" Establishing the required level of pro-
tingency opertions normally indicate a low tection needed in the contingency
operation's AO, based on the expected
threat level; however, that threat is a sig-
nificant concern to deployed forces. Hostile threat, with the JTF or ARFOR com-
elements, with the initiative and in their mander.
own environment, can gain a great deal " Developing force-protection construc-
with minimal effort. tion standards for operating and life-
Engineer units on construction missions support bases, including the need for
security fencing, lighting, obstacles,
could fail due to a loss of essential equip-
ment or personnel casualties. Therefore, and guard posts.
physical and personnel security must be " Ensuring that early entry forces have
considered at every level of planning. See adequate force-protection construc-
FM 5-114, Appendix A, for a detailed dis- tion materials.
cussion on force-protection measures.
" Establishing facility security-inspection
Engineers have unique equipment and procedures with military and local
personnel capabilities that can be used to law-enforcement personnel to quickly
support deployed force-protection efforts identify and repair breaches.

Contingency Operations 12-13

FM 5-100

APPENDIX A

Engineer Organizations and

Functions
ENGINEER OPERATIONS

Engineers conduct their battlefield func- engineer unit could find itself pushed for-
tions throughout the TO, from the forward ward, if the mission dictates.
line of own troops (FLOT) through the
A wide variety of engineer units provides
COMMZ to the airports or seaports of
particular technical capabilities required to
entry. Engineers do not fight alone. They
accomplish essential, diversified tasks
are an important part of the combined- throughout the depth of the theater. The
arms team, and their battlefield functions engineer architecture forms these units
increase the team's combat effectiveness. into an organization that is responsive to
The engineer force structure has been commanders at all echelons. This appendix
developed to support various missions addresses engineer organizations at divi-
from front to rear, with more survivable sion, corps, and operational level.
and mobile forces in the forward CZ. Any

DIVISION ENGINEER UNITS

HEADQUARTERS AND HEADQUARTERS tactical obstacles, defensive positions,
DETACHMENT (HHD), ENGINEER and fixed and floating bridges; breach-
BRIGADE, HEAVY DIVISION ing or clearing obstacles; and conduct-
The HHD, engineer brigade, heavy divi- ing river-crossing operations.
sion-
" Provides C2 of, staff planning for, and ENGINEER COMBAT BATTALION, HEAVY
supervision of engineer units that are DIVISION
assigned, attached, or supporting
Three engineer combat battalions are
units engaged in M/CM/S, general-,
and topographic-engineering tasks. organic to an engineer brigade, heavy divi-
sion. Each battalion consists of one HHC
" Advises the division commander and and three line companies. This battalion
staff on engineer operations and the increases the combat effectiveness of a divi-
impacts on division operations. sion by accomplishing M/CM/S and limited
" Plans and coordinates engineer opera- general-engineering tasks; it may fight as
tions for the units that are constructing infantry when required. Special capabilities

Engineer Organizations and Functions A-1

FM 5-100

of this battalion include, but are not limited of one HHC and three line companies.
to- This battalion increases the combat effec-
" Emplacing and maintaining assault tiveness of an enhanced heavy separate
bridges to span twelve 60-foot gaps brigade by accomplishing M/CM/S and
simultaneously. limited general-engineering tasks; it may
fight as infantry when required. Special
" Conducting breaching operations.
capabilities of this battalion include, but
" Constructing tactical obstacles and are not limited to-
defensive positions.
" Emplacing and maintaining assault
" Performing expedient repair of essen- bridges to span twelve 60-foot gaps
tial combat trails, bridges, fords, and simultaneously.
roads in the brigade area.
" Conducting breaching operations.

ENGINEER COMBAT BATTALION, " Constructing tactical obstacles and

ENHANCED HEAVY SEPARATE BRIGADE defensive positions.
One engineer combat battalion is organic to " Performing expedient repair of
a maneuver-enhanced (armor/mechanized), essential combat trails, bridges,
heavy separate brigade. A battalion consists fords, and roads in the brigade area.

LIGHT ENGINEER DIVISIONAL ORGANIZATIONS

ENGINEER BATTALION, AIRBORNE ENGINEER BATTALION, AIR-ASSAULT

DIVISION DIVISION
Organic to an airborne division, this battal- Organic to an air-assault division, this
ion consists of one HHC and three line com- battalion consists of one HHC and three
panies. It increases the combat line companies. It increases the combat
effectiveness of an airborne division by effectiveness of an air-assault division by
accomplishing M/CM/S tasks; it may fight accomplishing M/CM/S tasks; it may fight
as infantry when required. This unit- as infantry when required. This unit-
" Prepares and maintains expedient com- Prepares and maintains expedient
bat routes in the forward battle area, combat routes in the forward battle
to include ingressing and egressing to area, to include ingressing and
block positions and river-crossing egressing to block positions and river-
sites and expedient repair of essential crossing sites and expedient repair of
bridges, fords, and culverts. essential bridges, fords, and culverts.
" Assists in assaulting fortified posi- " Assists in assaulting fortified posi-
tions. tions.
" Constructs tactical obstacles. " Constructs tactical obstacles.
" Conducts breaching operations. " Conducts breaching operations.

A-2 Engineer Organizations and Functions

FM 5-100

ENGINEER BATTALION, LIGHT INFANTRY to block positions and river-crossing

DIVISION sites and expedient repair of essential
Organic to a light infantry division, this bat- bridges, fords, and culverts.
talion consists of one HHC and three line
" Assists in assaulting fortified posi-
companies. It increases the combat effec-
tions.
tiveness of a light infantry division by
accomplishing M/CM/S tasks; it may fight • Assists maneuver forces in the assault
as infantry when required. This unit- breach of obstacles and minefields.
Prepares and maintains expedient " Constructs tactical obstacles.
combat routes in the forward battle
area, to include ingressing and egressing " Conducts breaching operations.

SEPARATE COMPANIES
ENGINEER COMPANY, LIGHT ARMORED when required. The engineer company-
CAVALRY REGIMENT
SAdvises the maneuver commander on
Organic to a light armored cavalry regi- engineer-unit capabilities and the
ment, this company will increase the com- impact on the maneuver plan.
bat effectiveness of a light armored cavalry * Prepares and maintains essential com-
regiment by accomplishing M/CM/S and bat trails in forward areas.
limited general-engineering tasks; it may
fight as infantry when required. This • Conducts expedient repair of essential
unit- bridges, fords, and roads.
" Provides limited combat-engineer * Provides, emplaces, and maintains
capability to support one cavalry assault bridges to span six 60-foot
squadron. gaps simultaneously.

" Advises the maneuver commander on * Constructs tactical obstacles, defen-

engineer-unit capabilities and the sive positions, and fixed and floating
impact on the maneuver plan. bridges.
• Conducts breaching operations and
" Prepares and maintains combat trails
assault river-crossing operations.
in forward areas; repairs essential
bridges, fords, and roads expediently; * Constructs, repairs, and maintains
conducts breaching operations; con- CPs, combat trails, site damages,
structs tactical obstacles and defensive chemical-decontamination sites, and
positions. logistics field sites.

ENGINEER COMPANY, ARMORED ENGINEER COMPANY, HEAVY SEPARATE

CAVALRY REGIMENT BRIGADE
Organic to an armored cavalry regiment, Organic to a heavy separate brigade, this
this company will increase the combat effec- company will increase the combat effective-
tiveness of an armored cavalry regiment by ness of a heavy separate brigade by accom-
accomplishing M/CM/S and limited general- plishing M/CM/S and limited general-
engineering tasks; it may fight as infantry engineering tasks; it may fight as infantry

Engineer Organizations and Functions A-3

FM 5-100

when required. The engineer company- ENGINEER COMPANY, SEPARATE

INFANTRY BRIGADE
" Advises the maneuver commander on
engineer-unit capabilities and the Organic to a separate infantry brigade,
impact on the maneuver plan. this company increases the combat effec-
tiveness of a separate infantry brigade by
" Prepares and maintains essential com- accomplishing M/CM/S and general-
bat trails in forward areas. engineering tasks; it may fight as infantry
" Conducts expedient repair of essential when required. The engineer company-
bridges, fords, and roads. " Advises the brigade commander, his
" Provides, emplaces, and maintains staff, and other maneuver command-
assault bridges to span six 60-foot gaps ers on allocating engineer resources
simultaneously. and capabilities available to assist in
accomplishing the unit's missions.
" Constructs tactical obstacles, defensive
positions, and fixed and floating " Prepares and maintains essential
bridges. combat routes in the brigade area to
include ingressing and egressing to
" Conducts breaching operations and
block positions and river-crossing
assault river-crossing operations.
sites and expedient repair of essential
" Constructs, repairs, and maintains bridges, fords, and culverts.
CPs, combat trails, damaged sites,
" Assists in assaulting fortified positions.
chemical-decontamination sites, and
logistics field sites. * Conducts breaching operations.

SEPARATE TEAMS
TOPOGRAPHIC TERRAIN DS TEAM, HEAVY " Analyzes the effects of terrain on mili-
DIVISION tary operations.
Organic to a heavy division, this team nor- " Advises the supported commander on
mally is collocated with the G3/G2 planning all terrain-related matters.
and operations staff. It provides staff advice
and assistance to a supported division and TOPOGRAPHIC TERRAIN ANALYSIS
control of terrain analysis teams (heavy) in TEAM, LIGHT DIVISION
DS of topographic missions. Organic to a light division, this team-
TOPOGRAPHIC TERRAIN ANALYSIS TEAM, " Produces terrain intelligence for a
light division.
HEAVY DIVISION
" Provides qualified personnel who col-
Organic to a heavy division, this team- lect, evaluate, and disseminate terrain
" Produces terrain intelligence for a data.
heavy division. " Analyzes the effects of terrain on mili-
" Provides qualified personnel who col- tary operations.
lect, evaluate, and disseminate terrain " Advises the supported commander on
data. all terrain-related matters.

A-4 Engineer Organizations and Functions

FM 5-100

CORPS ENGINEER UNITS

ENGINEER BRIGADE, CORPS " Plans, supervises, and coordinates the
activities of engineer units engaged in
The engineer brigade, corps- M/CM/S and general-engineering
" Commands and controls assigned and tasks.
attached engineer organizations
SSupervises those engineer units that
" Plans and coordinates the operations prepare and maintain combat routes
of engineer units engaged in CS, con- and MSRs and construct and repair
struction, and rehabilitation of facili- landing strips, heliports, port facili-
ties in support of a corps or airborne ties, and railroads in the corps's opera-
corps. tions.
" Provides staff planning and supervi-
sion and allocates engineer units and ENGINEER COMBAT BATTALION, CORPS
WHEELED
resources to support engineer opera-
tions. This battalion is normally assigned to a
combat group HQ. The number of wheeled
" Plans and supervises activities relating
to river-crossing, barrier-placement, battalions allocated is based on the number
and counterobstacle and countermine and type of divisions allocated to a corps.
operations. An engineer combat battalion consists of
one HHC and three line companies. This
" Supervises engineer units that con- battalion-
struct and rehabilitate roads, combat
roads and trails, structures, air-landing * Increases the combat effectiveness of a
facilities, and petroleum-storage facili- corps by accomplishing M/CM/S and
ties. limited general-engineering tasks.
" Supervises contract construction, • May fight as infantry when required.
labor, and indigenous personnel.
• Reinforces engineer divisional units
" Provides an engineer staff element to when required.
corps HQ.
• Participates in joint military opera-
SPlans and supervises terrain intelli- tions.
gence and topographic operations.
• Provides C2 and staff supervision for
assigned and attached units.
ENGINEER GROUP, COMBAT
This engineer group is attached to an engi- • Constructs tactical obstacles and
defensive positions.
neer brigade, corps. The group-
SCommands and controls assigned and * Employs fixed and floating bridges.
attached engineer combat battalions " Constructs, repairs, and maintains
and assigned engineer companies. landing strips, heliports, CPs, LOC
" Commands and controls three to seven and tactical routes, culverts, fords, and
combat battalions assigned in the other horizontal-construction-related
corps's area. tasks.

Engineer Organizations and Functions A-5

FM 5-100

" Conducts limited breaching operations. companies; two battalions will support one
airborne division. This battalion-
" Provides engineer support in river-
crossing operations. " Increases the combat effectiveness of a
corps by accomplishing M/CM/S and
ENGINEER COMBAT BATTALION, CORPS limited general-engineering tasks.
MECHANIZED " May fight as infantry when required.
Normally assigned to a combat group HQ, " Reinforces engineer divisional units
this battalion consists of one HHC and three when required.
line companies. The number of mechanized
battalions allocated is based on the number " Participates in joint military opera-
of heavy divisions allocated to a corps. This tions.
battalion- " Provides C2 and staff supervision for
" Increases the combat effectiveness of a assigned and attached units.
corps by accomplishing M/CM/S and " Provides engineer support in con-
limited general-engineering tasks. structing obstacles, defensive posi-
" May fight as infantry when required. tions, and fixed and floating bridges.
" Reinforces engineer heavy divisional " Constructs and repairs CPs, LOC and
units, heavy separate brigades, and tactical routes, culverts, fords, and other
armored cavalry regiment engineer horizontal and vertical construction-
units. related tasks.
• Provides C2 for assigned and attached " Constructs medium-lift, forward-area
units. airstrips and support-area, tactical air-
strips
" Constructs tactical obstacles, defensive
positions, and fixed and floating " Performs expedient repairs of existing
bridges. airfields and airstrips.
" Emplaces and maintains assault " Assists in assaulting fortified positions
bridges to span twelve 60-foot gaps and breaching obstacles.
simultaneously.
" Provides engineer support in river-
" Constructs, repairs, and maintains crossing operations.
landing strips, heliports, CPs, LOC and
tactical routes, culverts, fords, and
other horizontal construction-related ENGINEER COMBAT BATTALION, CORPS
tasks. LIGHT

" Conducts breaching and river-crossing Normally assigned to a combat group HQ,
operations. this battalion consists of one HHC and
three line companies and will normally sup-
port one light division. The battalion-
ENGINEER COMBAT BATTALION, CORPS
AIRBORNE " Increases the combat effectiveness of a
corps by accomplishing M/CM/S and
Normally assigned to a combat group HQ
limited general-engineering tasks.
supporting an airborne corps, this bat-
talion consists of one HHC and three line " May fight as infantry when required.

A-6 Engineer Organizations and Functions

FM 5-100

" Reinforces engineer divisional units consists of one HQ and support company
when required. and three line companies. The battalion-
" Participates in joint military opera- SIncreases the combat effectiveness of
tions. division, corps, and TA forces by
accomplishing M/CM/S and limited
" Provides C2 and staff supervision for general-engineering tasks.
assigned and attached units.
" Constructs, rehabilitates, repairs,
" Provides engineer support in con- maintains, and modifies landing strips,
structing obstacles, defensive posi- airfields, CPs, MSRs, supply installa-
tions, and fixed and floating bridges. tions, building structures, bridges, and
" Constructs and repairs CPs, LOC and other related structures as required,
tactical routes, culverts, fords, and other normally to the rear of the division.
horizontal and vertical construction- " Repairs and, on a limited basis, recon-
related tasks. structs railroads and sewage and
water facilities.
" Constructs medium-lift, forward-area
airstrips and support-area, tactical air- " Supervises skilled labor and unskilled
strips. indigenous personnel.
" Performs expedient repairs of existing " Constructs protective obstacles to
airfields and airstrips. degrade enemy mobility in rear areas.
" Assists in assaulting fortified posi- " Clears obstacles as part of an area-
tions and breaching obstacles. clearance operations but not as part of
an assault-breaching operations.
" Provides engineer support in river-
crossing operations. " Provides bituminous paving operations
and quarrying and crushing opera-
tions, rehabilitates ports, constructs
ENGINEER COMBAT BATTALION, HEAVY
petroleum pipelines and storage facili-
Assigned to corps, based on one battalion ties, distributes power, and restores
per division, and at the operational level, and constructs major airfields, when
based on the number of battalions per work- specialized personnel and equipment
load-driven requirement, this battalion are attached.

