Infantry Platoon Tactical Standing Operating Procedure
This publication is an extract from FM 7-8 Infantry Rifle Platoon and Squad. It provides the tactical standing operating procedures for infantry platoons and squads. The procedures apply unless a leader makes a decision to deviate from them based on the factors of METT-T. In such a case, the exception applies only to the particular situation for which the leader made the decision.

Posted Thursday, December 15, 2005

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This publication is an extract from FM 7-8 Infantry Rifle Platoon and Squad.  It provides the tactical standing operating procedures for infantry platoons and squads and is tailored for ROTC cadet use.  The procedures apply unless a leader makes a decision to deviate from them based on the factors of METT-T. In such a case, the exception applies only to the particular situation for which the leader made the decision.  
 

ANNEX A.  TASK ORGANIZATION (page 2) 
 

ANNEX B.  COMMAND AND CONTROL (page 3) 
 

      Appendix 1. Duties and Responsibilities (page 5)

      Appendix 2.  Communication (page 8)

      Appendix 3.  Estimate of the Situation (page 10)

      Appendix 4.  Troop Leading Procedures (page 12)

                          Orders (page 13)

                          Reports (page 18)

      Appendix 5.  Movement (page 19) 
 

ANNEX C.  OPERATIONS (page 21) 
 

      Appendix 1.  Assembly Area Procedures (page 29)

      Appendix 2.  Patrolling Planning (page 31)

      Appendix 3.  Patrolling:  Patrol Base Activities;  Friendly Unit Coordination (page 32)

      Appendix 4.  Conduct an Ambush and Hasty Ambush (page 33)

      Appendix 5.  Area Recon, Actions on Capturing POW’s and Land Navigation (page 34)

                     Range Cards and Breaching (SOSR) (page 35) 
 

ANNEX D.  NBC (page 36) 
 

ANNEX E.  AIR DEFENSE ARTILLERY (page 37) 
 

ANNEX F.  FIRE SUPPORT (page 38) 
 

ANNEX G.  FIRE CONTROL AND DISTRIBUTION (page 40) 
 

ANNEX H   OPERATIONAL SECURITY (page 43) 
 

ANNEX I.   COMBAT SERVICE SUPPORT (page 45) 
 

ANNEX J.  SAFETY (page 48) 
 

      Appendix 1.  Reports (page 49)

      Appendix 2.  Risk Management (page 51)

            Tab 1.  Risk Assessment Matrix (page 52)

            Tab 2.  Training Safety List (page 53)

      Appendix 3.  MEDEVAC Procedures (page 54)

            Tab 1.  Evaluate a Casualty (page 54) 
 

ANNEX K.  LDP (page 55) 
 

ANNEX L.  INFANTRY PLATOON WEAPONS CAPABILITY REFERENCE GUIDE

ANNEX A (TASK ORGANIZATION)

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INFANTRY PLATOON TACTICAL SOP 
 
 

Task organizations may vary according to METT-T.  The following items are considered before task organizing for a particular mission. 
 

1.  MAIN EFFORT.  The platoon leader designates the main effort.  He sufficiently weighs the main effort for each mission (for example, machine guns and antiarmor weapons) to ensure success.  
 

2.  SUPPORTING EFFORT.  The platoon leader also designates supporting efforts that will aid in the accomplishment of the mission.  
 

3.  PLATOON HEADQUARTERS.   The platoon headquarters normally consists of the platoon leader, platoon sergeant, platoon RATELO, forward observer and his RATELO, platoon aidman, two machine gun teams, and any other elements that may be attached, under operational control, or in a supporting role. 
 

4.  ATTACHMENTS. 

   a. Engineers.  Engineers normally have already been assigned a priority of work by the company commander. The platoon leader will not dictate the employment or further suballocate or task organize any supporting engineer elements. He is responsible for coordinating with all engineers operating in his area to ensure the commander's priorities are being adhered to. He must also ensure that engineer assets are not wasted and he must also provide guides to and from his platoon area. The platoon leader may be required to provide labor support and or security to assist the engineers. 

   b.  Stinger Teams.  Stinger teams are usually in direct support of the company during the defense and under OPCON during the offense. The platoon leader does not change the priority of air defense protection established by the commander. The Stinger leader positions the Stingers where they can best provide support. The infantry platoon will frequently need to provide security for the Stinger team.  

   c.   Antiarmor Sections.   The antiarmor section's primary mission is to destroy armor vehicles. The platoon leader does not change the priority of antiarmor engagements established by the commander. He locates the section where it can best support the mission. The infantry platoon will frequently be required to provide security for the antiarmor section.  

   d.   GSR, IPW, and CI Teams.  Often collocated with the infantry platoon. These elements are usually in direct support to the battalion.  The platoon leader coordinates with these teams to ensure a mutual understanding of the mission exists.  
 

ANNEX B (COMMAND AND CONTROL)

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INFANTRY PLATOON TACTICAL SOP  
 

1.   COMMAND.   Platoon leaders are responsible for effectively using the platoon's resources and for employing, organizing, and directing the platoon during combat operations. Effective command allows subordinate leaders to exercise their initiative, take risks, and seize opportunities during the mission.

   a.  Succession of Command.  During combat, any member of the platoon may be required to assume command. Frequently, the platoon FO or RATELO may need to continue operations and direct the operation until the chain of command can be reestablished. Under normal conditions, the platoon succession of command will be-- 

• Platoon leader.
• Platoon sergeant.
• Main effort squad leader.
• Supporting effort squad leaders by rank.

   b.   Assumption of Command.  When it is necessary for a new leader to assume command of the platoon, if and when the situations allows it, he will accomplish the following tasks: 

      (1) Inform higher headquarters of the change. 

