Army Ranger Handbook - Operations Orders

Army Rangers Operations Orders
2-4. OPERATIONS ORDER. An operations order (OPORD) is a directive issued by a leader to his subordinates in order to effect
the coordinated execution of a specific operation. A five-paragraph format (shown below) is used to organize the briefing, to ensure
completeness, and to help subordinate leaders understand and follow the order. Use a terrain model or sketch along with a map to
explain the order. When possible, such as in the defense, give the order while observing the objective. The platoon/squad leader
briefs his OPORD orally off notes that follow the five-paragraph format. Before the issuance of the OPORD, the leader ensures that
the following resources are in place: pencil, pen, paper; RHB; map; protractor; leader’s monitor. Then he calls roll and says "Please
hold all questions till the end." Figure 2-4 shows an example OPORD format. Figure 2-5 shows an OPORD shell.
Figure 2-4. EXAMPLE OPORD FORMAT
OPERATIONS ORDER
[Plans and orders normally contain a code name and are numbered consecutively within a calendar year.]
References: [The heading of the plan or order includes a list of maps, charts, datum, or other related documents the unit will
need to understand the plan or order. The user need not reference the SOP, but may refer to it in the body of the plan or order.
He refers to a map by map series number (and country or geographic area, if required), sheet number and name, edition, and
scale, if required. "Datum" refers to the mathematical model of the earth that applies to the coordinates on a particular map. It is
used to determine coordinates. Different nations use different datum for printing coordinates on their maps. The datum is
usually referenced in the marginal information of each map.]
Time zone used throughout the order: The time zone used throughout the order (including annexes and appendixes) is the time
zone applicable to the operation. Operations across several time zones use Zulu time.
Task organization: Describe the allocation of forces to support the commander's concept. Task organization may be shown in
one of two places: preceding paragraph one, or in an annex, if the task organization is long and complicated.
*Weather and light data, and general forecast (Only discuss what will affect your patrol. Note effects on friendly and enemy
personnel and equipment.):
High
Moonrise
Sunrise
Low
Moonset
Sunset
Wind Speed
Moon Phase
BMNT
Wind Direction
Percent Illumination
EENT
*This is the information the leader received from higher's OPORD.
Terrain: Make a statement concerning the effects terrain will have on both friendly and enemy forces in the area of operation
using the OAKOC format.
1. SITUATION.
a. Enemy Forces. The enemy situation in higher headquarters’ OPORD (paragraph 1a) is the basis for this, but the
leader refines this to provide the detail required by his subordinates.
(1) Enemy’s composition, disposition, strength.
(2) Recent activities.
(3) Known/suspected locations and capabilities.
(4) Describe the enemy's most likely and most dangerous course of action on a map.
b. Friendly Forces. This information is in paragraphs 1b, 2, and 3 of higher headquarters’ OPORD.
(1) State the mission of the Higher Unit (2 levels up).
(2) State the mission of the Higher Unit (1 level up).
(3) State intent 2 levels up.
(4) State locations of units to the left, right, front, and rear. State those units’ tasks and purposes; and say how those
units will influence your unit's patrol.
(a) Show other units locations on map board.
(b) Include statements about the influence each of the above patrols will have on your mission, if any.
• Obtain this information from higher’s OPORD. It gives each leader an idea of what other units are doing
and where they are going. This information is in paragraph 3a (1) (execution, concept of the operation,
maneuver).
• Also include any information obtained when the leader conducts adjacent unit coordination.
c. Attachments and Detachments. Do not repeat information already listed under Task Organization. Try to put all
information in the Task Organization. However, when not in the Task Organization, list units that are attached or detached to
the headquarters that issues the order. State when attachment or detachment is to be effective if different from when the
OPORD is effective, such as on order, on commitment of the reserve). Use the term “remains attached” when units will be or
have been attached for some time.
2. MISSION. State the mission derived during the planning process. There are no subparagraphs in a mission statement.
Include the 5 W's: Who, What (task), Where, When, and Why (purpose).
• Make it a clear and concise statement and read it twice.
• Go to map and point out the exact location of the OBJ and point out the unit’s present location.
