[...]the 37th BEB had to move motor pools, seven company headquarters, and the battalion headquarters, synchronizing the movements with the activation of the FSC and new Company B, 37th BEB. [...]a plan was developed that allowed the 37th BEB to occupy the necessary facilities, completing the transformation process in 360 days.
While the Germans did mass the effects of their flak guns and other available assets on the American tanks, they did not have enough firepower to overcome the American forces. Since the Germans did not integrate the effects of their fires with well-planned defensive positions, the Americans were able to reach the western banks of the Rhine River.
Upon arrival, the trainees moved to the local training area for three days of training on the following equipment: * Buffalo * Husky with ferret arm * REVA (Reliable, Effective, Versatile, and Affordable), a South African wheeled armored vehicle Equipment training mirrored U.S. Army standards for new equipment training, progressing from familiarization to preventive maintenance and finally to driver training. [...] a deliberate sustainment training plan, maintenance plan, and continued combined patrolling will enhance performance as the ISF moves forward.
"The strategic leadership tasks listed in Field Manual (FM) 22-100, Army Leadership, are really broad concepts...Do these concepts apply to the past as well as the future? A valid concept is defined as "an abstract or symbolic tag that attempts to capture the essence of reality. The "concept" is later converted into variables to be measured.' These strategic leadership tasks can be used to analyze the leadership of past Army leaders. They enable students of strategy to 'capture the essence of reality,' to look back and compare leaders, and thus gain insights into our own strategic leadership. This article compares the performance of three Union Army generals as strategic leaders in the Civil War: Major Generals Daniel E. Sickles, George G. Meade, and Joseph Hooker." (Engineer)
A partnership training program conducted by the US Army's 1st Infantry Division Engineer Brigade, Headquarters and Headquarters Company and Germany's Stabskompanie, Pionierlehbrigade 60 focuses on building trust, camaraderie, and mutual respect at all levelsfrom the newest private to the brigade commander.
Currently, the combat-engineer contribution to the rapid-deployment capability of USAREUR is the "Sapper FEM." While the current Sapper FEM provides the MIRC or HIRC commander with critical mobility skills in an austere environment, the package has serious shortcomings.