FM 100-17-1

i

FM 100-17-1

ii

Preface

The changing world environment has led to significant changes in howthe United States defines its need for a standing military, dictating that the USArmy convert primarily to a CONUS-based force with limited forwardpresence. The 1993 edition of FM 100-5 gave definition to this newphilosophy. Its keystone is the need for an Army that can maintain a vigilantposture—ready and able to project forces into areas of hostilities or of majorconcern to national interests.

The centerpiece of the new philosophy is having the capability to projectCONUS-based forces to the area of operations (AO), requiring theinvolvement of numerous services, agencies, departments, and organizations.Its credibility depends on our capability to deploy, in a timely manner, anappropriate military force that is capable of accomplishing the mission—froma military operation other than war to war.

This manual establishes the doctrinal framework for a major element ofthat critical, initial force projection capability the Army pre-positioned afload(APA) heavy brigade with theater-opening combat support (CS)/combatservice support (CSS) units. It describes the missions, duties, andresponsibilities of all parties involved in moving a predesignated heavybrigade to an operational area. The term heavy brigade includes the essentialAPA theater-opening CS/CSS tits required for sustained operations.Successful APA planning and execution require synchronization of all APAcombat, CS, and CSS units. APA supports the US Army’s force projectionconcept. Any commander in chief (CINC) will have APA ships andequipment available for employment during any contingency across therange of military operations.

The proponent of this manual is HQ TRADOC. Send comments andrecommendations on DA Form 2028 directly to Commander, US ArmyTraining and Doctrine Command, ATTN: ATDO-A, Fort Monroe, VA23651-5000.

Unless this publication states otherwise, masculinenouns or pronouns do not refer exclusively to men.

iii

Introduction

It is time to redesign the force to better leverage thepower of people and the power of technology.

General Gordon Sullivan

The changing world environment has led to significant plannedreductions in Department of Defense (DOD) budgets and force structure.These reductions, along with evolving worldwide threats facing the US,have caused a revision to Army doctrine as reflected in FM 100-5. The newphilosophy dictates smaller forward deployed forces and more reliance onCONUS-based contingency forces. The centerpiece of this new philosophyis rapid force projection from CONUS or other, outside-CONUS locations tomeet the growing regional threats and crises. Its credibility depends on ourability to deploy, in a timely manner, an appropriate military force that isversatile, lethal, and sustainable.

The Army must be prepared to rapidly deploy up to a five-divisioncontingency force, to include required support and follow-on forces insupport of national military objectives. Initial sustainment of this force willbe accomplished through the use of Army war reserve (AWR) stocks.Formally called Army reserve stocks, AWR stocks are identified as AWR-1,CONUS; AWR-2, Europe; AWR-3, APA; AWR-4, Pacific; TR-7, WRSA-Korea; AWR-5, Southwest Asia. These stocks, less AWR-3, are focused onregional contingencies and are available to support any combatant CINC’smission.

APA is a new and evolving mission for the US Army that presentschallenges for all levels of command and requires the involvement ofnumerous agencies. Commanders and staff from the unified commandlevel down to the heavy brigade employing the equipment that had beenpm-positioned afloat must understand the intricacies and peculiarrequirements of this new mission. Each service and echelon of commandmust be involved in affected areas, including training, organization,accountability, interoperability, communications, and employment. APAequipment provides the combatant commander a “reinforcement capabilityto enhance an established lodgment.” It does not provide the equipmentnecessary to conduct an amphibious assault operation—a mission of the USMarine Corps.

APA provides the combatant CINCs with deployment flexibility andincreased capability to respond to a crisis or contingency with a credibleforce. APA operations contribute mobility and flexibility to this strategy.The existence of this force projection capability is a deterrent to potentialadversaries.

iv

CHAPTER 1

Principles of APA Operations

APA operations are global in nature, joint in character, and suitable foremployment in a variety of situations. As such, they provide an essentialelement in the conduct of force projection missions outlined in FM 100-5. Aspart of the Army’s pre-positioning capability, APA provides the Army a newwarfighting capability. Along with airlift and sealift, it is the third element ofthe strategic mobility triad. An APA operation may employ one ship insupport of a humanitarian assistance mission or all of the APA vesselsrequired to support a campaign plan. Equipment pre-positioned afloat hasuniversal utility for CINCs: It represents critical weapons systems, equipment,and supplies common to all theaters. A mobile force package, it can berepositioned quickly in response to a crisis anywhere in the world.

CONCEPTAPA is the expanded reserve of equipment

for an armor brigade, theater-opening CS/CSSunits, port-opening capabilities, and sustainmentstocks aboard forward deployed pre-positionedafloat ships. APA operations are predicated onthe concept of airlifting an Army heavy brigadewith logistics support elements into a theater tolink up with its equipment and suppliespositioned aboard APA ships and subsequentlyto conduct combat operations. Their purpose is—

To project a heavy force early in a crisis that iscapable of complementing other early-arriving forces.To rapidly reinforce a lodgment establishedby Army early-entry forces and/or byamphibious assault elements, for example,an Army light division or a Marine air-ground task force (MAGTF).

To protect key objectives.To open a port in theater for surging follow-on forces.To be prepared to conduct subsequentoperations across the range of militaryoperations.In execution, an operation extends from alert

through reconstitution and regeneration of thecontingency force and the APA equipment. Itinvolves the organic elements that constitute theAPA and supporting forces, which include the USArmy Materiel Command (USAMC), localtransportation and deployment supportagencies, host nation and supported/supportingCINC assets, and other support whose identitydepends on mission, enemy, terrain, troops, andtime available (METT-T.)

CRITICAL INITIATIVESThe Army Strategic Mobility Program deployability through an expanded investment

(ASMP) was initiated to address the MobilityRequirements Study (MRS), which concluded transportation infrastructure. The ASMP Actionthat the military can only increase its

in sealift and airlift, pre-positioning, and

Plan, published on 2 March 1993, resulted in the

1-1

FM 100-17-1

Army’s developing the capability to provide acrisis response force of up to corps size with thefollowing mobility standards:

A light or airborne brigade-size force to beinserted into a theater by C+4, with theremainder of that division to close not laterthan C+12. The force, including its personnel,equipment, and logistical support structure,would be transported largely by air.An afloat heavy combat brigade withsupport to close in the theater and be ready tofight not later than C+15. The APA brigadeforce would be a 2x2 heavy brigade: twoarmored and two mechanized battalions plussupport. APA also provides theater-openingCS/CSS units and sustainment stocks for thefirst 30 days of contingency. This force wouldbe organized into force modules tailored tomeet the CINC’s needs.By C+30, two heavy divisions—a mix of

mechanized infantry, armored, or air assaultforces, depending on the theatercommander’s priorities, including thelogistical support structure—would close intheater. The equipment for the heavy forcewould transit by sea.The remaining force—two divisions andsupport—would close by C+75.Air transport would be the preferred mode oftravel for all contingency force personnel.For this program to be successful, three key

mobility initiatives are critical: the acquisition offast sealift shipping, the creation of an APAcapability, and the infrastructure and proceduresnecessary to rapidly and efficiently deploy forcesfrom their locations through CONUS ports.

The existence of this force projectioncapability is a deterrent to potential adversaries.

APA operations contribute mobility andflexibility to this strategy. Army force projectionAPA operations and USMC amphibiousoperations are complementary capabilities; oneis not an equivalent substitute for the other.Navy/Marine amphibious ready groupoperations provide the means for forcible entryexpeditionary operations by a MAGTF inaddition to providing initial sustainment forcontinuous operations. Army force projectionAPA operations permit rapid deployment andemployment of an Army heavy brigade andrequired support into benign ports in the AO, inaddition to providing initial sustainment for thedeploying contingency forces. The expandedAPA program allows employment of an Armyheavy brigade and/or corps and echelon abovecorps (EAC) CS/CSS units in a variety of jointand global roles, to include—

Augmenting an amphibious deployment oroperation.Occupying or augmenting an advancedlodgment.Establishing both offensive and defensiveoperations.Reinforcing an ally with a credible force priorto hostilities and sustaining relations withallies and coalition partners through routineexercises and operations.Establishing a sizeable combat force to enableclosure of additional forces and to supportthe theater commander’s campaign.Providing a rapid peacetime response insupport of military operations other than war(MOOTW).Providing economy of force throughreduction of strategic airlift requirements.

ESSENTIAL ELEMENTSAPA allows the early deployment of Army within eight days of initiating discharge. To

heavy brigade forces, theater-opening CS/CSS achieve this response capability, APA ships mustforces, port-opening capabilities, and be positioned so that the deployed force can besustainment stocks in order to minimize the rapidly equipped and sustained. The brigadeinitial requirement for strategic lift. The goal is to must arrive in the theater of operations and beestablish a heavy brigade within the AO as combat-effective by C+15. Regardless of therapidly as possible and for it to be operational mission assigned for subsequent operations, the

1-2

FM 100-17-1

following conditions are essential to establishAPA heavy brigade operations within the C+15requirement:

Early intelligence to allow initial planning.National Command Authorities’ (NCA's)approval for release and use of APA vessels.A secure area that allows for arrival anddischarge of ships and the joining ofpersonnel and materiel, from initiation ofstrategic deployment through completion ofreception, staging, onward movement, andintegration (RSO&I).Strategic airlift available in the time framerequired for the operations.Discharge forces (composite transportationgroup [CTG], Military Traffic ManagementCommand [MTMC] port management cell)and materiel handling equipment to supportthe operation.Airfield space for operations and throughputcapability to support the intended air lines ofcommunications (LOC).A sea port of debarkation (SPOD) thatprovides deep-draft berthing for multiple-ship discharge and port clearance. Theabsence of this capability will delay discharge

as alternate methods, such as logistics overthe shore (LOTS), are employed.Steady sea state conditions to discharge theheavy lift pre-positioned ships (HLPS) thatcontain Army lighterage and port-openingequipment.Suitable road network between the SPOD andassociated airfields to permit a timely arrivaland joining of airlifted units with theirsealifted equipment and supplies.Availability of bulk fuel within the AO.

During Operation Restore Hope inSomalia, the HLPS AmericanCormorant could not be dischargedoff the coast of Mogadishu due tohigh seas. Since the entire eastcoast of Somalia is unprotected—ithas no land masses to shelter it fromthe elements—and weatherconditions for the spring seasonwere not expected to improve, theship was discharged nine days late ina protected harbor in the port ofMombassa, Kenya.

COMPLEXITYAPA operations are complex. The overlap of

phases and geographic separation place heavydemands on command elements. Coordinationrequirements among the various commandersinvolved are extensive. The magnitude of theoperation may require mobilization of reservecomponent forces.

Comprehensive planning is critical.Conflicting demands of deployment andemployment will dictate a dynamic planningprocess that must remain responsive to thecurrent situation. Development of general-purpose contingency plans must establish clearrelationships, identify specific areas ofresponsibility (AORs), and provide for effective,

efficient communications channels. The existenceof deliberate plans does not, however, eliminatethe requirement for mission analysis and theestimation process. Operational planning mustbegin with a risk/threat assessment to determinewhether APA operations are the appropriateoption.

Two other facets of an APA operationincrease its complexity. First, due to theremoteness of the deployment area anduncertainty of situations, some features cannotbe determined until late in the decision-makingprocess. Second, subsequent operations willhave a significant impact on execution planning.

1-3

FM 100-17-1

PHASES

Planning, alert, deployment, RSO&I,employment, redeployment, and regeneration/reconstitution of equipment constitute thephases of an APA operation.

PlanningNo single formula incorporates the use of an

APA heavy brigade into an Army force(ARFOR), joint, or multinational effort;organization depends on METT-T, andspecifically the mission, force capabilities, andtactical situation. Deliberate and crisis actionplanning (CAP) should consider the use of APAas a possible course of action (COA).

Once assigned the APA mission, unitcommanders initiate required planningprocesses. Contingency planning prepares forpotential crises and military operations.Execution planning, which begins with receipt ofthe alert order, converts contingency plans toexecution plans as mission requirements becomeknown. Updates and modifications continueuntil the operation is complete.

AlertDuring this phase, units prepare for

movement of personnel to aerial ports ofembarkation (APOEs) and loading aboardaircraft. The ARFOR dispatches the survey,liaison and reconnaissance party (SLRP), the off-load preparation party (OPP), and the advanceparty during this phase.

DeploymentDeployment begins with the departure of

the first element of the main body to the APOEor when the APA ships begin transit to adesignated SPOD. It ends when the last elementof the main body arrives at the aerial port ofdebarkation (APOD). A critical phase ofdeployment is the strategic lift, which beginswith departure of the first aircraft of thebrigade’s main body and ends with arrival of thelast aircraft at the APOD.

Reception, Staging, OnwardMovement, and Integration

RSO&I is defined as follows:Reception is the off-load of personnel andmaterial from strategic or operationaltransport at a point of debarkation forrelocation to designated areas.Staging is organizing and preparing formovement of personnel and material atdesignated areas to incrementally buildforces capable of meeting the operationalcommander’s requirements.Onward movement is relocating forces capableof meeting the commander’s operationalrequirements to the initial point of missionexecution. It may include theatersustainment.Integration— in force projection—is thesynchronized hand-off of units to anoperational commander's force prior tomission execution.This phase begins with the arrival of the first

ship carrying APA equipment or the first aircraftof the main body at the designated SPOD/APOD. It ends when equipment and supplies aredischarged and issued to awaiting units;command, control, and communications (C3) areestablished; and personnel and equipment linkup and move forward to the tactical assemblyarea (TAA). Simultaneous or subsequent jointtask force (JTF) tactical operations andmovements to those operations are notconsidered part of the APA operation.

EmploymentThe heavy brigade closes on and prepares

for follow-on operations, which facilitate thelanding of follow-on forces. The heavy brigadeand, in some instances, light armor forcesprovide reconnaissance and security and operatebeyond the lodgment to gain enemy informationand provide early warning.

RedeploymentJoint Pub 1-02 defines redeployment as the

transfer of a unit or supplies from one area to

1-4

FM 100-17-1

another for the purpose of further employment.The objective is to redeploy as rapidly aspossible to CONUS, an intermediate stagingbase, or another theater of operations. Inconjunction with this effort, regeneration ofcombat forces is necessary to ensure readiness tohandle other contingencies or operations in othertheaters. The supported CINC, when directed bythe Chairman, Joint Chiefs of Staff (CJCS), willregenerate the APA equipment within his theaterof operations using available assets.

Regeneration/Reconstitutionof Equipment

Regeneration is different in purpose andscope from, and should not be confused with,redeployment. At the strategic level, the Armymay require APA reconstitution from otherArmy war reserve pre-positioned sets (AWRPS)or from equipment left behind in CONUS byunits deployed to use AWRPS. Tactically, APAreconstitution is the methodical restoration ofAPA brigade equipment and supplies to theiroriginal strength or properties to attain fulloperational capability. This process may involve

restructuring the types and quantities ofequipment and supplies carried on individualships in a configuration different from thatwhich existed prior to the discharge. Thesupported CINC should identify a supportstructure to meet the requirements for retrogrademovement of supplies and equipment.

If time permits after in-theater reconstitutionof APA equipment, the ships will be taken to amaintenance facility where USAMC and USArmy Medical Materiel Agency (USAMMA)personnel will perform required maintenance/replacement. Equipment that cannot be repairedwill be exchanged. Upon completion ofregeneration/reconstitution, APA ships will bereturned to the standard maintenance cycledeveloped by USAMC and USAMMA. Based onlessons learned from previous maintenancecycles, materiel will be stowed aboard ship insuch a configuration that routine surveillance,exercises, and inspections can be performed atsea where feasible. Third Army’s AWR-3 BattleBook for each vessel pre-positioned afloatdiscusses this process in greater detail.