3. EXECUTION. State the commander’s intent.
a. Concept of Operation. The concept statement should be concise and clear. It describes how the unit will accomplish
its mission from start to finish. The number of subparagraphs, if any, is based on what the leader considers appropriate for the
level of leadership and complexity of the operation. Generally, the concept should describe the form of maneuver or defensive
technique and critical events; identify what the decisive point of the operation is and why; describe the task and purpose for the
main effort and supporting efforts; state the purpose of the warfighting functions, such as engineers, fire support, or
intelligence; define acceptable risk; and identify the desired endstate. After stating the desired endstate, leaders should talk
through the concept of the operation like a story, using a simple sketch to help them convey the information. Figure 1 shows
the six warfighting functions (WFF):
Figure 1. Warfighting functions.
• Fire support
• Movement and Maneuver
• Protection
• Command and Control
• Intelligence
• Sustainment (formerly called "CSS")
(1) Maneuver. The maneuver paragraph details the mechanics of the operations. This subparagraph specifically
addresses all subordinate units and attachments by name, giving each its mission in the form of a task and purpose. The main
effort’s mission must be supported by the subordinate unit’s missions. Actions on the objective will comprise the majority of this
paragraph and should include a detailed plan for engagement/disengagement criteria, an alternate plan in the event of
compromise or unplanned movement of enemy forces, and a withdrawal plan.
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(2) Fires. State scheme of fires to support the overall concept. This paragraph should state which maneuver unit has
priority of fires. Fires should be planned using the PLOT-CR format (purpose, location, observer, trigger, communication
method, resources). A target list worksheet and overlay are referenced here, if applicable. Specific targets are discussed and
pointed out on the terrain model (see Chapter 3, Fire Support).
(3) Casualty Evacuation.
(a) Plan. State a detailed CASEVAC plan during each phase of the operation. Include CCP locations, tentative
extraction points, and methods of extraction.
b. Tasks to Maneuver Units. Clearly state the missions or tasks for each maneuver unit that reports directly to the
headquarters issuing the order. List the units in the task organization, including reserves. Use a separate subparagraph for
each maneuver unit. Only state the tasks that are necessary for comprehension, clarity, and emphasis. Place tactical tasks that
affect two or more units in Coordinating Instructions (subparagraph 3d). Platoon leaders task their subordinate squads. Those
squads may be tasked to provide any of the following special teams: reconnaissance and security, assault, support, aid and
litter, EPW and search, clearing, and demolitions. Detailed instructions may also be given to the platoon sergeant, RTO,
compassman, and paceman.
(1) Tasks to Combat Support Units. Add subparagraphs here only as necessary. List CS units in subparagraphs
from the task organization. Use CS subparagraphs to list only those specific tasks that CS units must accomplish and that are
not specified or implied elsewhere. Include organization for combat if not clear from task organization.
c. Coordinating Instructions. This is always the last subparagraph under paragraph 3. List only the instructions that
apply to two or more units, and which are seldom covered in unit SOPs. Refer the user to an annex for more complex
instructions. The following information is required:
1. Time schedule (state time, place, uniform, and priority of rehearsals, backbriefs, inspections,
and movement).
2. Give the commander's critical information requirements (CCIR), which includes priority
intelligence requirements (PIR), essential elements of friendly information (EEFI), and friendly force
information requirements (FFIR):
a. PIR is intelligence that the commander must have for planning and decision making.
b. EEFI are critical aspects of friendly operations that, if known by the enemy, would
compromise, lead to failure, or limit success of the operation.
c. FFIR include what the commander needs to know about friendly forces available for the
operation. It can include personnel status, ammunition status, and leadership capabilities.
3. Risk reduction control measures. These are measures unique to the operation. They
supplement the unit SOP and can include mission-oriented protective posture, operational
exposure guidance, vehicle recognition signals, and fratricide prevention measures.
4. Rules of engagement (ROE).
5. Environmental considerations.
6. Force protection
7. Movement plan. Use terrain model, sketch, or both. State azimuths, directions, and grid
coordinates. Use names of real Rangers on the sketches.
a. Sketch out the order of movement, the formation, and the movement technique.
b. Sketch actions at halts (long and short).
c. Routes (use terrain model):
1) Orient the terrain model (North, South, East, and West).