      (2) Reestablish the platoon chain of command and ensure all subordinates are made aware of changes. 

      (3) Check the platoon's security and the emplacement of key weapons. 

      (4) Check the platoon's equipment and personnel status.  

      (5) Pinpoint the platoon's location. 

      (6) Assess the platoon's ability to continue the mission.  

      (7) Inform higher command of assessment.  

      (8) Continue the mission.   
 

2.  CONTROL.   The challenge to the leader is to use the minimal amount of control required to synchronize the operation, while still allowing decentralized decision making. 

3. COORDINATION.   Adjacent unit coordination is accomplished from left to right and from front to rear. Adjacent unit coordination is done face to face when possible. The following information is exchanged by adjacent units:  
 

• Unit identification.
• Mission.
• Unit locations
• Frequencies and call signs.
• Security plans.
• Fire support plans.
• Obstacle plans.
• CP and OP locations.
• Challenge and passwords.
• Sector sketches and or scheme of maneuver.
• Routes.
• Pyrotechnic signals.
• Fire control measures.

APPENDIXES:  

1. DUTIES AND RESPONSIBILITIES 

2. COMMUNICATION 

3. ESTIMATE OF THE SITUATION 

4. ORDERS AND REPORTS 

5. MOVEMENT 

 

APPENDIX 1 (DUTIES AND RESPONSIBILITIES)

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ANNEX B (COMMAND AND CONTROL)

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INFANTRY PLATOON TACTICAL SOP  
 
 

1. PLATOON LEADER.  The platoon leader is responsible for accomplishing the platoon's mission. He is responsible for positioning and employing all assigned and attached crew-served weapons. He must also know how to employ supporting weapons.  

   a. He leads the platoon in support of company and battalion missions. 

   b. He informs his commander of his actions at all times. 

   c. He plans missions with the help of the platoon sergeant, squad leaders, and other key personnel. 

   d. He stays abreast of the situation and goes where he is needed to supervise, issue FRAGOs, and accomplish the mission. 

   e. He requests support for the platoon from the company commander to perform its mission.  

   f. He directs the platoon sergeant in planning and coordinating the platoon's CSS effort.  

   g. During planning, he receives on-hand status reports from the platoon sergeant and squad leaders.  

   h. He reviews platoon requirements based on the tactical plan.  

   i. He develops the casualty evacuation plan.  

   j. During execution, he checks the work of the platoon sergeant and the squad leaders.  

   k. He ensures the soldier's load is reasonable.  

2.  PLATOON SERGEANT.   The platoon sergeant is the senior NCO in the platoon and second in command.  

   a. He supervises the logistics, administration, and maintenance activities of the platoon. 

   b. He organizes and controls the platoon alternate CP. 

   c. He trains the crews and employs the platoon's machine guns IAW the platoon leader's orders. 

   d. He receives the squad leaders' requests for rations, water, and ammunition.  He works with the company XO and first sergeant to request resupply. He also directs the routing of supplies and mail.  

   e. He maintains platoon strength information, consolidates and forwards the platoon's casualty reports.( DA Forms 1155 and 1156) and receives replacements.  

   f. He monitors the morale, discipline, and health of platoon members. 

   g. He commands task-organized elements in the platoon during tactical operations. This can include, but is not limited to, quartering parties, security forces in withdrawals, support elements in raids or attacks, and security patrols.  

   h. He coordinates and supervises company directed platoon resupply operations. 

   i. He ensures that ammunition and equipment are evenly distributed. (This is a critical task during consolidation and reorganization.)  

   j. He ensures that the casualty evacuation plan is complete and executed properly by directing the platoon's aidman, and aid and litter teams.  
 

3.   SQUAD LEADER.   The squad leader is responsible for the squad. 

   a. He controls the maneuver of his squad and its rate and distribution of fire. 

   b. He exercises his command through the fire team leaders. 

   c. He manages the logistical and administrative needs of his squad. He requests and issues ammunition, water, rations, and special equipment. 

   d. He maintains accountability of his soldiers and equipment. 

   e. He completes casualty feeder reports and reviews the casualty reports completed by squad members. 

   f. He supervises the maintenance of the squad's weapons and equipment. 

   g. He conducts inspections of his soldiers, their weapons and their equipment. 

   h. He keeps the platoon sergeant and platoon leader informed on his squad's supply status and equipment readiness. 

   i. He ensures that supplies and equipment are internally cross-leveled. 

   j.  He designates and supervises special teams to include:  Enemy POW and Aid & Litter teams. 

   k.  He ensures compass and pace count duties are assigned.  

4.  TEAM LEADER.  The team leader is a fighting soldier who leads by personal example and helps the squad leader as required.   

   a.  He controls the movement of his fire team

   b.  He controls the rate and placement of fire by leading from the front and using the proper commands and signals. 

   c.  He maintains accountability of his soldiers and equipment 

   d.  He ensures his soldiers maintain the unit standards in all areas 

   e.  He is responsible for  one Automatic Rifleman, one Rifleman, and one Grenadier 

   f.  He ensures that  his Specialty Teams are trained to standard 
 
 

5.  SPECIALTY TEAMS 

   a.  Enemy Prisoner of War Team: 

      (1)  Search

      (2)  Silence

      (3)  Segregate

      (4)  Safeguard

      (5)  Speed EPWs to collection points 
 

   b.  Aid & Litter Team: 

