highway at any given time. The program links the Defense Movement Centers and provides visibility of all convoys. Refer to FORSCOM Regulation 55-1 for specific information regarding MOBCON.
3-5. Procedures for processing convoy clearances (including the number of vehicles that constitute a convoy) are established by theater policy, standardization agreement, or the host nation (HN) support agreement
RAIL OPERATIONS
3-6. Responsibility for planning and executing rail movements of vehicles and equipment is split between the deploying units and the installation transportation office (ITO). The deploying unit—
z
Determines its movement requirements and submits them to the ITO.
z
Prepares their equipment for rail loading.
z
Load railcars and chock, block and tie down equipment under the technical supervision of the ITO, who is ultimately responsible for approving all rail loads.
3-7. The ITO is responsible to--
z
Obtain rail cars based on deploying unit requirements.
z
Validate railcar requirements based on unit rail load plans.
z
Maximize the use of the available rail assets.
z
Serve as the official liaison with SDDC and the railway agent and inspect all railcars for serviceability before units begin loading.
3-8. The movement control team (MCT) performs the ITO functions in OCONUS locations and obtains the rail cars, validates railcar requirements, serves as the liaison with the railway agent, and inspects the railcars before the units begin loading.
MOVEMENT OF PASSENGERS
3-9. Once the equipment and material are moved to the POE the movement of troops is addressed. Most troops move long distances by air and are configured as advance party, main body, and trail party. In addition, some troops move with the equipment to provide security, property accountability, and assist in reception activities.
3-10. The unit prepares personnel rosters for each chalk or plane load. The UMO requests busses and trucks to move the personnel and their baggage from the unit area to the A/DACG. As the personnel arrive at the A/DACG manifests are prepared by the A/DACG and the personnel information verified by checking the CAC (common access card). The baggage is palletized and moved to the ready line. The Soldiers remain in the sterile area until the chalk is called forward to load and the AF moves the chalk to the aircraft for loading.
IN-TRANSIT VISIBILITY
3-11. The radio frequency identification device (RFID) is a transponder that contains information about the contents of the container or the vehicle to which it is attached. In-transit visibility (ITV) is achieved as the progress of the container or vehicle is recorded as it passes through the network of interrogators. ITV
preparation begins during predeployment and continues through the load out of vehicles and equipment.
Ensuring the automated identification technology (AIT) storage devices are accurate, properly attached, and readable facilitates ITV throughout the transportation pipeline. AIT readers and interrogators report the movement to automated information systems (AIS) allowing deployment managers to track and control the flow of equipment.
3-12. Prior to departing their deployment stations units must write RFID and attach them to vehicles and equipment. Detailed guidance for writing and attaching RFID is outlined in Appendix J.
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ACTIVITIES AT THE POE
MOVEMENT BY SEA
3-13. There are essential activities that occur at the SPOE during deployment operations as units prepare for shipment by strategic sealift. The tasks are performed by a number of Department of Defense (DOD) and Army units and ad hoc organizations. Figure 3-1 is a graphic representation of a SPOE outlining the areas discussed in the following paragraphs.
Figure 3-1. Notional SPOE
Marshalling Area
3-14. For movement to SPOEs deploying units and equipment may use an en route marshalling area.
These areas are ideally located near the port staging area and in the immediate vicinity of rail and truck discharge sites. The SPOE marshalling area is the final en route location for preparation of unit equipment for overseas movement prior to the equipment entering the port staging area. Establishment of a marshalling area reduces congestion within the terminal area and provides space for sorting vehicles for vessel loading. The layout of a marshalling area is not fixed but is contingent on available space and needs of the unit. Equipment arriving in the marshalling area is normally segregated in accordance with the vessel stow plan.
Staging Area
3-15. The equipment is moved from the marshalling area to the staging area based on the vessel work plans and as directed by the port commander. The SDDC port commander assumes custody of the cargo at this point. Activities within the area include equipment inspection for serviceability, packing lists/load card, accuracy of dimensions and weights, properly secured secondary loads, and documentation of any cargo requiring special handling. Military shipment labels affixed to equipment will be scanned using bar code readers. The data will then be loaded into the Worldwide Port System (WPS) to produce the ship manifests and serve as the basis for status reports. Additionally, WPS feeds data to GTN.