2) Identify the grid lines, both North-South and East-West.
3) Brief the legend.
4) Box in the AO with distinguishable natural or man-made terrain features such as
roads, ridgelines, rivers, and streams.
5) Brief all the routes depicted on the terrain model from start to finish using specific
azimuths and distance.
a) The primary route from the start point to the ORP, from the ORP to the objective,
and from the objective to the patrol base while describing the terrain over which the squad/platoon
will travel. (Include near/far side rally points for danger areas.)
b) The alternate route from the start point to the ORP, from the ORP to the
objective, and from the objective to the patrol base while describing the terrain over which the
squad/platoon will travel. (Include near/far side rally points for danger areas.)
6) Brief the fire support plan (if not given in fires paragraph). When covering fires the
leader should cover the following (PLOT-CR):
• Purpose.
• Location and terrain feature to the targets.
• Observer.
• Trigger.
• Communication method.
• Resources.
7) State where the sterile fire support overlay is being carried.
a) Rally points and actions at all rally points (include grid location and terrain
reference, and use sketch).
b) Actions at danger areas. This is a general plan for unknown linear, small open
areas and large open areas; specific plan for all known danger areas that unit will encounter along
the route (use sketch).
c) Actions on enemy contact; battle drills (use sketch).
4. SERVICE SUPPORT. Address service support in the areas shown below as needed to clarify the service support concept.
Subparagraphs can include:
a. General. Refer to the SOPs that govern the sustainment operations of the unit. Provide current and proposed
company trains locations, casualty, and damaged equipment collection points and routes.
b. Materiel and Services.
(1) Supply.
Class I--Rations plan.
Class III--Petroleum.
Class V--Ammunition.
Class VII--Major end items.
Class VIII--Medical.
Class IX--Repair parts.
Distribution Methods.
(2) Transportation.
(3) Services. (Laundry and showers.)
(4) Maintenance. (Weapons and equipment.)
(a) Medical Evacuation and Hospitalization. Method of evacuating dead and wounded, friendly and enemy
personnel. Include priorities and location of CCP.
(b) Personnel Support. Method of handling EPWs and designation of the EPW collection point.
5. COMMAND AND SIGNAL.
This paragraph states where command and control facilities and key leaders are located during the operation. Use the OPORD
shell to save time and organize your thoughts while preparing an OPORD.
a. Command.
• Location of the higher unit commander and CP.
• Location of key personnel and CP during each phase of the operation.
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• Succession of command.
• Adjustments to the patrol SOP.
b. Signal.
• SOI index in effect.
• Methods of communication in priority.
• Pyrotechnics and signals, to include arm and hand signals (demonstrate).
• Code words such as OPSKEDs.
• Challenge and password (use behind friendly lines).
• Number combination (use forward of friendly lines).
• Running password.
• Recognition signals (near/far and day/night).
c. Special Instructions to RTOs.
d. Actions after Issuance of OPORD--
(1) Issue annexes.
(2) Give time hack.
(3) ASK for questions.
Figure 2-5. OPORD SHELL
OPORD
DTG:
REFERENCE:
TASK ORGANIZATION:
1ST
PLT
2ND
PLT
TM
CONTROL:
1. SITUATION.
BMNT: SR: SS: EENT: MR: MS: HI: LO: ILLUM:
a. Enemy.
Terrain
(1) Higher mission:
Cdr's intent:
Terrain
End state
(2) Units to N, S, E, W.
End state
2. MISSION:
3. EXECUTION:
Cdr's intent:
a. Concept of Operations.
(ME):
T:
P:
(SE1):
T:
P:
(SE2):
T:
P:
(SE3):
T:
P:
(SE4):
T:
P:
(SE5):
T:
P:
b. Maneuver
PHASE 1:
ME:
SE1:
SE2:
SE3:
SE4:
SE5:
FIRES:
MTRS:
C2:
PHASE 2:
ME:
SE1:
SE2:
SE3:
SE4:
SE5:
FIRES:
MTRS:
C2:
PHASE 3:
ME:
SE1:
SE2:
SE3:
SE4:
SE5:
FIRES:
MTRS:
C2:
PHASE 4:
ME:
SE1:
SE2:
SE3:
SE4:
SE5:
FIRES:
MTRS:
C2:
c. Tasks to Maneuver Units.