EXECUTIONAn APA operation begins with a warning

order and deliberate decision to employ the forceprojection contingency force supported by theAPA brigade. This warning order is followed bythe issuance of the necessary directives/executeorder to the major participants, for example, thesupporting and supported CINCs and the CINC,US Transportation Command (USTRANSCOM).Specifically, after receipt of an alert/warningorder, the responsible CINC will issue aninitiating directive to participating commanders.

After Marine or Army forces have seized andsecured a seaport or airfield in the AO, the APAships will enter the port and discharge. Oncedischarged, the heavy brigade can move throughthe marshaling area to the TAA, continue toimprove its readiness posture, and prepare toconduct assigned missions. For a port to beconsidered secure, air superiority must be

established in the AO. Furthermore, the portcannot be under director indirect fire.

When the joint force commander (JFC)/ARFOR commander is satisfied that thedischarge of equipment and supplies iscomplete, he will report these facts to a higherauthority designated in the initiating directive.This higher authority will terminate the APAoperation and provide required instructions, toinclude command arrangements and dispositionof forces and APA ships. Movement to forwardareas and subsequent operations are separatefrom the APA operation. APA operations resumeafter contingency operations and continuethrough regeneration.

The supported CINC determines who willcommand and control the ports in the theater ofoperations. The specific responsibilities andcommand relationships normally detailed in the

1-5

FM 100-17-1

Command Arrangement Agreements (CAAs) functions vary from one operation to the nextwill be followed. Force structure, command and will be METT-T-driven based on eachrelationships in the operational theater, and scenario.some aspects of port management and operation

OPTIONSThe employment of an Army CTG as the

port operator and MTMC as port manager offersa wide range of APA deployment options. Theseoptions enhance operational flexibility, improvedeployability, reduce ready-to-operate time, andincrease force sustainment. They are tailored tothe requirements of specific contingency tasksand are reflected in the theater-opening forcemodules developed for the CINCs. SeeAppendix B for more information. PotentialArmy CTG/MTMC deployment optionsinclude:

Theater-Opening Force Module D - Initialport-opening support for small humanitarianmissions.Theater-Opening Force Module C -Minimum port support operations for majorpeacekeeping and humanitarian missions.Theater-Opening Force Module B - Limitedport support operations for lesser regionalcontingencies.Theater-Opening Force Module A - Full portsupport operations for major regionalcontingencies.The materiel on APA ships, which affords

CINCs an array of employment options,includes—

Combat equipment—two armor battalionsand two mechanized battalions withrequired support and 15 days of supply—tocomprise a combat force of a heavy brigadethat is tailorable to a CINC’s needs.Port-opening capability.Theater-opening CS/CSS unit equipmentsets.Sustainment supplies for the first 30 days tosupport early deploying forces of thecontingency corps until the sea LOCs areestablished. Neither the 15- nor 30-daysustainment package contains bulk fuel.Therefore, the JFC must ensure that bulk fuelis provided when the heavy brigade arrivesin the theater of operations.

1-6

Planning for and using APA heavy brigadeequipment assets are critical in that, onceemployed, this war reserve asset, aftertermination of employment operations, may notbe fully mission-capable for an extended periodof time. During that period, additionalequipment must be identified for use if required.

To support the APA initially, sevenships from the ready reserve fleetwere refurbished. Construction ofnew large medium-speed roll-on/roll-off (LMSR) ships has begun. Theseships are to be delivered and readyfor full employment not later than FY2001. The theater-opening modulesare established based on thereception and employment ofLMSRs. Combatant commandsshould choose which theater-opening force module to employbased on the ClNC’s requireddelivery date for the force. In a fixed-port environment, Module D candeliver the same force as Module A,but a significantly longer time will berequired to do so. Combatantcommand (COCOM) plans may haveto include Module A within the timeconstraints of theater-opening ForceModule Don the time-phased forcedeployment data (TPFDD) until theLMSRs are fully fielded. Forhumanitarian missions only, thelinebacker ships could be deployedwith the theater-opening ForceModule D option, which will provideadequate discharge capability. Formore information about the shipsemployed in the APA fleet, seeAppendix C.

FM 100-17-1

SECURITYSecurity of the APA ships, strategic airlift must be considered during all phases of APA

resources, tactical aircraft, and areas within and operations.surrounding the SPOD/APOD is crucial and

1-7

CHAPTER 2

Command Relationshipsand Responsibilities

The unique nature of operations that require use of APA ships and the diversecomposition of the forces involved demand timely political and militarydecisions from a wide spectrum of organizations, commands, and agencies.Operations may involve single or split APA deployments or a combination ofairlift, sealift, and APA. The organization and responsibilities of the variouscommands and agencies discussed in this section are not intended to be all-inclusive and are provided only as a start point for more in-depth planning.Detailed coordination, flexibility, and provision for rapid deployment are theorganizations’ key characteristics.

COMMAND RELATIONSHIPSAPA command relationships, which are

flexible and complex, change during each phaseof an APA operation. Changes between phasesare specified in the initiating directive orsubsequent orders.

During PeacetimeFollowing are the concepts for command

relationships during peacetime:APA ships are under the COCOM of theCINC, US Pacific Command (USPACOM),from whom they will also receive dailyoperations support, siting, and security.Administrative control resides with thecommander, Military Sealift Command(MSC).Administrative direction, support,management, and accountability of theequipment and supplies aboard the APAships reside with USAMC and USAMMA.

During CrisisAt the onset of a crisis, the initiating

directive will specify the command relationshipsin the various phases of the APA operation. TheArmy service component commander (ASCC)—the senior Army operational-level commanderassigned to a unified command—is responsible

for planning APA operations. Thus, an ASCCand staff must plan in detail the taskorganization and activities for each phase of theoperation to ensure minimal disruption ofcommand and control during phase transition.

APA operations are conducted undercommand of a designated unified combatantcommander, who normally will exerciseCOCOM through the designated JTFcommander. The CJCS will direct supportingCINCs to provide forces and/or support. TheAPA ships will be under the operational control(OPCON) of a fleet commander/navalcomponent commander during transit to the AO.

During preparation for APA operations, theASCC commands and supports all Army forcesin the APA heavy brigade. When the heavybrigade has completed movement to the TAA,OPCON of the heavy brigade is transferred toeither an ARFOR commander, supported CINC,JTF commander, or a combined forcecommander for subsequent operations. Unlessthe CINC directs otherwise, the APA ships willreport to the common-user pool of ships forfurther assignment after discharge is complete.The CJCS specifies OPCON of deploying forcestransiting a unified CINC’s theater of operationsor it is delineated in existing commandarrangements and support agreements.

2-0

FM 100-17-1

RESPONSIBILITIESSpecific agency responsibilities in the

conduct of APA operations follow. For additionalinformation, see Joint Pub 0-2.

National CommandAuthorities

The term NCA signifies constitutionalauthority to direct the armed forces to executemilitary action. The NCA consist of the Presidentand the Secretary of Defense or their dulydeputized alternates or successors. Specificassignments for APA operations are predicatedon NCA direction and guidance. The NCAwill—

Make the initial decision to deploy/employforces.Provide a mission statement through theCJCS to the combatant commander.After consultation with the CJCS, considerrequests for mobilization/activation ofreserves.Direct support from other departments/agencies.Provide general guidance/approval of rulesof engagement (ROE).

Chairman, Joint Chiefsof Staff

The CJCS serves as the principal militaryadvisor to the NCA, providing comments andrecommendations regarding military optionsand forces available, to include the employmentof APA recommended by the appropriate unifiedcombatant commander. Upon the NCA decisionto deploy/employ APA, the CJCS—

Issues appropriate orders to unifiedcommanders in accordance with the JointOperation Planning and Execution System(JOPES).Tasks/coordinates services for subordinateDOD components, that is, CINC,Transportation Command (CINCTRANS)and the Joint Transportation Board, andappropriate unified commands.Recommends to NCA interdepartmentallinkages between operational forces andsupport agencies.

Coordinates and provides advice to NCA onROE.Recommends to NCA activation of reservesas required, for example, to support the portsupport activity (PSA).Supervises inter unified commandcoordination.

Combatant CommandsCombatant commands are unified or

specified commands that are either planning foror engaged in military operations. A unifiedcommand consists of two or more militaryservice forces with broad continuing missions. Aspecified command consists of a single servicethat has a broad continuing mission.

CINCs (commanders of unified commands)have overall responsibility to plan deploymentand employment of forces in their theaters ofoperations. To reduce duplication of effort and toensure clear understanding of what is requiredand what each is contributing to the operation,communication between appropriatesupported/supporting CINCs involved in anAPA operation is essential

Supported CINCThe CINC in whose theater the operation

will occur is responsible for planning andconducting the operation. He will—

Develop COAs and make recommendations,which may include APA ships, through CJCSto NCA.Execute NCA orders.Coordinate and facilitate host nation support(HNS) through the country team.Issue specific ROE within his AOR based onNCA guidance and directives.Exercise COCOM of assigned forces withinthe theater of operations.Ensure security within the theater ofoperations.Coordinate with the supporting CINCs—forexample, CINCTRANS for availability ofstrategic lift—and supporting agencies andcommands.

2-1

FM 100-17-1

Coordinate intelligence collectionrequirements, process intelligenceinformation, and disseminate it to thesupported and supporting commanders.Designate either MTMC or CTG as the portcommander.Designate, in broad terms, the area in whichAPA marshaling will occur.Designate the time to commence movementof the APA ships under his COCOM andvalidate to CINCTRANS the requirementand priority (earliest arrival date [EAD]/latest arrival date [LAD]) of supporting airliftelements for movement to the AOR.Determine ports of debarkation (PODs) inconsultation with other service elements andUSTRANSCOM.

Supporting CINCsThe supporting CINCs will provide

personnel, equipment, supplies, and services to asupported CINC. They will—

Provide input to the supported CINCregarding options.Issue deployment orders for APA shipsstationed in their AORs that have beendesignated to support a CINC.When appropriate, pass APA HNSrequirements to the supported CINC.Issue specific ROE within their assignedAORs.Provide forces to the supported CINC asdirected.Provide and/or coordinate security/defensefor APA and supporting forces in theirassigned AORs.Coordinate allocation of resources with thesupported CINC and CINCTRANS.Assist, as required, the development of COAsthat require APA equipment and supportingairlift elements and validate to the supportedCINC the readiness and configuration ofsupporting units/equipment.Provide for exchange and support of liaisonlinkages with the supported CINC.

Provide naval support for APA duringmovement to the AOR.

Army ServiceComponent Commander

At the direction of a supported orsupporting CINC, the ASCC performs thefollowing tasks, which should be coordinatedbetween appropriate level commands. He—

Assumes OPCON of assigned APAequipment after discharge at the SPOD.Provides recommendations to the unifiedcommander on proper employment of forcesto accomplish an APA mission across therange of military operations.Designates and deploys the type forcesrequired to support APA operations.Promulgates disposition instructions forforces on completion of the APA operation.Coordinates requirements for the collectionof intelligence, processes intelligenceinformation, and disseminates intelligence tothe designated supported and supportingcommanders.Identifies all the requirements for supportingelements for the APA brigade, that is,USAMC logistics support element (LSE) andUSAMMA medical logistics support team(MLST).Identifies training requirements to preparethe unit for conducting joint missions.Conducts joint/interagency liaison tosupport APA.Provides in-transit visibility (ITV) and force-tracking capability for movements into,within, and out of the theater of operations.Prepares forces for APA operations.Assigns missions to subordinate forces.Coordinates planning efforts in accordancewith priorities and guidance established byhigher authority.Establishes, in accordance with the policies ofhigher authorities, deployability postures ofunits and elements for APA employment.Readiness, preparation, and support of units

2-2

FM 100-17-1

and elements for deployment are theresponsibility of the parent organization or,in its absence, such other commands as theASCC may designate.Provides deployment support, as required.Establishes, in accordance with policies ofhigher authorities, provisions for recovery,accountability, and disposition of remain-behind equipment (RBE). RBE recovery isnormally conducted by the parent divisionor, in its absence, such other commands asthe ASCC designates.Ensures operational readiness of equipmentand stocks received from APA.Designates the PSA commander.Prepares the PSA for APA operations. SeeField Manuals (FMs) 100-17 and 55-65 formore information.

Army Corps/DivisionCommander

If identified as the contingency force, theArmy corps/division commander performs thefollowing tasks at the direction of a supported orsupporting CINC. He will—

Exercise OPCON over assigned forces.Identify contingency force pool units-unitsassigned the mission to execute and/orsupport the APA mission.Identify additional support requirements tohigher authority.Identify training requirements.Task-organize forces for the APA operation,to include security/defense duringmarshaling, movement, and theaterreception and onward movement phases.Request, coordinate, and direct supportforces.Issue the initiating directive for the APAoperation.Plan for and support—and possiblyexecute—APA exercises and operations.Identify senior supporting logistics forcecommand and planning responsibilities forAPA operations.

Be responsible for security/defense of APAduring movement and reception, staging,and onward movement phases.Liaise with USAMC, USCINCTRANS,MTMC, and other supporting commandersas directed.Assign forces to deploying APA operation forplanning.On receipt of warning or alert order, shiftOPCON of assigned forces to JFC/ARFOR.Activate the movement control center(MCC).Direct activation of logistics and otherdeployment support organizations.Coordinate the deployment of forces andsustainment provided in support of the JFC/ARFOR commander’s deployment bycommands/agencies outside the division.Provide public affairs and media guidance.Evaluate existing plans to determine if theycan serve as a base point and identify unitsavailable for deployment tasking.Assist JFC/ARFOR commander with reviewof applicable data base developmentguidance provided by higher headquarters.Assist JFC/ARFOR commander in analyzingtime-phased deployment plans for use inCOA development.Direct/coordinate deployment data basedevelopment, to include time phasing andprioritization of forces/sustainment.Determine preliminary quantities of basicprescribed loads and accompanyingsupplies, including identifying supplies toaccompany troops (TAT) and not authorizedpre-positioning (NAP), and initiatepreparations for release of war reservemateriel through the War Reserve System.

Commander, CombatHeavy Brigade

When the combat heavy brigade is identifiedas the contingency brigade, the brigadecommander’s responsibilities are:

To plan, train, execute, and support APAoperations as directed.

2-3

FM 100-17-1

To receive liaison officers (LOs) fromUSAMC, USTRANSCOM, and othersupporting commands as directed.To assign forces to deploying APA operationfor planning.To review the JFC/ARFOR commander’sproposed COA, commander’s estimate,concept of operations, and deployment/employment plan.To coordinate for, or provide liaison to,external commands and agencies as required.To respond to increased reportingrequirements such as updating the StandardOperational Readiness and Training System.To respond to higher headquarters’ directionto formulate plans, to organize tasks, and toestablish or revise the deployment data base.To assist the JFC/ARFOR commander inanalyzing time-phased deployment plans foruse in COA development.To participate, as directed, in the supportedCINC’s COA development process.To direct and/or coordinate the developmentof a deployment data base, including timephasing and prioritization of forces/sustainment.To coordinate with the divisiontransportation officer (DTO), the installationtransportation officer, and the in-theatermovement control element the transportationrequired for the link-up of deployingpersonnel and TAT with the equipment andsupplies positioned aboard APA ships.To direct and coordinate preliminarydetermination of quantities of basicprescribed loads and accompanying suppliesand initiate preparations for release of warreserve materiel through the War ReserveSystem.