3-16. The port support activity (PSA) is a flexible support organization designed to assist SDDC with the loading or discharge of cargo, vehicles, and equipment at seaports. The PSA is normally composed of 21 April 2010
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contractors hired by SDDC to augment their personnel and equipment capability. IMCOM and US Army Materiel Command (USAMC) will reimburse SDDC for the support services. In those instances where the contractor cannot provide the required support (aircraft assembly/disassembly, convoy reception) the deploying unit or a designated support unit will be responsible for fulfilling the requirement.
3-17. Moreover, the deployment and distribution support battalions and their subordinate teams may be at the SPOE assisting deploying units with documentation, ITV, and vehicle inspection. In a mature OCONUS theater, there is a similar PSA arrangement. Additional manpower may be provided by host nation support.
3-18. In some situations, particularly in remote and austere locations, SDDC will not have access to the usual contract or host nation resources to perform the PSA function. In those cases the port operator will request assistance from sustainment forces or the deploying force to satisfy the requirement. The PSA is operationally controlled by the military port or TTB commander.
3-19. When processed, equipment may be segregated into different lots within the staging area by type, size, and any other special considerations such as hazardous materials, sensitive and classified items, and containerized equipment. From the staging area, vehicles are called forward to load the ship based on the stow plan and call forward schedules.
Supercargo
3-20. Supercargoes are unit personnel designated on orders to accompany, secure, and maintain unit cargo on board ships. They perform liaison during cargo reception at the SPOE, vessel loading and discharge operations, and SPOD port clearance operations. The supercargoes are attached to the port operator and remain with the port manager at the SPOD until the offload is complete and they are released back to their units. Deploying unit commanders recommend the composition of supercargoes based on several factors including the amount and types of equipment loaded aboard the ship and the number of units with equipment on the ship. Military Sealift Command (MSC) determines the actual number of supercargo personnel permitted onboard, based on the berthing capacity of the ship.
MOVEMENT BY AIR
3-21. Preparation for air movement begins with receipt of the mission directive or order and continues through the planning phase until execution. A series of local joint conferences is required during the planning phase for close coordination and to ensure a clear understanding of responsibilities. As a minimum, a joint planning conference will be held as soon as possible after receipt of the air movement order or directive. A final coordination conference will be held immediately before the move. Participating elements should be represented at these conferences by key personnel who can make decisions for their organization. These conferences do not rule out the need for continuous coordination throughout the planning cycle. The CCDR or representative will conduct a final joint coordination meeting with the representative of the deploying unit, the DACG, and the CRE. The CRE is a deployed Air Mobility Command organization that provides on-site management of airfield operations. At this meeting, the deploying unit, DACG and CRE will present planning status and identify any problems. Air movement requirements will be based upon unit movement data (UMD) and provided to FORSCOM IAW
FORSCOM Reg 55-1 or as otherwise specified by the movement order or tasking directive. FORSCOM
consolidates and provides these refined lift requirements to JFCOM, the supported combatant commander, and USTRANSCOM. USTRANSCOM uses the unit movement requirements to generate airlift schedules that are loaded in JOPES. Installation JOPES operators should coordinate the dissemination of these lift schedules to ITOs/division transportation officers (DTOs), DACGs, and respective UMOs.
3-22. The APOE is the transition point for Army units deploying by air. There are four distinct areas—
marshalling area, alert holding area, call forward area, and loading ramp area associated with an APOE as shown in figure 3-2. The following paragraphs outline the tasks performed by the deploying unit at each of the areas.