(1) Risk-reduction control measures.
Rules of engagement.
(2) Environmental considerations.
(3) Non-Airborne personnel.
(ME): (SE1): (SE2):
(SE3): (SE4): (SE5):
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d. Tasks to Subordinate Units
Mortars
Coordinating instructions:
PIR:
EEFI:
FFIR:
Timeline.
Coordinating Instructions.
WHEN WHO WHAT WHERE
4. SERVICE SUPPORT.
a. General.
b. Material and Services.
(1) Supply:
Class I.
Class III:
Class V:
Class VIII:
Class IX:
(2) LOGSTAT.
(3) The chain of command is responsible to ensure that
ammo lasts between resupplies.
c. Medical Evacuation.
(1) Air MEDEVAC is on call through [this] frequency.
JP capable; use standard 9-line, 24-hr coverage.
(2) Establish friendly CCPs in AAs. Adjust CCPs as
mission progresses.
(3) Troop medical clinic located vic [this location].
(4) Precedence for evacuation of WIA is US military,
host nation military, host nation civilian, and enemy military.
(5) Precedence for evacuation of KIA is same.
Evacuation of KIA will be as per mission constraints.
d. Personnel.
(1) Method of handling EPWs:
5. COMMAND AND SIGNAL.
a. Command.
(1) TF CP:
(2) Succession of Command:
b. Signal.
(1) Challenge and Password:
(2) Number Combination:
(3) Running Password:
(4) Recognition:
(a) Far:
(b) Near:
(7) Code word:
(8) OPSKED:
(9) Reports. SALUTE to higher on
enemy contact.
ANNEXES:

Army Ranger Handbook- Operations Guide

Army Ranger Handbook- Operations Guide

OPERATIONS
This chapter provides techniques and procedures used by Infantry platoons and squads throughout the planning and execution
phases of tactical operations. Specifically, it discusses the troop-leading procedures, combat intelligence, combat orders, and
planning techniques and tools needed to prepare a platoon to fight. These topics are time sensitive and apply to all combat
operations. When they have time, leaders can plan and prepare in depth. If they have less time, they must rely on previously
rehearsed actions, battle drills, and standing operating procedures (SOPs).
2-1. TROOP-LEADING PROCEDURES
Troop leading procedures comprise the following steps. They are what a leader does to prepare his unit to accomplish a tactical
mission. The TLP starts when the leader is alerted for a mission or receives a change or new mission. He can perform Steps 3
through 8 in any order, or at the same time. (He can also use the tools of the tactician shown in Figure 2-1):
1. Receive the mission.
2. Issue a warning order.
3. Make a tentative plan.
4. Initiate movement.
5. Reconnoiter.
6. Complete the plan.
7. Issue the complete order.
8. Supervise.
Figure 2-1. TOOLS OF THE TACTICIAN RELATIONSHIP
a. STEP 1--RECEIVE THE MISSION. The leader may receive the mission in a warning order, an operation order (OPORD), or
a fragmentary order (FRAGO). He should use no more than one third of the available time for his own planning and for issuing his
OPORD. The remaining two thirds is for subordinates to plan and prepare for the operation. Leaders should also consider other
factors such as available daylight and travel time to and from orders and rehearsals.
b. STEP 2--ISSUE A WARNING ORDER. The leader provides initial instructions in a warning order. The warning order
contains enough information to begin preparation as soon as possible. The warning order mirrors the five-paragraph OPORD
format. A warning order may include--
• The mission or nature of the operation (mission statement).
• Time and place for issuance of the operation (coordinating instructions).
• Who is participating in the operation (coordinating instructions).
• Time of the operation (timeline).
c. STEP 3--MAKE A TENTATIVE PLAN. The leader uses METT-TC to develop an estimate of the situation, which he will
use as the basis for his tentative plan. This set of actions is referred to as the leader's mission analysis:
(1) Conduct a detailed mission analysis.
(a) Concept and Intent. Higher commanders' concept and intent two levels up. This information is found in paragraph
1b for two levels up and in paragraphs 2 and 3 for one higher.