      (1)  Evaluate A Casualty

      (2)  Administer First Aid to a Nerve Agent Casualty

      (3)  Perform Mouth to Mouth Resuscitation

      (4)  Put on a Field or Pressure Dressing

      (5)  Prevent Shock

      (6)  Give First Aid for Burns, Heat Injuries, Frostbite

      (7)  Transport a Casualty using a Litter to Collection Points

      (8)  Transport a Casualty using a Two-Man Carry to Collection Points

      (9)  Perform Search, Recovery, Evacuation, and/or Burial of Remains  
 

APPENDIX 2 (COMMUNICATION)

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ANNEX B (COMMAND AND CONTROL)

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INFANTRY PLATOON TACTICAL SOP 
 
 

1. GENERAL.  The three primary means of communication available to the infantry platoon are radio, wire, and messenger. Normally, the platoon uses one or all of these during an operation. Additionally, the platoon leader plans an alternate means of communication in case the primary means fails. 

   a.  Radio.  Radio is the least secure means of communication. Radio is susceptible to interception and jamming. Proper radio procedures must be used to reduce the enemy's opportunity to hamper radio communications. 

      (1)   Radio procedures: 

        (a) Change frequencies and call signs IAW unit SOI.  

        (b) Use varied transmission schedules and lengths.  

        (c) Use established formats to expedite transmissions such as SALUTE. 

        (d) Encode messages or use secure voice.  

        (e) Use brevity codes when possible.  

      (2)   Actions if jamming is suspected: 

        (a)  Continue to operate. (Do not let the enemy know that he is having any affect on communications.)  

        (b) Disconnect the antenna.   If interference stops, communications are probably being jammed.  

        (c) Switch to highest power. 

        (d) Relocate the radio. Terrain may mask the enemy's jamming signal.  

        (e) Use a directional antenna. 

        (f) Turn the squelch off. 

(3) Radio nets: The platoon must monitor and operate on several radio nets. These include--  

        (a)  Company command net.  The platoon leader will continuously monitor the company command net.  

        (b) Platoon net.  The platoon headquarters controls the platoon net. The platoon net is be continuously monitored by all elements of the platoon.  

        (c) Fire support net.  The fire support net is controlled by the battalion FSO and is monitored by the platoon's FO.  

   b.  Wire.  Wire is more secure than radio and is effected less by weather and terrain. When possible, the platoon uses wire in lieu of radio. When the tactical situation permits, the platoon establishes a wire net or hot loop.; This is accomplished as follows:  

      (1) Each element is responsible for running wire to the platoon headquarters. 

      (2) Each element of the platoon is responsible for running wire to the element on its left.  

      (3) Each element is responsible for running wire to their OP. 

      (4) Once established, each element is responsible for the maintenance of the wire it laid. Additionally, each element continuously monitors the wire net.  

      (5) When breaking down the wire net, each element is responsible for recovering its wire.  

      (6) The platoon headquarters maintains overall control of the wire net. 

   c.   Messenger.   Messenger is the most secure means of communications. Messengers should vary their routes and schedules. Platoon leaders weigh the risk associated with using messengers. Although secure, messengers are the slowest form of communication.  

2.  CODE WORDS AND SIGNALS. 

   a.  Code Words.  Code words are used for a multitude of reasons. Code words are established to speed up communications, add a degree of security, and help with command and control. Code words are usually established during tactical operations for (but not limited to) objectives, phase lines, check points, link ups, and so forth. 

   b. Signals.   Signals can be used in many forms on any operation. Signals are usually either audio or visual. The key to the use of signals is ensuring everyone is aware of the signal and its meaning, (See FM 21-60.)   
 

APPENDIX 3 (ESTIMATE OF THE SITUATION)

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ANNEX B (COMMAND AND CONTROL)

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INFANTRY PLATOON TACTICAL SOP 
 
 

1.  MISSION ANALYSIS. 

   a. Mission and intent of commander two levels up. 

   b. Mission and intent of immediate commander. 

   c. Assigned tasks (specified and implied). 

   d. Constraints and limitations. 

   e. Mission-essential tasks. 

   f. Restated mission. 

   g. Tentative time schedule. 

2.  ESTIMATE OF THE SITUATION AND DETERMINE COURSES OF ACTION. 
 

   a.  Terrain and weather 

      (1) Terrain - OCOKA.

            Observation and Fields of Fire

            Cover and Concealment

            Obstacles

            Key Terrain

            Avenues of Approach 
 

      (2) Weather - visibility, mobility, survivability.  

   b.  Enemy situation and most probable courses of action. 
 

      (1) Composition.  

      (2) Disposition.  

      (3) Recent activities. 

      (4) Capabilities. 

      (5) Weaknesses. 

      (6) Most probable course of action (enemy use of METT-T).   
 

c.  Friendly Situation. 
 

      1.  METT-T

            Mission

            Enemy

            Terrain

            Troops

            Time 
 

   d.  Friendly Courses of Action.   (Develop at a minimum two courses of action.) 
 

3.  ANALYSIS OF COURSES OF ACTION 

   a.  Significant factors 

   b.  Wargame 

4.  COMPARISON OF COURSES OF ACTION 

5.  DECISION. 
 

APPENDIX 4 (TROOP LEADING PROCEDURES, ORDERS AND REPORTS)

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ANNEX B (COMMAND AND CONTROL)

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INFANTRY PLATOON TACTICAL SOP 
 

1.  TROOP LEADING PROCEDURES 

      1.  Receive the Mission

      2.  Issue a Warning Order

      3.  Make a Tentative Plan

      4.  Start Necessary Movement

      5.  Reconnoiter (5 point contingency plan:  Where leader is going, Who he’s taking with him, Amount of time he plans to be gone, Actions taken if he does not return, Unit’s and leaders actions on chance contact while the leader is gone.)

