• Control the distribution network.
• Leverage the entire available distribution infrastructure and optimize flow of equipment, personnel, and units to meet requirements and priorities.
• Project distribution system volume, flow rates, contents, and associated node and port requirements.
Adjust flow and respond to changing operational requirements.
• Monitor RSOI.
• Integrate and prioritize unit moves and sustainment moves.
• Monitor distribution terminal operations and the flow of multi-consignee shipments.
• Synchronize theater movement control operations.
• Ensure effective cross-leveling of supplies.
• Ensure capture (accountability) and redistribution of intratheater excess materiel.
• Ensure efficient redeployment of units, personnel, and materiel retrograde.
• Establish theater-specific, time-definite delivery schedules.
• Provide advice and recommended changes to the distribution system to commanders.
• Exercise staff supervision of materiel managers and movement controllers.
• Maintain visibility of the physical, resource, communications and automation networks within the theater distribution system.
• Identify capacity problem areas and actions to take within the distribution system.
• Manage and control the distribution system flow through anticipatory support and the synchronization of materiel management and movement control.
• Monitor distribution of services, to include human resources (HR), postal, financial management, and mortuary affairs (MA).
DISTRIBUTION PLANNING
4-60. Detailed planning for distribution operations is a key part of the environment of the distribution manager.
Commanders and support operations personnel plan far enough in advance to influence the flow within the strategic segment of the distribution system. Success requires continuous monitoring of resource and movement transactions, knowledge of trends and performance, and knowledge of the commander’s operational priorities.
In order for TSC organizations to provide effective support, the planners thoroughly analyze the mission, determine requirements, assess the capabilities of the supporting force, and apply resources against requirements resulting in the most responsive support possible. The TSC commander and staff and subordinate commanders and staffs anticipate rather than react when determining support requirements.
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FM 4-94
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Chapter 4
Note. Distribution operations involve the two-way flow of personnel and supplies. While the initial focus is on the flow of supplies, personnel, equipment, and units into the theater in order to build combat power, beginning almost immediately there will be a reverse flow out of the theater. This reverse flow must also be considered and planned for to maximize the effectiveness and efficiency of the distribution system.
4-61. The distribution plan is closely related to the logistics preparation of the theater (LPT) and is a part of the ASCC service support plan with its associated annexes and appendices. The LPT provides the data required to prepare the logistics estimate. This estimate draws conclusions and makes recommendations concerning the logistics feasibility of various courses of action (COA) and the effects of each COA on deployment and sustainment operations. Once the commander selects a COA, the TSC staff coordinates with subordinate and supported commands using both the logistics and personnel estimates to develop the ASCC service support plan and the distribution plan.
4-62. The LPT, service support plan, and distribution plan are living documents within the deployment sustainment planning triad that are changed, refined, and updated as a result of running estimates and studies.
Establishing and maintaining the distribution plan is the single most important aspect of maximizing distribution operations. The DMC maintains an accurate and viable distribution plan, to include maintaining visibility of the customers, support relationships, and resources located within theater.
4-63. The distribution plan is an appendix to the service support annex of the ASCC service support plan. It explains the architecture of the theater distribution system and describes how to distribute units, equipment, and supplies within the theater through a series of overlays and descriptive narratives. It portrays the interface of automation and communications networks for gaining visibility of the theater distribution system and describes the controls for optimizing the capacity of the system. It depicts—and is continually updated—to reflect changes in infrastructure, support relationships, customer locations, and extensions to the distribution system.
The distribution plan portrays a complete picture of supply, maintenance, transportation, engineer (as appropriate), medical, financial management, human resources, disposal, and field service activities – in essence, the physical, information, and communication networks of the theater distribution system. It becomes the tool by which planners and managers know where support flows and where it may be diverted as operational needs dictate.
4-64. The movements annex or appendix depicts both known and anticipated transportation requirements, and complements the distribution plan. The plan supports the commander’s priorities by establishing what requirements to resource, given available support assets, units, and infrastructure. In doing so, it effectively uses these assets and identifies competing requirements and shortages. It is a living document that requires updating to accommodate known and anticipated requirements. It constantly evolves as the theater matures and as the execution of the plan progresses. When done properly, the plan defines the distribution system.
INTRATHEATER DISTRIBUTION SYSTEM
4-65. The intratheater distribution system is comprised of units and facilities connected by a multimodal transportation network that enables responsive support to forces across the spectrum of conflict. Methods of delivery may include road, rail, inland waterways, pipeline, air, and airdrop.
4-66. In general, the TSC establishes a network of distribution hubs and supply support activities in order to effectively support requirements and maximize the efficiency of the intratheater distribution system. The use of throughput from theater ports of entry to supply support activities and/or end users is maximized to reduce customer wait time (CWT). Figure 4-4 provides a simplified view of a notional intratheater distribution system.
4-67. An integral component of the intratheater distribution system is the central receiving and shipping point (CRSP). The TSC establishes CRSPs at distribution hubs, selected transportation nodes, and sustainment brigades that provide area support to facilitate onward movement and ITV of supplies and equipment. This capability also enables TSC distribution managers to more effectively schedule movements and maximize asset utilization.
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FM 4-94
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