(b) Unit Tasks. Tasks that are clearly stated in the order (Specified Tasks) or tasks that become apparent as the
OPORD is analyzed (Implied Tasks).
EXAMPLE SPECIFIED TASKS
• Retain hill 545 to prevent envelopment of B Co.
• Provide one squad to the 81-mm platoon to carry ammo.
• Establish an OP vic GA124325 NLT 301500 NOV 89.
EXAMPLE IMPLIED TASKS
• Provide security during movement.
• Conduct resupply operations.
• Coordinate with adjacent units.
(c) Unit Limitations. The leader next determines all control measures or instructions in the OPORD that restrict his
freedom of action; these are called limitations. In every operation, there are some limitations on the unit.
COMMON LIMITATIONS
Graphic control measures.
Cross the LD at 100030 OCT 94 (time).
MOPP4 in effect (uniform and environmental considerations).
ADA weapons status, tight; warning status, yellow (rules of engagement).
(d) Mission-Essential Task(s). After reviewing all the above factors, the leader identifies his mission-essential task(s).
Failure to accomplish a mission-essential task results in the unit's failure to accomplish its primary purpose for that operation. The
mission essential task should be found in the maneuver paragraph.
(e) Restated Mission. The restated mission statement becomes the focus for the remainder of the estimate process.
This is a clear, concise statement of the mission essential task(s) to be accomplished by the unit and the purpose to be achieved.
The mission statement will state WHO, WHAT (the task), WHEN (the critical time), WHERE (usually a grid coordinate), and WHY
(the purpose the unit must achieve). Some examples of restated missions follow:
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EXAMPLE RESTATED MISSIONS
(WHO) 1st Platoon attacks (WHAT) to seize (WHERE) HILL 482 vic NB 457371 (OBJ
BLUE) (WHEN) NLT 09050OZ Dec 92 L 482 (WHY) to enable the company's main
effort to destroy enemy command bunker.
(WHO) 1st Platoon, C Company defends (WHAT) to destroy from (WHERE)
AB163456 to AB163486 to AB123486 to AB123456 (WHEN) NLT 28153OZ Oct 97
(WHY) to prevent enemy forces from enveloping B Company, 1-66 Infantry (L) from
the south.
(2) Analyze the situation and develop a course of action. Each COA must be--suitable, acceptable, feasible,
distinguishable, and complete.
(3) Upon developing a COA, the unit leader will assign C2 headquarters, complete generic task organization assigning all
organic and attached elements, and prepare COA statement and sketch.
(4) With the restated mission from Step 1 to provide focus, the leader continues the estimate process using the remaining
factors of METT-TC.
(a) What is known about the ENEMY?
Composition This is an analysis of the forces and weapons that the enemy can
bring to bear. Determine what weapons systems they have
available, and what additional weapons and units are supporting
him.
Disposition The enemy's disposition is how he is arrayed on the terrain, such
as in defensive positions, in an assembly area, or moving in march
formation.
Strength Percentage strength.
Recent Activities Identify recent and significant enemy activities that may indicate
future intentions.
Reinforcement
Capabilities
Determine positions for reserves and estimated time to
counterattack or reinforce.
Possible Courses
of Action
Determine the enemy's possible COAs. This will help the leader
determine how to best array his own forces against the enemy and
fight the battle.
(b) How will TERRAIN and WEATHER affect the operation? Analyze terrain using OAKOC.
• Observation and Fields of Fire. Determine locations that provide the best observation and fields of fire along
friendly and enemy avenues of approach, near the objective, and on key terrain. The analysis of fields of fire is
mainly concerned with the ability to cover the terrain with direct fire.
• Avenues of Approach. Analyze and identify friendly and enemy avenues of approach. Identify avenues of
approach en route to the objective, on and around the objective, and for possible enemy counterattack. Also,
consider aerial and subterranean avenues.
Offensive
Considerations
(Friendly)
• How can these avenues support my movement?
• What are the advantages/disadvantages of each? (Consider enemy,
speed, cover, and concealment.)
• What are the likely enemy counterattack routes?
Offensive
Considerations
(Enemy)
• How can the enemy use these approaches?