SEPARATE CORPS COMPANIES

ENGINEER COMBAT-SUPPORT " Performs survivability and countermo-
EQUIPMENT COMPANY bility tasks; general engineering along
MSRs and combat trails in other corps
Normally assigned to corps, the number of
close-operation areas; and general-
companies allocated is based on the number engineering, survivability, and coun-
of combat wheeled and mechanized battalions termobility operations in a corps area.
assigned in the corps's AO. This company-
The engineer construction equipment per-
SSupports engineer combat operations sonnel assigned construct, rehabilitate,
by accomplishing general-engineering repair, maintain, and modify landing strips,
tasks. airfields, CPs, MSRs, and LOC.

Engineer Organizations and Functions A-7

FM 5-100

ENGINEER COMPANY LIGHT EQUIPMENT, corps and theater engineer assets

AIRBORNE arrive.
Normally assigned to corps, this company is
usually aligned with the engineer combat ENGINEER MGB COMPANY
battalion, corps, airborne. The company-
Normally assigned to corps, the number of
" Augments engineer operations with the MGB companies authorized within a corps
capabilities to support airborne opera- is based on the number of assigned light/
tions with engineer equipment that is heavy divisions. This company-
downsized and rapidly deployable. " Provides personnel and equipment to
" Provides earth-moving equipment to transport, assemble, disassemble, and
support survivability and general- maintain bridging.
engineering missions.
" Has four MGB sets with sufficient
" Provides a cross-country dump-truck components to assemble various spans
capability of about 50 cubic yards or 45 and load classes. Normally, these sets
tons per lift. provide four 31.5-meter Class 60
bridges or two 49.6-meter Class 60
* Works with the airborne engineer bat-
bridges with reinforcement kits.
talions in early deployment with force-
projection forces to establish forward * Provides technical supervision to
logistics bases until the heavier corps assist other engineer units in bridge
and theater engineer assets arrive. assembly and disassembly.
" Provides personnel and equipment to
ENGINEER COMPANY LIGHT EQUIPMENT, load, transport, and advise how to
AIR ASSAULT/LIGHT erect the panel-bridging equipment
Normally assigned to corps, this company is when required.
aligned with the engineer combat battalion,
* Has 5-ton trucks, with a 150-ton
corps, air assault/light. The company-
capacity per trip, for earth-moving and
" Augments engineer operations with the general-engineering cargo hauling,
capabilities to support air-assault/light when bridging has been downloaded.
operations with engineer equipment
that is downsized and rapidly deploy-
ENGINEER PANEL-BRIDGE COMPANY
able.
Panel-bridge companies will not be pro-
" Provides earth-moving equipment to
grammed in the future force structure
support survivability and general-
except when a sufficient number of MGBs
engineering missions.
are not available. This company-
" Provides a cross-country dump-truck
SProvides one panel (Bailey) bridge set
capability of about 50 cubic yards or 45
with sufficient components and cable
tons per lift.
reinforcement sets to erect bridges of
" Works with the air-assault/light engi- various spans and load classes, to
neer battalions in early deployment include two 24.4-meter double-truss,
with force-projection forces to establish single-story (Class 50 wheeled/Class 60
forward logistics bases until the heavier tracked) bridges without reinforcement

A-8 Engineer Organizations and Functions

FM 5-100

sets and one 58.5-meter triple-truss, * Has about 213 meters of Class 96
single-story (Class 50 wheeled/Class 60 wheeled/75 tank float bridge or 6 Class
tracked) bridge with a reinforcement 96 wheeled/75 tank rafts based on 0 to
set, when available. Bridge spans over 3 feet per second velocity.
100 feet will require additional bridge
* Transports up to 560 tons of engineer
components.
mission cargo in a single haul over
* Provides technical supervision to assist highways and 280 tons of engineer
other engineer units in bridge con- mission cargo in a single haul over
struction. unimproved roads and combat trails
when the bridge load has been immobi-
* Provides emergency construction of lized.
bridges with organic personnel.
* Has 5-ton trucks, with a 150-ton capac- ENGINEER TOPOGRAPHIC COMPANY
ity per trip, for earth-moving and Assigned to a corps, this unit builds and
general-engineering cargo hauling, maintains a corps's topographic data base
when bridging has been downloaded. using the Army tactical C2 system and vari-
ous topographic-support systems. Digitized
ENGINEER ASSAULT FLOAT-BRIDGE terrain information is extracted from the
COMPANY company data base to produce products that
are available to all command levels from
Normally assigned to a corps, the number of
corps to brigade. The topographic-support
assault float-bridge companies assigned to a
systems interface with the all-sources anal-
corps is based on the number of heavy and ysis centers at corps and division to enhance
light divisions assigned. This unit- the IPB process and aid in visualizing the
* Provides personnel and equipment to battlefield for all corps operations. A topo-
transport, assemble, disassemble, graphic company also employs cartographic
retrieve, and maintain the assault float and reproduction assets that provide com-
bridge at one or multiple bridge sites. bat units with critical terrain data and
products such as line of sight, air and
* Provides engineer mission hauling of ground masking, air and ground mobility
palletized cargo, in emergencies, by corridors, image maps, and intelligence or
immobilizing bridge loads. operations overlays/overprints.

OPERATIONAL-LEVEL ENGINEER UNITS

ENGINEER COMMAND * Plans, coordinates, and supervises
general troop and contract construc-
Assigned to an ASCC, this HQ is the senior
tion or rehabilitation support to the
engineer in theater that commands and Army and other services and allies
controls the operational-level engineers. within the COMMZ and construction
The ENCOM- support in a corps's rear area on a task
* Plans and coordinates engineer opera- basis.
tional activities for engineer brigades, * Provides the planning, coordination,
groups, or other units engaged in liaison, and execution of the JCS's
construction, topographic, and related Regional Wartime Construction Man-
engineer missions. agement System.

Engineer Organizations and Functions A-9

FM 5-100

" Plans, coordinates, and supervises the ENGINEER GROUP, CONSTRUCTION

construction or rehabilitation of facili- Assigned to an engineer brigade, ASCC, or
ties throughout the theater. engineer brigade, corps, this engineer group
" Allocates engineer troops, materiel, commands and controls assigned or
and equipment to projects and provides attached engineer combat heavy battalions
technical assistance to units engaged in and separate engineer companies. Nor-
construction projects. mally, the HQ will command and control
three to seven engineer battalions. The
" Coordinates topographic and military HQ
geographic intelligence support to the
" Plans, supervises, and coordinates
theater.
engineer units engaged in survivabil-
" Coordinates the production of required ity, general-engineering, and limited
mapping, military geographic intelli- mobility and countermobility opera-
gence, and military hydrology services. tions.
" Manages real estate and RPMA " Plans and supervises units that per-
throughout the theater under stable form general-engineering tasks such
operations. as constructing and repairing combat
routes, MSRs, bridges, landing strips,
* Manages real estate and RPMA in the
heliports, port facilities, and railroads.
COMMZ and technical control of RPMA
in the CZ during mobile operations.
ENGINEER PRIME-POWER BATTALION
* Supervises contract construction and
labor, to include US, indigenous, and Assigned to an ASCC and attached to either
third-world-country personnel. an ENCOM or a TA engineer brigade, this
battalion consists of one HHC and two line
companies. Each line company has a HQ
ENGINEER BRIGADE, TA section and six prime-power platoons. This
Assigned to an ASCC and normally attached battalion-
to an ENCOM, this HQ- " Generates electrical power and pro-
" Provides C2 planning and staff supervi- vides advice and technical assistance
sion to engineer construction groups or on all aspects of electrical power and
attached engineer units engaged in CS distribution systems in support of mili-
and in constructing and rehabilitating tary operations.
facilities in support of a TO. " Produces electrical power, up to 36
" Allocates engineer units and resources megawatts, in support of C2 sites,
in support of engineer operations. hospitals, weapons systems, and
logistics-support areas and in relief for
" Supervises engineer units that construct tactical generators at fixed sites and
and rehabilitate roads, structures, critical facilities.
air-landing facilities, and petroleum
* Repairs and maintains organic power
storage and distribution facilities.
production-and-distribution equipment
" Supervises contract construction and and distributes power produced with
labor and indigenous personnel. organic systems.

A-10 Engineer Organizations and Functions

FM 5-100

" Operates, maintains, and performs HHC, ENGINEER TOPOGRAPHIC

minor repairs to other electrical power- BATTALION
production equipment, to include HN Assigned to an ENCOM, this unit-
fixed plants.
" Provides C2 for the operating, planning,
" Provides electrical-engineering sup- and supervising topographic units in a
port, such as limited design and analy- TO.
sis capabilities.
" Provides DS and GS maintenance for
" Performs electrical surveys and topographic, reproduction, air-condi-
electrical-related contracting office tioning, and power-generation equip-
representatives assistance. ment to engineer topographic units.
" Manages and coordinates worldwide " Provides technical supplies for and per-
prime-power requirements. forms maintenance on organic equip-
ment, as well as unit maintenance of
" Supports RPMA and power-reliability communications and electronics equip-
enhancement programs. ment.

SEPARATE OPERATIONAL-LEVEL COMPANIES

ENGINEER COMPANY, TOPOGRAPHIC * Reproduces, by offset lithography and
BATTALION photocopy, monochrome and multicolor
maps, map substitutes, overlays, over-
Organic to an engineer topographic battal- prints, and other topographic prod-
ion, this unit- ucts,
ucts. and other topographic prod-
* Provides topographic-engineering sup- * Extends horizontal and vertical con-
port to operational-level units. trols into corps and division areas.
" Provides terrain-intelligence and
* Stores and distributes special ,topo-
terrain-analysis products.
graphic products that it produces.
* Performs topographic surveys; pro-
vides survey information, interpreta- ENGINEER CONSTRUCTION-SUPPORT
tion, and measurements on the COMPANY
remote-sensed imagery and survey-
information system; and maintains Normally assigned or attached to an engi-
deployable point-positioning data neer battalion, combat heavy at the opera-
bases. tional level, this unit-

" Complies controlled, semicontrolled, " Provides construction support equip-

and uncontrolled photomaps and ment and personnel for rock crushing,
mosaics. bituminous mixing and paving, and
major horizontal construction projects
" Revises existing maps and other topo- such as highways, storage facilities,
graphic data. and airfields.
" Drafts special maps, overprints, over- " Can produce up to 75 tons per hour
lays, and other topographic products. (tph) of crushed rock and sand from

Engineer Organizations and Functions A-11l

FM 5-100

rock quarries and gravel pits in a two- pipe over unimproved roads in two
shift operation, up to 75 tph of washed lifts.
and sized precrushed rock in a two-
shift operation, and up to 150 tph of ENGINEER PORT-CONSTRUCTION
bituminous mixes and blends for pav- COMPANY
ing projects in a one-shift operation.
Normally assigned to an engineer brigade,
SCan supervise contract labor and indig- an ASCC, or an engineer group, this com-
enous personnel and assist in supervis- pany-
ing contract construction.
SProvides specialized engineer support
ENGINEER DUMP-TRUCK COMPANY to develop, rehabilitate, and maintain
port facilities, to include LOTS opera-
Normally assigned to an engineer construc-
tions.
tion support company, this unit-
" Operates dump trucks for moving bulk * Constructs, rehabilitates, and main-
materials in support of other engineer tains offshore facilities, including
units. mooring systems, jetties, breakwaters,
and other structures required to pro-
" Provides a haul capability of up to 600 vide safe anchorage for ocean-going
tons of bulk material, such as gravel, vessels.
earth fill, and crushed rock, per trip.
* Constructs, rehabilitates, and main-
ENGINEER PIPELINE-CONSTRUCTION- tains piers, wharves, ramps, and
SUPPORT COMPANY related structures required for cargo
loading and off loading.
Normally assigned to an engineer brigade,
ASCC, or engineer group, this unit- " Constructs facilities for roll-on-roll-off,
" Provides technical personnel and spe- break bulk, and containerized cargo
cialized equipment to assist combat handling.
heavy battalions or construction units * Maintains tanker discharge facilities,
in constructing, rehabilitating, and including repair or replacement of
maintaining pipeline systems.
existing POL jetties and submarine
" Provides advisory personnel to support pipelines.
up to three engineer companies
" Installs the off-shore petroleum dis-
engaged in pipeline construction, pipe
coupling, storage-tank erection, and charge system, where no naval units
pump-station and dispensing-facility are assigned, in support of Army LOTS
construction. operations.

" Provides specialized tools, equipment, " Provides limited dredging and removal
and personnel to operate on a two-shift of underwater obstructions.
basis. " Provides operators for a two-shift oper-
" Can transport 21,000 linear feet of 6-inch ation of selected specialized equip-
pipe or 16,200 linear feet of 8-inch ment.

A-12 Engineer Organizations and Functions

FM 5-100

SEPARATE ENGINEER TEAMS (OPERATIONAL LEVEL)

ENGINEER TEAM, BATTALION HQ * Can haul 30 tons of rock per trip from
Assigned to an engineer brigade, an ASCC, the quarry to a processing plant.
or an engineer group, the number of battal-
ion HQ teams authorized is based on the ENGINEER TEAM, WELL DRILLING
number of separate engineer companies and Assigned or attached to an engineer brigade
engineer teams. This unit provides C2 for or group, this team can be deployed to sup-
separate engineer companies and engineer port units from division to the operational-
teams such as a construction-support com- level units. The team
pany, pipeline company, port-construction
company, dump-truck company, and utili- " Provides personnel and equipment for
ties team. drilling and developing water wells.
" Can drill and cast two complete water-
ENGINEER TEAM, FIRE-FIGHTING HQ well holes of 5 7/8 inches in diameter.
Assigned to an engineer brigade or group,
" Installs casings, screens, and pumps
the number of teams assigned is based
and develops the well to provide water
on the number of subordinate engineer
at the wellhead.
fire-fighting teams. The HQ plans for fire-
fighting programs and for overall area fire " Can sustain two-shift operations.
prevention.
ENGINEER TEAM, CONTROL-AND-
ENGINEER TEAM, FIRE-FIGHTING TEAMS
SUPPORT DETACHMENT DIVING
Assigned to an engineer brigade or group,
these teams provide fire-fighting support to Assigned to an ENCOM, this team-
divisions, area and corps support groups, " Provides C2 , liaison, and support func-
aviational units, and petroleum pipeline/ tions for engineer diving teams.
terminal and petroleum supply companies.
Currently, the four types of fire-fighting " Plans and coordinates engineer diving
teams are fire truck, water truck, brush missions in the theater.
truck, and crash-rescue truck. " Provides diving expertise and scuba
support to theater commands.
ENGINEER TEAM, QUARRY, 75 TPH " Augments lightweight diving teams by
Assigned or attached to an engineer battal- providing specialized equipment and
ion, combat heavy, a quarry team- personnel for deep-sea diving and
heavy salvage operations.
* Provides rock-crushing operations for
use in constructing major horizontal " Provides reclassification, supply, and
construction projects such as roads, maintenance support to operational-
storage facilities, and airfields. level diving assets.

• Provides personnel and equipment for " Conducts underwater reconnaissance

a 24-hour operation of the 75-tph and inspections.
crushing plant and for drilling and " Performs DS and GS maintenance on
blasting operations required to pro- life-support systems for lightweight
duce raw stone. diving teams.