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Figure 3-2. Notional APOE
3-23. Normally there will be Army and USAF personnel working together to process, inspect, document, and load the personnel and equipment. At some locations, the Army must carry out all of the APOE
functions and in those cases the Army personnel are trained and certified to fulfill the USAF roles. The duties of the departure airfield control group (DACG) and the CRE are discussed in Appendix G as part of complete discussion of the operation of the aerial terminal
Marshalling Area
3-24. The primary purpose of the marshalling area is to provide a location near the APOE to assemble personnel, supplies, and equipment and make final preparations for air shipment. Unit marshalling areas are used to receive convoys and process vehicles before they are staged for loading. Marshalling areas is the responsibility of the deploying commander, assisted by the ITO, supporting units, or other designated organizations; operations are based on local policy and standing operating procedures. The deploying unit—
z
Establishes liaison with the DACG.
z
Coordinates a joint planning conference with the DACG and CRE to discuss aircraft allowable cabin load, pallet restrictions, aircraft configuration, equipment preparation requirements, airflow schedule, and any other issues impacting deploying unit preparation and processing.
z
Prepares vehicles and equipment.
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Ensures adequate shoring material is available.
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Prepares personnel and cargo manifests.
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Assembles personnel, supplies, and equipment into aircraft loads.
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Ensures planeload commanders are appointed and briefed.
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Provides escorts for sensitive items.
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Builds 463L pallets.
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Alert Holding Area
3-25. The alert holding area is the equipment, vehicle, and passenger control area. It is normally located in the vicinity of the departure airfield and is used to assemble, inspect, hold, and service aircraft loads.
Control of loads is transferred from the individual unit to the DACG at this point. The deploying unit—
z
Ensures the aircraft loads arrive at the scheduled times.
z
Provides manifests to the DACG.
z
Corrects load discrepancies identified during pre-inspection.
z
Ensures vehicle drivers remain with the vehicles until released.
z
Passes control of unit aircraft loads to the DACG.
Call Forward Area
3-26. The call forward area is the joint responsibility of the CRE and the DACG and is the location for the joint inspection of deploying unit equipment and cargo. The DACG, the deploying unit, and the CRE
conduct the inspection. They complete a DD Form 2133 ( Joint Airlift Inspection Record) to indicate to the loadmaster that it has completed the required inspection. Deficiencies are corrected by the unit and rechecked by the inspection team. Once the inspection sequence is complete, the deploying unit arranges its vehicles, pallets, and equipment into load or chalk sequence. A final briefing is provided to deploying troops and the CRE reviews all manifests for accuracy.
Loading Ramp Area
3-27. The loading ramp area, including ready line area, is controlled by the CRE. At this point control of units, for movement purposes, passes to AMC.
3-28. The chalk commander—
z
Follows directions of load team chief.
z
Monitors and controls aircraft passengers.
z
Retains one copy of the final passenger/cargo manifest.
z
Provides assistance in loading and securing the load as required.
z
Ensures vehicle/equipment operators follow instructions of load team chief or loadmaster in loading equipment on the aircraft.
3-29. The load team—
z
Receives loads at the ready line.
z
Loads and secures vehicles and equipment in the aircraft under the supervision of the loadmaster.
z
Provides the loadmaster with manifests.
z
Informs CRE of load completion time.
MOVEMENT TO THE POD
3-30. The combination of strategic airlift, sealift, and prepositioned equipment, referred to as the Strategic Mobility Triad, provides the capability to respond to contingencies. Each element of strategic lift has its own unique advantages and disadvantages. In general, airlift transports light, high priority forces and passengers required to rapidly form units with prepositioned equipment and supplies. Airlift is fast and fairly flexible but has limited capacity; it is also expensive and depends on airfield availability. On the other hand, sealift is slower (compared to airlift) and has limited flexibility; however, it is cheaper and has much greater capacity. Sealift is also dependent on port availability or assets for in-stream discharge.
Afloat prepositioning of unit equipment reduces the reaction time required to move the force packages to the JOA. Forward stationing of Army watercraft reduces the sail time required to link up with arriving vessels and begin intra-theater water transportation operations. The disadvantages associated with prepositioning are the high costs associated with the periodic offload of vessels and the maintenance of equipment; also there is a risk that the forward deployed assets may not be close to the contingency.