      6.  Complete the Plan

      7.  Issue the Complete Order

      8.  Supervise - The best plan may fail if it is not managed right.  Briefbacks, rehearsals, inspections, and continuous coordination of plans must be used to supervise and refine troop-leading procedures.  Rehearsals focus on mission execution.  They are essential to ensure complete coordination and subordinate understanding.  The warning order should provide subordinate leaders with sufficient level of detail for them to schedule and conduct rehearsals of drills/SOPs before receiving the OPORD.  Rehearsals conducted after the OPORD can then focus on mission specific tasks.  Rehearsals should be conducted in a training area as much like the objective as possible.  Mock-ups of the objective should be used for these practices.  Rehearsals include holding soldier and leader briefbacks of individual tasks and using sand tables or sketches to talk through the execution of the plan.  These are followed by walk through exercises and then full speed blank-fire or live-fire rehearsals.  The leader should establish a priority for rehearsals based on available time.  The priority of rehearsals flows from the decisive point of the operation.  Thus the order of precedence is:  actions on the objective, battle drills for maneuver,  actions on enemy contact, special teams, movement techniques, and others as required.  Security must be maintained during the rehearsal. 
 

      TAKE CHARGE MINUTE 

      1.  Stand Up and Introduce Yourself

      2.  Designate Team Leaders

      3.  Establish Security

      a.  Designate 12 O’clock

      b.  Assign Sectors

      4.  Initiate Troop Leading Procedures  
 

2.  ORDERS. 
 

   a.  Orders Group 

      (1)  Company orders.  As a minimum, the platoon leader, platoon FO, and attachments leaders will attend company orders. 

      (2)  Platoon orders.  As a minimum, the following individuals will attend platoon orders: 

• Platoon leader.
• Platoon sergeant.
• Squad leaders.
• Platoon FO.
• Aidman.
• Attachment leaders.

b.  Orders Formats

      (1)  Warning order.

      1.  Situation

      2.  Mission

      3.  Execution - Concept - Time Schedule - Rehearsal - Tasks to Subordinates

      4.  Service Support

      5.  Command and Signal 
 

      (2)  Fragmentary order.  The format for a FRAGO is that portion of the current OPORD that has changed. If significant changes have occurred since the last OPORD, a new OPORD should be prepared. 

      (3)  Operation Order.    
 

The format for a Platoon OPORD follows:

1.  Situation

      a.  Enemy Forces

        (1)  Disposition, composition, and strength

        (2)  Capabilities

        (3)  Most probable course of action

      b.  Friendly Forces

        (1)  Higher Unit

        (2)  Left Unit’s Mission

        (3)  Right Unit’s Mission

        (4)  Forward Unit’s Mission

        (5)  Mission of Unit in Reserve or Following

        (6)  Units in Support or Reinforcing Higher Unit

      c.  Attachments and Detachments 
 

2.  Mission (Who, What, When, Where, Why) 

3.  Execution - Intent 

      a.  Concept of the Operation.  How unit will accomplish the mission.  Identify tasks.

        (1)  Maneuver.  Designate main effort.  ID tasks.

        (2)  Fires.  Concept of fire support.  Address priority of fires, priority targets, restrictive control measures.

        (3)  Additional combat support elements.  Concept of employment and priority of effort. 

      b.  Tasks to Maneuver Units.  Specify tasks and purpose for each. 

      c.  Tasks to combat support units.  List specific tasks that must be accomplished. 

      d.  Coordinating Instructions.

        (1)  Priority intelligence requirements and report tasks.

        (2)  MOPP level

        (3)  Troop safety and operational exposure guide.

        (4)  Engagement and disengagement criteria and instructions.

        (5)  Fire distribution and control measures.

        (6)  Consolidation and reorganization instructions.

        (7)  Reporting requirements.

        (8)  Specified tasks that pertain to more than one.

        (9)  Rules of engagement.

        (10)  Order of march and other MMNT procedures 

      e.  Safety 

4.  Service Support

      a.  General.  Provide trains location, Casualty and damaged equipment collection points, and routes to and from them.

      b.  Material and services

        (1)  Supply

            --Class I - Subsistence

            --Class II - Clothing, ind. equip., tools and tentage

            --Class III - Petroleum, oil, and lubricants

            --Class IV - Construction Materials

        --Class V - Ammunition

            --Class VI - Personal demand items

            --Class VII - Major end items

            --Class VIII - Medical Supplies

            --Class IX - Repair parts

        (2)  Transportation.  Schedule and distribution

        (3)  Services.  Type, designation, location.

        (4)  Maintenance

        (5)  Medical evacuation (See appendix 3 Annex J) 
 

      c.  Personnel.  EPW collection point and handling instructions. 

      d.  Miscellaneous. 

5.  Command and Signal

      a.  Command

        (1)  Location of higher unit commander and CP.

        (2)  Location of unit leader or CP.

        (3)  Location of second in command or alternate CP.

        (4)  Succession of command. 

      b.  Signal

        (1)  SOI index in effect.

        (2)  Listening silence if applicable.   

        (3)  Methods of communication in priority

        (4)  Emergency signals.

        (5)  Code words. 