Engineer Organizations and Functions A-13

FM 5-100

" Supports LOTS operations. disposing of real property for military pur-
poses. A real estate team-
" Depends on a medical element in the
TO to provide a physician with diving " Manages real estate.
medicine training to support diving " Investigates and processes real estate
missions. claims.
ENGINEER TEAM, LIGHTWEIGHT DIVING " Conducts utilization inspections.
Assigned to either, a port-construction com- " Records, documents, and prepares
pany, an ASCC, or a corps HQ, this team- reports on the real estate in the area
that the Army uses, occupies, or holds.
" Performs scuba, lightweight, or deep-
sea surface diving to a maximum depth " Coordinates with other agencies of
of 190 feet. Diving is done to support friendly HNs to execute joint real
light-salvage, harbor-clearance, under- estate functions.
water-pipeline, fixed-bridge, and port-
construction repair-and-rehabilitation ENGINEER TEAM, UTILITIES (4,000)
operations. Assigned to either an ASCC, a TAACOM,
" Performs ship husbandry, LOTS, an ASG, or a corps HQ, this unit provides
underwater-demolition, cutting, weld- limited facilities-engineering support in the
ing, and multiple diving operations. areas of carpentry, masonry, electrical,
plumbing, and road maintenance and
" Depends on the control-and-support repair.
team for specialized supplies, DS/GS
maintenance of life-support systems, ENGINEER TEAM, TOPOGRAPHIC
and augmenting personnel and equip- PLANNING AND CONTROL
ment for deep-sea and heavy salvage
operations. Assigned to a HHC, engineer topographic
battalion, this team-
" Performs scuba diving in forward combat
areas to perform river and far-shore " Performs topographic-operational
reconnaissance, clears underwater planning.
obstacles as part of combat operations, " Determines requirements and pro-
and supports assault float-bridge oper- vides programs for and coordination
ations. of topographic-engineering units
assigned or attached to the theater.
ENGINEER TEAM, REAL ESTATE " Coordinates with the DMA, host/allied
Assigned to an ASCC, this team performs nation topographic-support activities,
functions related to acquiring, using, and and higher HQ.

US ARMY CORPS OF ENGINEERS' OPERATIONS

The USACE is a functional Army MACOM Force and the rest of the DOD. USACE also
with worldwide presence. Its mission is to supports other federal agencies in their mis-
provide engineering services and manage sions as well. The USACE major subordi-
contract construction for the Army and Air nate commands (MSCs) or divisions are

A-i4 EngIneer Organizations and Functions

FM 5-100

given geographic responsibilities for execut- HQ that are outside of the AO may deploy a
ing USAGE missions (see Figures A-i and A- forward element (USAGE [Fwd]) to provide
2, pages A-16 and A-17). USAGE execution in-theater support. The USAGE (Fwd) pro-
is supported by a network of engineering vides the minimum staff element necessary
laboratories and centers of expertise. to provide the required operational support.
USAGE is not structured to exercise C2 The USAGE (Fwd) is electronically linked to
of troop units in the TO. However, for its parent HQ for engineering and adminis-
many practical reasons, USAGE does not trative support and access to technical assis-
relinquish command of its subordinate orga- tance from all of USAGE.
nizations in theater. In general, upon
request, the commander, USAGE will
release operations control of a USAGE sub- USACE (FWD) ELEMENT
ordinate organization to the ASCC to be The USAGE (Fwd) structure and capability
placed under the senior engineer com- is tailored to meet mission requirements and
mander in theater. When feasible, USAGE is can be rapidly adjusted to change as the
self-sustaining in theater. missions change. It is through the USAGE
(Fwd) that all USAGE support (contingency
USACE DIVISION real estate support team [CREST], LOG-
CAP, and water-detection response team
As a USAGE MSG, the division provides C2
[WDRT]) is provided in theater. The forward
and supports all assigned districts, centers
element may be commanded by a lieutenant
of expertise. It also acquires additional
resources from throughout USAGE, as colonel and have a small HQ staff for C2 of
required. A variant of the standard USAGE one or more area offices and other dispersed
division is the operating division which, in teams while also maintaining communica-
addition to having subordinate districts, also tions to the parent HQ for purposes of tech-
operates as a district within a geographic nical and administrative support.
area. General officers command USAGE
divisions. USACE AREA OFFICE
One or more area office may be established
USACE DISTRICT to support ongoing USAGE engineering, con-
The district executes the USAGE missions. tract management, and/or real estate mis-
The district is capable of supporting a large sions in a given geographical area. Area
number of engineer facilities acquisition offices are usually established for missions
(leasing and construction) missions and pro- of some duration in geographically dispersed
viding engineer technical assistance in the- locations. The area offices may be in DS or
ater directly to customers and to engineer GS to a brigade or group HQ, depending on
troop units. District (or operating division) the mission.

Engineer Organizations and Functions A-15

Figure A-i. Military construction division/district boundaries
chorage f~NORTH Seattle NORTH
CENTRAL ATLANTIC
AJ~ ortland ". r,. alta

Wa l t.Paul
NORTH PA IFIC ; Walla tr
MISSO RIRIVER ~_,,.., icag'oletroit , ew York

s - ittsburgh " hladelphia

Omaha OHIO RIVER raltimore
'Sacramiento 0,."""incnnati
." ".I "
' SOUTH PACIFICunigo Nrfl
" ,Kansas City L ou isville .knirtd ofl
San Francisco St. outs

Tl Nashville Wilmington
M "
Albuqulerque RckI
I 'mpis a " Crlso

0 Los Angeles R SOTWS .

SFort Worth DalsVick rg '.
r"* Jacksonville

Q " ; " ""; " obile

Honolulu SOUTH ATLANTIC
rA New Orleans
o PACIFIC OCEAN LEGEND:
* Galveston
0 State boundaries % J
d " .- District boundaries
C- Division boundaries
-n Division and district headquarters
* Division headquarters
-A District headquarters
0

Figure A-2. Civil works division/district boundaries N

Vr O
FM 5-100

APPENDIX B

Engineer Estimate

THE PROCESS
The engineer estimate is an extension of the * Drives the development of detailed
command-estimate process. It is a logical engineer plans, orders, and annexes.
thought process that the engineer staff
officer conducts concurrently with the sup- Each step of the engineer-estimate process
ported maneuver-force tactical-planning corresponds to a step of the command-
process. The engineer-estimate process- estimate process. Both estimates are con-
tinuously refined. Table B-l, page B-2
* Generates early integration of the shows the relationship between these two
engineer plan into the combined-arms estimates. The command-estimate process
planning process. provides the framework for discussing the
" Drives the coordination between the corresponding engineer-estimate actions.
staff engineer, the supported com- This appendix details each step of the
mander, and other staff officers. engineer-estimate process.

RECEIVING THE MISSION

When he receives the mission, the staff " Logistics paragraph.
engineer quickly focuses on several essen- " Engineer annex.
tial components of the basic order and engi-
neer annex. These are the- " Type of operation (offensive or defen-
sive).
" Enemy situation. " Current intelligence picture.
" Mission paragraph. " Assets available.
" Task organization. " Time available (estimate).

CONDUCTING THE EBA

The maneuver commander relies on his EBA as the framework for developing facts
staff to present him with facts and assump- and assumptions. Facts and assumptions
tions on which he can base his mission anal- pertain to the enemy as well as the friendly
ysis, restated mission, and COA situation. Developing and refining them is
development. The staff engineer uses the an ongoing process. The EBA consists of

Engineer Estimate B-1

FM 5-100

Table B-1. Comparison of command and engineer estimates

Command Estimate Engineer Estimate

Receive the mission Receive the mission

Develop facts and assumptions Conduct an IPB/EBA

Analyze the mission Analyze the engineer mission

Issue the commander's guidance Develop a scheme of engineer operations

Develop COAs War-game and refine the engineer plan

Analyze COAs Recommend a COA

Decide on a COA Finalize the engineer plan

Issue actions and orders Issue orders

three parts: terrain analysis, enemy mission enemy's mission and its engineer capabili-
and M/S capabilities, and friendly mission ties are subcomponents of the threat analy-
and M/S capabilities (see Table B-2). sis and integration process and the second
component in the EBA. The staff engineer
TERRAIN ANALYSIS supports the S2 during the threat evalua-
tion by focusing on the enemy's mission as
Terrain analysis is a major component of it relates to its engineer capabilities. When
the IPB and the first component of the EBA. executing this component, the staff engi-
The objective of the terrain analysis is to neer must first understand the enemy's
determine the impact that the terrain anticipated mission (attack or defend) and
(including weather) will have on mission consider how, doctrinally, it will employ its
accomplishment. The staff engineer sup- engineers.
ports the S2 in this process. Using the
The staff engineer then develops an esti-
OCOKA framework (see Table B-3), they
mate of the enemy's engineer capabilities.
determine what advantages or disadvan-
To do this, he uses the G2/S2's order of bat-
tages the terrain and anticipated weather
tle and the knowledge of enemy engineer
offers to the enemy and friendly forces. organizations and other assets, such as
This process has a direct impact on plan- combat-vehicle self-entrenching capabili-
ning engineer operations. See Table B-4, ties, that may impact engineer operations.
page B-4, for examples of how the compo- The staff engineer must also consider hard
nents of OCOKA could impact engineer sup- intelligence pertaining to recent enemy
port. engineer activities.
The staff engineer uses the G2/S2's situa-
ENEMY MISSION AND M/S CAPABILITIES
tion template and the enemy's capabilities
Threat analysis and threat integration are estimate to plot the enemy's engineer effort
also major components of the IPB. The and its location. He coordinates with the

B-2 Engineer Estimate

FM 5-100

Table B-2. Engineer battlefield assessment

* Develops facts and assumptions about-

- Enemy engineer weaknesses.

- Critical friendly engineer capabilities and requirements.

* Supports the S2's IPB mutually.

* Contains three components:

- Terrain analysis.

- Enemy mission and engineer capabilities.

- Friendly mission and engineer capabilities.

G2/S2 and recommends PIRs and the engi- In the defense, the staff engineer plots the
neer force needed to augment the reconnais- enemy's-
sance effort that will confirm or deny the * Mobility capabilities and location in its
situation template. Enemy engineer activi- formation.
ties must be organic to the total combined-
arms R&S plan. Table B-5, page B-5, shows * Use of SCATMINEs.
a summary on the enemy's mission and its * Engineers that support the reconnais-
engineer-capabilities analysis. sance effort.

Table B-3. OCOKA framework

* Analyze the terrain's impact on the battle using the OCOKA framework:

- Observation and fields of fire.

- Cover and concealment.

- Obstacles.

- Key terrain.

- AAs.

* Analyze the advantages/disadvantages the terrain offers the enemy and the friendly force.

* Decide what impact the terrain has on mission accomplishment.

Engineer Estimate B-3

FM 5-100

Table B-4. OCOKA impacting engineer support

OCOKA Examples of Effects on Engineer Support

Requires planning for the obscuration/location of the support force

Offense for breaching operations.

Observation and fields of

fire Reduces obstacle distance from direct-fire systems. This might also
Defense affect obstacle composition with reduced standoff. Limited fields of
fire might limit certain obstacle effects (fix and block).

Requires planning for obscuration/assault positions for breaching

Offense operations. Impacts the feasibility for conducting a covert breach.
Cover and concealment

Defense Impacts the required effort for survivability and deception operations.

Requires the task organization of special engineer mobility assets

Offense (AVLB,armored combat earthmover, M9). Plots enemy countermobil-
ity effort and obstacles.
Obstacles
Ties in reinforcing obstacles to existing obstacles. This might require
Defense an increase countermobility effort.

Targets indirect-fire suppression and obscuration for breaching oper-

Offense ations.
Key terrain

Defense Ties obstacle intent to the retention value of the key terrain.

Requires planning to conduct in-stride, deliberate, and covert breach-

Offense ing operations. Requires the task organization of countermobility
assets for the transition to a hasty defense and flank protection.
Avenues of approach
Requires the tying of specific obstacle effects to a specific location in
Defense an AA. The size of the AA impacts the required countermobility effort.

* HVT (bridging assets, breaching FRIENDLY MISSION AND M/S

assets, and SCATMINE delivery sys- CAPABILITIES
tems). The third component of the EBA is estimat-
* Countermobility and survivability ing the friendly engineer capability and its
capabilities in a transition to a defense. impact on mission accomplishment. To do
this, the staff engineer uses the information
In the offense, the staff engineer plots the he developed in the first step (receive the
enemy's tactical and protective obstacle mission). Since he knows the type of opera-
effort, use of SCATMINEs, and survivability tion, he can quickly place the development of
and fortification efforts. capability estimates in order. He considers

B-4 Engineer Estimate

FM 5-100

Table B-5. Enemy mission/engineer capabilities summary

" Anticipate enemy engineer operations and their impact on the battle.

" Consider the enemy's mission and doctrinal employment of engineers in battle.

" Estimate enemy engineer capabilities based on-

- S2's order of battle.
- Threat engineer organizations.

- Manpower/equipment capabilities.

- Recent activities.

" Plot enemy engineer effort based on-

- S2's situational template.

- Doctrinal engineer employment.

the engineer forces task-organized to his turret-defilade positions, and tank ditches
supported unit as well as the assets that that he could construct with available
other members of the combined-arms team resources. He would use the results of his
have (such as mine plows) to determine the capability estimates during the COA devel-
assets that are available. The staff engineer opment. Table B-6, page B-6, shows an out-
should note the assets under the control of line of this analysis.
the higher engineer HQ and adjacent engi- The staff engineer combines his analysis of
neer units. He may need this information the terrain, enemy capabilities, and friendly
for future reference when he notes a lack of capabilities to form facts and assumptions
assets during a COA development. about the-
Since the staff engineer has determined " Likely enemy engineer effort and the
what assets are available and has estimated most probable enemy COA.
and refined the time available with the G3/
S3, he uses standard planning factors or " Potential enemy vulnerabilities.
known unit work rates to determine the " Critical friendly requirements.
total engineer capabilities. For example, in
" Impact these factors have on the mis-
the offense, the staff engineer would focus
sion.
first on the total numbers of breaching
equipment (armored vehicle-launched Developing facts and assumptions is a
bridges [AVLBs], MICLICs, armored com- detailed and sometimes lengthy process.
bat earthmovers, CEVs, and engineer pla- The staff engineer must stay focused on the
toons) and translate that into breach lanes. information the maneuver commander and
In the defense, the staff engineer would his battle staff require to make decisions.
determine the number of minefields, hull- or The EBA is a continuous process that is

Engineer Estimate B-5

FM 5-100

Table B-6. Friendly mission/engineer capabilities summary

" Evaluate friendly engineer capability and its impact on accomplishing the mission.
" Consider the friendly mission.

" Estimate the engineer assets available based on the task organization of-
- Maneuver forces.

- Engineer forces.

- Higher engineer HQ.

- Recent activities.

- Adjacent engineer units.

" Consider the availability of critical resources.

" Estimate the total engineer capability based on engineer planning factors.

refined as the situation becomes clearer. must evaluate its impact on the mission
Each time new information is collected or and refine the facts and assumptions as
the conditions change, the staff engineer necessary.

ANALYZING THE MISSION

The staff engineer participates in mission • Paragraph 3, Scheme of Maneuver.
analysis by identifying engineer tasks that
• Paragraph 3, Scheme of Engineer
are mission-critical and have an impact on
Operations.
the overall mission. He identifies engineer
tasks from the higher unit's entire OPORD, * Paragraph 3, Subunit Instructions.
not just the engineer annex. He must exam-
ine the entire OPORD to fully understand " Paragraph 3, Coordinating Instruc-
the total scheme of maneuver, the com- tions.
mander's intent, and the instructions from " Paragraph 4, Service Support.
the higher unit's staff engineer. The staff
engineer should concentrate on the following " Paragraph 5, Command and Signal.
portions of the OPORD as he receives and
" Engineer Annex.
identifies the engineer mission:
Mission analysis has several components;
" Paragraph 2, Mission.
the staff'engineer should focus on engineer
" Paragraphs lb and 3, Commander's capabilities in each component.
Intent (two levels up).