Supporting Forces/AgenciesExecution of APA operations requires the

support of many diverse agencies, including theUSTRANSCOM, the Air Mobility Command, theMSC, the MTMC, HQDA, and major Armycommands (MACOMs).

US Transportation CommandAs DOD’s manager for strategic

transportation, this unified command is directlyinvolved with supporting the APA process. It isresponsible for all transportation aspects ofworldwide mobility planning, operation of theJOPES, and centralized global transportationmanagement. Included in the latter is theresponsibility to support rapid executionplanning, deployment, employment, andsustainment of US forces throughout the world.Through the Global Transportation Network,USTRANSCOM integrates transportationmobility and deployment automatic dataprocessing systems into a single system for allusers. USCINCTRANS has COCOM of MTMC,Air Mobility Command, and MSC, collectivelyknown as the transportation componentcommands. The commanders of thesecomponents have OPCON of strategic lift forces.

Air Mobility CommandThe Air Mobility Command manages air

mobility and provides strategic airlift support forAPA operations. It also selects CONUS andOCONUS APOEs for airlift in conjunction withother unified commands as appropriate. Itsfunctions include—

Providing strategic airlift service to DODcomponents as required.Operating aerial ports and air terminals at AirForce installations and commercial airfields.Providing deliberate and executiontransportation planning support toUSTRANSCOM in support of JOPES.

Military Sealift CommandThe MSC provides management support of

maritime transportation. Responsible foradministrative direction and support of APAships, its functions are—

To provide ocean transportation to supportDOD components through US-owned orcontracted equipment.To serve as a single point of contact withocean carriers concerning the negotiation ofrates, terms, and conditions of oceantransportation.

2-4

FM 100-17-1

To maintain and operate an oceantransportation service for movement ofpersonnel, cargo, bulk fuel, mail, and medicalevacuation.To provide deliberate and execution planningsupport to USTRANSCOM in support ofJOPES.To delay sailing of APA ships untiloperational issues are resolved.Every 8-12 hours during contingencyoperations, provide ship’s status and locationto USTRANSCOM.

Military TrafficManagement Command

MTMC provides the CINC with portmanagement, traffic management, transportationengineering, and integrated transportationsystem support. In-theater functions include—

Managing common-user seaports.Conducting surveys of seaport capabilities.Interfacing with host nations on port-relatedissues.Contracting for stevedoring and relatedterminal services.Booking/administering DOD cargo activitieswith commercial ocean carriers.Preparing ship manifests and otherdocumentation.Operating seaport management systems.Facilitating customs clearance.Developing vessel stow plans based oncommander’s intent.Participating in CINC OPLAN developmentand analysis.

Headquarters, Departmentof the Army

HQDA administers, equips, trains, andsupports forces provided to the CINC. As withother Army forces, forces associated with APAoperations are assigned to a unified combatantcommander through the ASCC within theunified combatant command.

DA Deputy Chief of Stafffor Operations (DCSOPS)

The DA DCSOPS—Monitors/reviews policy on APA as needed.Provides guidance to US Army ForcesCommand (FORSCOM) on unit alignmentpolicy.Coordinates upgrade of equipment duringrotational maintenance cycles.Establishes a mobile training team (MTT) totravel to the unit assigned the APA mission toconduct initial training and procedures foraccess and use of APA equipment. MTTresponsibilities are identified in Appendix A.Coordinates ship load plans and dischargepriorities with unified commands’ Armycomponents.

DA Deputy Chief of Stafffor Logistics (DCSLOG)

The DA DCSLOG—Acts as overall manager of the ASMP, toinclude required budgeting and budgetexecution.Acts as Army manager for procurement ofpre-positioning vessels, to include the LMSRand other pre-positioned fleet vessels.Provides policy overwatch and managementof the APA assets.Supports and provides required personnelfor the DA Deputy Chief of Staff forOperations (DCSOPS) MTT.Schedules off-station maintenance cycle withappropriate theater commanders.Determines type ships to meet requirementsin conjunction with USTRANSCOM.

DA Office of theSurgeon General (OTSG)

By direction of the Chief of Staff, Army(CSA), the OTSG is responsible for theaccountability and management of all Army-owned Class VIII (medical materiel) AWR andoperational project equipment, which includesall Class VIII stocks pre-positioned aboardAWR-3 ships as APA. USAMMA is responsiblefor executing these operations.

2-5

FM 100-17-1

Major Army CommandsMACOMs and installations provide support

and assist deployment of forces as directed and/or coordinated by appropriate authority.

US Army Materiel Command.By direction of the CSA, USAMC is

responsible for management and accountabilityof all Army-owned AWR and operational projectequipment and supplies worldwide, except ClassVIII. This includes all stocks other than Class VIIIaboard the APA ships. With funding from, and atthe direction of, HQDA, USAMC will—

Coordinate, oversee, manage, monitor,control, and record all equipment andsupplies loaded aboard APA vessels asauthorized by DA DCSOPS and DCSLOG.Establish and maintain control, visibility, andaccountability for all Army-owned materielother than Class VIII aboard the APA vessels.Report quarterly the readiness of APA unitequipment sets in accordance with AR 220-1.Procure, assemble, pack, preserve, inspect,load, record, account for, and maintain allAPA stocks.Perform discharge, inspection, conditioncoding, maintenance, repair, replacement,substitution, or augmentation of APAmateriel as APA equipment returns to portfor cyclic inspection and maintenance.Develop and coordinate issue andaccountability procedures in militarystandard requisition and issue procedures(MILSTRIP) format with the HQDAexecuting agencies (FORSCOM, Third USArmy), the designated supporting andgaining CINCs and MACOMS, and thedesignated maneuver force commander orhis representative. USAMC will utilize theseprocedures to ensure the rapid, orderlytransfer of materiel, munitions, andaccountability from the APA vessels to themaneuver force commander.To the maximum extent possible while afloat,perform care of supplies in storage (COSIS)on APA materiel to preclude deteriorationand to preserve ready-for-issue/fully-mission-capable condition.

Perform periodic inspections of all APAmateriel and munitions, identify COSIS/maintenance/repair/replacement require-ments, and coordinate with HQDA forauthorization and funding to repair/rebuild/replace deficient/not-fully-mission-capable materiel during next vessel berthingor port call.To the maximum extent possible, prepareAPA materiel and munitions for issue/transfer to the designated gaining unit.Preparation will include the coordinationnecessary to receive, coordinate, and monitorthe activities of an OPP that will board theAPA vessels at the earliest practicablemoment at sea or, if at-sea boarding is notpossible, at port arrival.Coordinate maintenance cycle efforts withHQDA executing agencies (FORSCOM,Third US Army).Coordinate, monitor, control, receive, accountfor, and arrange for the retrograde shipmentof all former APA materiel when released bythe maneuver force commander and/ortheater CINC. This will include inspection,condition coding, repackaging, represerva-tion, marking, coding, documentation,loading, and accountability to ensure theorderly, efficient retrograde movement of allmateriel and munitions no longer required inthe maneuver theater.Support and provide required personnel forthe DA DCSOPS MTT.Support and assist FORSCOM/Third Army indeveloping and executing a brigadeinspection and reconnaissance exerciseprogram (BIREP).Coordinate all ship requirements withHQDA, FORSCOM, and Third US Army,including—

Determining required delivery dates of allAPA stocks.Maintaining current stow plans/manifests.Providing cargo data to MTMC for theestablishment of stevedoring contracts, asrequired.

Develop a battle book for each pre-positionedship, to include inventories.

2-6

FM 100-17-1

Download information and generalinformation to facilitate use of warfightingstocks by all CINCs.Develop and coordinate memoranda ofunderstanding to support the APA program.Coordinate for strategic lift and movementfrom the APOD to the ship(s) for AMCpersonnel.Coordinate to ensure ship-to-shore and ship-to-ship communications and data transfer.Have a representative with the port operatorfor accountability purposes

US Army Forces Command.As a MACOM, FORSCOM is responsible for

preparing forces for operational assignment andproviding assistance to deploying forces asrequired. FORSCOM will—

Provide managerial oversight of APA onbehalf of warfighting CINCs.Ensure operational readiness of APAequipment and stocks.Coordinate CINC mission changes thatimpact the APA program, including changesto operations plans (OPLANs) and TPFDD.If required, delay sailing of APA ships untiloperational issues are resolved.Develop a plan for using equipment incoordination with maintenance cycles.Support and provide personnel for the DADCSOPS MTT.In conjunction with USAMC, develop aBIREP to increase the capability to rapidlyexecute APA operations. The BIREP willconsist of, but not be limited to—

Visual inspection and cyclical validation ofequipment and supplies stored aboardAPA equipment ships.Training in organization and procedures fordischarge and issue of APA equipment.Exercise plans for units identified for APAmission to assist USAMC/Depot SystemsCommand in equipment discharge duringscheduled maintenance cycles.

Third US Army.Third US Army, as FORSCOM’s executive

agent for the APA program, will ensure thatequipment and supplies approved for afloatstorage will support the worst-case scenario andbe appropriate for worldwide employment.Third US Army will accomplish the followingtasks:

Execute the APA program for FORSCOM.Represent all warfighting CINCs’ interests.Verify the quantity and quality of equipmentand stocks—developed and coordinated byLogistics Evaluation Agency—to be pre-positioned afloat with FORSCOM, USAMC,USAMMA, and HQDA.Ensure equipment and supplies supportwarfighting CINCs’ OPLANs.Conduct quantity and quality standardschecks of APA equipment, sustainmentstocks, and operational project stocks duringmaintenance cycle.Coordinate with USAMMA and USAMC toensure prioritized sourcing and provisioningof APA equipment.Coordinate actions necessary to assureoperational readiness of pre-positionedequipment.Coordinate maintenance cycle concerns withUSAMC, USAMMA, and HQDA.Coordinate substitute items with USAMC,FORSCOM, USAMMA, and HQDA.Coordinate, during peacetime, portoperations with AMC, MTMC, MSC, andother appropriate offices during themaintenance cycle.Develop and implement a training programthat includes active and reserve componentunits, including exercise of equipment sets.Execute FORSOM’s BIREP as a functionalprogram.

US Army Medical Materiel Agency.OTSG has delegated the authority to the

USAMMA for the execution of accountabilityand management of APA Class VIII stocks. TheUSAMMA will—

Coordinate, manage, and control all ClassVIII equipment and supplies loaded aboard

2-7

FM 100-17-1

APA ships as authorized by HQDA DCSOPSand DCSLOG.Request funding from HQDA in order toprocure, assemble, pack, inspect, load,record, account for, conduct qualitysurveillance of, and maintain all APA ClassVIII stocks.Maintain accountability for all APA ClassVIII.Coordinate the scheduling and participationin cyclic maintenance and inspection of APAstocks with USAMC and HQDA executingagencies: FORSCOM, Third US Army.Develop issue and accountability proceduresfor APA Class VIII stocks in Theater ArmyMedical Management Information System-compatible format with HQDA executingagencies: FORSCOM, Third Army.Perform periodic quality control andmaintenance inspections of APA Class VIIIstocks. Identify COSIS, maintenance, repair,and replacement requirements. Coordinatewith HQDA for authorization and funding torepair or maintain not-fully-mission-capable

equipment and replace expired or quality-deficient stocks during cyclic maintenance tothe APA ships.Coordinate and assist the OPP and gainingunit representatives in the issue andaccountability transfer of Class VIII APAmateriel to the gaining unit.Coordinate, monitor, control, receive,account for, and arrange for the retrogradeshipment of former APA Class VIII materielwhen released by the maneuver forcecommander and/or theater CINC.Subsequent to retrograde shipment,coordinate with HQDA for authorization andfunding to restore, regenerate, reassemble,and reload APA Class VIII equipment andsupplies.Support and provide personnel for the DADCSOPS MTT.Coordinate strategic lift and movement fromthe APOD to the ships for USAMMApersonnel.Have a representative with the port operatorfor accountability purposes.

2-8

CHAPTER 3

Planning

An APA operation is inherently a joint force operation that depends on theJoint Planning and Execution Community’s (JPEC’s) support. Deploymentplanning follows rules and guidelines described in the JOPES, whichaddresses the two basic types of planning for joint operations: deliberate andcontingency time-sensitive or crisis action planning. Joint Pub 5-03 seriescontain detailed descriptions of these two planning processes. They areabbreviated in this chapter, along with specific planning requirements forAPA operations. Due to the potentially limited deployment means, timeconstraints, and the likelihood that APA ships will cross unified commandboundaries, continuous, coordinated, detailed, timely, and concurrentplanning is essential.

DEPLOYMENT PLANNING

Army forces prepare to conduct operationsthat are identified during contingency planningand recommend updates to the TPFDD for aspecific OPLAN. They also prepare to supportoperations that may arise during CAP for whicha mission has not been previously identified as aspecific CJCS-tasked planning requirement. Toprovide a starting point for deploymentreadiness, potential APA heavy brigade andsupporting corps and EAC CS/CSS commandersshould develop deployment plans that supportdeployment options anywhere at any time.Foremost in these plans should be aconcentration on deployment tasks. The brigadedeployment plan can be tailored duringexecution based on the directed mission.

The deployment plan must be flexible andeasily modified. The specific mission and forcerequirements to achieve that mission normallyrequire modifications to the plan and timedphasing of forces. Execution planning focuses onthe actual operational employment of assignedforces, including the APA heavy brigade.Modifications to the TPFDD, along with theavailable APOD/SPOD facilities in themarshaling area, will influence deployment,reception, staging, onward movement,integration, and unit plans. Changes that affect

unit deployment must be communicated to thedeploying unit in a timely manner.

Effective deployment planning during eitherdeliberate planning or CAP, which includes APAoptions, requires the participation of theprospective heavy brigade and supportingcommanders. Based on the CINC/JTFcommander’s requirement for the sequentialestablishment of operational capabilities in theobjective area, commanders recommend TPFDDupdates.

The supported CINC normally tasks theASCC to plan for RSO&I, which includesdischarging and issuing pre-positionedequipment and supplies in the marshalling area.The Army CTG and MTMC, along with logisticscommand and control (C2), must precedeintroduction of combat elements into the AO toconduct the off-load and issuance of equipment.

Effective deliberate planning also requiresthe unified commanders, in association withtheir service component commanders with a rolein APA deployment, to develop data onprospective marshalling areas. Informationconcerned with the hydrographies of the portsand APOD/SPOD facilities; availability ofhardstand and warehousing for assembly,staging, and storage areas; water, power, and

3-1

FM 100-17-1

local communications; prospective HNS; andavailable contracted resources are required tosupport execution planning. This is a long-termcollection effort. Additional information onestablishing an appropriate marshalling area isprovided in the APA Battle Books.

Planning is an ongoing process, and plansmust be refined as new information becomes

available. The ASCC/ARFOR must continuallyassess the adequacy of APA load plans andprovide their assessments to the coordinatingauthorities. The need to adjust load plans andTPFDDs will change as new equipment isintroduced and experience gained. Adjustmentscan be made during ship maintenance cycles orfollowing APA exercises.