The format for a Squad Operations order follows: 
 

1.  Situation

     A.  Enemy

     B.  Friendly

     C.  Attachments and Detachments 
 

2.  Mission

      Who, What, When, Where, Why 
 

3.  Execution

      A.  Concept of the Operation

      (1)  Scheme of Maneuver

      (2)  Fire Support

      B.  Fire Team Tasks

      C.  Coordinating Instructions

      D.  Safety  
 

4.  Service Support 
 

5.  Command and Signal
 

PLATOON OPORD 
 

SQUAD OPORD 
 

WARNING ORDER 
 

3.  REPORTS.  The following reports are used. 

      (1)  SALUTE--Size, Activity, Location, Unit/uniform, Time, Equipment. 

      (2)  SITREP--(situation report) given IAW OPORD. 

      (3)  ACE--(ammunition, casualty, equipment) normally, squad leaders give ACE reports to the platoon sergeant after contact with the enemy. 

      (4)  Logistics--team leaders and squad leaders report twice daily up the chain of command. 

      (5)  Sensitive item--status reported by team leaders and squad leaders up the chain of command twice daily. 

      (6)  Personnel status--team leaders and squad leaders report twice daily. Normally, reports are given at stand-to and before nightfall. 

      (7)  NBC 1 and NBC 4--whoever recognizes an NBC attack will report on the platoon net and preface the message with FLASH-FLASH-FLASH. NBC 1 and 4 reports are sent to the company CP and then forwarded to battalion. 

      (8)  After Action Report 
 

      1.  PLAN 

• Establish Objectives for the AAR
• Select Qualified Observers
• Review the Training and Evaluation Plan
• Identify the Participants
• Plan Stop Points During Exercises for AARs
• Make Potential Site Selections
• Select Training Aids
• Draft an AAR Plan
• Review the Unit’s Training Objectives, Plans, and Prep.
• Observe the Training
• Organize the Selected AAR Site
• Collect Information From Other Observers
• Develop a Discussion Outline
• Organize and Rehearse

         2.  Conduct.  

• Restate the Unit’s Mission and Event’s Training Objectives
• Generate Discussions
• Orient on Training Objectives
• Seek Maximum Participation
• Summarize and Emphasize Key Learning Points

APPENDIX 5 (MOVEMENT)

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ANNEX B (COMMAND CONTROL)

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INFANTRY PLATOON TACTICAL SOP 
 
 

1.  MOVEMENT. 

   a.  Formation.  Leaders choose the formation based on their analysis of METT-T and likelihood of enemy contact. 

      (1)  Fire team formations.  All soldiers in the team must be able to see their leader. 

        (a)  Wedge.  This is the basic fire team formation; it will be used unless modified because of terrain, dense vegetation, terrain or mission. 

        (b)  File.  Used in close terrain, dense vegetation, limited visibility.  

      (2) Squad formations.  Squad formations describe the relationships between fire teams in the squad. 

        (a) Column.  Primary squad formation and will be used unless METT-T dictates otherwise. 

        (b)  Line.  Used when maximum fire power is needed (to the front). 

        (c)  File.  Used in close terrain, dense vegetation, or limited visibility. 

      (3) Platoon formations.  METT-T will determine where crew-served weapons move in the formation. They normally move with the platoon leader so he can quickly establish a base of fire. 

        (a) Column.  Primary platoon formation--used unless METT-T dictates otherwise. 

        (b)  Platoon line, squads on line.  Used when the platoon leader wants all soldiers on line for maximum firepower forward. Used when the enemy situation is known. 

      (c)  Platoon line, squads in column.  Used when the platoon leader dots not want everyone forward, but wants to be prepared for contact such as near the objective. 

      (d)  Platoon Vee.  Used when enemy situation is vague, but contact is expected to the front. 

      (e)  Platoon wedge.  Used when enemy situation is vague and contact is not expected. 

      (f)  Platoon file.  Used when visibility is poor due to terrain or light.  
 

   b.  Movement Techniques.  Leaders choose a movement technique based on their mission analysis of METT-T and likelihood of enemy contact. 

      (1)  Traveling.  Used when contact is not likely and speed is important. 

      (2)  Traveling overwatch.  Used when contact is possible but speed is important. 

      (3)  Bounding overwatch.  Used when contact is likely or imminent and speed is not important. 

   c.  Foot Marches. When moving along a road in a relatively secure area, the platoon will move with one tile on each side of the road. Fire teams are not split up. There will be 3 to 5 meters between soldiers and 25 to 50 meters between platoons.  

      (1) The normal rate of march for an 8-hour march is 4 kmph. The interval and rate of march depend on the length of the march, time allowed, likelihood of enemy contact (ground, air, artillery), terrain and weather, condition of the soldiers, and the weight of the soldiers' load. 

      (2) A 15-minute rest will be conducted at the end of the first 45 minutes of a road march. During this halt, the aidman and squad leaders will check the soldiers' feet and report the physical condition of the soldiers to the platoon leader and platoon sergeant. Thereafter, a 10-minute rest is conducted every 50 minutes.  

2.  ACTIONS AT HALTS.  During halts, security is posted and all approaches into the platoon's area are covered by key weapons. The platoon sergeant moves forward through the platoon, checking security as he goes, and meets the platoon leader to determine the reason for the halt. 

   a. During halts of 30 seconds or less, the soldiers drop to one knee and cover their assigned sector. 

   b. During halts longer than 30 seconds, a cigar-shaped perimeter is formed, and the soldiers assume the prone position. 

3.  ACTIONS ON CONTACT.  On contact, the platoon executes the appropriate battle drill.  

   a.  React to Contact. 

   b.  Break Contact. 

   c. React to Ambush.  
 