B-6 Engineer Estimate

FM 5-100

SPECIFIED TASKS consider in his mission analysis. Restric-

tions are limitations placed on the com-
These tasks are derived directly from the
mander that prohibit the command from
WO, OPORD, or commander's intent.
doing something. Therefore, they impact
Examples are obstacle zones, obstacle belts
greatly on the COA development. For
with intents, the required number of breach
example, obstacle zones and ORAs are
lanes, and the type of breach that the higher
restrictions because they limit the area in
commander designates.
which tactical obstacles can be placed.

IMPLIED TASKS
RISK
The staff engineer develops implied tasks by
A commander might specify which risk he
analyzing the mission in conjunction with
will accept to accomplish the mission. For
the facts and assumptions he developed ear-
example, he may employ the priority obsta-
lier. Two examples of implied tasks are-
cle effort in a defense on the most likely
" Coordinating obstacle handover dur- enemy AA, but he may plan to use situa-
ing a relief-in-place mission. tional obstacles on the most dangerous AA
as an economy-of-force measure. The staff
" Identifying and planning a river-crossing
engineer must understand how a risk that
operation. This task occurs to support
involves an engineer capability will specifi-
an attack of seizing an objective if a
cally impact on combined-arms operations
river crossing is necessary to accom-
plish the mission but is not specified in and advise the commander accordingly.
the higher OPORD.
TIME ANALYSIS
ASSETS AVAILABLE The staff engineer must ensure that engi-
The staff engineer identifies available engi- neer operations are included in the combined-
neer assets in the EBA. However, he should arms time analysis. A time analysis has
examine the total force structure of the several steps. First, the staff engineer
combined-arms team to help him as he par- determines the actual total time available.
ticipates in the COA development. For Second, he establishes a fact or assumption
example, determining the amount of avail- of the time available while preparing the
able firepower may help him determine friendly capabilities portion of the EBA.
whether the force should conduct an in- Third, he refines his time analysis. A good
stride or a deliberate breach or which float tool to use in this process is a basic time-line
bridge a division has available to support a sketch. With the sketch, the staff engineer
river-crossing operation. can accurately refine the estimate of the
amount of time actually available and
adjust the friendly engineer capability
LIMITATIONS (CONSTRAINTS AND
RESTRICTIONS) accordingly. Some items in the time-line
sketch are the-
Constraints are those specified tasks that
limit freedom of action. For example, desig- " Supported unit's OPORD.
nated reserve obstacles, obstacle zones (with " Engineer unit's OPORD.
intents), and obstacle restricted areas (ORAs)
are constraints that the staff engineer must " Movement times.

Engineer Estimate B-7

FM 5-100

" Line-of-departure or prepare-to-defend the essential tasks. He does consider the

times. other specified and implied tasks, but his
planning centers on the essential tasks.
" Rehearsals.
" Hours of darkness or limited visibility.
RESTATED MISSION

ESSENTIAL TASKS The restated mission follows the same for-

mat as any mission statement. The who,
Essential tasks are the specified and implied what, where, and why of the restated mis-
tasks that are critical to mission success. sion are based on the mission analysis and
The staff engineer develops his plans, staff then become the mission statement in
coordination, and allocation of resources on paragraph 2 in the OPORD.

DEVELOPING A SCHEME OF ENGINEER OPERATIONS

The staff engineer must receive planning can work on the details for each plan.
guidance to tailor the schemes of engineer Table B-7 shows the following process:
operations that he will develop during COA
development. How much guidance he needs ANALYZING THE RELATIVE COMBAT
depends on his and the maneuver com- POWER
mander's experience, their relationship, the
time available, and the SOPs. The staff The staff engineer compares the antici-
engineer might require guidance in- pated enemy engineer capability with the
friendly engineer's capability needed to
" Situational obstacle planning. defeat it. For example, in the offense, the
" The use of digging assets (survivability staff engineer considers the enemy's doctri-
nal norms, hard intelligence, recent activi-
versus countermobility).
ties, and the time the enemy has to
" The use of maneuver forces in the prepare. He then determines if the friendly
obstacle effort. engineer's capability is sufficient to over-
come the enemy's capability. In the
" Risk acceptance of M/S tasks.
defense, the staff engineer looks at an
" Interpreting the higher commander's enemy's capability and where and when he
intent pertaining to M/S. expects that capability to be employed. He
then determines what will defeat the
The next step of the command/engineer esti- enemy and what assets are available to
mate is developing the maneuver COAs. ensure success.
COA development centers on employing
maneuver forces. The staff engineer assists
IDENTIFYING THE ENGINEER MISSIONS
in the process by considering what impact
AND ALLOCATING FORCES
the engineer operations will have on the
maneuver. He develops a scheme of engi- Based on the maneuver COA, situation
neer operations for each maneuver COA. analysis, mission analysis, and com-
He develops a concept, not the complete mander's intent, the staff engineer assesses
plans, and he does this by using the same the engineer's requirements. This is the
steps as the maneuver COA but without the most important step in developing a
detailed force allocation. If time permits, he scheme of engineer operations.

B-8 Engineer Estimate

FM 5-100

Table B-7. Scheme of engineer operations process

1. Analyze relative combat power.

2. Identify engineer missions and allocate forces/assets.

3. Develop a scheme of engineer operations.

4. Balance requirements with assets available.

5. Integrate into the maneuver COA.

DEVELOPING A SCHEME OF ENGINEER factors, blade-hour estimates, and breach-

OPERATIONS lane requirements, to assess quickly
whether adequate assets are available to
The scheme of engineer operations focuses support the plan. He notes all shortfalls
on how the engineer efforts integrate into and refines the scheme of engineer opera-
and support the maneuver COA. Like the tions, if necessary. He refines the plan by
maneuver COA, the scheme of engineer shifting assets to the main effort, shifting
operations is generic, without a specific priorities with the phases of the operation,
engineer force allocation or unit designa- recommending that the commander accept
tion. It must address all phases of the oper- risk, or requesting additional assets.
ation, especially where engineer priorities
must change to support the maneuver.
INTEGRATING INTO THE MANEUVER COA
The staff engineer prepares a statement
BALANCING AVAILABLE ASSETS
describing the scheme of engineer opera-
AGAINST SUPPORT REQUIREMENTS
tions. He addresses how engineer efforts
The staff engineer reviews his scheme of engi- support the maneuver COA and integrates
neer operations in light of the assets he has the necessary graphics (breach-control mea-
ayailable (using his EBA product). He uses sures and obstacle graphics and intents) to
hasty estimate tools, such as belt-planning show this tentative engineer plan.

WAR GAMING AND REFINING THE ENGINEER PLAN

War gaming is a systematic way to see the " Identify weaknesses in his plan and
enemy's actions and reactions to each make adjustments, if necessary.
friendly COA. Its techniques are usedto " Ensure that the G2/S2 integrates
analyze the COA. Staff analysts identify enemy engineer assets and actions as
the best COA and recommend it to the com- he plays the enemy force.
mander. (Table B-8, page B-10, shows three
techniques for war gaming.) The staff engi- After analysis, each COA is war-gamed and
neer participates in war gaming to- the results compared. The goal of comparing
COAs is to analyze their advantages and
Ensure that the scheme of engineer disadvantages relative to the other plans,
operations supports the maneuver using specific evaluation criteria. Either the
plan and is integrated with the other staff or the commander, during his plan-
staff elements. ning guidance, develops the evaluation

Engineer Estimate B-9

FM 5-100

Table B-8. Three war-gaming techniques

Avenue in Depth
This technique concentrates on one AA from start to finish. It is equally applicable to
offensive and defensive operations. It allows the engineer to war-game the analyzed
impact of enemy obstacles on the plan of attack and the effects of sequential obstacle
belts or groups for the defensive plan.

Belt
The belt technique divides the battlefield into areas that run the width of the sector, war-
gaming across the front and multiple avenues at once. This is the preferred technique. It
allows the engineer to war-game the mutual support between obstacle belts and groups.
It is the best method for analyzing mutual support and adjacent engineer effort.

Box
This technique focuses solely on critical enemy or friendly events in a designated area
(box). The advantage of this method is that it is not time-consuming. It allows the engineer
to focus on a particular breach site or EA.

criteria. The staff engineer compares COAs His comparison is only part of the total
in terms of which scheme of engineer opera- comparison by the staff.
tions best supports mission accomplishment.

RECOMMENDING A COA
The objective of the comparison is to make a * What influence the maneuver may
unified recommendation to the commander have to exert to get them.
on which COA is best. The staff engineer
Based on the staffs recommendations, the
may have to consider a COA that he can
least support if, from the other staff per- commander decides which COA to adopt for
spectives, it is the best selection. He must final planning. He may select a specific
be prepared to inform the maneuver com- COA, modify a COA, or combine parts of
mander- COAs. Regardless, the commander decides
and issues additional guidance for develop-
" Where he must accept risk or what ing the plan to the staff. This guidance con-
additional assets he will need to avoid centrates on synchronizing the fight,
that risk. focusing on bringing the combat multipliers
" Where those assets may be obtained. together.

FINALIZING THE ENGINEER PLAN AND ISSUING THE ORDER

The staff engineer focuses his planning war-gaming process, commander's guid-
efforts on the scheme of engineer opera- ance, and situation updates. As the staff
tions for the selected maneuver COA. He engineer fills in the details of his plan, he
determines the C2 necessary to accomplish refers to his initial mission analysis to
the engineer missions (see Chapter 2 for ensure that he accounts for all missions.
additional information). The scheme of engi- He ensures that he assigns all engineer
neer operations. is fine-tuned based on the tasks to maneuver and engineer units as

B-i0 Engineer Estimate

FM 5-100

part of the subunit instructions. He coordi- paragraphs) and the engineer annex (see
nates with other staff members to ensure Appendix C) to supply his input. As part of
total integration and mutual support. the combined-arms staff, he participates in
the OPORD brief to the assembled com-
The staff engineer uses the basic OPORD mand group. He briefs the command group
(scheme of engineer operations, subunit on the scheme of engineer operations only
instructions, coordinating instructions once.

Engineer Estimate B-11

FM 5-100

APPENDIX C

Orders and Annexes

SUPPORTED-UNIT'S ORDERS AND ENGINEER ANNEX

Orders and annexes are critical components supported-unit engineer plan or required
of engineer C2. The engineer commander for subordinate engineer planning. It does
exercises functional control over the sup- not include instructions or orders directly
ported-unit engineer operations by includ- to engineer units. All instructions or tasks
ing critical instructions in the supported- are addressed to units supported by engi-
unit basic order and the engineer annex. He neer units, not supporting engineer units.
issues a unit order to control the forces he More importantly, the engineer annex cov-
commands. Therefore, he must use a combi- ers essential aspects of the entire engineer
nation of supported-unit and engineer-unit plan, not just parts that pertain to engineer
orders to convey the engineer plan. units.
This appendix addresses the supported- The engineer annex is not a replacement
unit OPORD and the engineer annex. for a unit order. For example, it does not
S Areas covered are the base format of the give subunit orders and service-support
supported-unit OPORD, highlighting areas instructions to engineer units remaining
where the engineer commander may have under the engineer's command. Those
direct input, the format and content of the orders and instructions are contained in the
engineer annex, and sample overlays. This engineer-unit order. The engineer annex
appendix also addresses engineer-unit should be clear, complete, brief, and timely
orders. Areas covered are the format and and avoid qualified directives. It should
content for the engineer-unit WO and include-
OPORD, including possible annexes, over- " Critical information derived from the
lays, and FRAGOs. EBA process.

SUPPORTED-UNIT'S OPORD " All critical information and tasks not

covered elsewhere in the order.
Figure C-1 (pages C-2 through C-4) is a
sample format of the supported-unit's " Items not covered in SOPs.
OPORD. Paragraphs in which the engineer " Information and tasks directed to
commander may provide engineer input are major subordinate elements of the
bolded. supported unit, not supporting engi-
neer units.
ENGINEER ANNEX
" Information and instructions that
The engineer annex contains information have been fully coordinated with other
that is not included in the supported-unit parts of the OPORD, supported-unit
basic order but which is critical to the commander, and staff.

Orders and Annexes C-1

FM 5-100

(Classification)

Copy of copies
(Issuing HQ)
(Place (coordinates) country)
(Date-time group, month, year)
(Message reference number)

OPERATION ORDER (number) (code name, if used)

Reference(s): Map(s) and other references required.
Time zone used throughout the order:
Task Organization:
*Show engineer task organization of engineer units supporting other units to include
the command or support relationship, as accurately as possible.
*List units remaining under engineer control.

1. SITUATION.

a. Enemy Forces. Include the enemy's recent engineer activities or capabilities

that are critical to supported-unit commanders or essential to understanding the
engineer plan.
b. Friendly Forces.
c. Attachments and Detachments.
" State effective time for engineer task organization, if different than other units.
" Clarify or highlight changes in engineer task organization that occur during a
phase of the operation; for example, releasing division's control of the bridge
units back to corps.

2. MISSION.

3. EXECUTION.

Intent:
a. Concept of the Operation.
(1) Maneuver.
(2) Fires.
(3) Counterair operations.
(4) Intelligence.
* Include focus of engineer intelligence-collection efforts that impact on the
maneuver plan.

Figure C-i. Sample of supported-unit OPORD

C-2 Orders and Annexes

FM 5-100

* Provide subordinate units with engineer-information requirements that are

command PIR, as coordinated with the G21S2 and supported-unit com-
mander.
(5) Electronic warfare.
(6) Engineer.
" Describe the concept of engineer operations to support the supported-unit
plan.
" Establish main effort of engineer effort by mission and unit for each phase
of the operation.
" Focus primarily on engineer support to close and rear operations.
" Discuss supported-unit-level engineer missions only as they impact on
supported-unit subordinate commanders.
(7) (Others as needed)
b. Tasks to Maneuver Units.
" List mission-essential engineer tasks that a specific supported-unit subordi-
nate element will accomplish.
"List mission-essential engineer tasks that engineers task-organized to supported-
unit subordinate elements must accomplish.
c. Tasks to Combat-Support Units. Include the supported-unit-level engineer
tasks assigned to the supporting engineer unit, if necessary. List these tasks
only to inform supported-unit subordinate commanders of engineer tasks under
supported-unit control using supported-unit-level forces.
d. Coordinating Instructions.
" List critical engineer instructions common to two or more supported-unit sub-
ordinate units.
" Do not include SOP information unless needed for emphasis.
" List times or events in which obstacle-control measures become effective if different from
the effective time of the order, if necessary.

4. SERVICE SUPPORT.

a. General Concept of Logistic Support.

" Define concept for push of Class IV and V (mines).
" Define concept for logistics support of organic and supporting engineers task-
organized to the supported unit, if not listed in service-support annex.
b. Materiel and Services.

Figure C-1. Sample of supported-unit OPORD (continued)

Orders and Annexes C-3

FM 5-100

(1) Supply.
* List supported-unit subordinate-unit allocations of Class IV or engineer
Class V supplies if not contained in the engineer annex.
*List tentative locations for transfer of Class IV and V (mines) to supported-
unit subordinate units.
(2) Transportation.
(3) Services.
c. Medical Evacuation and Hospitalization.
d. Personnel.
e. Civil-Military Cooperation.
f. Miscellaneous.