CONTINGENCY PLANNINGA contingency plan is a combatant

commander’s area-oriented plan forcontingencies that can reasonably be anticipatedwithin the geographical subareas of hiscommand. Contingency planning is conductedduring peacetime, conflict, and war and may beperformed deliberately or under crisis actionconditions. At the national level, contingencyplanning for joint operations assigns planningtasks and relationships among the combatantcommanders. CINCs conduct deliberateplanning for these tasks and may also assigntheir staffs and subordinate commandsadditional contingency planning tasks beyondthose specified at the national level to providebroader contingency coverage. Within eachunified command, service components assist inthe planning effort to support, maintain, andimplement the plans.

Contingency plans fall into two categoriesOPLANs and CONPLANs (concept plans).Each addresses operations in a specificgeographic region. The difference is that anOPLAN identifies specific forces contained in aTPFDD and the CONPLAN does not.Contingency planning permits the collection ofdetailed information regarding the objectivearea, APODs/SPODs, and facilities useful forAPA deployment.

An OPLAN or CONPLAN may requireoperations supported by APA. These plans mustbe well coordinated to provide for proper controlover the APA airlifted element, ships, logistics,LOC, and, if required or employed, follow-onforces and support. Proper time phasing isessential to avoid throughput congestion at theavailable APODs/SPODs.

CRISIS ACTION PLANNINGFollowing are the phases of CAP, including

descriptions of actions that are unique to APAoperations. These activities embrace a range ofactions at all levels of command, from the NCAthrough APA elements. The phases may not bediscrete, and the time from crisis identification toexecution may be very compressed.

Exchanging InformationCommanders at all levels must plan for and

exchange information both in and out of thetheater of operations. The exchange will ensurethat coordination and integration of forces areaccomplished to the greatest extent possible.This process ensures that the intentions of allcommanders are fully understood, agreed

command relationships are clear, and mutualinterference is avoided. To support informationexchange, requirements and procedures forprompt mutual exchange of LOs must beestablished. Liaison officers must be authorizedto represent their commanders and express theircommanders’ views. Liaison arrangements mustprovide for effective communications withparent commands.

Identifying the ThreatThe threat identification phase begins when

the supported CINC or NCA receive a report ofan event viewed as having an adverse impact onUS national interests. It focuses on the CINCresponsible for US military action that may be

3-2

FM 100-17-1

taken within his theater. This phase ends whenthe CINC submits an assessment to the CJCS andNCA.

The CJCS monitors the situation, evaluatesincoming reports, and evaluates the CINC’sactions. The CINC reports significant events tothe CJCS and publishes an assessmentaddressing. the nature of the crisis, forcesavailable, major constraints, action being taken,and COAS being considered. The ARFORgathers intelligence information and furnishesinformation and support to the CINC’sassessment efforts.

Determining StrategyThis phase, which begins when the CJCS

receives the CINC’s assessment, focuses on theCJCS and NCA, who determine if the event is acrisis that requires a US response. It ends with anNCA decision to have military optionsdeveloped for their consideration.

The CJCS provides military assessment tothe NCA, advises on possible military COAs,reviews existing OPLANs and CONPLANs forsuitability, reviews and evaluates reports fromthe CINC and other sources, and establishes aWorldwide Military C2 System teleconference asrequired. The CINC continues to evaluate thesituation and provide reports, to review existingOPLANs and CONPLANs for applicability, toevaluate disposition of assigned and availableforces, and to evaluate the status of theatertransportation assets. The ARFOR continues tomonitor the crisis, evaluate available militaryforces, and act to improve force readiness andsustainability.

Developing a Course of ActionThis phase begins when the CJCS publishes

a warning order providing initial guidance to theJPEC and requests that the CINC respond with arecommended COA. It ends when the CINCsends his commander’s estimate to the CJCS andNCA, giving them information to consider intheir selection of a military COA. Actionsrelating to APA that may occur during this phaseare—

Appraising options and capabilities.Reviewing and updating force lists.

Repositioning ships.Preparing for deployment.Mobilizing reserves.Liaising with supporting agencies.

Appraising OptionsAnd Capabilities

The warning order generates initialappraisals of military options and capabilities.The supported CINC provides supplementarydetails for refining the mission and identifyingalternative COAs, either through modification ofan existing OPLAN or CONPLAN ordevelopment of new options. Servicecomponents and other supporting commandsare tasked to provide advice, focusing onalternative COAs, constraints, and identificationof major combat forces and transportationrequirements. ARFOR commanders reportcapabilities and limitations to the JFC and assistin developing COAs. Based on availableinformation, the supported CINC constructs acommander’s estimate for submission to theCJCS. USCINCTRANS reviews the proposedCOAs for supportability and preparesdeployment and preliminary closure estimatesfor each COA to send to the supported CINC. Atthis early phase, the supported CINC mayrequest that USTRANSCOM direct MSC tocommence the transit of the strategic ships fromtheir peacetime locations toward the ports ofembarkation (POEs) or relocate pre-positionedships toward the AO. If transit is executed, anintermediate port call should be identified toallow the OPP to link up with APA ships.

Reviewing And UpdatingForce Lists

As early as practical, specific forces must beidentified for deployment. Supported CINCs/ASCCs review and update the forcerequirements and time phasing. Major factorsthat will influence this process include thecurrent notional force lists, the extent to whichoperational requirements of the potentialmission can be identified, and the availability ofsufficient assets to support the operation.Provision should be made for liaison between

3-3

FM 100-17-1

the supported and supporting CINCs toascertain the current status of APA forces. Forexample, a strategic ship may not be availabledue to its maintenance cycle or an exercise.

Repositioning APA ShipsDuring peacetime operations, APA ships are

usually forward deployed. The CJCS may directtheir repositioning during any phase of CAP. Theearly repositioning of the ships will reduce forceclosure times. Under normal operatingconditions, APA ships can get underway within24 hours of notification.

Preparing for DeploymentTwo unique requirements of an APA

operation are preparation of the ships and theirpre-positioned equipment and supplies prior toarrival in the operating area and assessment ofthe SPOD and APOD. Planners should requestauthority from the supported CINC for theearliest possible deployment of the OPP, ArmyCTG, MTMC, and Army SLRP. Earlyrepositioning of the strategic ships will dictateearly deployment of the OPP. Early deploymentof the Army CTG, MTMC, and Army SLRP isrequired to validate geodetic, hydrographic, andfacilities data for the operation. A decision todeploy the theater opening force module is basedon the political implications of such a movement,the force’s knowledge of the operating area, andthe security situation. Once deployed, the portcommander, as determined by the CINC,assumes responsibility for the discharge of APAstocks, including bulk cargo, wheeled andtracked vehicles, and Army lighterage. He alsoassumes command and control of all portfunctions to ensure force reception, staging, andonward movement are completed in a timely,effective manner.

Mobilizing Selected ReservesAPA operations may require mobilization of

reserve personnel. Requesting this activation onreceipt of the warning order may be necessary.Specific reserve requirements will vary with thetype of discharge, discharge time requirements,and other missions. The cognizant service mustaddress other reserve requirements.

Liaising with Supporting AgenciesThe supported and supporting CINCs

should establish early liaison with CINCTRANSand other supporting agencies involved in forcedeployment. This liaison is necessary to ensurethat proper and timely information is exchanged.A refined TPFDD must be made available to, andspecific arrangements for the movement offorces, supplies, and equipment must becoordinated with, USTRANSCOM.

Selecting a Course of ActionThis phase begins when the CJCS presents

recommended COAs to the NCA. When theNCA selects a COA and directs that executionplanning begin, the CJCS advises the CINC byissuing an alert order. With the authority of theSecretary of Defense, the CJCS may also issue adeployment preparation order or deploymentorder to allocate forces and air or sea lift—whichever is necessary—and identify C-day andL-hour.

This begins the alert phase of an APAoperation. The alert order and other initiatingdirectives provide commanders with vitalinformation concerning the mission, forcesassigned, command relationships, and otherfundamental issues required for detailedplanning of a specific operation. Althoughpreliminary planning begins during earlierphases, it is an ongoing process under JOPES.The issuance of an NCA alert order and thesupported CINC’s initiating directive markscommencement of formal execution planning.The supported CINC begins execution planning,refines estimates, and resolves identifiedshortfalls.

Developing a Movement PlanAfter the basic plans for tactical operations

and reception, staging, onward movement, andintegration are formulated, a movement plan isdeveloped.

Ship MovementThe MSC plans ship movement in

coordination with USTRANSCOM, MTMC, thesupported CINC/JTF commander, the ARFORcommander, the heavy brigade commander, and

3-4

FM 100-17-1

other commands as required. This facilitatesembarkation of the OPP, which is provided bythe supported and supporting forces, andensures the coordinated arrival of the strategicships in the objective area with associatedairlifted forces. Initial airlifted elements aretimed to arrive not later than 24 hours before thearrival of the ships. Ship movements may bedirected as a political-military signal in advanceof the arrival of the airlifted elements. The Armytheater-opening force module (TOFM) unitdeployment is timed to place it in the operatingarea in advance of ship arrival.

Air MovementThe Air Mobility Command plans air

movement in coordination with USTRANSCOM,the supported CINC/JTF commander, the heavybrigade commander, and other supportingcommanders as required. The Air MovementPlan contains the time-phased flow of aircraft.Air Mobility Command will provide strategicairlift in sufficient types and quantities to meetthe requirements of the supported CINC. Theheavy brigade commander must be prepared todeploy forces in both military and commercialaircraft. The adjoining checklist addressesconsiderations related to preparing andestablishing movement priorities based on theanticipated flow of strategic airlift. The list is notinclusive.

Establishing Control MeasuresLocal security afloat is the responsibility of

the Navy service component commander whoensures that ships and lighterage are protectedby security procedures. USTRANSCOM, AirMobility Command, MSC, and the contingencyforce commander must identify en route securityrequirements and take appropriate measures.Control measures are grouped as administrativeconsiderations, emergency defense measures,and precautionary measures.

Administrative ConsiderationsAdministrative considerations must be

decided early in the planning process. Generally,they are grouped into two categories: thoseaffecting alert and those affecting deployment.

3-5

FM 100-17-1

Alert Control Considerations. Alert controlconsiderations include:

Marshalling areas.Operation security.Inspections.Briefings.Provisions for remain-behind equipment,supplies, and personal effects.Family assistance.

Deployment Control Considerations. De-ployment control considerations include:

Sea movement concept (Navy servicecomponent commander).Closure estimate.Force tracking and ITV.En route stops.Escort requirements.Air movement concept (Air MobilityCommand/heavy brigade commander).General staging and over-flight coordination.Sequence of deployment.Aircraft load factors.En route support concept.Airlift tempo and throughput coordination.Required delivery dates at destination.EADs and latest arrival dates.Ground movement control.Ground movement to APOEs.Load procedures.Organization of APOEs.Deployment support.Execution of unit line number sequence inaccordance with TPFDD.

Emergency Defense MeasuresWhile APA operations are designed for a

secure environment, planning must includeprovisions for possible hostile action. Thecommanders conducting the APA operation—

including MSC and Air Mobility Command—must identify their security concerns to thesupported CINC and request or directappropriate action. Certain control measuresmust be established in the objective area toensure coordination, mutual support, security,and minimum disruption of the APA operation.These control measures, which also must beidentified early in the planning process, includeinternational control measures and tacticalcontrol measures.

International Control Measures. Inter-national control measures are used to providesecurity for the force. Planned for and requestedby the supported and/or supporting CINCs,they may consist of establishing security/exclusion zones under international law andmaritime exclusion areas at sea. They areestablished by the host country for its airspace,land areas, and territorial waters, and by theappropriate maritime commander for adjacentinternational air and sea space.

Tactical Control Measures. The supportedCINC must address general air, ground, and seasecurity in the APA objective area and assignadequate forces to or in support of the APA.While security is ultimately the responsibility ofthe CINC and the ARFOR commander, securityof the TAA is tasked to the heavy brigadecommander, who is responsible for rapidlyestablishing an effective command post andimproving the defensive posture from separatelocalized efforts to a regional, coordinatedposture. The problems faced will not bedissimilar to those of rear area security. Tacticalcommunications, early establishment of a mobiledefense force, and rapid establishment ofsecurity positions and sector responsibilities areimportant elements in establishing a defense.

Precautionary MeasuresPrecautionary measures are required to

preclude interference and assure expeditiousRSO&I of deploying forces. They consist ofassigning AORs and designating coordinatingauthorities, main supply routes, intermediatestaging areas, and so forth. The ARFOR/heavy

3-6

FM 100-17-1

brigade commander normally determinesthese measures once basic decisions withregard to discharge and reception sites areestablished. One such measure is theestablishment of the marshalling area. TheARFOR/JTF commander designates this areabased on the heavy brigade commander’srecommendations. Moreover, the combatantcommander, in conjunction with the hostnation, must approve the marshalling area.The marshalling area is administrative innature and does not denote command of ageographic land area. Within the marshalling

area, the ARFOR commander is responsible forcoordinating—

Prioritization and use of APODs, SPODs, androad networks.Air traffic control.Logistics support activities.Movement control for inland surfacemovements.

The AWR-3 Battle Books provide additionalrequirements for establishing an effectivemarshalling area.

EXECUTION PLANNINGExecution planning provides the transition

from peacetime posture to the conduct ofmilitary operations. Time available for executionplanning may be greatly compressed, requiringabbreviated steps and procedures throughout.During this phase, the supported CINC finalizesthe operation order (OPORD) and, in addition toplanning, accomplishes two other major actions:force preparation and deployability posturereporting. This phase ends when the NCAdirects execution of the OPORD, places it onhold, or cancels it pending resolution by someother means. Prior preparation for deployment,including planning and updating unit standingoperating procedures (SOP), is essential whenexecution planning time is compressed.

Formal PlanningUpon receipt of the initiating directive, the

contingency force, the heavy brigade, andsupporting commanders initiate contact with thesupported CINC or JTF commander. Together,they conduct formal coordinated planning basedon a detailed analysis of the assigned missionand the CINC or JTF commander’s concept. TheARFOR commander then refines his OPORDincorporating this analysis. The commander’sconcept will include as a minimum—

A concept of operations, in which the intent forexecution and support of the mission isstated.A concept for deployment, in which the plan for

deployment of the APA and heavy brigade to

the theater is clearly stated. Included too arespecifics concerned with early repositioningof the ships—with or without movement ofthe OPP—and desired closure/arrival dates.

A concept for RSO&I, which consists of thebasic sequence for selecting discharge sites,discharging supplies and equipment,marrying personnel and equipment,providing logistics support, establishing C2,and preparing forces for onward movement.The JTF/ARFOR, in conjunction withMTMC, will determine the general plan forpierside or in-stream off-load, or acombination of the two. Requirements forfuel and water equipment discharge mustalso be promulgated.

A concept for tactical operations, which isderived from the APA heavy brigade’smission. On receipt of the mission, a heavybrigade commander, in conjunction with hissupporting commander, if applicable,analyzes it and establishes a basic concept fortactical operations. This concept iscoordinated with the ARFOR commander aswell as supported CINC/JFCs. Principalconsiderations are the same as for othertactical operations.

A concept for logistics support, which includesspecific support requirements for the heavybrigade. The ARFOR commanderpromulgates requirements for establishingLOC and in-theater support.

3-7

FM 100-17-1

Basic Planning DecisionsTo proceed with detailed planning, decisions

must be made regarding mission, commandrelationships/arrangements, and security.

MissionThe APA mission focuses on expeditious

deployment, assembly, and employment of theheavy brigade forces to meet the supportedcommander’s requirements. It may also includetasks in support of other operations in theobjective area, such as employment of APAlighterage to augment joint LOTS operations.The mission order usually delineates the generalAO, the heavy brigade’s required tasks, thegeneral time period for the deployment, requiredtime for operational capability, time constraintson deployment operations—for example,availability of aircraft—and the estimatedduration of tactical operations.