• Which avenue is most dangerous? Least? (Prioritize each approach.)
• Which avenues would support a counterattack?
• Cover and Concealment. The analysis of cover and concealment is often inseparable from the fields of fires
and observation. Weapon positions must have both to be effective and to be survivable. Infantry units are
capable of improving poor cover and concealment by digging in and camouflaging their positions. When
moving, the terrain is used to provide cover and concealment.
• Obstacles. Identify the existing and reinforcing obstacles and hindering terrain that will affect mobility.
• Key Terrain. Key terrain is any location or area that the seizure, retention, or control of affords a marked
advantage to either combatant. Using the map, aerial photos, and information already gathered, look for key
terrain that dominates avenues of approach or the objective area. Next, look for decisive terrain that if held or
controlled will have an extraordinary impact on the mission.
(5) Analyze courses of action (war-game). This analysis is conducted by war-gaming friendly courses of action against
the enemy's most probable courses of action. The leader can--and should--war-game with his subordinates.
(6) Compare courses of action. The leader compares the COAs and selects the one that is most likely to accomplish the
assigned mission. He considers the advantages and disadvantages for each COA. He also considers how the critical events impact
on COAs.
(7) Make a decision. The leader selects the COA that he believes has the best chance of accomplishing the mission.
d. STEP 4--START NECESSARY MOVEMENT. The unit may need to begin movement while the leader is still planning or
forward reconnoitering. This step may occur anytime during the TLP.
e. STEP 5--RECONNOITER. If time allows, the leader makes a personal reconnaissance. When time does not allow, the
leader must make a map or aerial photo reconnaissance. Sometimes the leader must rely on others, such as scouts, to conduct the
reconnaissance.
f. STEP 6--COMPLETE THE PLAN. The leader completes his plan based on the reconnaissance and any changes in
the situation.
g. STEP 7--ISSUE THE COMPLETE ORDER. Platoon and squad leaders normally issue oral operations orders to aid
subordinates in understanding the concept of the mission. Leaders may require subordinates to repeat part of the order,
demonstrate it on a terrain model, or sketch their understanding of the operation. Leaders should also quiz their Rangers to ensure
that all Rangers understand the mission.
h. STEP 8--SUPERVISE AND REFINE. The leader supervises the unit's preparation for combat by conducting rehearsals
and inspections.
(1) Rehearsals. Rehearsals include the practice of having squad leaders brief their planned actions in execution
sequence to the platoon leader. The leader should conduct rehearsals on terrain that resembles the actual ground, and in similar
light conditions. At a minimum, the leader should conduct a backbrief (least preferred), full force rehearsal (most preferred), or
reduced force rehearsal (key leaders), and a rock drill.
(a) Purpose. The leader uses rehearsals to--
• Practice essential tasks (improve performance).
• Reveal weaknesses or problems in the plan.
• Coordinate the actions of subordinate elements.
• Improve Ranger understanding of the concept of the operation (foster confidence in Rangers).
(b) Times and Tasks. The platoon may begin rehearsals of battle drills and other SOP items before the receipt of the
operation order. Once the order has been issued, it can rehearse mission specific tasks. Some important tasks to rehearse include--
• Actions on the objective.
• Assaulting a trench, bunker, or building.
• Actions at the assault position.
• Breaching obstacles (mine and wire).
• Using special weapons or demolitions.
• Actions on unexpected enemy contact.
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(c) Types.
• Backbrief.
-- Key leaders sequentially brief the actions required during operation.
-- Patrol leader controls.
-- Conducted twice: right after FRAGO (confirmation brief), and again after subordinates develop
own plan.
• Reduced force.
-- Conducted when time is key constraint.
-- Conducted when security must be maintained.
-- Key leaders normally attend.
-- Mock-ups, sand tables, and small scale replicas used.
• Full force.
-- Most effective type.
-- First executed in daylight and open terrain.
-- Secondly conduct in same conditions as operation.
-- All Rangers participate.
-- May use force on force.
• Techniques.
-- Force on force.
-- Map (limited value and limited number of attendees).
-- Radio (cannot mass leaders; confirms communications).
-- Sand table or terrain model (key leaders; includes all control measures).