5. COMMAND AND SIGNAL.

a. Command.
b. Signal.
Acknowledge:
Commander's signature (optional)
Commander's last name
Rank
Official:
(Authentication)
Annexes:
Distribution:

Figure C-1. Sample of supported-unit OPORD (continued)

C-4 Orders and Annexes

FM 5-100

The engineer annex includes any combina- into the overall combined-arms plan. Infor-
tion of written instructions, matrices, or mation included on overlays may include,
overlays needed to convey the necessary but is not limited to-
details of the engineer plan. The annex in
Figure C-2 (pages C-6 through C-9) provides All existing and proposed friendly
a standard format for both offensive and obstacles and control measures (obsta-
defensive operations. This format standard- cles, restrictions, and lanes; directed or
izes the organization of information included tactical reserve obstacles; and situa-
as written instructions. The actual content tional obstacles, including associated
of the annex depends on the type of opera- NAI/TAI).
tion and engineer plan. A standardized " Known and plotted enemy obstacles
annex format makes it easier for the engi- (must also be on the situation tem-
neer staff officer to remember what should plate).
be included and for subordinate staff officers
to find required information. " Logistic locations and routes, as they
The engineer annex may include matrices apply to engineer operations.
and overlays, as necessary, to convey the " NBC contaminated areas.
plan. Matrices may be used as part of the
body of the annex or as separate appendixes. " SCATMINE restrictions.
They are used to convey or summarize infor-
" River-crossing locations and restric-
mation not needing explanation, such as
tions.
logistic allocations, obstacle priorities and
restrictions, or task summary (execution Figures C-3 through C-5 (pages C-10
matrix). Overlays are used to give informa- through C-12) show sample matrices and
tion or instructions and expedite integration overlays.

ENGINEER-UNIT ORDERS
The engineer commander uses a unit order The engineer commander issues WOs to
to exercise unit control over engineer units engineers to facilitate parallel planning
remaining under his command. At the out- within engineer units and supported-unit
set of an operation, he uses his order to engineer staffs. WOs to engineers support-
effect the necessary task organization of ing another unit are for planning only and
are not executive.
engineers, assign initial missions, and
establish sustainment integration support-
ing units. Once the task organization is ENGINEER-UNIT WO
effective, and during combat operations, the A WO helps engineer staff officers and engi-
engineer commander directs subsequent neer units initiate planning and prepara-
unit orders only to those engineers under tions for an upcoming operation. It is
his command. Orders, missions, and critical to foster parallel planning at the
instructions to engineers supporting other engineer-unit and supported-unit levels.
units in command relationships are included There is no prescribed format for the WO.
as tasks to the units in the supported-unit It may be either written or oral but should
order. The engineer-unit WO is the exception. include the following information:

Orders and Annexes C-5

FM 5-100

ANNEX (ENGINEER) TO OPORD

Task Organization:
" List engineer units only and task-organize them to the supported-unit subordinate elements or
under the engineer unit.
" Include summary of low-density equipment, if necessary, to clarify unit task organization.
" Address command and support relationships, as appropriate.
" Identify changes in engineer task organization that occur during the operation.

1. SITUATION.

a. Enemy Forces.
(1) Terrain. List critical aspects of the terrain that impact on engineer operations.
(2) Weather. List critical aspects of the weather that impact on engineer operations.
(3) Enemy-engineer's capability/activity.
" Highlight known and templated locations and activities of enemy-engineer units.
" List the enemy's significant maneuver and engineer capabilities that impact on engi-
neer operations.
" Detail expected employment of engineers based on most probable enemy COA.
b. Friendly Forces.
" Define designation, location, and activities of higher and adjacent engineers impacting
on the supported unit or requiring coordination.
" List nonengineer units capable of assisting in engineer operations, such as emplacing
SCATMINEs.
c. Attachments and Detachments.
" List units attached or detached, if necessary, to clarify task organization.
" Highlight changes in engineer task organization that occur during an operation, with
effective times or events.

2. MISSION. Same as supported-unit mission statement.

3. EXECUTION.

a. Scheme of Engineer Operations.

*Describe the concept of engineer operations to support the maneuver plan. Must tie crit-
ical engineer tasks or engineer main effort to the supported-unit defeat mechanism.

Figure C-2. Sample engineer annex

C-6 Orders and Annexes

FM 5-100

" Establish main effort of the engineer effort by mission and unit for each phase of the
operation.
• Focus primarily on engineer support to close operations.
*Discuss supported-unit-level engineer missions only as they impact on supported-unit
commanders.
(1) Obstacles.
" Supplement above narrative, focusing specifically on the details of the countermobility
effort.
" Identify obstacle-control measures used to enhance the supported-unit deep, close,
and rear operations. Assign obstacle responsibilities, priorities, and restrictions.
Restrictions may preclude the use of certain type mines/obstacles or the use of obsta-
cles on specific routes through obstacles.
" Identify, assign, and place priorities on responsibilities for supported-unit directed
and reserve targets. Provide execution criteria for reserve targets.
(2) Situational obstacles.
" Explain concept for employing situational obstacles, focusing on how to use them to
support the maneuver plan.
" Identify location, intent, and execution criteria of supported-unit-level targets
planned and executed by the supported unit.
" Assign responsibilities for executing supported-unit situational obstacles targeted and
resourced by the supported unit. Discussion must include the details on NAIs, TAIs,
decision points, and execution criteria.
" Assign intent and allocate resources to brigades regarding supported-unit resourced
and subordinate-unit, planned and executed. May also state an execution criteria.
" State clearly, for each type, the HQ that maintains the authority to use SCATMINEs
and any restrictions on duration (by obstacle-control measure).
b. Subunit Instructions. (All tasks are listed as subordinate-unit missions.)
" List engineer tasks which are not in the basic OPORD that a specific subordinate unit
will accomplish.
" List engineer tasks which are only necessary to ensure unity of effort that engineers sup-
porting the supported-unit subordinate elements will accomplish.
" May list the supported-unit-level engineer tasks assigned to the supporting engineer
unit. List them only to inform supported-unit subordinate commanders of engineer tasks
that are under the supported-unit control using supported-unit-level forces.
c. Coordinating Instructions.
" List critical engineer instructions that are common to two or more supported-unit subor-
dinate elements that are not covered in the basic OPORD.

Figure C-2. Sample engineer annex (continued)

Orders and Annexes C-7

FM 5-100

" Do not include SOP information, unless it is needed for emphasis.

" Include times or events in which obstacle-control measures become effective if they are
different from the effective time of the order.
" List supported-unit PIR that subordinate engineer staff officers must consider or that
supported-unit engineer requires.
" List mission reports that the supported-unit engineer requires, if they are not covered in
Signal paragraph or unit SOP.
" Include explanation of EWLs, if they are used.
4. SERVICE SUPPORT.
a. Command-Regulated Classes of Supply. Highlight brigade allocations of command-regulated
supply classes that impact on engineer operations control supply rate (CSR). May sum-
marize in a matrix or table.
b. Class IV and V (Obstacle) Supply Distribution Plan.
" State the supply method (supply point or unit distribution) to be used for Class IV and V
(obstacle) for each supported-unit subordinate element.
" List tentative locations for Class IV and V supply points or locations for linkup of corps's
push packages direct to units.
" List allocation of Class IV/V (obstacle) by supported-unit subordinate element by
obstacle-control measure or combination. May summarize in a matrix or table.
c. Transportation.
" List allocation and priority of support for haul and airlift assets dedicated to supported-
unit subordinate elements for Class IV and V (obstacle) haul.
" List requirements for supported-unit subordinate elements to supplement corps's trans-
portation of mission loads; for example, brigade is responsible for haul forward of phase
line (PL) , each brigade will provide heavy expanded-mobility tactical vehicles
(HEMMTs) to haul mission.
d. Health-Service Support. Address special arrangements made for corps engineer units
operating in forward areas to accomplish supported-unit-level missions.
e. HN Coordination.
" List type and location of HN engineer facilities, assets, or support.
" List procedures for requesting and acquiring HN engineer support.
" Highlight any limitation or restrictions on HNS; for example, HN personnel not autho-
rized forward of PL

Figure C-2. Sample engineer annex (continued)

C-8 Orders and Annexes

FM 5-100

5. COMMAND AND SIGNAL.

a. Command.
* List location of key engineer leaders.
* List location and planned movements of engineer CPs during the operation.
* Designate a logical chain of command.
* Designate an engineer HQ that controls the engineer effort within EWLs on an area
basis.
b. Signal.
* Ensure that engineer CPs monitor the Nationwide Emergency Telecommunications
System (NETS) for reports, if different than the SOP.
* May designate critical engineer reporting requirements of subordinates, if not covered
in coordinating instructions or SOP
Acknowledge:
Commander's signature (optional)
Commander's last name
Rank

Official:
/s/
Name:
Position:
Appendixes:

Figure C-2. Sample engineer annex (continued)

Orders and Annexes C-9

FL Ocean
PL PL River
FL River PL Ocean

Creek

Figure C-3. Obstacle overlay

Spx
Sp
(SA 1

SF

o. Blue Mvmt Corridor

y Figure C-4. Large-scale breach-lane network

9
-l
__

Engr Unit Area Spt

A/501 Engr Bn
1/299 CSE

B/501 Engr Bn

- PL Shovel for phases 1 and 2

- PL Lake for phase 3
- LOC repair restricted to west EWLs
- White light authorized west of
PL Lake when ADA warning status
s white and is REDCON level 1.

Red

Silver

Figure C-5. Engineer rear-area operations

FM 5-100

Heading action may also be included: assigning engi-

neer tasks such as tactical and technical
M WOs must always begin with the words
reconnaissance, establishing Class IV and V
"Warning Order" so the recipients understand
supply points, establishing bridge parks,
that they are to use the information as a
and moving to linkup points. These orders
basis for planning and that orders will fol-
are normally qualified as be-prepared or on-
low. The addressees should also be listed in
order tasks, depending on how the plan is
the heading. The engineer-unit WO should
established. Orders to engineers supporting
address all supporting engineer units.
other units are always on order with execu-
tion instructions coming through supported-
Situation unit headquarters-generated orders.
This section includes a brief description of
friendly and enemy situations and critical Time and Place of Orders Group
events. It may also include probable mis-
Information in this section informs units
sions for the supported unit and specified or
under the engineer commander's command
implied tasks. It may assign tentative tasks
when and where to receive the entire order
for planning only to engineer units.
and who will attend. Engineer-unit SOPs
should identify the composition of the orders
Attachments and Detachments group.
This section gives tentative and known
changes to the task organization. However, Administrative and Logistical Information
engineers supporting another unit must This section includes instructions and warn-
realize that these changes are for planning ing information on changes in unit logistical
purposes and will not be effective until they operations and required coordination/link
receive an order from the supported-unit up with the supported-unit sustainment sys-
higher HQ. tems as required by future operations. This
information may also direct movement to
Earliest Time of Move assembly areas and provide instructions for
sustainment after movement.
This section states the earliest possible time
that units must be ready to move. For units
under the engineer commander's command, Acknowledgment
actual movement times may be given, if An acknowledgment of receipt is always
known. The earliest time of move is critical required to make sure all addressees receive
to synchronizing sustainment operations to the WO.
support future missions.
ENGINEER-UNIT OPORD
Nature and Time of the Operation
The engineer commander issues OPORDs to
This section provides information about the all units under his command. Initially, the
supported-unit plan to foster parallel plan- engineer commander's OPORD may include
ning and preparations and to set priorities. any engineer unit operating in the supported-
Depending on the maturity of the planning unit area, as necessary, to effect the task
process, information may include a concept organization, assign missions, and establish
of engineer operations or tentative scheme of sustainment responsibility at the outset of
engineer operations. Orders for preliminary an operation. Once the task organization

Orders and Annexes C-13

FM 5-100

is effected, all instructions and missions to member to issue the FRAGO in person to
engineers supporting other units are con- subordinate engineer commanders. This
veyed in supported-unit orders and are ensures the engineer commander that the
addressed to the subordinate supported-unit commanders understand the FRAGO, and it
commanders. The following is an outline of allows the commander to include graphics.
the content of engineer-unit OPORDs using The engineer commander should include
the standard five-paragraph field order (Fig- the following items in a FRAGO:
ure C-6, pages C-15 through C-20). When
the order is an OPLAN instead of an
Changes to Task Organization
OPORD, assumptions on which the plan is
based are included at the end of the Situa- Include any changes to unit task organiza-
tion paragraph. tions made necessary by modifying the
order.
ENGINEER-UNIT FRAGO
Situation
The engineer commander will frequently
need to modify his OPORD by using FRAGOs Include a brief statement of current enemy
to make changes in engineer operations that and friendly situations, which usually gives
allow the supported unit to take advantage the reason for the FRAGO. Update subordi-
of tactical and operational opportunities. He nate supported units on the current status
issues FRAGOs only to engineer units under of engineer missions, if necessary.
his command. (Supported units will issue
their own FRAGOs to convey changes in Concept
instructions to engineers supporting other
units in command relationships.) A FRAGO Give changes to the scheme of engineer
does not have a specified format, but an operations and the corresponding changes
abbreviated OPORD format is usually to subunit tasks. Include any changes in
used. A FRAGO should maximize the use the supported unit or engineer-unit com-
of the current OPORD and specify only mander's intent, if necessary.
information and instructions that have
changed. Coordinating Instructions
Rarely will the engineer commander issue a Include changes to Service Support and
FRAGO to his subordinate commanders Command and Signal paragraphs of the
face-to-face. He will normally issue it over current OPORD, if made necessary by the
the radio or telephone. He may use a staff change in scheme of engineer operations.

C-14 Orders and Annexes

FM 5-100

(Classification)
Copy of copies
(Issuing engineer HQ)
(Place (coordinates) country)
(Date-time group, month, year)
(Message reference number)
OPERATION ORDER (number) (code name, if used).
Reference(s): Map(s) and other references required.
Time zone used throughout the order:
Task Organization:
" Include all engineer HQ of units under supported-unit control.
" Include all engineer HQ of organic units.
" List units task-organized to a HQ other than their parent unit.
" List special equipment if not clear in unit task organization, if needed.
" Address command-support relationships, as necessary.

1. SITUATION.

a. Enemy Forces.
(1) Terrain and weather.
" List key aspects of the terrain that affect engineer operations.
" Identify key and decisive terrain in the supported-unit area that relates to engineer
operations.
" Include expected weather conditions and their impact on engineer operations.
" Include light data and its impact on engineer missions.
(2) Enemy situation.
" Include a macro picture of enemy forces facing the supported unit.
" List current disposition of enemy forces, to include location of major enemy units
(known and templated), strength, designation (if known), composition, and current
activities.
" List enemy engineer activities and capabilities.
" List most probable enemy COA.
" Highlight enemy activities, capabilities, and COAs that affect supported-unit-level
engineer operations.

Figure C-6. Sample engineer-unit OPORD

Orders and Annexes C-15

FM 5-100

b. Friendly Forces.
(1) Higher.
" State supported unit's and commander's intents (two levels up); paraphrase com-
mander's intent as it applies to engineer operations.
" Describe, briefly, the higher unit's plans, highlighting those aspects that give purpose
to engineer missions.
" Describe the higher-unit (two levels up) engineer plans and priorities as they apply to
the supported-unit (one level up) engineer operations.
(2) Adjacent. Highlight missions of adjacent supported units and engineer units that
impact on the supported-unit engineer missions.
c. Attachments and Detachments.
" List attachments and detachments of organic and supporting engineers to the supported
unit, as necessary, to clarify the task organization.
" Highlight any attachments and detachments that occur during the operation, to include
the time and the event that trigger change.

2. MISSION.

" Include Who the engineer unit is.

" Include What, When, Where, and Why of the supported-unit mission. (Include any essential
supported-unit-level engineer missions as part of the What.)