CommandRelationships/Arrangements

The importance of clear commandrelationships is fundamental throughout thetransition period. Primary responsibility forclarity rests with the supported CINCs.Subordinate commands must understand theircommand relationships. The CINC/ASCC willestablish command relationships to minimizedisruption of C2 of APA operations during thetransition from planning through deploymentand execution phases. ASCCs will designate APAheavy brigades, define command relationshipswithin the initiating directive, and recommendadditions/changes for external relations asrequired.

SecuritySecurity is the responsibility of the

supported and supporting CINCs; however, allpersonnel must be conscious of security.Although strategic ships may transit to a benignport, they may transit through hostile areas toreach that port. CINCs, Navy service componentcommanders, and Navy force commanders areresponsible for the defense of the strategic shipsen route to the supported CINC’s AOR. Thesupported CINC is responsible for security at themarshalling area. He will determine availableHN security support and establish additional

measures to support the security effort. Thisresponsibility may be delegated to a subordinatecommander capable of providing adequatesecurity.

Security considerations should includespecific responsibility assignments for ships enroute, en-route support bases/facilities, stagingand marshalling areas, and SPODs. Securityresponsibilities also include emergency defenseof the APA during deployment and RSO&I.These control measures clearly define missionresponsibilities for—

Airspace control.Area air defense.Ground security.Sea security areas, including ports.Fire support coordination.Movement control.These measures also establish

responsibilities for emergency defense and ROE.Control measures are ultimately theresponsibility of the combatant commander incoordination with the country team, who isresponsible for the theater of operations. Thecombatant commander must approve themeasures, but the commander or designatedsubordinate task force commander charged withconducting the APA operations may concur withthem.

RSO&I PlanThe mission, terrain, available facilities and

support, and the tactical concept for heavybrigade operations will dictate the RSO&I plan.The ARFOR develops the RSO&I concept incoordination with the heavy brigadecommander, port manager, LSE, MLST, andsupport commanders, and submits it to theCINC/JTF commander for approval. Theselection of SPODs, TAAs, and anchorages isdescribed below. Although treated separately,these factors are interrelated; for example, thedischarge may consist of a combination of in-stream and pierside discharge.

Sea Ports of DebarkationThe supported CINC, in consultation with

the ASCC and USTRANSCOM, determines

3-8

FM 100-17-1

SPODs for discharge. The primary concern is thespeed with which the heavy brigade is madecombat-ready. However, service concerns mustbe considered and accommodated. Theseselections are forwarded to the supported CINCor JTF commander for approval. The supportedCINC, in conjunction with the country team,assists in obtaining HN concurrence andsupport.

Aerial Ports of DebarkationThe Air Force service component selects the

APOD based on the ASCC’s recommendationafter coordinating with the supported CINC/JTFcommander. CINCTRANS should approve thischoice due to the potential impact on othertheater operations. Identification of the APODmust be considered in conjunction with selectionto synchronize air/sea link-up of personnel andequipment.

The APOD must meet the OPORD’s forceclosure requirements. If the APOD will alsoserve theater and fixed-wing and rotary-wingaircraft, it will reduce the strategic throughputcapability. The following factors must beconsidered when selecting the APOD:

Airfield facilities may require expansionand/or duplication.Capacity of approaches and traffic patterns,for example, ramp space (maximum onground), capacity of visual and instrumentapproach, and departure procedures for theairfield will affect throughput. To enhanceairfield capability, expeditionary visual andinstrument approach assets will embarkearly in the airlifted element.Space and facilities may not be available forbase loading. Typically, the better the facility,the more likely HN organizations will fullyuse it.

Additional AirfieldsThe desirability of separating fixed- and

rotary-wing operations and parking spacelimitations may indicate a need for an additionalairfield to accept immediate redeployment ofhelicopters. An additional airfield increasesAPOD throughput, minimizes potential foreignobject damage, and reduces the problems

associated with operation of fixed- and rotary-wing aircraft at the same location. Use ofadditional airfields will require a commensurateincrease of petroleum resupply/InlandPetroleum Distribution System equipment.

Tactical Assembly AreasIn coordination with the heavy brigade

commander, the JTF/ARFOR commander selectsthe heavy brigade TAA to support expeditiousmarshalling of forces and integration into tacticaloperations. Site selection must consider distancefrom the SPOD and the initial availability ofheavy equipment to move tracked vehiclesduring initial entry operations.

AnchoragesExplosive safety quantity distance arcs,

anchorage depth, bottom type, currents, anddistance to shore must be considered whenanchorages for strategic ships are assigned.

Transition to EmploymentIn the beginning, the principal effort focuses

on assembly of personnel with equipment andsupplies. As various units become combat-ready,focus will shift toward subsequent operations.Increased enemy threat will accelerate this shiftin focus. Employment considerations includetransitioning the heavy brigade. Heavy brigadeplans for transition to employment shouldinclude:

Early dispatch of LO party to the theatermarshalling area.Clear delineation of responsibility for localsecurity.Assignment of OPP and, through the CTG,establishment of PSA responsibilities.Notification to higher headquarters that allunits/detachments are operationally readyas it happens.Use of assembly areas to facilitate subsequentor concurrent tactical operations.Plans for responding to hostile action duringtheater reception and onward movement.Allocation of staff planning effort betweendeployment activities, theater reception andonward movement, and employment.

3-9

FM 100-17-1

Disposition of ComponentsDisposition will depend on many variables

and must be planned in as much detail aspossible. Considerations for disposition of APAelements include heavy brigade, APA ships, andAPA lighterage.

Heavy BrigadesConsiderations for disposition of heavy

brigades include—Assigned mission and expected duration ofemployment.Support requirements, that is, the effectsubsequent command relationships will haveon support planning accomplished.Redeployment/reconstitution requirements.

APA ShipsOne consideration for disposition of APA

ships is timing the discharge to match HNsupport capability, heavy brigade storagecapacity, and heavy brigade usage rates.Terminal service company equipment must befront-loaded as it is required to discharge

subsequent ships. Shortfalls in storage areas/facilities within the theater of operations maynecessitate use of one or more ships as a stationor warehouse facility until facilities aredeveloped, or may require an additional ship tofunction as a mobile logistics base for in-shoreoperations along the coast parallel to the heavybrigade movements. On release of the ships fromAPA operations and with the concurrence of thesupported CINC, the ships will shift OPCON toCINCTRANS for use as common user sealiftforces. Security may determine the amount oftime the ships remain in the discharge area.

APA Lighterage

APA lighterage may be needed for dischargeor follow-up shipping after strategic shipsdepart. Other considerations for retention oflighterage include intratheater sealift, fueling,repair and maintenance, sheltering or harborfacilities, and maintenance of streamed waterand fuel hoses as deployed.

FOLLOW-ON SUSTAINMENT PLANNINGIntroduction of APA elements involves

forces moving by strategic airlift to receive pre-positioned equipment and supplies from theAPA ships. Both movement elements have finitelift/space capabilities. The ARFOR will establishrequirements for sustainment in the JOPES,including supplies and equipment required toreach full operational capability that were notincluded in pre-positioned ships or the airliftedelement and those needed for sustainmentbeyond 30 days. The initiating directive will

designate responsibility for the embarkation andmovement of the FOS from the APOE/sea portof embarkation (SPOE) to the objective area.Sustainment systems beyond the initial FOS area CINC responsibility, but services must beprepared to establish their own supply systemsin the event the CINC does not establish thenecessary links soon enough. Services usingsplit-based operations will plan but will notTPFDD the materiel.

REDEPLOYMENT PLANNINGRedeployment of the heavy brigade from to the new objective area. The redeployment of

one operating area to another involves the the heavy brigade is usually a nontactical move,backload of equipment and supplies previously but may be tactical if required. Duringplaced in the theater of operations from the APA redeployment, JOPES procedures are used.ships. The manner in which redeployment is Planning for redeployment must be initiatedconducted depends on the heavy brigade’s upon receipt of the original warning order.assigned mission and the distance from the POE

3-10

FM 100-17-1

REGENERATION/RECONSTITUTION PLANNINGAdvance planning will facilitate the success

of the APA regeneration and should focus on thethree functional elements: ground equipmentand supplies, heavy brigade equipment, andsupport equipment. Forces conductingregeneration are task-organized to address threeareas: operations and logistics; sourcing andattainment; and fiscal.

The committed portion of the nation’s APAcapability ceases to exist after an APA iscommitted to a contingency, is discharged, andthe operation terminated. The decision toregenerate that portion of APA employed in theoperation is made at the CJCS level predicatedon recommendations of the involved CINCs. TheCJCS may direct the Army CINC andCINCTRANS to execute the regeneration. Insmall operations such as one ship beingdischarged, the responsible CINC will initiateactions to accomplish regeneration. The APAregeneration process, once initiated, must becoordinated with the supporting CINC and withretrograde planning. APA regenerationrequires—

Identifying units to perform theregeneration.Identifying ships for regeneration.Identifying, acquiring, preparing for loading,and loading equipment and supplies.Locating where full operational capabilitywill be reestablished.

For additional information aboutregeneration, see the APA Battle Books andChapter 7.

Options for determining the location forreestablishing the operational capability includethe area of the current APA operation as well asother geographical locations. Factors that maycontribute to this decision are—

Whether the ship’s cargo will be regeneratedin the same form or whether it will be alteredto accommodate changes in operationalrequirements.

Available in-country maintenance and portfacilities.

Anticipated condition of equipment andsupplies.Availability of equipment and supplies.Time considerations and allowances toaccomplish regeneration.Ship certification schedule.Retrograde plans.Future operational commitments.An APA Regeneration Planning Conference

is convened as soon as minimum planningfactors are available to commit to an executionplan. Detailed guidance on APA regenerationplanning may be found in the APA Battle Books.

INTELLIGENCE PLANNINGDifferent command relationships, force

structure, and missions give APA intelligenceplanning a unique character. The potentialgeographic separation of organizations andcommands committed to an APA operation maypreclude the formation of a joint intelligencecenter and necessitate the use of on-the-shelfintelligence products and data bases early in theplanning process. Once APA operationscommence, intelligence support will becomedynamic in nature and originate from a varietyof national-, theater-, and fleet-levelorganizations and organicthey become availableoperations.

intelligence assetsin the theater

asof

The intelligence capabilities andorganization of the heavy brigade, supportelements, and APA ships vary significantly. Thesupported CINC/ASCC will provideintelligence support to the forces within hisassigned theater of operations. The APA heavybrigade commander may not have the time,perspective, or authority to identify and obtainnecessary intelligence without the CINC’sassistance. Also, the APA heavy brigade S2 staffwill have a limited capability that must beaugmented with intelligence assets to ensurecontinuous intelligence support and tocoordinate intelligence and counterintelligencemeasures in support of the operation.

3-11

FM 100-17-1

COMMUNICATIONS PLANNINGAn APA operation requires a coordinated,

detailed communications plan for the APAheavy brigade commander to exercise C2 overthe brigade. The plan must consider C2

requirements for internal and externalcommunication to the APA heavy brigade, enroute communication, current and potentialchanges in command relationships, and taskorganization and equipment augmentation aswell as that generated by the locations of theAPA elements and support units.Communications systems must be designed toprovide a reliable, secure means to exercise C2,and they must be flexible enough to compensatefor internal and external changes such ascommand relationships. The actual requirementsand ultimate design of the communicationssystem for APA operations will depend on—

Location of the contingency operation and

System provided by the CINC through theservice component commander.

Availability of commercial systems.

Host nation communications infrastructure.

Organic communications systems to the APAheavy brigade.

The CINC must provide broad planningguidance as early as possible to the APA brigade.This will ensure that provisions can be made forthe required interoperability and operationaldemands of the communications systems. TheAPA heavy brigade commanders willcontinually refine their communications posturethrough periodic testing of portions of thesystems with higher and subordinateheadquarters. Voids and gaps in existingcapabilities will be immediately forwarded to

mission requirements. the ARFOR/ASCC/CINC for resolution.

LOGISTICS PLANNINGLogistics planning for APA operations must

provide maximum flexibility. Planning must becomprehensive, addressing the entire spectrumof operations, to include—

Predeployment activities, includingpreparation and distribution of APA ships.Alert and movement to the POE.Strategic air and sea movements.Arrival and reception in the marshallingarea, including support during dischargingoperations at POD and preparations foremployment.Reception, staging, onward movement, andintegration.Employment.Redeployment.Regeneration.

The ARFOR commander’s concept ofoperations for subsequent employment drivesthe brigade commander’s logistics planningprocess during an APA operation. Planning mustsatisfy both known and anticipated logistics

requirements. The commander’s logisticsplanning must consider—

Logistics requirements based on the mission,concept of operations, forces to be supported,operational environment, and enemycapabilities.CSS forces required to support theoperations.Availability and types of nonorganic logisticssupport that will be provided in the theater ofoperations, including equipment andsupplies on the APA ships, LSE, MLST, andHNS.Time-phasing of organic CSS capabilities intothe theater of operations, including theforward support battalion, other divisioncorps, and EAC support, equipment, andsupplies TAT, and NAP stocks.Development of the logistics concept.Planning must address the broad functionalareas of supply, maintenance, facilities,transportation, engineering, health, andother services. The magnitude of support isdirectly related to the force module plannedfor the operation.

3-12

FM 100-17-1

APA plans are issued as separate documents will be in the airlifted element to support theor as annexes to an OPLAN/OPORD. operation.Comprehensive and detailed plans address—

Administrative and logistical support duringThe concept and sequencing of movements each phase of deployment.during each phase of deployment, includingunits and modes and times for movement. Distribution, support locations, and supportIncluded are supplies and equipment that channels in the AO.

3-13

CHAPTER 4

Logistics

APA operations require significant logistical integration, as they involvepreparation for and execution of deployment, employment, redeployment,and regeneration. The magnitude of logistics support is directly related to theforce module planned for the operation. Integration of APA operations intoexisting logistics systems can reduce deployment requirements. Therefore,one goal of APA logistics is to use existing logistics systems and infrastructurewherever possible. Use of existing HNS agreements, which should benegotiated in peacetime if possible, and interservice support by all elements ofthe APA is encouraged. Reliable HNS can play a large role in facility,transportation, supply and service support. Continuous support must beprovided for the duration of the APA operation and subsequent groundoperations and establishment of lines of communication (LOC).

RESPONSIBILITIESThe CJCS, the military service components,

Army forces, MSC, the combatant commander,the supporting CSS commander, the Armyforces/heavy brigade commander, and theUSAMC LSE and USAMMA MLST all haveresponsibilities for APA logistics.

Chairman,Joint Chiefs of Staff

The CJCS provides broad logistics guidanceto the services and unified commands.

Military Service ComponentsMilitary service components in the unified

command are responsible for providing logisticssupport to their subordinates and ensuringforces are trained and equipped to conduct APAoperations. Services also support deployingforces either directly or through proceduresarranged with home stations.

Military Sealift CommandMSC plans logistics support

of the ships and for support ofpersonnel.

4-0

for movementthe embarked

Combatant CommanderThe combatant commander coordinates

basic logistics functions within the theater ofoperations and assigns logistics tasks to servicecomponents to provide interservice support.

Supporting CSSCommander

The supporting CSS commander willexecute logistics plans for support of the APAbrigade force and submit logistics supportrequirements to the brigade commander forinclusion in airlifted element, deployment,RSO&I, and other logistics plans.