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3-31. During the early stages of a deployment strategic airlift is the primary means of moving forces and remains so until the sea line of communication is established. Strategic airlift assets are provided by Air Mobility Command and include both military aircraft and commercial aircraft activated as required under the Civil Reserve Air Fleet program. (See JP 3-17 for more information about air mobility).
3-32. Strategic sealift normally moves the majority of unit equipment identified for deployment. Strategic sealift assets are provided by Military Sealift Command and include both military and commercial vessels.
Additional capacity can be mobilized under the Voluntary Intermodal Sealift Agreement which is a partnership between government and industry to provide commercial sealift and intermodal shipping services. (See JP 4-01.2 for more information on sealift support).
3-33. In many cases unit equipment is moved by commercial liner service operating over scheduled routes on a regular basis. The carrier often picks up the equipment, moves it to the POE, and loads it aboard the ship, reducing the requirement for DOD transportation assets. In that most liner service vessels are container ships the equipment being moved must be containerized or loaded on flat racks. In-transit visibility of unit equipment moved by liner services is an issue that is being addressed by the Joint Deployment and Distribution Enterprise.
3-34. If sited appropriately, Army prepositioned stocks reduce the amount of strategic lift required to support a rapid buildup of forces to demonstrate US resolve. Forward stationing of Army watercraft in a combatant command AOR reduces the sailing times required to link up with afloat Army prepositioned stocks (APS). Army watercraft are also co-located with land-based APS to reduce movement times if these stocks need to be shifted in a theater. (See FM 3-35.1 for more information on Army prepositioned operations).
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Chapter 4
RSOI
An expeditionary Army depends on its ability to project combat power where needed.
The process of reception, staging, onward movement, and integration is designed to
rapidly combine and integrate arriving elements of personnel, equipment, and
materiel into combat power that can be employed by the CCDR. This chapter
discusses the segments of RSOI.
OVERVIEW
4-1. The purpose of RSOI is to build the combat power necessary to support the CCDR’s concept of operation. Force closure is that point which the combatant commander determines that an adequate combat-ready force is available. Force closure requires well-defined criteria by which unit commanders can measure their readiness. Assessment of combat power begins with established standards for readiness and is based on unit capability, rather than simple tallies of vehicles and weapon systems on hand.
Readiness and reporting are inherently operational matters, normally handled through operations channels.
SEGMENTS OF RSOI
4-2. RSOI operations are necessary for commanders to build combat power. The four segments of RSOI are—
z
Reception. Unloading personnel and equipment from strategic transport assets, managing port marshalling areas, transporting personnel, equipment, and materiel to staging areas, and providing logistics support services to units transiting the PODs.
z
Staging. Organizing personnel, equipment, and basic loads into movement units; preparing the units for onward movement; and providing logistics support for units transiting the staging area.
z
Onward movement. Moving units from reception facilities and staging areas to the tactical assembly areas (TAAs) or other theater destinations; moving non-unit personnel to gaining commands; and moving sustainment supplies to distribution sites.
z
Integration. The synchronized transfer of capabilities into an operational commanders force prior to mission execution.
PRINCIPLES OF RSOI
4-3. The following principles guide the planning and execution of RSOI operations—
z
Unity of command. One commander should control and operate the RSOI process - adjusting resources based upon deployment flows, controlling movements in the area of operations, and providing life support to arriving personnel.
z
Synchronization. Synchronization occurs when the right units, equipment, supplies, and capabilities arrive in the correct order at the appropriate locations, and supporting activities are coordinated to operate with one another to ensure the tempo of deployment is uninterrupted.
z
Unit integrity. Moving unit personnel and equipment on the same strategic lift platform provides distinct advantages for units and the force closure process. It leverages the strength of the chain of command, simplifies force tracking, and increases training opportunities. While it is impossible to put an entire armored battalion on one airplane, the increased sealift of the LMSR
allows movement of all the battalion equipment on a single ship. Maintaining unit integrity during strategic lift can simplify the RSOI challenge of incrementally building combat power.