 

ANNEX C (OPERATIONS)

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INFANTRY PLATOON TACTICAL SOP 
 
 

1.  OFFENSE.  The platoon leader receives the mission from the company commander. 

   a.  Preparation 

      (1) The platoon leader conducts a mission analysis (see operations section). 

      (2) The platoon leader issues a warning order. 

      (3) The platoon members concurrently perform readiness, maintenance, and functional checks under the supervision of their leaders. The chain of command checks weapons, night observation devices, communications equipment, NBC equipment, and any special equipment.  

      (4) Weapons will be test fired if the situation permits. 

      (5) The platoon leader makes his tentative plan. 

      (6) The platoon initiates movement as required--quartering party, selected elements, or the entire platoon. 

      (7) The platoon conducts required reconnaissance--determines location, strength, disposition, and activity of the enemy, and accurate in formation on the terrain (OCOKA). 

      (8) Based on METT-T considerations, intelligence from the reconnaissance, and other sources, the platoon leader completes the plan. If time is available, he always gives a briefback to the commander before issuing the order.

      (9) The platoon leader issues his order to his subordinates providing them with adequate time to develop their plans, brief the soldiers, and conduct rehearsals.   

 (10) The PSG requests CSS assets.   
 

 (11) The platoon leader or responsible representative coordinates with higher, supporting, and adjacent units:  

• Fire plans.
• Scheme of maneuver.
• Current intelligence.
• Control measures.
• Communications and signals.
• Time schedules.
• Support requirements.

      (12) The platoon leader supervises mission preparation. Subordinate leaders conduct briefbacks of the plan to ensure his intent is understood. Key platoon actions are rehearsed as time permits. Certain rehearsals should take place before the OPORD (wise use of time). First priority for rehearsals is actions on the objective.  
 

      (13) The platoon leader plans for sustainment of combat operations. 
 

        (a) Platoon leader, platoon sergeant, squad leaders determine ammunition requirements and other supply needs.  
 

   (b) Platoon leader issues guidance on soldier's load and ensures loads are distributed equally. The combat load includes the fighting load and approach march load. The sustainment load includes the equipment required for sustained operations and are stored by the battalion at the BSA and brought forward as needed.   
 

   (c) Platoon leader/platoon sergeant determine the transportation needed to support the operation and request it.   
 

        (d) Platoon sergeant coordinates with the lSG, supply sergeant, and XO for support. He distributes supplies according to the plan. 
 

        (e) Platoon leader establishes and enforces a rest plan for all platoon members, particularly for key personnel.

      (14) Platoon continues to conduct reconnaissance during operation.   
 

      (15) The platoon leader monitors the actions of higher, adjacent, and supporting units.  
 

      (16) The platoon leader issues orders or modifies original plan as needed.

      (17) The platoon headquarters reports combat critical information to higher, adjacent, and supporting units:

• SALUTE on enemy contact.
• Terrain information.
• Changes in platoon actions from the plan.
• Changes in the friendly situation (including attachments).
• Initiation of action by the platoon.
• CS or CSS requests required to execute tasks.
• Friendly information from other units that higher headquarters cannot monitor

b.  Execution.  The two types of attacks are hasty and deliberate. 
 

      (1)  Hasty attack.  When the platoon or squad makes unexpected contact with the enemy, the platoon or squad executes the contact drill.

• Deploy. 
• Establish a base of fire.
• Find the enemy flank, gap, or weak point. 
• Suppress the enemy. 
• Attack through the flank, gap, or weak point. 
• Report to the commander.

     (2)  Deliberate attack.   A planned attack against the enemy.

        (a) The platoon leader organizes the platoon for the attack--assault element and support element. 

        (b) The platoon positions for the assault. The platoon leader, PSG, or squad leader reconnoiter the tentative support position, establish local security, ensure the position provides observation of the objective and overwatch for the assault element.  

The support element moves by a covered and concealed route into the support position. The support element occupies the support position. The platoon sergeant and squad leaders assign covered and concealed positions, sectors of fire, and necessary fire control measures. The enemy positions are located. All weapons are oriented along sectors of fire toward the enemy positions. 

The support element overwatches the assault element's movement. The support element maintains continuous communications with the assault element. If possible, the support element maintains observation of the assault element and its route. The support element ensures the assault element's route does not cross into the support positions' sectors of fire. The support element alerts the platoon leader of any movement on the objective or change in the enemy situation.  

The support element suppresses the objective with direct or indirect fires.  

The platoon leader leads the assault element into the last covered and concealed position before the objective.  

The assault element uses smoke, if available, to cover its movement. The assault element ensures it does not move into the support element's sector of fire.  

The platoon leader or FO calls for preparatory indirect fire on the objective. 

The platoon leader ensures all elements are in position before beginning the assault.  

      (c) The platoon performs the assault. The platoon leader signals to lift or shift the suppressive fires of the support element. (Primary signal is FM radio; alternate signal is visual.) 

The support element lift or shifts fires and continues to observe the objective. 

The assault element begins to deliver suppressive fire on the objective once the support element shifts fire. The assault element assaults the objective from the flank, a gap, or a known weakness. The assault element tights through the objective using available cover and concealment, appropriate movement techniques, and appropriate battle drills.   

On order, the support element moves onto the objective and clears the objective of any remaining enemy.  

      (d) The platoon consolidates, then reorganizes. (Many events that occur during consolidation and reorganization will be concurrent.)    
 
 

   c.  Consolidation. 

      (1) The platoon occupies a hasty fighting position and prepares for counterattack. 

            (a) The platoon leader assigns the squad sectors of fire. 

            (b) The squad leaders assign positions and sectors of fire. 