ARFOR/HeavyBrigade Commander

The ARFOR/heavy brigade commander isresponsible for broad logistics planning, toinclude—

Coordinating APA logistics activities withthe senior logistics support force commanderto prioritize and allocate resources.Developing the supporting logistics plans.

FM 100-17-1

Reviewing logistics plans for subordinateelements to ensure an integrated plan.Coordinating with higher headquarters forthe use of strategic lift for retrogradeoperations, for example, aeromedicalevacuation.Coordinating with higher headquartersregarding interservice support requirementstasked to the ARFOR.Determining composition of the airliftedelement, to include specifying prescribedloads for air movement.Developing the deployment plan.

CONCEPT

Developing the RSO&I plan.Assigning PSA responsibilities (FM 55-65).Making decisions for redistribution ofassigned equipment and supplies based onemployment mission.

USAMC LSE andUSAMMA MLST

The USAMC LSE and USAMMA MLSTcoordinate with the senior logistics support forcecommander for logistical support of the APAmission and determine LSE and MLSTcapabilities needed to support APA missions.

The logistics concept must address the broadfunctional areas of facilities, equipment andsupply, maintenance, transportation,engineering, health and other services, andsecurity.

FacilitiesExisting facilities should be used whenever

possible to shorten the time required to becomefully operational. Key factors for the use of thosefacilities are detailed below.

BeachesLogistics considerations drive beach

selection for APA operations. Desirablecharacteristics include—

Egress and road networks to inlanddestinations.Availability of staging areas near dischargepoints.Availability of bulk fuel storage facilities.Ability to refuel watercraft and availability ofpotable water, lubricants, hazardous wastedisposal areas, sludge and water disposal,and ration replenishment for these vessels.Suitable beach gradients; near-shore andoffshore hydrographic conditions.Landing points and safe havens forlighterage.

Availability of sites suitable for ammunitionstorage.

Sea Ports of Debarkation

Considerations include—Ability to accommodate APA ships: waterdepth, length, overhead clearance, andmaneuver room.Port services, that is, navigation aids, pilots,and tugboats.Discharge capability, that is, pier space,staging areas, covered storage, pier width,capacity and availability of heavy lift cranes,container and materials handling equipment(MHE).Lighting to support 24-hour operations.

Ability to refuel watercraft and availability ofpotable water, lubricants, hazardous wastedisposal areas, sludge and water disposal,and ration replenishment for these vessels.

Bulk fuel to top off discharged vehicles andbulk fuel tankers.

Ability to berth Army watercraft dischargedfrom the HLPS at the port.

Proximity to the APOD.Availability of main supply routes (MSRs).

4-1

FM 100-17-1

Aerial Ports of DebarkationThe APOD is the authorized air point of

entry into, and departure from, the AO. The aircomponent commander of the joint force willestablish and operate it. If tactical airfields areestablished to support employment, the aircomponent commander or the Armycomponent—depending upon the predominantuser of the airfield—may operate them.Considerations for the APOD include—

Runway and taxiway capability for aircraft.Throughput capacity for missionrequirements.Aircraft staging areas sufficient for aircraftrequirements.Instrument and navigation aids: air trafficcontrol capability with radar-assistedlandings and takeoffs and effective radarsurveillance and communications sufficientto achieve positive airspace control.Staging areas available for temporary stagingof airlifted elements, personnel, and cargo.An all-weather road network that links theairfield with the SPOD and assembly area.MHE to discharge aircraft.Airfield lighting to support 24-houroperations.

Tactical AirfieldsConsiderations for tactical airfields, some of

which also relate to the APOD, are fuel; Class Vreceipt/issue, loading, arming/dearming andstorage areas; crash, fire, and rescue; weather;and engineering and other support.

Fuel. Fuel considerations include type,quantity, and quality of petroleum, oil, andlubricants (POL) the HN is willing to provideand the compatibility of systems (HN to USaircraft/HN to tactical airfield fuel dispensingsystem). Maximum use of existing storage andtransportation facilities is critical as the initialPOL discharge will saturate the tactical systems.Space to install fuel systems with safety bufferzones and room for system expansion must beconsidered in addition to interference with otherairfield facilities.

Class V Receipt/Issue, Loading, Arming/Dearming and Storage Areas. Procedures mustbe established prior to the arrival of tactical units.An ammunition support team must be deployedto arrive in the marshaling area prior to arrivalof APA vessels to provide initial Class Vaccountability and visibility of ammunitionarriving in theater. The Class V storage areashould be as close as possible to the port loadingand discharging area, but comply with existingsafety requirements.

Crash, Fire, and Rescue. Tactical andgeographic considerations, dispersal of unitequipment, and availability of HN assets must beconsidered.

Weather. Weather service may be providedby unified CINC, air component, ARFOR, AirMobility Command, or the HN.

Engineering andOther Support

Requirements for engineer support will varywith each operation. Requirements may includeclearing obstructions; horizontal, vertical, andunderwater construction, including airfield, port,and pipeline construction/repair; airfield powersupply; and heavy engineer equipment andutilities, including prime power supply. Otherconsiderations are water supply/hygiene andheavy equipment, container, and MHE support.

Engineers may have to construct additionalfacilities at marshaling and staging areas orimprove facilities, roads, or airfields to accom-modate increased use. The primary concern,however, is in the marshaling area. Engineertasks will focus on improvement of SPOD/APOD facilities, ports, and beaches, to includeproviding electric power to enhance throughputcapability and ensure continuous operations.Construction of fuel, ammunition, and waterstorage facilities and road maintenance/improvement occur simultaneously. To ensureproper utilization, control of engineer assetsshould be centralized throughout the theaterreception and onward movement phase. If therequired construction tasks exceed the capabili-ties of the engineers, the ARFOR commandermay request additional support through the

4-2

FM 100-17-1

chain of command. If additional support isrequired, the equipment and supplies must bedrawn from the HN, contracted resources, sup-ported or supporting CINC’s assets and includedin the airlifted element or transported by sealift.

Army engineer detachments (dive) alsoprovide critical support in the initial preparationof the SPOD. They provide the capability tosurvey the port and identify port characteristicsand underwater obstacles that may obstructdischarge space at the pier. They also performhydrographic/beach surveys to determinefeasibility of conducting LOTS operations and amultitude of other dive and salvage supportmissions. The engineer detachments areassigned/attached to the CTG in the theater ofoperations.

Equipment and SupplySupply planning for deployment is similar to

that for contingency operations. Supplies for thefirst 30 days of operations for early deployingunits of the contingency corps are stockedaboard APA container ships. However, if anoperation requires split employment of APAassets, this stockage level will be reduced to the15 days that are collocated with the brigade.Planning must ensure that materiel that isrequired but not pre-positioned is included inthe air flow to accompany the airlifted element.Latitude to adjust the air flow to supportlogistics requirements may be available. TheJTF/ARFOR commander must prescribe loadsfor the airlifted element to support operationsbefore discharge of pre-positioned stocks.Planning should consider interservice and HNSagreements. The JTF/ARFOR commander mustprescribe stockage levels and distribution means(unit or supply point) in the marshaling areapending establishment of a permanentlodgment. The ARFOR commander isresponsible for providing logistics support to theheavy brigade.

MaintenanceMaintenance plarming prior to deployment

focuses on serviceability of equipmentprogramed in the airlifted element. This airliftedequipment must be operational to support initial

RSO&I operations until ships are discharged andthe appropriate capability arrives in themarshaling area to repair inoperable equipment.The ARFOR/JTF commanders must providemaintenance support at both the SPOD andAPOD. Maintenance skills must match theequipment scheduled to arrive at those locations.If required, the ARFOR must plan for themaintenance of Army aircraft at intermediateairfields. A USAMC LSE may be used as aninterim maintenance capability.

To continue the depreservation and prepareequipment for issue, adequate maintenancecapability must arrive in the marshaling areaprior to ship discharge. First priority must beplaced on equipment for APA theater-openingforce modules, then it will shift to other prioritiesestablished by the JTF commander. Personnelmust segregate damaged equipment andequipment that requires urgent modification ormaintenance. Repairs to damaged equipment aremade only as the depreservation work loadpermits. Planners must consider uniquemaintenance requirements and establishment ofLSE and an interim maintenance capability. Forexample, maintenance of Army watercraftdeployed with theater-opening force Module Drequires marine-specific floating craftmaintenance support.

TransportationThe deployment phase of an APA operation

is transportation-intensive. The movement planfor APA operations is considerably morecomplex than that for normal tactical operations.At a minimum, planners must include MSRdesignations; cargo and unit staging areas;transportation requirements; establishment ofmovement control organizations; designation ofstaging and inspection areas; and establishmentof procedures for command, control, andcoordination. Planning must also address airliftof the airlifted element, sea movement of theAPA ships, command and control of themovement—including coordination andmonitoring of departures from all POEs andarrivals at all PODs—and security for all phasesof the operations. Transportation efforts duringthe RSO&I phase will focus on support of thedischarge. Plans for movement of personnel and

4-3

FM 100-17-1

equipment from the APOD to element stagingareas must be detailed. Planning must addressuse of MHE and APOD/SPOD dischargesupport.

Health and Other ServicesFor the deployment phase, the ARFOR/

heavy brigade commander will rely primarily onorganic capabilities and the use of local facilitiesas necessary. During the RSO&I phase, plansshould emphasize use of HN or other servicecapabilities to the extent possible. Healthservices, such as a corps-level hospital, requireCINC coordination. The ARFOR commanderwill coordinate with unified command surgeonor other services for aeromedical evacuation.

Provision of utilities—water, electric power,and so forth—are primary concerns during alertand deployment. Planning for RSO&I will focuson automated information system support,utilities support, civil affairs, contracting, anddisbursing. Civil affairs personnel will provideinterface with the HN. Contracting anddisbursing (Class A) agents must be prepared topay for services and HNS as required.

SecurityRear operations, military police (MP) and

HNS, civilian law enforcement, and trafficcontrol must be considered and requirementscoordinated with the ARFOR commander.

MOVEMENTMovement requirements address the

organization of movement groups during eachphase of deployment. They include passengersand equipment TAT and NAP and are tied tospecific strategic airlift missions from the APOE.The movement plan must address—

Movement requirements.Transportation modes for each phase ofmovement.Movement control procedures for each phaseof movement.Responsibilities for operating departureairfield control group (see FM 55-1,Appendix 3).Inspection areas and procedures fordeploying personnel, equipment, andsupplies.Procedures for assembling aircraft/loads.Coordination and reporting procedures withhigher headquarters and external supportingagencies.

Air Movement PlanThe Air Movement Plan is a combination of

unit-developed SOPs, cargo and passengermanifests, the Unit Aircraft Utilization Plan, andother supporting documentation such as thatrelating to hazardous cargo. The plan shows how

the deploying unit intends to airlift personneland equipment while maintaining C2 of themovement. It prescribes the sequentialmovements of units and elements in eachaircraft. The deploying unit commander writesthe airlift plan and submits it to the affiliatedairlift control squadron for review.

Air Movement Sequence TableEach deployable unit is responsible for

developing an air movement sequence table thatreflects the time-sequenced tasks required toaccomplish air movement preparation. Theserequired tasks facilitate the unit and supportingelements’ ability to meet a deployment thatreflects the supported CINC’s TPFDD priorities.The air movement sequence table specifies thetasks required for the unit and support elementsto establish such operations as ammunitiondraw, equipment and personnel preparation,and hand-off procedures in marshaling areasand departure airfield control groups (DACGs).This document provides a basis for movementcontrol organizations to coordinate marshalingand staging area operations and loading ofaircraft.

Unit Aircraft Utilization PlanThis plan shows what will be moved in each

aircraft. Data must be accurate and match TC

4-4

FM 100-17-1

ACCIS (Automated Unit Equipment List[AUEL]) data. Total airlift requirements aredocumented using the Unit Aircraft UtilizationSummary (see FM 55-12).

Sea Movement PlanSea movement includes the APA and other

assigned ships and escorts. MSC prepares theSea Movement Plan, which identifies those navalforces needed for replenishment, US Armypersonnel designated as super cargo, andsecurity en route and in the marshaling area.The initiating directive will specify commandrelationships and responsibilities for seamovement.

RSO&I PlanThis plan delineates the JTF/ARFOR

commander’s concept for RSO&I. It sets forth thetask organization to support these activities andassigns tasks to subordinate elements located atthe SPOD and APOD for equipment issue andinitial CSS operations. The plan, which theARFOR commander submits to the unifiedCINC for approval, may include—

Command and control of RSO&I activities.Detailed procedures for port clearance andonward movement.Arrival airfield control group (AACG) andPSA support requirements.Customs clearance.Marshaling area overlay.Arrival schedule for the airlifted element.Port clearance movement program.Highway regulation plan.Rail and inland waterway movements.Communications.Reporting requirements.

Force tracking and ITV requirements andprocedures.Field service support.Health service support.Traffic control.Security.The JTF/ARFOR commander, in

coordination with the unified CINC, normallydetermines the plan’s composition and format. Itwill contain only those elements of informationthat are not addressed in RSO&I SOPs.

Movement to TAAThe senior movement control element is

responsible for planning and executingmovement control operations in support of unitmovements to the TAA. If deployed, the DTOand the movement control officer will coordinatewith senior movements headquarters in thetheater of operations. Movement clearance andtransportation, as directed by the brigadecommander, are scheduled to supportrequirements.

The brigade has the responsibility formovement planning, highway regulation, andestablishment of MSRs in the brigade area.Where operationally feasible, the brigade andFSB will maximize use of organic assets inmoving to the TAA. The brigade will coordinatewith the senior movement control element fortransportation support requirements beyond thebrigade’s organic capability. Support will beprovided based on preestablished movementpriorities. Coordination must be effected withthe MP, as they can provide security for the MSRand ammunition supply route.

The supported brigade S4 will establish restareas, refuel points, and feeding points en routeto the TAA. Additional support may be obtainedthrough contracting, HNS, other Army forcesalready deployed, or sister and coalition forces.

DEPLOYMENTOnce the brigade forces are deployed, the brigade area. Effective integration of heavy and

FSB’s primary role is to provide direct support to light forces maximizes the capabilities of eachthe brigade and individual units operating in the type of force by using the advantages of one type

4-5

FM 100-17-1

to offset the limitations of the other. Not allsituations are suitable for heavy/lightoperations. Therefore, the force must be matchedto the mission, enemy, and terrain. Regardless ofthe force, information must flow from thedeployed unit to the controlling headquarters.This information includes—

Critical fuel and ammunition requirements.Status of classes of supply.Maintenance requirements and backlog.Class IX requirement and availability.Movement requirements and availability oftransportation assets.Availability of medical treatment andevacuation assets.Locations of support elements.Status of support personnel.Anticipated support problems.The deployed corps support group (CSG)

and corps support battalion will provide backupsupport to the FSB as required. The CSG will

operate and control the logistics base throughwhich support is provided. If the CSGcommander is the senior logistician in theater, hecan expect to provide primary support for thedeveloping theater. This mission will continueuntil adequate additional CSS assets flow intothe theater. The CSG primary mission includes,but is not limited to—

Supply and service.Maintenance.Field services.Transportation.Ammunition (breakbulk and containerized).APA sustainment cargo should be brought to

the logistics base. The CSG should be preparedto handle any unit basic load that exceeds thebrigade and FSB’s capability to move in a singlelift. The logistics base should be prepared tohandle all classes of supply. Additional missionsthat the CSG should be prepared to support arethe theater-opening force module mission andthe staging area mission.