-- Rock drill (similar to sand table/terrain model; subordinates actually move themselves). Very effective
for coordinating timing and sequence of events--especially when air assets are used.
(d) Inspections. Squad leaders should conduct initial inspections shortly after receipt of the warning order. The
platoon sergeant spot-checks throughout the unit's preparation for combat. The platoon leader and platoon sergeant make a final
inspection of--
• Weapons and ammunition.
• Uniforms and equipment.
• Mission-essential equipment.
• Soldier's understanding of the mission and their specific responsibilities.
• Communications.
• Rations and water.
• Camouflage.
• Deficiencies noted during earlier inspections.
2-2. COMBAT INTELLIGENCE. Gathering information is one of the most important aspects of conducting patrolling operations. The
following details what information to collect and how to report it:
a. Reports. All information must be quickly, completely, and accurately reported. Use the SALUTE report format for
reporting and recording information.
SIZE – Seven enemy personnel
ACTIVITY – Traveling SW
LOCATION – GA123456
UNIT/UNIFORM – OD uniforms with red six-point star on left shoulder
TIME – 210200JAN99
EQUIPMENT – Carry one machine gun and one rocket launcher
b. Field Sketches. Try to include a sketch with each report. Include only any aspects of military importance such as targets,
objectives, obstacles, sector limits, or troop dispositions and locations (use symbols from FM 1-02). Use notes to explain the
drawing, but they should not clutter the sketch.
c. Captured Documents. The leader collects documents and turns them in with his reports. He marks each document with
the time and place of capture.
d. Prisoners. If prisoners are captured during a patrolling operation, they should be treated IAW the Geneva Convention and
handled by the 5-S rule:
(1) Search
(2) Silence
(3) Segregate
(4) Safeguard
(5) Speed to rear
e. Debriefs. Immediately upon return from a mission, the unit is debriefed. The intelligence officer will generally have a
unit-specific format for debriefing a patrol.
2-3. WARNING ORDER. Warning orders give subordinates advance notice of upcoming operations. This gives them time to
prepare. A warning order must be brief, but complete. A warning order only authorizes execution when it clearly says so. (Figure 2-2
shows an example format; Figure 2-3 shows an example warning order.)
Figure 2-2. WARNING ORDER FORMAT
WARNING ORDER ________
*Roll call, pencil/pen/paper, RHB, map, protractor, leader’s monitor, hold all questions till the end
References: Refer to higher headquarters’ OPORD, and identify map sheet for operation.
Time Zone Used throughout the Order: (Optional)
Task Organization: (Optional; see paragraph 1c.)
1. SITUATION (Higher’s OPORD para 1a[1]--[3])
a. Enemy Forces. Include significant changes in enemy composition, dispositions, and courses of action. Information
not available for inclusion in the initial WARNO can be included in subsequent warning orders. (who, what, where)
b. Friendly Forces. (Optional) only address if essential to the WARNO.
(1) Higher commander's mission (who, what, where, why).
(2) Higher commander's intent. (Higher’s [go to mapboard] OPORD para 1b[2], give task and purpose)
c. Attachments and Detachments. Initial task organization, only address major unit changes.
(1) Orient relative to each point on the compass.
(2) Box in the entire AO with grid lines.
(3) Trace each Zone using boundaries.
(4) Familiarize by identifying 3 natural (terrain) and 3 man-made features in each zone.
(5) Point out the enemy and friendly locations on the map board.
2. MISSION. State mission twice (who, what, when, where, and why) and concisely state task and purpose.
3. EXECUTION.
a. Concept of Operation. Provide as much information as available. The concept should describe the form of maneuver
or defensive technique, critical events, decisive point of the operation and why it is decisive, task and purpose for the main
and supporting efforts, purposes of the warfighting systems, such as engineers, fire support, intelligence etc), acceptable
risk, and the desired endstate. After the desired endstate is stated, leaders should talk through the concept of the operation
like a story. Use a simple sketch to assist in relaying the information.
b. Tasks to Maneuver Units. Provide specified tasks to subordinate units. These are tactical instructions on how to
execute the mission for each element in task organization. Planning guidance consists of tasks assigned to subordinate
units, special teams, and key individuals.
c. Tasks to Combat Support Units. See paragraph 3b.
