The United States Army adjusted its larger Division-based institute to a more agile modular based concept, the Brigade Combat Team (BCT) in 2003. Divided into three unique missions or combined to form a larger combat force, the Heavy, Infantry, and Stryker Brigade Combat Teams are the Army’s combat power building blocks.1
The Stryker Brigade Combat Team (SBCT) affords the Joint Force Commanders when combined with airlift operations a rapid deployment capability anywhere in the world within a matter of days. Other capabilities include
Stryker vehicles and digital information systems (INFOSYS), and enhanced situational awareness down to the vehicle/Soldier level. The SBCT also has a dismount strength for close combat in urban and complex
Task Organization: TC-16-001 1. SITUATION: A. Enemy Forces: N/A (1) Terrain: Petersburg National Battlefield-City Point is an urban environment with wood, brick and steel structures, interlaced with several improved and unimproved roads B. Friendly Forces: N/A (1) Higher Mission: ALU is the Army's premier learning institution, delivering game-changing sustainment professionals to support unified land operations and generating force capability. (2) Higher CDR Intent: Training future leaders of the US Army, to Army standards, by develop leadership, and evaluate officer potential.
Sergeant First Class Emily C. Martinez United States Army, distinguished herself as a Quartermaster Noncommissioned Officer by exceptionally meritorious conduct in the performance of outstanding service to the United States as the III Corps Mortuary Affairs Non-Commissioned Officer (MA NCO) and the Combined Joint Task Force Sustainment Operation Battle NCO. As the MA NCOIC/Night Shift Battle NCO, SFC Martinez performed and executed all operations according to the Task Force CJTF OIR J4 MA standard operating procedures, ensuring 100% compliance with all MA regulations. SFC Martinez is responsible for monitoring the battle to provide oversight to the CJ4 and is also responsible for tracking movements of all classes of supplies within the CJOA.
The mustering of the capabilities for this effort came from the BCATP training so many of the Allied forces
September 11, 2001 was a day marked by a terrorist attack on the World Trade Center in New York. Fast forward to May 2, 2011 when a the world was told that a Seal Team was able to breach the compound and successfully kill the mastermind behind one of the worst events in United States history. It took the intelligence community 10 years to find him, and those ten years were filled with hardship and it took the Seal Team conflict to find the world's most wanted man. That is why the novel Seal Team Six Memoirs of an Elite Seal Team Sniper best represents what it means to be human because it reveals how people face conflicts and hardship so they have the chance to overcome them. Howard Watson is a retired United States Navy Seal (United States Navy Seals are the world's most elite, deadly, covert, and highly trained black ops unit that have ever existed) that was assigned to the most elite team, Seal Team 6.
SFC Pierce led his platoon in over 45,000 kilometers or assured mobility operations in over twenty named operations ranging from platoon to battalion level. He was instrumental in the updating and development of the Brigade TACSOP, his expertise was called upon to update the emergency ex-filtration of each Stryker variant and emergency procedures in the event that all hatches become lodged and the standardized load plan for the engineer Stryker variant especially as it applies to route clearance. Because of his expertise in the Stryker vehicle SFC Pierce was selected to represent the engineer regiment and 4th Battalion, 2nd Stryker Brigade Combat Team at the Stryker Symposium in Detroit Michigan. He imparted his expert knowledge to over 200 civilian contractors to include the CEO of General Dynamics Land Systems and the Chief of Engineer Stryker Variant (ESV) Program, suggesting modifications that ultimately were implemented in all updated Stryker vehicles undoubtedly improving the army's fleet of
Therefore, he dispatched his 2nd Brigade Commander, Colonel Anderson, to gather as much information as possible, assess the situation, then report back describing the conditions in order for Major General Petraeus to lead, and direct his units in Mosul. This paper explores the aspects he used to lead, direct, and assess the 101st Airborne Division in Mosul. Moreover, how General Petraeus was able to utilize artful
Introduction: Operation Anaconda was one of the largest operations conducted by the United States and coalition forces in Afghanistan in March 2002. The operation was aimed at destroying Al Qaeda and Taliban forces in the Shah-i-Kot Valley in eastern Afghanistan. The success of the operation was due in part to the principles of mission command, which allowed individual soldiers like M.Sgt. John Chapman to demonstrate their leadership and bravery on the battlefield. This analytical essay will examine the seven army principles of mission command and how they were demonstrated in the story of M.Sgt.