EMPLOYMENTLogistics support to the deployed brigade, Key to successful employment support is the

which is METT-T dependent, will be consistent sequencing of combat, CS, and CSS equipmentwith the principles outlined in FM 100-10. Due to from the APA ships. If available, HNS,the tailored support configuration provided by contracting, other Army forces, and sister andAPA, CSS organizations may initially have coalition forces may relieve the pressure to get

CSS equipment into place to support the brigade.responsibilities broader than those delineated in If no support is available other than thatcurrent doctrine. All CSS forces must be prepared, serious consideration must be given toaugmented to meet support requirements of the early discharge of CSS equipment to facilitate theheavy brigade. coordinated RSO&I of combat forces.

REDEPLOYMENT/RECONSTITUTIONAfter completion of operational

requirements, forces move back to designatedTAAs. A major focus should be unit integrity andaccountability to the maximum extent possiblefor units, individuals, materiel, supplies, andequipment. Operational requirements maynecessitate some changes to units after theyarrive in the theater of operations.

Individuals may be returned directly to thereplacement support element battalion forredeployment. Commanders report excessmateriel to the senior materiel maintenancecenter for recovery and redistribution. The unitor its parent command is responsible for actionsat and support of the TAA. One such actionwould be the completion of reconstitution andcross-leveling for movement and coordination

4-6

FM 100-17-1

with the senior movement control agency/organization.

Upon receipt of movement instructions,forces, individuals, and materiel are moved tothe redeployment assembly areas (RAA). At theRAA, units complete activities that could not beaccomplished at the TAA. This could possiblyinclude washing major end items and turning inequipment and supplies to USAMC/USAMMAor other designated organizations.

Because of the size of the redeploying forceand theater of operations capabilities, anintermediate staging site and final staging areamay be required prior to going through the portauthority inspector at the POE. Based on thesenior movement control agency/organizationmovement instructions, forces, individuals, andmateriel are moved to the POE where they areprocessed for strategic movement.

4-7

CHAPTER 5

Deployment

During the predeployment (alert) planning phase, unit commanders ensureunit personnel, supplies, and selected equipment are prepared fordeployment. They update their AUELs to reflect actual personnel andequipment deployment posture. They coordinate the disposition of theirunits’ remain-behind equipment and coordinate with the installationcommander for support required for deployment that is not within the unit’sorganic capability. The deployment phase begins with the first movementfrom home station to an APOE. It ends with the arrival of the APA heavybrigade forces in the AO.

RESPONSIBILITIESOrganizations having deployment

responsibilities are the—US Transportation Command.Air Mobility Command.Military Sealift Command.Military Traffic Management Command.Military installations.Movement control units.Departure Airfield Control Group.ARFOR/heavy brigade commander.Ammunition support team.

US Transportation CommandAs the strategic deployment manager,

USTRANSCOM is responsible for coordinatingair and sea deployment.

Air Mobility CommandAir Mobility Command exercises overall

control of airlift operations at APOEs. The AirMobility Command tanker airlift control element(TALCE) establishes an airlift operations center(AOC) at the airfield, with all information relatedto onload operations coordinated through theAOC.

Air deployment is used to transportpersonnel and selected supplies and equipmentfrom the APOE to an APOD in the AO. The timerequired to transport the force will depend onsize of the force, aircraft availability, distance,and throughput considerations. The Air MobilityCommand, using strategic aircraft, and civilcontract carriers accomplish the airlift. AirMobility Command will determine airflowrouting and airflow based upon the approvedTPFDD. Air Mobility Command also pre-positions an air terminal movement control team(ATMCT) at the APOD with the port-openingpackage to provide unity of effort and toaccomplish required interface with the portoperator to clear Army personnel and cargo fromthe port.

Military Sealift CommandMSC plans and executes sea deployments.

Reports of the movement are made throughnormal chains of command in accordance withJOPES procedures. MSC will direct themovement of APA ships. Ship deploymentshould accommodate the earliest possibleembarkation of the OPP. The ASCC and AMCwill coordinate with USTRANSCOM (MSC) forauthorization for OPP to embark APA ships.

5-0

FM 100-17-1

APA ships will rendezvous with escorts, ifassigned, and conduct transit to the marshalingarea.

Military TrafficManagement Command

MTMC will perform the port manager’sfunction through all phases of a theater port lifecycle from a bare-beach deployment to acommercial contract redeployment. This assuresthe seamless flow of transportation managementinformation from SPOE through the theaterSPOD. In theater, MTMC provides the supportedCINC visibility of in-transit ocean vessels andcargoes, tasks the port operator based on CINCpriorities, administers MSC vessel contracts, andcontracts for water terminal related services.MTMC also provides documentation services,ADP system technical support, USTRANSCOMinterface, and operational transition planning. Asthe theater matures, MTMC becomes the portoperator through the use of commercialcontracts.

Military InstallationsMilitary installations play a key role in the

alert and deployment process. CONUSreplacement centers (CRCs) are installationsassigned a mobilization mission. The installationcommanders at or in the vicinity of POEs provideMHE, transportation, security, and other supportas requested by the deploying unit. Theinstallation also coordinates updating-of theAUEL. The installation transportation officescoordinate commercial transportation andhighway clearance for moving units to POEs.

Movement Control UnitsMovement control units provide deployment

assistance in preparation of equipment and

movement procedures to assist the deployingunit in moving the POE.

Departure AirfieldControl Group

The DACG, the primary interface with theAir Force at APOE, should be pre-positioned asearly as possible at the arrival/departure airfield.The DACG is responsible for coordinating andcontrolling the outloading of units fordeployment or redeployment; receivingdeploying equipment from the units at theAPOE; coordinating with the TALCE to ensurethe cargo and personnel are properly preparedfor air shipment; and delivering cargo to theready line. Further responsibilities are outlinedin FM 55-12.

ARFOR/HeavyBrigade Commander

Coordination between the moving unit,arrival/departure airfield control group, andTALCE is critical to an orderly deployment ofairlift aircraft through the APOE/APOD. TheARFOR coordinates with the unified command,USCINCTRANS, and other supporting agencies.The arrival of unit equipment and personnel foronload must be sequenced to avoid bottlenecksat the APOE. The ARFOR/heavy brigadecommander will provide an officer at the APOEto coordinate, with A/DACG and TALCE, thearrival of unit equipment and personnel.

Ammunition Support TeamIf required, an ammunition support team

(AST) maybe deployed to the APOE to providetechnical assistance, quality assurance, andsafety support during the uploading ofammunition. These elements will also serve toprovide asset visibility and accountability to theNational Inventory Control Point and the CINC.

PREDEPLOYMENT ACTIVITIESPredeployment activities include the undertaken upon notification leading up to

planning and preparation for an eventual APA actual deployment. Successful APA operationsoperation prior to notification and those actions rely on a foundation of fully trained, equipped,

5-1

FM 100-17-1

and sustained units and soldiers. The brigademission-essential task list (METL) should reflecttasks associated with conducting anycontingency operation. Training shouldemphasize critical tasks associated withcontingency and APA operations. Brigadesassigned the mission to use APA should considerthe following activities as part of their planningand preparation:

Establishing, developing, training, andrefining alert notification procedures.Conducting periodic operational readinessinspections of TAT/NAP.Maintaining and refining packing lists. andload plans.Preparing for the hand-receipt and turnoverof APA equipment.Maintaining effective family support groupstructures.Coordinating required public affairs officer/media interface.

Establishing a rear detachment structure andidentifying procedures for rear detachmentoperations.

The critical stage of predeployment activitiesbegins when the brigade is alerted for an APAcontingency operation. The brigade commanderand staff’s objective will be to task-organize thebrigade and quickly develop and refineoperational concepts. The need to plan andprepare for a strategic deployment will be aparticularly demanding aspect of this stage.

The APA contingency operation actuallybegins when the unit is notified to deploy. Thedivision or other higher headquarters of thebrigade will initiate execution. This executionsequence is called the N-hour sequence. Unitsmove to the POE in accordance with port callmessages. During strategic lift phase, units moveto the theater of operations in a flow sequencedto facilitate and support the efficient discharge ofthe APA ships.

APA FORCE PROJECTION OPERATIONSAPA force projection operations follow a adjustments. Enemy actions further change the

general sequence, although the stages often equation. APA force projection operations do notoverlap in space and time. These operations end when the brigade arrives in theater; they endseldom begin with a clear idea of the entire when the mission is complete and the last soldierpackage or purpose. Often, deployment returns to home station.requirements develop over time and with

ECHELONING OF FORCESEcheloning is organizing the units for

movement. Generally, the deploying units willorganize into the off-load preparation party, theSLRP, the advance party, and the main body. Theremainder of the units that do not deployconstitute the rear echelon force.

Off-Load Preparation PartyThe purpose of an OPP is to facilitate the

discharge, processing, and transfer of APAequipment and materiel. Tasks to be performedare delineated in AMC SOP for OPP and in thebattle books for respective APA ships.

OPP operations, as well as APA discharges,are a subset of RSO&I within the AOR. RSO&Ioperations and doctrine focus on the efficientand effective introduction of combat forces into atheater of operations. The goal is integration ofthe combat forces within the TAA as rapidly andas effectively as possible. The success of thisprocess is key and essential to force protection.

Assignment of the OPP depends on the typeof ship and the cargo it carries. Composition ofthe OPP depends on the condition of theequipment on the ship. AMC provides overall C2

for the OPP and will ensure that AMC personnelare briefed and trained regarding procedures

5-2

FM 100-17-1

and operational requirements to ensure thesuccess of the OPP. The OPP personnel consist ofAMC government and contractor personnel,who may be a mix of on-board contractorpersonnel assigned to the respective ships,personnel assigned to an AMC Tiger Team, otherAMC contractor personnel, an AMC OPP officerin charge (OIC), a representative of MTMC and/or the port operator, a USAMMA representative,and others, based on METT-T. Generally, thereceiving brigade will provide advance partyrepresentatives.

Survey, Liaison,Reconnaissance Party

The SLRP is a task organization formed fromthe deploying units that is introduced into theobjective area prior to the arrival of APA ships. Itconducts initial reconnaissance, establishesliaison with in-theater authorities, and initiatespreparations for arrival of the advance party andthe main body.

Deployed at the direction of the ARFORcommander, the SLRP should deploy at theearliest possible time and at least 5 to 7 daysprior to arrival of the APA ships in the AO.Considerations that may impact the SLRPinclude:

Political implications that may affect itssize, personal security, and whetherpersonnel should deploy in civilian ormilitary clothes.The objective, which may affect the team’s

composition and its deployment schedule.Local security, which may affect freedom of

movement within the receiving country.Task organization of the SLRP, which is

under the direction of the designated portcommander, must consider that—

METT-T will govern the party’s corecomposition. Unit personnel and equipment,procedures for deploying to and activatingAPA assets in country, and required face-to-face coordination will affect the makeup ofthe party core.At a minimum, the SLRP should includerepresentatives of the port commander, the

movement control team (MCT), the LSE, andthe combat brigade.The party should be self-supporting relativeto communications, transportation, rations,and personal security.The party’s size, mission, and scope will

always depend on the situation. -

Advance PartyAn advance party is formed from the

brigade, division, and echelon-above-divisionsupport elements. It also includes the US ArmyArmament, Munitions, and ChemicalCommand (USAMCCOM) AST. The ASTdeploys to provide accountability and visibilityof ammunition arriving in theater. The primarytasks of the advance party are to arrange for thereception of the main body and airliftedelements, rendezvous with the APA ships tocontinue depreservation procedures, and assistin port support and discharge operations. Theadvance party deploys before the main body andshould include (as a minimum) battery teams,fuel handlers, drivers (wheeled and trackedvehicles), and property book and supplypersonnel.

Main BodyThe main body is the balance of forces that

remain after the advance party has deployed.The deployment of the main body is sequencedto receive equipment and supplies, move to theTAA, and prepare for continued operations.RSO&I is essential to the main body’s flow beingrelatively uninterrupted to permit expeditiousclosure. Forces must not be introduced fasterthan logistics support is provided from thedischarge and throughput process. Forcesshould arrive in theater no more than 24 hoursprior to arrival of the first APA ship.

Rear Echelon ForceThe rear echelon force will assist the advance

party and main body with their deploymentfrom home station, establish the reardetachment, and ensure the accountability ofnondeploying assets and equipment.

5-3

CHAPTER 6

Reception, Staging, Onward Movement,and Integration

RSO&I is a crucial phase of an APA operation. It begins on arrival of the firstAPA ship or the first aircraft of the main body at the designated APOD/SPOD. It ends when adequate equipment and supplies are discharged andissued to awaiting units; C2 communications are established; units havemoved to the TAA; and the ARFOR commander reports that all essentialelements of the heavy brigade have attained combat readiness. The brigade’ssimultaneous or subsequent tactical operations and movements to thoseoperations are not considered part of the APA operation.

RESPONSIBILITIESDiscussed below are the responsibilities of

the AR FOR commander, the Armytransportation composite group, the MTMC portmanagement cell, and the OPP for this phase ofthe operation.

ARFOR CommanderThe ARFOR commander’s responsibilities

for RSO&I operations include—Preparing the RSO&I plan.Synchronizing air movement and APA shiparrival.Establishing operating locations and facilitiesin the marshaling area.Coordinating arrival and discharge ofequipment and supplies from the APAships—in port, across a beach, or acombination of both.Coordinating arrival and discharge ofairlifted elements.Providing personnel, equipment, andtransportation to clear the ports, move forcesto final destination, document actions, andprovide reports.Providing communications and security.

Providing initial life support.Assisting the APA heavy brigade to preparefor its operational mission.

Army CTGThe Army CTG is responsible for planning

and executing transportation operations in themarshaling area. This includes operation of theAPOD/SPOD and all onward movements ofpersonnel, supplies, and equipment from theAPOD and SPOD. Army terminal operations atthe SPOD will include loading, discharging, andhandling in-transit supplies, equipment, andpersonnel between any of the various modes oftransportation. Terminals are established forcargo being transferred at beginning, destination,and in-transit points.

MTMC Port Management CellThe MTMC port management cell is the port

manager for the theater’s common-userseaports. Functions performed in support of theCINCs execution plan include—

Conducting surveys of seaport capabilities.Interfacing with host nation on port-relatedissues.

6-0

FM 100-17-1

Determining the order of work for the portoperator based on CINC priorities.Contracting for stevedoring and relatedterminal services.Booking/administering DOD cargo activitieswith commercial ocean carriers.Preparing ship manifests and otherdocumentation.Operating seaport management systems.Facilitating customs clearance.

Off-Load Preparation PartyOnce on board the vessel, the OPP will

coordinate with the ship’s master for specificguidance regarding authorized operationsaboard the vessel. OPP operations will include(not in order of precedence):

Annotation of equipment shortcomings.Validation of equipment on board andconditions for the port operator and theCommander, AMC LSE.Correction of maintenance problems wherepossible.Annotation of log and weapon books foreach vehicle as required.Maintenance and provision of readinessinformation. -

A more detailed description of these tasks can befound in the AMC OPP SOP and in APA BattleBooks.

Discharge of the ship is the responsibility ofthe port operator. In order to avoid interfering

with ship discharge, OPP functions end anddischarge operations begin at portside. Uponcompletion of OPP functions, AMC personnelnot permanently assigned to the APA shiptransition to the C2 of the AMC LSE ashore.Other non-AMC OPP personnel revert to theirrespective parent organizations as de factoadvance party elements and will providelogistics intelligence to respective organizationsregarding the equipment status and problemsimpacting discharge and receipt as appropriate.

