Engineer Memoirs _____________________________________________________________________
we would do was to develop our own scenario within their scenario, so we would track the
basic plans of the division, and our units would responsively support whatever the division
engineer and G3 came up with for support requirements.
In the meantime, we would develop requirements in the rear area that would cause another
engineer battalion to be doing realistic training things, and the bridge companies and the
combat support equipment companies would likewise be doing things. As an example, we'd
be out in the field. The maneuver brigade has this particular tactical problem; the division
engineer wants one more company of his supporting Corps engineer battalion to be direct
support to the brigade. So, having taken that second battalion to the field with us, we would
send the company forward in direct support so it would help with his tactical situation.
In the meantime, we would cause a bridge in the rear, or something else to happen in the rear,
which would have the other two companies of the engineer battalion busy. When the other
company comes back, as part of the scenario, then we would move it out as the situation
dictated. We always had things being done that would require coordination by the line
company commander and by the bridge company. We were putting in bridges because we
had our own scenario. It would have to blend with the maneuver division's overall scenario
and never interfere. By our presence we could then talk them into recognizing that cutting a
main supply route was a good realistic exercise for their logistic troops. They would have to
bypass around the obstacle because we had the supply route cut, and then when we restored
it, shifting the main supply route back would be coordinated.
By this mechanism we provided a depth to the exercise that was not only realistic but to our
advantage for training. We took full advantage of it. Initially there was a little skepticism, but
once they saw it work, that we weren't taking over their exercise or inhibiting it because we
had so many obstacles, they recognized it could work to everybody's advantage--and we
then maximized our training opportunities.
Another thing that had started before I arrived was to sponsor bridging exercises. That was
another super tool to integrate engineers with maneuver elements. The brigade staff would
obtain maneuver rights in a particular area that happened to straddle a river, would
coordinate river crossing closures with the Germans, would even call up and submit a plan,
as was necessary, many months in advance to get Air Force air sorties to support a training
exercise in that maneuver box. Then we would go to the divisions and their brigades and say,
"Wouldn't you like to have a good training exercise? We can give you a super combined
arms training exercise. We have the maneuver box and the river crossings and sorties, and
here's what we propose. We propose you bring your brigade or two battalions of your
brigade to this site, and we'll give you one day of training just to get your people to run
across the bridge and rafts and get used to driving on them--hands-on river training. After
you get everybody up to speed, then we'll run a tactical exercise for three days in which you
can, your choice, attack across the river, move forward, and then delay back and cross it
again; or you can start forward, delay back to cross the river, and then attack back across the
river and go forward."
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