            (c) The platoon leader positions key weapons systems. 

      (2) The platoon leader positions OPs to provide security and early warning. 

   d.  Reorganization. 

      (1) The platoon leader reestablishes the chain of command and fills key positions: 

• PSG, squad leaders, and team leaders.
• Machine gunners.
• Dragon gunners.
• RATELOs.
• M203 gunners.

      (2) The platoon leader establishes communications with the company commander, adjacent units, and battalion FSO. 

      (3) Leaders redistribute ammunition and equipment. 

        (a) The squad leaders give the ACE report to the platoon leader. 

        (b) The platoon leader reports the status to higher headquarters and requests any required resupply. 

        (c) The PSG redistributes ammunition and equipment between the squads as necessary. 

      (4) The platoon evacuates casualties. The platoon handles all EPWs IAW the five S's. The platoon evacuates all KIA. 

2.  DEFENSE.  The platoon leader receives the operations order from the company commander. 

   a. Preparation of the Defense. 

      (1) The platoon leader performs a mission analysis and issues a warning order to the platoon. 

      (2) Platoon members begin performing readiness, maintenance, and functions checks on all assigned weapons and equipment. 

      (3) The platoon leader makes an estimate of the situation and a tentative plan. 

      (4) The platoon leader and squad leaders conduct a leader's reconnaissance. They check for past or present enemy activity. They determine the enemy's most probable course of action. They confirm or adjust the tentative plan. 

• Squad positions.
• Key weapons positions.
• CP and OP locations.

      (5) The platoon sergeant does an initial inspection of all the platoon's weapons and assigned equipment. 

      (6) The platoon leader completes the plan and issues the platoon operations order. 

      (7) The platoon sergeant ensures the platoon has a basic load of Class I, IV, V, and VIII. 

      (8) The platoon sergeant requests additional Class I, IV, V, and VIII to be brought forward to the platoon battle position. 

      (9) All platoon members camouflage themselves and their equipment. 

      (10) The platoon leader conducts adjacent unit coordination. 

      (11) The platoon test fires all assigned weapons.   

      (12) The platoon leader conducts the final inspection. 
 

      (13) The platoon conducts rehearsals. The most critical tasks are rehearsed first. Movement to alternate and subsequent positions is rehearsed. When possible, a full-force rehearsal is conducted. If the platoon is designated as a reserve, it rehearses those actions as stated in the OPORD. As a minimum, briefback rehearsals are conducted with key leaders. 

      (14) The platoon begins movement to the platoon battle position. 

   b.  Execution. 

      (1) The platoon stops at the last covered and concealed position before the platoon battle position.   

      (2) The platoon leader and squad leaders move forward to the battle position. They ensure there has been no change to the enemy situation. They clear the area and establish local security.   

      (3) The platoon leader assigns squad battle positions and sectors of fire, locations of the PEWS and the M8 chemical alarm, and positioning of key weapons systems.   

      (4) The platoon leader returns to the platoon and leads them to the platoon battle position. The squad leaders guide their squads into their squad battle positions. The squad leaders assign temporary positions and sectors of fire.  

      (5) The platoon leader coordinates for indirect fire.   

      (6) The platoon begins executing priorities of work.   

   (a)  Establish security.   As a minimum, each squad has one OP forward of its position during preparation of the defense.   

        (b)  Position key weapons.  The platoon leader positions the platoon's key weapons and assigns them sectors of fire.   

        (c)  Position squads.   The platoon leader verities each squad's position and assigns the squad a sector of fire. The squad leader assigns individual fighting positions and sectors of fire.   

        (d)  Establish communications.   As a minimum, the platoon establishes a “hot loop” wire net.   

        (e)  Coordinate with adjacent units.   Each squad coordinates with the squad on its left ensuring all sectors of fire are interlocking and all dead space is covered by indirect fire. 

        (f) Clear fields of fire.  Each position clears its sectors of fire. 

        (g)  Prepare range cards.  Each gunner prepares an original and one copy of the range card. The original copy remains with the weapon, and the copy is turned in to the squad leader. 

        (h)  Prepare squad sector sketches.  The squad leaders prepare an original and one copy of the sector sketch. The original remains in the squad CP, and the copy is turned in to the platoon leader. As a minimum, the squad sector sketch includes-- 

• Key terrain within the squad sector.
• Each individual fighting position and its primary and secondary sectors of fire.
• Key weapons positions and their primary sector of fire, secondary sector of fire, and any fire control measures.
• All CP and OP locations.
• All dead space within the squad sector.
• Any obstacles and mines within the squad sector.

        (i)  Prepare platoon sector sketch.  The platoon leader prepares an original and one copy of the sector sketch. The original remains in  the platoon CP, and the copy is turned in to the company commander. As a minimum, the platoon sector sketch includes-- 

• Squad positions and sectors of fire.
• Key weapons positions and their sectors of fire and fire control measures.
• CPs, OPs, and patrol routes.
• Platoon maximum engagement lines.
• All dead space within the platoon sector.
• All mines and obstacles within the platoon sector.
• Any TRPs or FPFs within the platoon sector.

        (j)  Prepare fighting positions. 

        (k)  Emplace minefields and obstacles.  Prepare IAW the company or battalion obstacle plan.   

        (l)  Establish fire control measures.  Establish and mark all required fire control measures.   

        (m)  Assign alternate and supplementary battle positions.  The platoon leader assigns each squad and key weapons system an alternate and a supplementary battle position.   

        (n)  Improve fighting positions. 

        (o)  Prepare alternate and supplementary positions. 

        (p)  Establish a rest plan. 