3. EXECUTION.

Intent:
" State the force engineer's vision of the engineer operation and how it supports
the supported-unit plan.
" Describe the purpose of engineer operations.
" Describe the end state of supported-unit engineer operations and its link to the end state
of the supported-unit operation.
" Do not describe the scheme of engineer operations or subunit tasks.
* Link engineer's intent to the supported-unit defeat mechanism.
a. Scheme of Engineer Operations.
" Write a clear, concise narrative of the engineer's plan from beginning to successful end.
Use phases of supported-unit plan, organization of the defense, or battlefield framework
to organize the narrative.

Figure C-6. Sample engineer-unit OPORD (continued)

C-16 Orders and Annexes

FM 5-100

" Ensure that the narrative's focus is on mission-essential engineer tasks and force engi-
neer's main effort. The narrative is not a summary of all engineer tasks.
" Identify, clearly, the engineer's main effort and how it shifts during the operation to sup-
port the supported-unit plan.
(1) Obstacles.
*Supplement the above narrative. Focus specifically on the details of the countermo-
bility effort. Based on the nature of supported-unit-level engineer missions, instruc-
tions may concentrate only on obstacles in the rear area.
* Identify obstacle-control measures used to support the supported-unit deep, close,
and rear operations. Assign obstacle responsibilities, priorities, and restrictions to
supported-unit-level countermobility efforts and engineer units.
" Identify and assign responsibilities for supported-unit directed and reserve targets
that the supported-unit-controlled engineer units prepare.
(2) Situational obstacles.
* State the concept for employing situational obstacles, focusing on how they will be
used to compliment or augment conventional tactical-obstacle efforts. Include details
on NAIs, TAIs, decision points, and execution criteria if the SCATMINE target
is supported-unit-directed and executed by supported-unit-controlled engineer units.
" State, clearly, the HQ that maintains the authority to use SCATMINEs and any
restrictions on duration (by obstacle-control measure).
b. Tasks to Engineer Units.
" List all tasks assigned to engineer units remaining under the control of the force engi-
neer, clearly and concisely.
" List each engineer unit that remains under the force-engineer's control.
" Assign tasks by unit, and try to list them in the order that they will be executed during
the operation.
" Distinguish be-preparedand on-ordertasks from normal tasks.
" Do not include tasks and instructions that are common to two or more units.
" Include all supported-unit-level engineer missions identified during the engineer-estimate
process.
c. Coordinating Instructions.
" Include tasks and instructions that are common to two or more units subordinate to the
force engineer.
" Include all pertinent coordinating instructions listed in the supported-unit order.

Figure C-6. Sample engineer-unit OPORD (continued)

Orders and Annexes C-17

FM 5-100

" Do not list SOP orders unless needed for emphasis or changed due to the mission.
" May include reporting requirements common to two or more units if not covered in Sig-
nal paragraph.
" May authorize direct coordination between subordinate or adjacent engineer-specific
tasks.
" Give the time that task organization is effective.

4. SERVICE SUPPORT.

a. General Concept of Logistic Support.

" Provide subordinates with the general concept of logistic support for units under the
force engineer's control throughout the operation.
" Identify, in general, what the primary and backup (emergency) means of subunit sus-
tainment are for each type of engineer unit under the force engineer's control. Must
address who (organic battalions under division unit control, corps battalions, special
separate companies), how (area support, unit support, supply point distribution, unit
distribution), where (corps storage area (CSA), DSA, BSAs, division MSB/FSBs, corps
support groups), and what (classes of supply and critical services).
" Be consistent with task organization and command-support relationships.
" Make maximum reference to support-unit CSS graphics.
" List the locations of key CSS nodes as they apply to the concept for logistic support
(DSA, FSBs, CSA, combat service group (CSG), ASP/ammunition transfer points (ATPs),
and so forth) and planned subsequent locations if they change during the operation.
b. Materiel and Services.
(1) Supply. Do the following for each class of supply:
" List allocation and CSRs for each unit, based on missions.
" Ensure that the unit maintains basic loads.
" State the method of obtaining supplies if different from general concept.
NOTE: Mission logistics may be different than unit (scheduled) logistics.
" Address any special arrangements or plans to sustain specific engineer mission needs
(Class IV and V or Class III push to sustain engineer preparation of defenses).
(2) Transportation.
" List primary, alternate, and dirty MSRs during the operation.
" List allocations of division's or corps's haul assets.

Figure C-6. Sample engineer-unit OPORD (continued)

C-18 Orders and Annexes

FM 5-100

(3) Services. List the location and the means of requesting and obtaining services for
each service.
c. Medical Evacuation and Hospitalization. Indicate the primary and backup means of med-
ical evacuation and hospitalization, to include locations of health-service facilities provid-
ing support on area or unit basis, for each type of engineer unit.
d. Personnel.
" State method of handling EPWs and locations of EPW collection points.
" State method of receiving mail, religious services, and graves registration for each type
unit under engineer-unit control.
e. Civil-Military Cooperation. List the engineer supplies, services, or equipment that the HN
provides.
f. Miscellaneous.

5. COMMAND AND SIGNAL.

a. Command.
" State location of key leaders' and engineer's CPs during the operation and planned
movements.
* State location and planned movements of key supported unit C2 nodes.
• Designate a logical chain of command.
b. Signal.
" Identify any communication/signal peculiarities for the operation not covered in the
SOP.
" May designate critical reporting requirements of subordinates if not covered in coordi-
nating instructions or SOP.
" Designate frequency modulated NETS subordinates for engineer command and observa-
tion and intelligence (O/I). Designate NETS for mission and routine reports.

Acknowledge:

Commander's signature (optional)

Commander's last name
Rank
OFFICIAL:
(Authentication)

Figure C-6. Sample engineer-unit OPORD (continued)

Orders and Annexes C-19

FM 5-100

Annexes: (Possibilities but not limitations)

* Execution matrix.
* Intelligence annex.
* CSS annex.
* Movement annex.
Overlays:
* Situation template.
* Engineer operations overlay: Includes supported-unit and engineer's graphics, as necessary.
* Supported-unit CSS overlay.
* Supported-unit obstacle plan.
* Other operations: river crossing, large-scale breach, base-camp/base-cluster defenses.

Distribution:

Figure C-6. Sample engineer-unit OPORD (continued)

C-20 Orders and Annexes

FM 5-100

ossary
1SG first sergeant AGCCS Army Global Command and Con-
trol System

AA avenue of approach AIR DET air detachment

AAFS Amphibious Assault Fuel System ANG Air National Guard

ABCA American, British, Canadian, and AO area of operation

Australian
AOA amphibious objective area
ABCS Army Battle Command System
AP antipersonnel
ACE aviation combat element
APC armored personnel carrier
ACO administrative contracting officer
APOD aerial port of debarkation
ACR armored-cavalry regiment
APOE aerial port of embarkation
ADA air-defense artillery
AR Army regulation
ADC area damage control
ARFOR Army forces
ADC-M assistant division commander for
maneuver arty artillery

ADE assistant division engineer ASCC Army service component commander

ADP automatic data processing ASG area support group

AE assault echelon ASP ammunition supply point

AFCS Army Facilities Components System AT antitank

AFFOR Air Force forces ATCCS Army Tactical Command and Con-
trol System
AFOE assault follow-on echelon
atk attack
AFRCE Air Force regional civil engineer
ATP ammunition transfer point

Glossary-1
FM 5-100

ATTN attention CCA construction contracting agent

AV aviation CCIR commander's critical-information

requirements
AVLB armored vehicle-launched bridge
CDMP combat decision-making process

BB bare base cdr commander

BCE base civil engineering CE command element

BCOC base-cluster operations center CEB combat-engineer battalion

BDOC base-defense operations center CEC combat-engineer company

bde brigade CENTCOM Central Command

BDP base-development plan CESP civil-engineering support plan

BEEF base engineer emergency force CEV combat-engineer vehicle

BG brigadier general CG commanding general

BHL battle handover line CINC commander in chief

bn battalion CINCANTFLT Commander in Chief,

Atlantic Fleet
BOS Battlefield Operating System
CINCPACFLT Commander in Chief,
Pacific Fleet
BSA brigade support area

CMOC civil-military operations center

C 2 command and control
COA course of action
CAS close air support
COB collocated operating base
CATF Commander, Amphibious Task Force
COMCBLANT Commander, Naval Con-
struction Battalion, Atlantic Fleet
cav cavalry
COMCBPAC Commander, Naval Con-
CBMU construction-battalion maintenance struction Battalion, Pacific Fleet
unit
COMMZ communications zone
cbt combat
const construction
CBU construction-battalion unit
CONUS continental United States

Glossary-2
FM 5-100

COR contracting officer's representative DOD Department of Defense

COSCOM corps support command DS direct support

CP command post DSA division support area

CREST contingency real estate support DSSU direct-support supply unit

team
DST decision support template
CS combat support

CSA corps storage area E&S engineering and services

CSC combat-support company EA engagement area

CSE combat-support equipment EAC echelons above corps

CSG combat service group EBA engineer battlefield assessment

CSR control supply rate EC European community

CSS combat service support ENCOM engineer command

CSSE combat-service-support element engr engineer

CTC combat-training center EOD explosive-ordnance disposal

CTIS Combat Terrain Information System EPW enemy prisoner of war

CZ combat zone ESB engineer-support battalion

ESC engineer-support company

DA Department of the Army
ESF emergency-support function
DAC disaster-assistance center
ESRC engineering-services regional center
DCRU disaster control-and-recovery unit
EWL engineer work line
DCSENGR Deputy Chief of Staff, Engineers

DISCOM division support command FARP forward-area rearm/refuel point

div division FASCAM family of scatterable mines

DIVEN division engineer FEBA forward edge of the battlefield

DMA Defense Mapping Agency

Glossary-3
FM 5-100

FLOT forward line of own troops HN host nation

FM field manual HNS host-nation support

FOL forward operating location HQ headquarters

FORSCOM United States Army Forces HVT high-value target

Command
hvy heavy
FRAGO fragmentary order

FRP Federal Response Plan inf infantry

FSB forward support battalion IPB intelligence preparation of the battlefield

FSO fire-support officer IR intelligence requirements

FSSG force-service support group

J2 Intelligence Directorate
fwd forward
J3 Operations Directorate

G2 Assistant Chief of Staff, G2 (Intelli- J4 Logistics Directorate

gence)
JCS Joint Chiefs of Staff
G3 Assistant Chief of Staff, G3 (Operations
and Plans)
JFLSC Joint Force Logistics Support
Command
G4 Assistant Chief of Staff, G4 (Logistics)
JTF joint task force
GCE ground-combat element

GS general support LE light equipment

GSSU general-support supply unit LFSP landing-force support party

It light
H&S headquarters and service
LO liaison officer
HEMMT heavy expanded-mobility tactical
vehicle
LOC lines of communication

HHC headquarters and headquarters

LOGCAP logistical civil augmentation
company program
LOTS logistics over the shore
HHD headquarters and headquarters
detachment
LSC life-support center

Glossary-4
FM 5-100

LST landing ship tank mph mile(s) per hour

MSB main support battalion

M/CM/S mobility, countermobility, and sur-
vivability MSC major subordinate command

M/S mobility/survivability MSR main supply route

MACOM major Army command MSSG Marine expeditionary unit service

support group
MAGTF Marine air-ground task force
MTC movement to contact
MARFOR Marine Corps forces
mvmt movement
MCOO modified combined obstacle overlay
MWRS morale, welfare, recreation, and
MCS Maneuver Control System services

MEAPO Middle East/Africa Projects Office

NAI named area of interest
MEB Marine expeditionary brigade
NAVFAC Naval Facilities Engineering
Command
MEF Marine expeditionary force

NAVFOR Navy forces

MEU Marine expeditionary unit

NATO North Atlantic Treaty Organization

METT-T mission, enemy, terrain, troops,
and time available
NBC nuclear, biological, chemical
MGB medium girder bridge
NBG naval beach group
MICLIC mine-clearing line charge
NCA National Command Authority
MILCON military construction
NCB naval-construction brigade
MKT mobile kitchen trailer
NCF naval-construction force
MMC material management center
NCFSU naval-construction-force support
unit
mm millimeter(s)
NCO noncommissioned officer
MOB main operating base
NCR naval-construction regiment
MOG maximum on ground
NEO noncombatant-evacuation operation
MPF maritime pre-positioning force

Glossary-5
FM 5-100

NETS Nationwide Emergency Telecommu- PL phase line

nications System
POL petroleum, oils, and lubricants
NGO nongovernmental agency
PVO private voluntary organization
NMCB naval mobile-construction battalion

NSE naval-support element R&S reconnaissance and surveillance

RB ribbon bridge
O&M operation and maintenance
RCEM regional contingency-engineering
obj objective manager

OBSTINTEL obstacle intelligence RCT regimental combat team

OCOKA observation and fields of fire, cover REDCON readiness condition

and concealment, obstacles, key terrain,
and avenues of approach RED HORSE rapid, engineer-deployable,
heavy, operational repair squadron
O/I observation and intelligence
RH RED HORSE
O/O on orders
RIBS readiness in base support
OPCOM operational command
ROC rear-operations center
OPCON operational control
ROE rules of engagement
OPLAN operation plan
ROK Republic of Korea
OPORD operation order
RP release point
OPSEC operations security
RPM real-property maintenance
ORA obstacle restricted area
RPMA real-property maintenance activities

PB pontoon bridge RRR rapid runway repair

PEO peace-enforcement operation RSA regimental support area

PHIBCB amphibious-construction battalion RSR required supply rate

PIR priority intelligence requirements RSS regimental support squadron

PKO peacekeeping operation

S1 Adjutant US Army

Glossary-6
FM 5-100

S2 Intelligence Officer (US Army) TAI target area of interest

S3 Operations and Training Officer (US TCMS Theater Construction Management

Army) System

S4 Supply Officer (US Army) TDA table(s) of distribution and allowances

SA staging area TF task force

SB standby base TFC task-force commander

SCATMINE scatterable mine TLP troop-leading procedure

SME subject-matter expert TO theater of operation

SOF special operating forces TOE table(s) of organization and equipment

SOFA status of forces agreement tph ton(s) per hour

SOP standing operating procedure trk truck

SP starting point
UCT underwater-construction team
SPOD seaport of debarkation
UK United Kingdom
spt support
UN United Nations
sqdn squadron
US United States (of America)
Sr senior
USACE United States Army Corps of
St saint Engineers

STANAG Standardization agreement USAES United States Army Engineer

School
SUPCOM support command
USAF United States Air Force

TA theater army USAID United States Agency for Interna-

tional Development
TAACOM theater army area command
USGS United States Geological Survey
TAC tactical command post
USMC United States Marine Corps
TAFDS Tactical Airfield Fuel Distribution
System UXO unexploded ordnance

Glossary-7
FM 5-100

VTOL vertical takeoff and landing

WDRT water-detection response team

WO warning order
WRSK war readiness spares kit

XO executive officer

Glossary-8
FM 5-100

References

SOURCES USED
These are the sources quoted or paraphrased in this publication.

Army Publications
AR 525-12. Noncombat Evacuation. 28 May 1973.
FM 5-7-30. Brigade Engineerand Engineer Company Combat Operations (Airborne,Air
Assault, Light). 28 December 1994.
FM 5-71-2. Armored Task Force Engineer Combat Operations. To be published within six
months.
FM 5-71-3. Brigade Engineer Combat Operations(Armored). 3 October 1995.
FM 5-71-100. Division Engineer Combat Operations. 22 April 1993.
FM 5-100-15. Corps Engineer Operations. 6 June 1995.
FM 5-101. Mobility. 23 January 1985. .
FM 5-102. Countermobility. 14 March 1985.
FM 5-103. Survivability. 10 June 1985.
FM 5-104. General Engineering. 12 November 1986.
FM 5-105. Topographic Operations. 30 September 1993.
FM 5-114. Engineer OperationsShort of War. 13 July 1992
FM 5-116. Engineer Operations: Echelons Above Corps. 7 March 1989.
FM 20-32. Mine/CountermineOperations. 30 September 1992. (With change 1,
1 August 1994.)
FM 22-100. Military Leadership. 31 July 1990.
FM 90-7. Combined Arms Obstacle Integration. 29 September 1994
FM 90-13. River Crossing Operations(FMFM 7-26). 30 September 1992.