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z
Balance. Defining the size of the required support structure required is essential to effectiveness. The goal is to avoid burdening strategic lift, infrastructure, and the commander with more support than is necessary, yet deploy minimum assets necessary to optimize throughput of units and materiel. Supporting assets must be deployed in a properly timed sequence to leverage their capabilities and may be increased to reduce vulnerability of the overall force. Increasing the RSOI capability to clear backlogs in ports and staging areas can be a tool to reduce force vulnerability.
SECURITY
4-4. All military operations have some element of risk. To build combat power at an acceptable rate the RSOI process must be protected from enemy threats. The arriving force is most vulnerable when it is closing on the POD and undergoing reception, staging, and onward movement. It is the responsibility of the CCDR to protect the arriving force and his staff must coordinate with the inbound unit to mitigate any risk.
RSOI INFRASTRUCTURE
4-5. RSOI operations are the responsibility of the CCDR and his designated command and control headquarters, normally a theater sustainment command. The TSC controls the physical facilities and collaborates with the advanced echelon of the arriving headquarters to establish the throughput rate it can handle. The deploying forces have a responsibility for their own security, organization, and movement through the RSOI process to the extent possible. The process is supported by outside entities such as host nation operators and contractors.
4-6. The complex RSOI system is usually composed of several elements, each contributing to the process—
z
In-place command and control forces.
z
Advanced echelon of the deploying units.
z
Deploying forces.
z
Host nation and multinational support elements.
z
Contractor support.
z
Army prepositioned stocks.
4-7. The RSOI infrastructure also includes some of the theater's distribution nodes. Nodes are a location in a distribution system where a movement requirement is originated, processed for onward movement, or terminated.
RSOI EXECUTION
4-8. RSOI effectiveness is dependent upon proper TPFDD development. For example, the combatant commander places rapid port clearance capabilities early in the TPFDD and coordinates personnel and equipment flows on the TPFDD so they can be united without delay at ports or staging areas. Decisions on force mix and sequence are critical, because adjustments after deployments begin become difficult to implement. Moreover, changes cause ripple effects and may seriously disrupt the flow of forces into the JOA.
4-9. Communication is necessary at all levels, and across all modes and nodes. The communication system must link the combatant commander, the supporting combatant commands, the deploying units, the RSOI providers, and the tactical commanders who will integrate the deploying force into their structures.
Mission, enemy, terrain and weather, troops and support available-time available and civilian considerations (METT-TC) may cause certain units to be in high demand or necessary for immediate employment. Critical resources like heavy equipment transporters, fuel support, or buses to move personnel may have to be diverted to rapidly move these units.
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4-10. Secure, assured, compatible, and reliable means of relaying deployment data is essential. Most importantly, the JFC must be able to influence the outcome of the deployment. To do this, he must know what force capabilities he has and what will be available in the near future.
Optimization
4-11. The commander's planning and operational dilemma is balancing the need for early deployment of combat forces against the requirement to deploy tailored logistical units that maximize throughput of sustainable combat forces. To resolve this dilemma, the commander must have the ability to see, understand, and balance the flow. The combatant commander defines force requirements in terms of size, location, and time while the TPFDD defines the force flow needed to meet these requirements. Knowledge of the RSOI infrastructure present in the theater, coupled with assets arriving via the TPFDD, is critical to understanding the flow.
4-12. The relationship between throughput volume and RSOI infrastructure is important to commanders trying to optimize force closure capacity. Accelerating the arrival of combat forces in the TAA requires an increased deployment of RSOI forces. Deploying additional RSOI forces costs space on strategic lift and requires additional positions in the TPFDD. The combatant commander applies the necessary command and control to ensure unity of command, and establishes communications for a seamless flow of information to manage and influence the force buildup. Achieving the correct balance will maximize the ability to throughput forces and ultimately improve force closure times.
Coordination
4-13. The Army operates in diverse environments and conducts a variety of operations as part of joint, multinational, or interagency teams. This fact increases the difficulty of RSOI and reaffirms the need for established procedures, mutually understood relationships, and robust liaison. Army commanders need to understand how best to integrate thei