Planning and Organizing Army Operations and Command Post Operations

The planning process of the People’s Liberation Army (PLA) has deep roots in Chinese military theory. However, the this planning process continues to evolve with ongoing force structure modernization, including in the PLA Army (PLAA). As the PLAA moves toward a more modular force structure, it will likely increase emphasis on developing a more decentralized command process.

Movement toward greater decentralization, modular combined arms units, widespread downsizing, and the creation of new headquarters at the national and theater command levels have reshaped the PLAA’s planning and command processes. The PLAA was once a strongly centralized and hierarchical force, relying on a mix of discipline and obedience to overcome shortcomings in technology and firepower. However, the modern PLAA has advanced its technological capabilities and firepower, which to be used most effectively requires greater decentralization. The modern PLAA recognizes that it requires a more sophisticated understanding of command and support relationships; improved professional military education for its commanders, staffs, and noncommissioned officers; and continued doctrinal adjustments as new equipment and technologies enter the force. Consequently, the PLAA planning and command processes are continuing to evolve.

PLAA’s COMMAND POST OPERATIONS

The PLAA defines a command post as a temporary command structure formed around a commander and staff. The number and type of command posts the PLAA uses are situationally dependent, with up to four typically used to control operations: a base command post, an advance command post, a rear command post, and a reserve command post. Command posts are led by a commander and manned by various command groups. Certain command posts—most likely those more forward on the battlefield—may be designed as mobile command posts, making it more challenging for the enemy to detect and target them.

• Base Command Post: The base command post (also called the main command post) is the primary command structure, and it is the center for executing command throughout the operational area. The PLAA try to ensure the base command post is well protected, well concealed, and near the center of the operational area. The commander operates out of the base command post, along with the chief of staff and primary staff officers. The base command post controls several activities including: command and communication, reconnaissance and intelligence, firepower coordination, electronic warfare and cyber warfare, engineering, battlefield management, and political work.
• Advance Command Post: The advance command post (also called the forward command post) is a forward-based structure designed to enhance command and communication in a key direction of the battle. Ideally, it is situated near the main offensive or defensive effort, and it is well concealed and protected. The advance command post is typically led by the deputy commander and staff. It has a command and communication group, a reconnaissance and intelligence group, and a firepower coordination group.
• Rear Command Post: The rear command post (or alternate command post) is responsible for logistics and equipment support, along with rear area security. It consists of a combat support and service support group headquarters, a political work group, and security personnel. The commander of the combat support or service support group is often the commander of the rear command post. The rear command post serves as the primary backup command post in case the base command post is destroyed, neutralized, or otherwise compromised. In some situations, the deputy commander may choose to operate from the rear command post.
• Reserve Command Post: The reserve command post is a backup in case one of the other three command posts is compromised, damaged, destroyed, or otherwise neutralized. It is smaller and less capable than the base command post, but it must be able to conduct all base command post operations. The reserve command post may also serve as an interim command post in case the other command posts are temporarily unavailable due to movement or enemy action.         

PLAA’s PLANNING PROCESS

               The PLAA has been known throughout its history for its meticulous approach to planning operations, and this tradition remains in place today. Though the PLAA seeks to gradually move to an increasingly decentralized leadership structure, careful planning at all echelons remains a basic principle.

The PLAA planning process is broadly similar to the U.S. Army’s Military Decision-making Process. The primary outputs of the planning process are the operation’s objectives, the scheme of maneuver, and the structure of the operational system to conduct the operation. The operational system may include multiple subordinate operational systems and specialized supporting systems.

The PLAA’s planning process consists of five steps, each with distinct outputs. Subordinate units conduct planning concurrently with their higher echelon headquarters and adjust their plans according to inputs received from it. The planning process seeks to achieve unity of purpose throughout the operation by ensuring that all subordinate commanders know their role, mission, and place in the wider operation.

• Step 1 – Assess the Situation: During this step, the commander assesses four critical components of the operation: terrain, enemy forces, friendly forces, and other considerations, such as civilian presence and political elements. The outputs from this step include an early outline of the desired friendly operational systems, a comprehensive report on enemy strength and disposition enabled by reconnaissance and intelligence support, and a thorough analysis of all other factors in and around the battlefield that may influence operations for either side.
• Step 2 – Make Decisions: This step requires commanders to make several key decisions that determine the direction of the rest of the planning process and the overall operation. Commanders must establish the purpose and objective of the operation, the general scheme of maneuver, the basic structure of the operational systems under their command, and key offensive and defensive points of interest. The output of this step allows subordinate commanders to begin their own planning process, staffs to begin building operational systems, and command posts to establish command systems. Focused reconnaissance operations should also commence at this point to support the intelligence requirements for the overall operation.
• Step 3 – Issue Orders: This step consists of two main phases. First, commanders convey the concept of the battle to their staffs, accounting for enemy strengths and disposition, friendly forces, and the higher echelon commanders’ intent. The staff then creates an order that clearly lays out the commander’s concept so that subordinate units can easily understand it. Second, the order is issued to subordinate units, either verbally or in writing. Ideally, orders are issued to subordinate commanders in groups, allowing subordinates to ask questions and collaborate with one another prior to conducting their own planning.
• Step 4 – Organize Coordination: This step refines the orders issued in step 3. Staffs conduct planning that synchronizes purpose between subordinate units, ensures that adjacent units’ schemes of maneuver are integrated, and provides predictions about how the battle will be conducted. It also clarifies issues of confusion with subordinate commanders and ensures that shared resources and enablers—such as communications and network support—are coordinated.
• Step 5 – Organize Support: This step organizes external capabilities that support the operation. Examples include combat support, logistics support, equipment support, and political support. Specific capabilities include firepower and artillery support, information warfare, sustainment, casualty evacuation, and medical support. This step requires staffs to interact with external enablers; higher echelon staffs may provide assistance in building this part of the plan. Commanders must account for available resources, mission requirements, and friendly forces when developing the support plan.

The PLAA’s command post structure and planning cycle resemble the U.S. Army Tactical and Main command post structures and troop leading procedures. However, one key difference is the PLAA’s integration of political officers into its command-and-control processes. U.S. Army leaders should understand the similarities and differences of the PLAA planning process to understand how the PLAA prioritizes aspects of its operations and where control of an operation occurs.