      (7) The platoon conducts a rehearsal.  

        (a) Movement from primary positions to alternate and supplementary position. 

        (b) Initial engagements at trigger lines and TRPs.  

        (c) Casualty evacuation.  

        (d) Any planned counterattacks.  

      (8) The platoon sergeant stockpiles additional Class I, V, and VIII. 

      (9) If time allows, communications trenches are dug between positions and CPs.  

      (10) As time allows, the platoon's positions are continually improved. 

   c. React to Indirect Fire. 
 

      (1) When in defensive positions, soldiers seek the protection of their fighting positions. (Fighting positions require a minimum of 18 inches of overhead cover to provide protection from artillery rounds impacting nearby.)  

      (2) While moving or halted in unprotected positions, soldiers immediately assume prone positions. After the initial incoming rounds impact, the platoon leader determines the extent of the impact area (its length and width) and the nearest edge out of it (still heading roughly in the direction of travel, if possible). Then, he gives the direction and distance to move out of the impact area (for example, “Two o'clock, two hundred meters, follow me”). 

      (3) Leaders report and continue the mission.  

NOTE: In some cases, the platoon may immediately don protective masks. If shells with other than an HE burst (for example, smoke) or if there is an indication of a chemical attack, the platoon should mask.  

   d.  Consolidation. 
 

      (1) The platoon leader adjusts squad positions, if required, and reassigns sectors of fire. The squad leaders and team leaders adjust positions to cover assigned sectors of fire. The platoon leader adjusts crew-served weapons to cover most dangerous avenues of approach. 

      (2) The platoon leader positions OPs to provide security and early warning.  
 

  e.  Reorganization. 

      (1) The platoon reestablishes the chain of command and fills key positions: 

            (a) Platoon leader, platoon sergeant, squad leaders, and team leaders. 

            (b) Key weapons: machine guns, M203s, antiarmor. 

      (2) The platoon establishes communications with the company commander, the adjacent units, the battalion FSO, and the squads. 

      (3) Leaders redistribute ammunition and equipment. The platoon leader receives ACE report from squad leaders. The platoon leader reports the status to the company commander and requests any supplies that are required. The platoon sergeant redistributes ammunition and equipment among the squads. 
 

      (4) The platoon evacuates casualties, handles all EPWs IAW the five S's, and evacuates KIA. 

      (5) The platoon repairs fighting positions as required.   
 

APPENDIX 1 (ASSEMBLY AREA PROCEDURES)

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ANNEX C (OPERATIONS)

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INFANTRY PLATOON TACTICAL SOP 
 

When directed to occupy an assembly area, the platoon leader designates a quartering party. Each squad will provide two men for the quartering party. The platoon sergeant or selected NCO will be in charge of the quartering party. 

1. The quartering party reconnoiters the assembly area to ensure no enemy are present and to establish initial security. 

2. The quartering party determines initial positions for all platoon elements. 

3. The quartering party provides security by forcing enemy reconnaissance probes to withdraw and providing early warning of an enemy attack. 

4. As the platoon clears the release point, quartering party members, waiting in covered and concealed positions, move out and guide the platoon to its initial position without halting. 

5. The platoon establishes and maintains local security. The platoon leader assigns each squad a sector of the perimeter to ensure mutual support and to cover all gaps by observation and fire. The platoon leader designates OPs and squad leaders select OP personnel. OPs have communications with the platoon CP. OPs warn the platoon of enemy approach before the platoon is attacked. 

6. The platoon leader establishes a priority of work, to include-- 

      a.  Positioning of crew-served weapons, chemical agent alarms, and designating PDF, FPL, and FPFs. 

      b.  Constructing individual and crew served fighting positions. 

      c. Setting up wire communications between the squads and the platoon CP.  (Radio silence is observed by the platoon) 

      d.  Preparing range cards. 

      e.  Camouflaging positions 

      f.  Clearing fields of fire 

      g.  Distributing ammo., rations, water, supplies, and special equipment. 

      h.  Conducting preventative checks and services on weapons and equipment. 

      I.  Preparing dragon night sight. 

      J.  Inspecting platoon members and equipment. 

      k.  Rehearsing critical aspects of the upcoming mission. 

      l.  Test firing small - arms weapons (As tactical situation permits). 

      m.  Conducting personal hygiene and field sanitation. 

      n.  Instituting a rest plan. 

      o.  Completing the work priorities as time permits. 

7.  The platoon leader conducts adjacent unit coordination.  The platoon leader assigns security patrols, if applicable.  The platoon leader establishes responsibility for the overlapping enemy avenues of approach between adjacent squads and platoons.  The leaders ensure there are no gaps between elements.  The platoon leader exchanges information on OP locations and signals.  The platoon leader coordinates counterattacks.   

8. The platoon leader forwards a copy of the sector sketch to the company commander

and keeps one for platoon use.

APPENDIX 2 (PATROLLING PLANNING)

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ANNEX C (OPERATIONS)

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INFANTRY PLATOON TACTICAL SOP 
 
 

1.  ORGANIZATION:

      a.  Headquarters Element

      b.  Aid and Litter Team

      c.  Enemy Prisoner of War Team

      d.  Surveillance Team

      e.  Enroute Recorder

      f.  Compass Man

      g.  Pace Man  
 

2.  INITIAL PLANNING and COORDINATION:

      a.  With Higher HQ

      b.  With FFU

      c.  Adjacent Patrol Leaders 
 

3.  COMPLETION OF THE PLAN:

      a.  Essential and Supporting Tasks

      b.  Key Travel and Execution Times