References-1
FM 5-100

FM 90-13-1. Combined Arms BreachingOperations. 28 February 1991. (With change 1,

1 May 1993.)
FM 90-23. (RearSecurity Operations) Army-Tactical Air Forces Proceduresfor Rear
Security Operationsat Echelons Above Corps (TACP 5049; USAFEP 5049;
PACAFP 5049; AACP 5049). 14 November 1989.
FM 100-5. Operations. 14 June 1993.
FM 100-7. Decisive Force: The Army in Theater Operations. May 1995.
FM 100-10. Combat Service Support. 18 February 1988.
FM 100-16. Support Operations: Echelons Above Corps. 16 April 1985.
FM 100-19. Domestic Support Operations(FMFM 7-10). 1 July 1993.
FM 100-23. Peace Operations. 19 December 1994.
FM 101-5. Staff Organizationand Operations. 25 May 1984.
FM 101-10-1/2. Staff Officers Field Manual-Organizations,Technical, and Logistical
Data,PlanningFactors (Volume 2). 7 October 1987. (With change 1, 17 July 1990.)

DOCUMENTS NEEDED
These documents must be available to the users of this publication.
DA Form 2028. Recommended Changes to Publicationsand Blank Forms. February 1974.

References-2
FM 5-100

Index
,

1SG. See first sergeant (1SG) ammunition supply point (ASP), 11-2
Amphibious Assault Fuel System (AAFS),
A 4-12
AA. See avenue of approach (AA) amphibious objective area (AOA), 4-9
AAFS. See Amphibious Assault Fuel Sys- amphibious-construction battalion
tem (AAFS) (PHIBCB), 4-12
ABCA. See American, British, Canadian, analyzing the threat engineer mission and
and Australian (ABCA) capabilities, 7-4
ABCS. See Army Battle Command System ANG. See Air National Guard (ANG)
(ABCS) antipersonnel (AP), 6-3
ACE. See aviation-combat element (ACE) antitank (AT), 6-2
ACO. See administrative contracting AO. See area of operation (AO)
officer (ACO) AOA. See amphibious objective area (AOA)
ACR. See armored cavalry regiment (ACR) AP. See antipersonnel (AP)
ADC. See area damage control (ADC) APC. See armored personnel carrier (APC)
ADE. See assistant division engineer APOD. See aerial port of debarkation
(ADE) (APOD)
Adjutant (US Army) (S1), 11-14 APOE. See aerial port of embarkation
administrative contracting officer (ACO), (APOE)
5-3 AR. See Army regulation (AR)
ADP. See automatic data processing (ADP) area damage control (ADC), 1-8, 2-13
AE. See assault echelon (AE) area of operation (AO), 1-8
aerial port of debarkation (APOD), 3-3 area support group (ASG), 2-13
aerial port of embarkation (APOE), 4-6 ARFOR. See Army forces (ARFOR)
AFFOR. See Air Force forces (AFFOR) armored cavalry regiment (ACR), 2-10
AFOE. See assault follow-on echelon armored personnel carrier (APC), 6-2
(AFOE) armored vehicle-launched bridge (AVLB),
AFRCE. See Air Force regional civil- B-5
engineer (AFRCE) Army Battle Command System (ABCS),
AGCCS. See Army Global Command and 2-9
Control System (AGCCS) Army forces (ARFOR), 4-6
agility. See tenets of Army operations doc- Army Global Command and Control Sys-
trine, agility tem (AGCCS), 2-9
AIR DET. See air detachment (AIR DET) Army regulation (AR), 12-8
air detachment (AIR DET), 4-8, 4-13 Army service component commander
Air Force forces (AFFOR), 4-3 (ASCC), 2-4, 5-2
Air Force regional civil-engineer (AFRCE), Army Tactical Command and Control Sys-
4-19 tem (ATCCS), 2-9
Air National Guard (ANG), 4-5 ASCC. See Army service component com-
American, British, Canadian, and Austra- mander (ASCC)
lian (ABCA), 4-18 ASG. See area support group (ASG)

Index-1
FM 5-100

ASP. See ammunition supply point (ASP) CATF. See Commander, Amphibious Task
aspects of terrain analysis, 7-4 Force (CATF)
assault echelon (AE), 4-9 CBMU. See construction-battalion mainte-
assault follow-on echelon (AFOE), 4-9 nance unit (CBMU)
Assistant Chief of Staff, G2 (Intelligence) CBU. See construction-battalion unit (CBU)
(G2), 2-16 CCA. See contract construction agency
Assistant Chief of Staff, G3 (Operations and (CCA)
Plans) (G3), 4-20 CDMP. See combat decision-making process
Assistant Chief of Staff, G4 (Logistics) (G4), (CDMP)
4-20 CE. See command element (CE)
assistant division engineer (ADE), 2-6, 2-10 CEB. See combat-engineer battalion (CEB)
AT. See antitank (AT) CEC. See combat-engineer company (CEC)
ATCCS. See Army Tactical Command and CENTCOM. See Central Command
Control System (ATCCS) (CENTCOM)
automatic data processing (ADP), 11-16 Central Command (CENTCOM), 5-1
avenue of approach (AA), 1-7 CESP. See civil-engineering support plan
aviation-combat element (ACE), 4-14 (CESP)
AVLB. See armored vehicle-launched bridge CEV. See combat-engineer vehicle (CEV)
(AVLB) CG. See commanding general (CG)
CINC. See commander in chief (CINC)
B CINCANTFLT. See Commander in Chief,
bare base (BB), 4-5 Atlantic Fleet (CINCANTFLT)
base civil engineering (BCE), 4-5 CINCPACFLT. See Commander in Chief,
base development, 11-3 Pacific Fleet (CINCPACFLT)
base-cluster operations center (BCOC), 11-16 civil-engineering support plan (CESP), 5-7
base-defense operations center (BDOC), civil-military operations center (CMOC),
11-16 4-21
base-development plan (BDP), 5-6 class supplies, 11-6
battalion close air support (CAS), 7-7
combat heavy, 2-12, 2-13 close operations, 1-8
corps combat-engineer, 2-14 CMOC. See civil-military operations center
division combat-engineer, 2-16 (CMOC)
light corps combat, 2-15 COA. See course of action (COA)
Battlefield Operating System (BOS), 7-1 COB. See collocated operating base (COB)
BB. See bare base (BB) collocated operating base (COB), 4-5
BCE. See base civil engineering (BCE) combat decision-making process (CDMP),
BCOC. See base-cluster operations center 7-3
(BCOC) combat service support (CSS), 1-5
BDOC. See base-defense operations center combat support (CS), 1-5
(BDOC) Combat Terrain Information System
BDP. See base-development plan (BDP) (CTIS), 2-9
BOS. See Battlefield Operating System combat zone (CZ), 2-8
(BOS) combat-engineer battalion (CEB), 4-15, 4-17
brigade support area (BSA), 6-5 combat-engineer company (CEC), 4-15
BSA. See brigade support area (BSA) combat-engineer vehicle (CEV), 6-3, B-5
building a sustainable engineer force, 2-12 combat-service-support element (CSSE),
4-14
combat-training center (CTC), 3-3
C2 . See command and control (C2) COMCBLANT. See Commander, Naval
CAS. See close air support (CAS) Construction Battalion, Atlantic Fleet

Index-2
FM 5-100

(COMCBLANT) force protection, 12-13

COMCBPAC. See Commander, Naval Con- joint engineer C 2 , 12-11
struction Battalion, Pacific Fleet topographic support, 12-11
(COMCBPAC) missions
command, 2-1 arms control, 12-4
command and control (C2), 1-2, 1-9, 4-17, 5-2 attacks and raids, 12-4
command element (CE), 4-14 combating terrorism, 12-5
command post (CP), 2-10 demonstrations and shows of force, 12-9
commander in chief (CINC), 2-6, 5-3 disaster relief, 12-6
Commander in Chief, Atlantic Fleet humanitarian assistance, 12-6
(CINCANTFLT), 4-12 nation assistance, 12-7
Commander in Chief, Pacific Fleet noncombatant-evacuation operation,
(CINCPACFLT), 4-12 12-7
commander's intent in retrograde opera- peace operations, 12-8
tions, 10-4 peace-enforcement operation (PEO), 12-8
Commander, Amphibious Task Force peacekeeping operation (PKO), 1-1, 12-8
(CATF), 4-9 rescue and recovery, 12-9
Commander, Naval Construction Battalion, support to civil authorities, 12-9
Atlantic Fleet (COMCBLANT), 4-10 support to counterdrug operations, 12-9
Commander, Naval Construction Battalion, support to diplomacy, 12-8
Pacific Fleet (COMCBPAC), 4-10 principles of, 12-2
commanding general (CG), 2-10 legitimacy, 12-3
communications zone (COMMZ), 2-8, 2-12 objective, 12-2
COMMZ. See communications zone perseverance, 12-3
(COMMZ) restraint, 12-3
company, 2-14 security, 12-4
construction-support, 2-13 unity of effort, 12-3
dump-truck, 2-13 contingency real estate support team
headquarters and service (H&S), 4-15 (CREST), A-15
light-equipment, 2-15 contract construction agency (CCA), 2-4,
medium-girder-bridge (MGB), 2-14 4-19
pipeline-construction-support, 2-13 contracting officer's representative (COR),
port-construction, 2-13 5-8
ribbon-bridge (RB), 2-14 control, 2-1, 2-4
topographic, 2-13, 2-15, 2-16 CONUS. See continental United States
company trains, 11-16 (CONUS)
constructing a strongpoint in the defense, COR. See contracting officer's representa-
9-7 tive (COR)
construction capabilities NCF units provide, corps support command (COSCOM), 2-15
4-8 COSCOM. See corps support command
construction-battalion maintenance unit (COSCOM)
(CBMU), 4-12 counterdrug support tasks, 12-10
construction-battalion unit (CBU), 4-13 countermobility, 1-9
continental United States (CONUS), 3-5 course of action (COA), 1-4
contingency operations, 1-1, 1-6, 1-8, 3-3, comparing, 7-8
11-8 CP. See command post (CP)
considerations CREST. See contingency real estate support
construction support, 12-11 team (CREST)
countermine operations, 12-12 CS. See combat support (CS)
engineer assessment, 12-10 CSS. See combat service support (CSS)

Index-3
FM 5-100

CSSE. See combat-service-support element economy of force

(CSSE) Emergency Support Function (ESF), 12-6
CTC. See combat-training center (CTC) ENCOM. See engineer command (ENCOM)
CTIS. See Combat Terrain Information Sys- enemy prisoner of war (EPW), 2-13
tem (CTIS) engagement area (EA), 1-7
culminating point in the offense, 8-7 engineer battlefield assessment (EBA), 7-3
CZ. See combat zone (CZ) engineer command (ENCOM), 2-4, 2-13
responsibilities in base development, 5-9
D responsibilities in construction manage-
DCRU. See disaster control-and-recovery ment, 5-4
unit (DCRU) engineer focus in the defense, 9-6
deception operations in a retrograde, 10-5 engineer functions in the defense, 9-1
decision support template (DST), 7-7 engineer integration, 2-11
deep operations, 1-8 engineer mission in close combat, 6-1
Defense Mapping Agency (DMA), 2-13, 5-2 engineer reconnaissance in the offense, 8-5
delays in retrograde operations, 10-4 engineer support
deliberate attack. See types of attacks in offensive operations, 8-1
denial-operation focus, 10-7 in tactical logistics operations, 11-2
Department of Defense (DOD), 4-19 of deep operations, 9-1
depth. See tenets of Army operations doc- engineer tasks
trine, depth and logistics, 11-9
direct support (DS), 2-2 during deployment, 3-5
direct-support supply unit (DSSU), 11-11 during mobilization, 3-5, 3-8
disaster control-and-recovery unit (DCRU), during predeployment, 3-4
4-10 in redeployment and reconstitution, 3-7
DISCOM. See division support command in the entry phase, 3-5
(DISCOM) in the operations phase, 3-6
division support area (DSA), 11-10 in war termination and postconflict, 3-7
division support command (DISCOM), 11-8 engineer work lines (EWLs), 2-15
DMA. See Defense Mapping Agency (DMA) engineering and services (E&S), 4-2
DOD. See Department of Defense (DOD) engineer-mission capabilities, 3-2
DS. See direct support (DS) engineers and logistics support
DSA. See division support area (DSA) constructing LOC, 11-12
DSSU. See direct-support supply unit constructing logistics facilities, 11-12
(DSSU) constructing medical facilities, 11-12
DST. See decision support template (DST) supporting logistics force-protection, 11-13
dynamics of combat power supporting reconstitution, 11-12
firepower, 1-7 supporting with water supply, 11-12
leadership, 1-7 engineers in support of antiterrorism, 12-5
protection, 1-7 engineers not held in reserve, 2-12
engineer-support battalion (ESB), 4-16
E engineer-support company (ESC), 4-15
E&S. See engineering and services (E&S) engineer-support-battalion capabilities,
EA. See engagement area (EA) 4-16
EAC. See echelon above corps (EAC) entry and operations phases, 11-3
EBA. See engineer battlefield assessment EOD. See explosive-ordnance disposal
(EBA) (EOD)
EC. See European community (EC) EPW. See enemy prisoner of war (EPW)
echelon above corps (EAC), 2-13 ESB. See engineer-support battalion (ESB)
economy of force. See principles of war, ESC. See engineer-support company (ESC)

Index-4
FM 5-100

ESF. See Emergency Support Function G

(ESF) G2. See Assistant Chief of Staff, G2 (Intelli-
essential components of the basic order and gence) (G2)
engineer annex, 7-2 G3. See Assistant Chief of Staff, G3 (Opera-
European community (EC), 1-3 tions and Plans) (G3)
evaluating friendly engineer capabilities, 7-4 G4. See Assistant Chief of Staff, G4 (Logis-
EWLs. See engineer work lines (EWLs) tics) (G4)
executive officer (XO), 7-6 GCE. See ground-combat element (GCE)
exercising control, 2-9 general engineering, 1-10
explosive-ordnance disposal (EOD), 4-16 in retrograde operations, 10-2
in the defense, 9-4
F in the offense, 8-2
factors to consider in using HN resources, general support (GS), 2-3
11-7 general-support supply unit (GSSU), 11-11
family of scatterable mines (FASCAM), 7-7 goal of a defensive operation, 9-1
FARP. See forward-area rearm/refuel point ground-combat element (GCE), 4-14
(FARP) GS. See general support (GS)
FASCAM. See family of scatterable mines GSSU. See general-support supply unit
(FASCAM) (GSSU)
Federal Response Plan (FRP), 12-6
firepower. See dynamics of combat power, H
firepower H&S. See company, headquarters and ser-
fire-support officer (FSO), 7-10 vice (H&S)
first sergeant (1SG), 11-14 hasty attack. See types of attacks
FLOT. See forward line of own troops headquarters and headquarters company
(FLOT) (HHC), 11-10
focus of a mobile defense, 9-6 headquarters and headquarters detach-
FOL. See forward operating location (FOL) ment (HHD), A-1
follow-on forces, 3-3 HHC. See headquarters and headquarters
force tailoring, 3-5 company (HHC)
force-projection HHD. See headquarters and headquarters
anticipation, 3-2 detachment (HHD)
operations, 3-1, 3-2, 3-4, 4-6, 4-18, 4-20 high-value target (HVT), 7-4
force-service support group (FSSG), 4-13 HN. See host nation (HN)
forming facts and assumptions, 7-5 HNS. See host-nation support (HNS)
FORSCOM. See US Army Forces Command host nation (HN), 1-10
(FORSCOM) responsibilities, 5-10
forward line of own troops (FLOT), A-1 host-nation support (HNS), 2-14
forward operating location (FOL), 4-5 HVT. See high-value target (HVT)
forward support battalion (FSB), 11-9
forward-area rearm/refuel point (FARP), I
11-2 improvising on the battlefield, 11-4
fragmentary order (FRAGO), 7-2 initiative. See tenets of Army operations
FRAGO. See fragmentary order (FRAGO) doctrine, initiative
FRP. See Federal Response Plan (FRP) Intelligence Directorate (J2), 12-11
FSB. See forward support battalion (FSB) Intelligence Officer (US Army) (S2), 7-3
FSO. See fire-support officer (FSO) intelligence preparation of the battlefield
FSSG. See force-service support group (IPB), 1-8
(FSSG) intelligence requirements (IR), 7-3
IPB. See intelligence preparation of the