During World War II (WWII) there were several field artillery units that played pivotal roles to help turn the tides of the conflict and ensure victory for the Allied Forces. Some of these units still survive today and others are forever remembered in the prestigious history of the King of Battle. Some of these units include the 977th FA, BN; the 3rd BN, 13th FA; the 2nd BN, 18th FA; and the 9th Armored Division. There were a lot of key factors that came into play during World War 2 for the 977th Field Artillery Battalion “BN”. I will provide you with a little history or background on this unit so that you have a better understanding of the things they accomplished.
This move was recommended in order to create the Maneuver Center of Excellence and further consolidate TRADOC commands. Once these recommendations were accepted and the Modern Brigade Combat Team concept was adopted by the Army the personnel assigned to these affected units were coded by the Army to participate in the BRAC moves. These codes were placed on assigned personnel in order to retain training continuity throughout the time of these moves. This complete revamping of the Department of Defense is not a common occurrence and took years to be accepted and implemented. Because of the BRAC move and my assignment as an ARC Instructor/Writer I was relocated to Fort Benning, GA along with the entire 316th Cavalry Brigade.
The 34th, operating as a unit of the 24th Infantry Division along with many others endured some of the most horrific combat, under awful weather and terrain conditions during the War in the Pacific. The 34th Infantry Regiment securing the island of Mindanao lasted until late September of 1945. Their efforts resulted in upward of 22,000 Japanese soldiers surrendering. More than 10,000 Japanese Soldiers died in combat on Mindanao. From April to August of 1945 approximately 820 U.S. soldiers were killed in eastern Mindanao and 2,880 were wounded.
It has often been remarked that the ‘iPhone generation’ will guide the military into the era of enhanced digital capabilities, but reality is that advancement in digital technology is just one component to a complex, idea shifting and ever-evolving puzzle that goes beyond networking and communications. Developing a digital Army is imperative, not only to the warfight capability, but to the modernisation of the logistics effect through better C2 and the connectivity of private military and logistic organisations. Following the implementation of Plan BEERSHEBA and the increased complexities of the battlespace, command and control (C2) is more of a challenge than ever before. Plan BEERSHEBA is underpinned by the tenets of modularity, scalability and networked. Digitisation has occurred to allow the Combat Brigade to command and control the battlespace manoeuvring up to and including three Battle Groups.
• Combined Forces Land Component Command (CFLCC) had six general officers; Transitioning to from a Corp to a CFLCC requires more general officers and requires an increase of personnel which are polled from the Joint Manning Document (JMD), the table of organization that authorized the positions on the joint staff. • Deciding where to place critical command elements • A corps headquarters was the Army’s highest tactical headquarters and normally functioned at the tactical and operational levels of war. During, the transitional process to a CFLCC, however, the corps is required to operate at the tactical, operational, and theater-strategic levels of war. Once augmented, Army doctrine also held that the Corps might have responsibility to create
My intent is to provide a clear vision to the 4th ABCT, that states, “Be the best armor brigade in the world, consisting of trained, responsible, motivated, and caring Soldiers and Families; capable of executing any assigned mission with unequaled success. The 4th ABCT has experienced several challenges that have led to ethical and moral issues along with a lack of confidence in the leadership. A vision will provide the ABCT with a motto, something to up hold. Therefore, how current business is conducted needs to change. In order, to make a change and address the challenges that 4th ABCT
SUBJECT: Information Paper 1. Purpose. To summarize the important parts of the Army White Paper, The Profession of Arms, dated 08DEC10, for the Battalion Commander of 1-22 Combined Arms Battalion (CAB). 2. Facts.
Beyond Command and Control, the joint functions include intelligence, fires, movement and maneuver, protection, sustainment, and information. As the largest operation in WWII up until that time, Operation Husky was a proving ground for integration of joint function. Given the command and control struggles, it follows that joint integration in Operation Husky was less than optimal, especially because “joint force components have different function-oriented approaches, procedures, and perspectives.” Presented below are examples of how shortcomings in intelligence and movement and maneuver resulted in lost momentum or lost opportunity for the