2 - 7
d. Coordinating Instructions. Include any information available at that time. If you know it, then at least cover--
• Uniform and equipment common to all. Consider the factors of METT-TC and tailor the load
for each Ranger.
• Time line. (State 4 W’s and specified and implied times. Reverse plan. Use 1/3-2/3 rule.)
• CCIR.
• Risk guidance.
• Deception guidance.
• Specific priorities, in order of completion.
• Guidance on orders and rehearsals.
• Orders group meeting (attendees, location, and time).
• Earliest movement time and degree of notice.
4. SERVICE SUPPORT. Include any known logistics preparation for the operation.
a. Special equipment. Identify requirements and any coordination measures the unit needs to take to transfer the special
equipment. (State the equipment you will use, need, or want for the mission.)
b. Transportation. Identify requirements and any coordination needed to pre-position assets. (State unit's means of
infil/exfil.)
5. COMMAND AND SIGNAL.
a. Command. State the chain of command if different from unit SOP.
b. Signal. Identify current SOI edition, and pre-position signal assets to support operation.
• Give subordinates guidance on tasks to complete for preparation of the OPORD and the mission.
• Give time, place, and uniform of the OPORD.
• Give a time hack and ask for questions.

Ranger Standing orders

STANDING ORDERS, ROGERS' RANGERS
1. Don't forget nothing.
2. Have your musket clean as a whistle, hatchet scoured, sixty rounds powder and ball, and be ready to march at a minute's
warning.
3. When you're on the march, act the way you would if you was sneaking up on a deer. See the enemy first.
4. Tell the truth about what you see and what you do. There is an army depending on us for correct information. You can lie
all you please when you tell other folks about the Rangers, but don't never lie to a Ranger or officer.
5. Don't never take a chance you don't have to.
6. When we're on the march we march single file, far enough apart so one shot can't go through two men.
7. If we strike swamps, or soft ground, we spread out abreast, so it's hard to track us.
8. When we march, we keep moving till dark, so as to give the enemy the least possible chance at us.
9. When we camp, half the party stays awake while the other half sleeps.
10. If we take prisoners, we keep' em separate till we have had time to examine them, so they can't cook up a story
between' em.
11. Don't ever march home the same way. Take a different route so you won't be ambushed.
12. No matter whether we travel in big parties or little ones, each party has to keep a scout 20 yards ahead, 20 yards on each
flank, and 20 yards in the rear so the main body can't be surprised and wiped out.
13. Every night you'll be told where to meet if surrounded by a superior force.
14. Don't sit down to eat without posting sentries.
15. Don't sleep beyond dawn. Dawn's when the French and Indians attack.
16. Don't cross a river by a regular ford.
17. If somebody's trailing you, make a circle, come back onto your own tracks, and ambush the folks that aim to ambush you.
18. Don't stand up when the enemy's coming against you. Kneel down, lie down, hide behind a tree.
19. Let the enemy come till he's almost close enough to touch, then let him have it and jump out and finish him up with
your hatchet.
--MAJOR ROBERT ROGERS, 1759

Army Ranger Handbook - Ranger Creed

Ranger Creed

R ecognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen profession, I will always endeavor to
uphold the prestige, honor, and high esprit de corps of the Rangers.
A cknowledging the fact that a Ranger is a more elite Soldier who arrives at the cutting edge of battle by land, sea, or air, I
accept the fact that as a Ranger my country expects me to move further, faster, and fight harder than any other soldier.
N ever shall I fail my comrades I will always keep myself mentally alert, physically strong, and morally straight and I will
shoulder more than my share of the task whatever it may be, G allantly one hundred percent and then some.
will I show the world that I am a specially selected and well trained Soldier. My courtesy to superior officers,
neatness of dress, and care of equipment shall set the example for others to follow.
E nergetically will I meet the enemies of my country. I shall defeat them on the field of battle for I am better trained and will
fight with all my might. Surrender is not a Ranger word. I will never leave a fallen comrade to fall into the hands of the enemy
and under no circumstances will I ever embarrass my country.
R eadily will I display the intestinal fortitude required to fight on to the Ranger objective and complete the mission, though I
be the lone survivor.