Index-5
FM 5-100

battlefield (IPB) survivability (M/CM/S)

IR. See intelligence requirements (IR) M/S. See mobility/survivability (M/S)
MACOM. See major Army command
J (MACOM)
J2. See Intelligence Directorate (J2) MAGTF. See Marine air-ground task force
J3. See Operations Directorate (J3) (MAGTF)
J4. See Logistics Directorate (J4) main effort priority, 2-11
JCS. See Joint Chiefs of Staff (JCS) main operating base (MOB), 4-5
JFLSC. See joint force logistics support com- main supply route (MSR), 2-15
mand (JFLSC) main support battalion (MSB), 11-9
Joint Chiefs of Staff (JCS), 5-3 maintaining command and control, 2-12
joint force logistics support command maintaining freedom of maneuver, 9-2
(JFLSC), 11-8 major Army command (MACOM), 4-20
joint task force (JTF), 4-3 major subordinate command (MSC), A-14
JTF. See joint task force (JTF) Maneuver Control System (MCS), 2-9
maneuver. See principles of war, maneuver
L MARFOR. See Marine Corps forces
landing ship tank (LST), 3-6 (MARFOR)
landing-force support party (LFSP), 4-12 Marine air-ground task force (MAGTF), 4-7,
land-mine characteristics, 12-12 4-8, 4-13
leadership. See dynamics of combat power, Marine aviation wing, 4-15
leadership Marine Corps forces (MARFOR), 4-13
LFSP. See landing-force support party Marine division, 4-15
(LFSP) Marine expeditionary brigade (MEB), 4-8
lines of communication (LOC), 1-6, 1-8, 4-11 Marine expeditionary force (MEF), 4-8
LOC. See lines of communication (LOC) Marine expeditionary unit (MEU), 4-8
LOGCAP. See logistical civil augmentation Marine infantry regiment, 4-15
program (LOGCAP) maritime pre-positioning force (MPF), 4-7
logistical civil augmentation program mass. See principles of war, mass
(LOGCAP), 4-20, 5-3 material management center (MMC), 5-7
logistics matrices in an engineer annex, C-5
considerations in supporting engineer maximum on ground (MOG), 4-9
operations, 11-2 MCOO. See modified combined obstacle
objective, 11-1 overlay (MCOO)
tactical, 11-1 MCS. See Maneuver Control System (MCS)
Logistics Directorate (J4), 12-11 MEAPO. See Middle East/Africa Projects
logistics over the shore (LOTS), 2-13 Office (MEAPO)
logistics priorities MEB. See Marine expeditionary brigade
establishing, 11-5 (MEB)
shifting, 11-6 media coverage of Army operations, 3-4
logistics support MEF. See Marine expeditionary force (MEF)
mission sustainment, 11-11 METT-T. See mission, enemy, terrain,
unit sustainment, 11-10 troops, and time available (METT-T)
logistics support from HN assets, 11-7 MEU service-support group (MSSG), 4-14
logistics support items, 11-6 MEU. See Marine expeditionary unit (MEU)
LOTS. See logistics over the shore (LOTS) MGB. See company, medium-girder bridge
LST. See landing ship tank (LST) (MGB)
MICLIC. See mine-clearing line charge
M (MICLIC)
M/CM/S. See mobility/countermobility/
Middle East/Africa Projects Office

Index-6
FM 5-100

(MEAPO), 5-1 NAVFAC. See Naval Facilities Engineering

MILCON. See military construction Command (NAVFAC)
(MILCON) NAVFOR. See Navy forces (NAVFOR)
military construction (MILCON), 5-3 Navy forces (NAVFOR), 4-13
mine-clearing line charge (MICLIC), 8-2, B-5 NBC. See nuclear, biological, chemical
mission analysis items, 7-5 (NBC)
mission, enemy, terrain, troops, and time NCB. See naval-construction brigade (NCB)
available (METT-T), 2-16, 4-11, 6-4 NCF. See naval-construction force (NCF)
in retrograde operations, 10-3 NCFSU. See naval-construction-force sup-
in the defense, 9-5 port unit (NCFSU)
in the offense, 8-3 NCO. See noncommissioned officer
MMC. See material management center NCR. See naval-construction regiment
(MMC) (NCR)
MOB. See main operating base (MOB) NEO. See noncombatant-evacuation opera-
mobility, 1-9 tion (NEO)
mobility support, 10-1 NGO. See nongovernmental organization
mobility, countermobility, and survivability (NGO)
(M/CM/S), 3-6 NMCB. See naval mobile-construction bat-
mobility/survivability (M/S), 3-6 talion (NMCB)
modified combined obstacle overlay (MCOO), noncombatant-evacuation operation (NEO),
7-4 12-1
MOG. See maximum on ground (MOG) noncommissioned officer (NCO), 12-7
morale, welfare, recreation, and services nongovernmental organization (NGO), 4-1
(MWRS), 4-6 North Atlantic Treaty Organization (NATO),
movement to contact (MTC), 8-5 2-2
MPF. See maritime pre-positioning force NSE. See naval-support element (NSE)
(MPF) nuclear, biological, chemical (NBC), 1-2
MSB. See main support battalion (MSB)
MSC. See major subordinate command O
(MSC) objective. See principles of war, objective
MSR. See main supply route (MSR) observation and fields of fire, cover and con-
MSSG. See MEU service-support group cealment, obstacles, key terrain, and
MTC. See movement to contact (MTC) avenues of approach (OCOKA), 9-5
MWRS. See morale, welfare, recreation, and obstacle intelligence (OBSTINTEL), 7-3
services (MWRS) OBSTINTEL. See obstacle intelligence
(OBSTINTEL)
N OCOKA. See observation and fields of fire,
NATO. See North Atlantic Treaty Organiza- cover and concealment, obstacles, key
tion (NATO) terrain, and avenues of approach
Naval Facilities Engineering Command (OCOKA)
(NAVFAC), 4-19, 5-8 offensive objectives, 8-8
naval mobile-construction battalion offensive. See principles of war, offensive
(NMCB), 4-8, 4-13 OPCOM. See operational command
naval-construction brigade (NCB), 4-10 (OPCOM)
naval-construction force (NCF), 4-7, 4-9, 4-10 OPCON. See operational control (OPCON)
naval-construction regiment (NCR), 4-11, operation order (OPORD), 7-2
4-13 items, 7-5
naval-construction-force support unit operation plan (OPLAN), 5-7
(NCFSU), 4-11 operational and tactical plans, 11-3
naval-support element (NSE), 4-9 operational command (OPCOM), 2-2

Index-7
FM 5-100

operational control (OPCON), 2-2 priority intelligence requirements (PIR), 7-4

operational-level engineer support, 5-2 private voluntary organization (PVO), 4-1
operational-level engineering, 5-11 promoting future force operations, 2-12
Operations and Training Officer (US Army) protecting personnel, weapons, and supplies
(S3), 2-11 in the defense, 9-3
Operations Directorate (J3), 12-11 protection. See dynamics of combat power,
operations security (OPSEC), 1-7 protection
OPLAN. See operation plan (OPLAN) purpose of denial targets, 10-7
OPORD. See operation order (OPORD) PVO. See private voluntary organization
OPSEC. See operations security (OPSEC) (PVO)
overlay information in an engineer annex,
C-5 R
R&S. See reconnaissance and surveillance
P (R&S)
PEO. See contingency operations, missions, rapid runway repair (RRR), 4-2
peace-enforcement operation (PEO) rapid, engineer-deployable, heavy, opera-
petroleum, oils, and lubricants (POL), 2-13, tional repair squadron (RED HORSE),
4-8, 4-11 4-2
PHIBCB. See amphibious-construction bat- engineering capabilities provided by, 4-3
talion (PHIBCB) RB. See company, ribbon-bridge (RB)
PIR. See priority intelligence requirements real-property maintenance activities
(PIR) (RPMA), 2-4
PKO. See contingency operations, missions, functions, 2-13
peacekeeping operation (PKO) rear operations, 1-8
planning considerations rear-operations center (ROC), 5-12
for the defense, 9-4 reconnaissance and surveillance (R&S), 7-4
for the offense, 8-2 RED HORSE (RH) echelons, 4-3
POL. See petroleum, oils, and lubricants RH-1, 4-4
(POL) RH-2, 4-4
postconflict operations, 11-3 RH-3, 4-5
preparing for an area defense, 9-7 RED HORSE. See rapid, engineer-deployable,
preparing for combat, 8-4 heavy, operational repair squadron
preparing the theater, 11-5 (RED HORSE)
Prime base engineer emergency force regimental support area (RSA), 11-10
(BEEF), 4-2 regimental support squadron (RSS), 11-10
Prime BEEF. See Prime base engineer emer- retirement in retrograde operations, 10-6
gency force (BEEF) retrograde considerations in the tactical
Prime readiness in base support (RIBS), 4-2 planning process, 10-3
Prime RIBS. See Prime readiness in base retrograde objectives, 10-1
support (RIBS) RH. See RED HORSE (RH) echelons
principles of war, 1-4 RH-1. See RED HORSE (RH) echelons,
economy of force, 1-4 RH-1
maneuver, 1-4 RH-2. See RED HORSE (RH) echelons,
mass, 1-4 RH-2
objective, 1-4 RH-3. See RED HORSE (RH) echelons,
offensive, 1-4 RH-3
security, 1-5 river-crossing plans in retrograde opera-
simplicity, 1-5 tions, 10-5
surprise, 1-5 ROC. See rear-operations center (ROC)
unity of command, 1-5 ROE. See rules of engagement (ROE)

Index-8
FM 5-100

RPMA functions. See real-property mainte- synchronization. See tenets of Army opera-
nance activities (RPMA), functions tions doctrine, synchronization
RPMA. See real-property maintenance activ-
ities (RPMA) T
RRR. See rapid runway repair (RRR) TA. See theater army (TA)
RSA. See regimental support area (RSA) TAACOM. See theater army area command
RSS. See regimental support squadron (TAACOM)
(RSS) table(s) of distribution and allowances
rules of engagement (ROE), 12-4 (TDA), 5-2
TAC. See tactical command post (TAC)
S Tactical Airfield Fuel Distribution System
S1. See Adjutant (US Army) (S1) (TAFDS), 4-12
S2. See Intelligence Officer (US Army) (S2) tactical command post (TAC), 6-5
S3. See Operations and Training Officer (US tactical-obstacle development, 9-2
Army) (S3) tactical-planning process, 2-2
S4. See Supply Officer (US Army) (S4) TAFDS. See Tactical Airfield Fuel Distribu-
SB. See standby base (SB) tion System (TAFDS)
SCATMINE. See scatterable mine TAI. See targeted area of interest (TAI)
(SCATMINE) targeted areas of interest (TAI), 7-7
scatterable mine (SCATMINE), 1-5, 7-4 task force (TF), 2-3
use of in attacks, 8-6 task-force commander (TFC), 2-11
use of in retrograde operations, 10-2 task-organizing engineers, 2-11, 8-4
Seabee team, 4-12 TCMS. See Theater Construction Manage-
seaport of debarkation (SPOD), 3-3 ment System (TCMS)
security. See principles of war, security TDA. See table(s) of distribution and allow-
simplicity. See principles of war, simplicity ances (TDA)
SOF. See special operating force (SOF) tenets of Army operations doctrine, 1-5
SOFA. See status of forces agreement agility, 1-6
(SOFA) depth, 1-6
SOP. See standing operating procedure initiative, 1-6
(SOP) synchronization, 1-6
special operating force (SOF), 12-7 versatility, 1-6
SPOD. See seaport of debarkation (SPOD) terrain analysis, 8-4
spoiling and counterattacks, raids, feints, terrain factor in retrograde operations, 10-4
and demonstrations. See types of attacks TF. See task force (TF)
staff requirements in the planning process, TFC. See task-force commander (TFC)
7-2 theater army (TA), 2-6
STANAG. See standardization agreement theater army area command (TAACOM), 2-8
(STANAG) responsibilities, 5-10
standardization agreement (STANAG), 4-18 Theater Construction Management System
standby base (SB), 4-5 (TCMS), 5-7
standing operating procedure (SOP), 2-8 theater logistics support, 11-8
status of forces agreement (SOFA), 11-7 theater of operation (TO), 1-6, 1-9
SUPCOM. See support command (SUPCOM) theater-construction management, 2-6
Supply Officer (US Army) (S4), 11-14 threat levels, 11-13
support command (SUPCOM), 5-2 time-line sketch items in an OPORD, B-7
surprise. See principles of war, surprise TLP. See troop-leading procedure (TLP)
survivability, 1-9 TO. See theater of operation (TO)
in the defense, 9-7 top-down process, 2-9
sustaining the offensive momentum, 8-1 topographic engineering, 1-11

Index-9
FM 5-100

in retrograde operations, 10-2 USAF. See United States Air Force (USAF)
in the defense, 9-4 USAID. See US Agency for International
topographic products, 5-2 Development (USAID)
transitioning to the defense, 8-8 USGS. See US Geological Survey (USGS)
troop-leading procedure (TLP), 7-2 using local resources, 2-12
types of attacks, 8-6 USMC. See United States Marine Corps
(USMC)
U
UCT. See underwater-construction team V
(UCT) versatility. See tenets of Army operations
UN. See United Nations (UN) doctrine, versatility
underwater-construction team (UCT), 4-12 vertical takeoff and landing (VTOL), 4-15
United Nations (UN), 4-2 VTOL. See vertical takeoff and landing
United States Air Force (USAF), 4-2 (VTOL)
United States Army Corps of Engineers
(USACE), 2-4 W
forward-element missions, 5-3 warning order (WO), 7-2
mission, A-14 information, 7-3
United States Marine Corps (USMC), 4-7 water-detection response team (WDRT),
unity of command. See principles of war, A-15
unity of command WDRT. See water-detection response team
US Agency for International Development (WDRT)
(USAID), 12-6 withdrawals in retrograde operations, 10-5
US Army Forces Command (FORSCOM), 5-1 WO. See warning order (WO)
US Geological Survey (USGS), 12-11
USACE. See United States Army Corps of X
Engineers (USACE) XO. See executive officer (XO)

Index-1O
FM 5-100
27 February 1996

By Order of the Secretary of the Army:

DENNIS J. REIMER
General, United States Army
Official: Chief of Staff

JOEL B. HUDSON
Acting Administrative Assistant to the
Secretary of the Army
01490

DISTRIBUTION:

Active Army, USAR, and ARNG: To be distributed in accordance with

DA Form 12-11E, requirements for FM 5-100, Engineer Operations
(Qty rqr block no. 0451).

* U.S. GOVERNMENT PRINTING OFFICE:1996-728-027/40079