Port Support ActivityThe PSA is a temporary military

augmentation organization consisting ofpersonnel with specific skills that aid the portcommander in receiving, processing, andclearing cargo at both the SPOE and SPOD.Stateside installations are delegated specificports to which they must provide the PSA andother logistics support for deploying personnel.Installation commanders responsible fordeployments should not, where practical, taskdeploying units to support the PSA.

Under OPCON of the port operator, the PSAensures that deploying units’ equipment is readyto be loaded onto vessels or handed over to theunit at the SPOD. PSA functions may includemaintenance, correcting configured equipmentloads, providing security for sensitive cargo, anddriving requirements within the marshalingarea. The PSA provides daily operational reportsto the port commander of cargo received,maintenance performed, and operationalproblems. See Appendix B for more details.

LOGISTICS SUPPORTUSAMC provides the LSE to deploy to the

marshaling area. Early LSE deployment isnecessary to provide maintenance, technicalassistance, equipment accountability andtransfer, as well as other logistics support asneeded. The LSE will provide current tacticalStandard Army Management InformationSystem (STAMIS) baseline and printed handreceipt by unique unit identification code.

The LSE is normally task-organized afterissuance of the warning order and development

of the concept for deployment. LSE (minus),which should be programmed early within theTPFDD, will accompany and receive initial lifesupport from the APA contingency force. TheAPA contingency force will provide an LO to theLSE. As the theater matures, the LSE mustcontinue to receive life support from the theaterbase.

USAMMA will provide an MLST forcoordination and control of Class VIII. TheUSAMMA MLST will depend on the ARFOR for

6-1

FM 100-17-1

life support until the deployment of the theater conjunction with the senior medical C2

medical materiel management center and/or a organization in the theater. The USAMC LSE/medical logistics battalion. Upon completion of USAMMA MLST will perform the temporarythe mission, the USAMMA MLST will receive transfer of accountability for all classes of supplyassignment instructions from USAMMA in as specified in Annex A to Appendix A.

TRANSFER OF ACCOUNTABILITYEach NICP and the service item control

center at the Army Petroleum Center willaccount for and manage APA stocks. TheStandard Depot System and the tactical STAMISwill maintain the custodial records of cargoaboard each of the APA ships.

To facilitate rapid temporary transfer lessClass V during deployment, that is, within 48hours, tactical STAMIS will be on board eachship. When a ship arrives at a port, stocks will bedischarged in quantities as determined by thetheater commander. Temporary accountability ofthese stocks will transfer from USAMC andUSAMMA to the deploying unit. Conceptually,

all material on APA ships will be tagged withstate-of-the-art identification material.

During the redeployment phase, prior toreturning to home station, equipment andsupplies on the tactical STAMIS hardware will beturned in to a designated site within the theaterof operations. Detailed hand-off andaccountability procedures will be developed toensure the most effective and efficient propertytransfer occurs to support the warfighter atdeployment and the reconstitution of APAcapability at redeployment. Accountabilityprocedures are further defined in Annex A toAppendix A and in APA Battle Books.

THE MARSHALING AREAThe marshaling area is an area of sufficient and personnel linkup and staging, supply

size and facilities—airfields, ports, beaches, distribution, assembly, and preparation of forcesstaging and assembly areas—to perform the for employment. See Figure 6-1 for the generalcomplex tasks of arrival, discharge, equipment organization of a marshaling area.

MOVEMENT CONTROLA movement control element will deploy

with the Army transportation element tocoordinate the onward movement of supplies,personnel, and equipment.

Arrival AirfieldControl Group

The AACG is responsible for the receptionand, in conjunction with the movement controlteam, the coordination of onward movement.

DISCHARGEAPA deployment to a port with sufficient

pier space and staging areas to accommodate thesimultaneous pierside discharge of two or more

The AACG provides an interim capability untilthe arrival of the air traffic movement controlteam.

Port Support ActivityThe PSA provided by the APA contingency

force will assist in the throughput of the APAequipment. The PSA, which is OPCON to theport commander, includes the OPP andadditional personnel, for example, drivers andmechanics.

OPERATIONSAPA ships is the preferred method of discharge.Where possible, select the best unconstrainedport in the AO. Unconstrained ports have

6-2

FM 100-17-1

multiple deep-draft shipping pier space, clear discharge operations will be conducted using ashipping channels, land-based cranes, and combination of unimproved ports (that is, somesufficient staging area. If sufficient LOTS will be required) and/or over a bareunconstrained ports are not available, then beach.

AIR OPERATIONSOnce aircraft are discharged, personnel and

cargo come under ARFOR control for RSO&I.The CTG and movement control elementcoordinate this phase.

Ideally, the APOD is located in proximity tothe SPOD. APOD operations must meetrequirements of the TALCE and AACG.Designation of discharge ramps and holdingareas will be accomplished jointly by the TALCEand AACG. Holding areas will be establishedsufficiently clear of the discharge ramps to avoidcongestion and to facilitate loading passengers

and equipment of the arriving units. Facilitieswill also be established for AACG and TALCEsupport C2, communications, and life support.

Air cargo transfer operations within thetheater also take place at other Air Force andArmy air terminals. The ARFOR may beresponsible for loading and discharging AirForce and Army aircraft at forward or smallaustere landing fields that are not a regularlyscheduled stop for theater airlift. An Army cargotransfer company or AACG can provide thiscapability.

6-3

FM 100-17-1

PORT OPERATIONSOcean water terminals are classified as fixed-

port facilities, unimproved port facilities, orbare-beach facilities. Discharging APA shipspierside in port accelerates throughput, requiresless persomel than a beach operation, andreduces the potential for damage or loss tosupplies and equipment. Ports are far lesssusceptible to the effects of sea state and weather.On the other liand, port operations require moreinterface with the host nation and increase thelikelihood of encountering restrictions onhandling and transporting ammunition, POL,and hazardous cargo. Civilian ship traffic, laborunions, and general port congestion must also beconsidered.

Fixed-Port FacilitiesFixed-port terminals are an improved

network of cargo-handling facilities specificallydesigned for transfer of oceangoing freight,vessel discharge operations, and port clearance.Deep-draft oceangoing vessels come alongside apier, ship, or quay and discharge cargo directlyonto the apron. Most cargo is moved into openor covered in-transit storage to await terminalclearance. Selected cargo may be dischargeddirectly to land transport. Fixed-port facilitiesmay also have state-of-the-art facilities andequipment to support cargo discharge and portclearance operations.

Unimproved Port FacilitiesUnimproved port facilities are those where

at least one of the following conditions make itless productive than a fixed-port facility:

Port not designed for the type cargo carried,that is, containers.Lack permanent fixed equipment or thewrong type equipment in working areas.

Insufficient berth length and/or water depthalongside the berth for the type vessel used.Exposure to the elements and passing trafficthat hinders vessel operations.Damaged fixed port.Any one or a combination of these

conditions qualifies a port as an unimprovedport facility and may require augmentation froma terminal service company and shallow-draftlighterage to discharge vessels.

Bare-Beach OperationsIn bare-beach operations, Army lighterage is

used to transport equipment and cargo fromship to shore for discharge across the beach. Nofacilities equipment or infrastructure may existat the site to discharge cargo or conduct port-clearance operations. Beach terminals requirespecifically selected sites where cargo isdelivered by lighterage to or across the beachand into marshaling yards or onto waitingclearance transportation.

LOTS Loading and DischargingLOTS loading and discharging operations

are conducted over unimproved shorelines;through fixed ports partially destroyed; throughshallow-draft ports not accessible to deep-draftshipping; and through fixed ports that areinadequate without using LOTS capabilities. Formore information on LOTS, see Joint Pub 4.01-6.

POL and AmmunitionPOL and ammunition should not be held in

the port or port overflow areas but should betransported directly to the storage sites. Ideally,separate terminals would be designated for theseoperations.

MOTOR TRANSPORTThe Army CTG will provide motor transport intermediate points along line-haul routes

assets to move unit equipment, supplies, and serving as a connecting link between local-haulpersonnel to the TAA until the corps support and line-haul service or where terraingroup (if any) is established. Motor transport necessitates a change in the carrier or mode.terminals are located at both ends and Cargo transfer companies and trailer transfer

6-4

FM 100-17-1

points can also provide limited local hauling are available, the HNS will control/provide thisservice in and around motor terminals. Where function.the tactical situation permits and assets/services

INLAND TERMINALSInland terminals are established for movement control element recommends

transshipment of supplies, equipment, and terminals serving rail and inland waterwayspersonnel along theater air, inland waterway, along existing routes whenever sufficient liftrail, and motor transport routes. The senior capability cannot be provided by motor and air.

6-5

CHAPTER 7

Employment, Redeployment,and Regeneration

Employment of APA combines the efforts of its subordinate battalions toperform tactical tasks as part of a JTF or combined force. The key to successfuloperations is the brigade’s ability to synchronize maneuver battalions andintegrate CS and CSS combat multipliers in support of the overall brigadeeffort. Upon the successful completion of operations, the APA brigade must beredeployed. Redeployment is the movement of the APA forces from a theaterof operations to follow-on designated CONUS or OCONUS locations.Regeneration is the rebuilding of the force for future conflict.

EMPLOYMENT

The APA brigade will use its uniquecapabilities to conduct combat operations acrossthe range of military operations. It will operatein a wide range of political, military, andgeographical environments. The employmentphase—the operational use of the heavybrigade—begins when the brigade is tacticallyand logistically prepared and has moved into theTAA. It ends with the cessation of hostilities.

DeploymentAlthough the APA brigade maybe deployed

independently, it is normally deployedincrementally as part of a larger force. Theinstallation, its higher headquarters, other armedservices, the host nation, and units already in theAO assist the brigade. It must be able toreassemble rapidly into a division-size force andestablish the basic battle command and liaisonfunctions with the responsible in-theaterheadquarters.

MissionThe APA armored brigade combines the

efforts of its subordinate battalions to performtactical tasks as part of a JTF or combined force.The key to successful operations is the brigade’s

ability to synchronize maneuver battalions andintegrate CS and CSS combat multipliers insupport of the overall brigade effort.

The armored brigade’s primary mission is toclose with and destroy enemy forces usingmobility, firepower, and shock effect. It defeatsenemy assaults by defensive fires, obstacles,mines, and counterattacks. Tactical missions ofan armored brigade involved in an APAoperation, both in war and MOOTW, include—

Engaging and destroying enemy forcesduring standard armor operations usingmobility, firepower, and shock effect incoordination with other arms.Conducting offensive and defensivemissions.Providing security, reconnaissance, andantiarmor firepower to a light infantry,airmobile, or airborne division or the USMCduring a contingency operation.Conducting, expanding, and sustaining alodgment for follow-on forces incoordination with other arms and services.Reinforcing a lodgment established by theArmy early-entry forces or by USMCamphibious assault units.

7-0

FM 100-17-1

Augmenting an amphibious deployment oroperation.Providing an armored force capability to aMarine expeditionary force during acontingency operation.Reinforcing an ally with a credible force priorto hostilities and sustaining relations withallies and coalition partners through routineexercises and operations.Conducting a show of force.Establishing a sizeable combat force to enableclosure of additional forces and supporting ahigher commander’s operation or campaignplan.

CapabilitiesThe brigade’s capabilities include—Conducting sustained operations in allenvironments.Moving rapidly.Exploiting success and pursuing a defeatedenemy as part of a larger formation.Conducting limited security operations, thatis, screens and guards.Conducting defensive operations or delays insector over large areas.Conducting offensive operations.

LimitationsDue to the density of organic tracked

vehicles, the armored brigade has the followinglimitations:

Dense jungles and forests, steep and ruggedterrain, and significant water obstaclesrestrict its mobility.Urbanized terrain impedes maneuver.Substantial numbers of heavy equipmentlimit strategic mobility.It consumes significant amounts of supplies,especially Classes III, V, and IX.

OperationsThe APA brigade is capable of conducting

operations in peacetime, conflict, and war.

Force Projection OperationsCombat operations might begin well before

the entire brigade is on the ground and combat-effective. With the exception of mobilization anddemobilization, the following paragraphsdiscuss the stages of force projection operationsas they apply to the armored brigade within thecontext of an APA operation. For moreinformation on mobilization and demobilization,refer to FM 100-17.

Entry Operations.Entry operations for the APA brigade will

vary. Entry may be in direct support of a hostnation or another forward deployed force. Forceprotection is a vital consideration. Although notalways the case, the brigade will generally beunopposed. Examples of unopposed entrywould be the conduct of a combined trainingexercise or a show of force. However, even thepresence of sporadic sniper and mortar fire or thepossible presence of ongoing guerilla activitieswill cause the brigade to organize for combatoperations as a force protection measure.Unopposed entry may therefore involve a certaindegree of ongoing hostile action in the AO. Ifother elements of a contingency force conductinitial entry operations (see Figure 7-1), thearmored brigade is incorporated into the secondstage—the buildup of forces—then into offensiveor defensive operations. During buildup, thecontingency force—

Establishes a forward operating base.Closes the remainder of the force.Expands the lodgment.Links up with other joint and/or combinedforces.Moves out to engage the enemy in offensiveand defensive operations.

Combat Operations.This stage of an APA operation consists of

the actual mission or operation to be conducted.The armored brigade’s operation begins when itis introduced into the airfield, beachhead, and/or port in the contingency area (see Figure 7-2).The brigade reinforces and supports its own oranother unit’s assault force and established

7-1

FM 100-17-1

7-2

FM 100-17-1

lodgment. The brigade might conduct missions fire weapons. The armored brigade’s forces areto— employed as necessary to destroy, delay, or

Defend US citizens and interests abroad.Support US foreign policy.Promote regional stabilityDefuse a sudden crisis or containspontaneous conflict.

disrupt enemy forces threatening the lodgment.Because the force buildup and combat action ofthis phase are the most critical points for brigadeand higher staff planners, they must ensure thatthe brigade is fully resourced for the mission (seeFigure 7-3).

Conduct short-notice humanitarianassistance.Conduct short-notice disaster reliefoperations.Conduct noncombatant evacuationoperations (NEOs).Conclude military operations on termsfavorable to US interests and objectives.Reconnaissance and force projection remain

Postconflict/Postcrisis OperationsOnce combat operations are completed, the

deployed brigade transitions into postconflictoperations. It may be required to participate inthe following activities:

Restoring order.Reestablishing host nation infrastructure.Preparing for redeployment.

crucial to any operation the brigade conducts The armored brigade may be called upon toduring this phase. Sufficient combat power is conduct any number of missions duringgenerated and tactical operations conducted to postconflict operations. Battalions andfully secure the lodgment area by expanding the companies from the brigade may be assignedsecurity area out to the range of enemy indirect separate missions over extended geographical

7-3

FM 100-17-1

areas. In these cases, the brigade will need tointeract closely with the higher headquarters intheater and the host nation. The brigade shouldalso consider the possibility of conductingMOOTW listed below. See FM 100-23 for acomplete listing of MOOTW missions.

Noncombatant Evacuation Operations

NEOs remove threatened civiliannoncombatants from locations in a host nation.They normally affect US citizens but may alsoinclude selective evacuation of host nation orother nationals. NEOs involve a swift insertion ofa force and possible temporary occupation of anobjective, followed by a rapid withdrawal.

The armored brigade options for NEOsdepend on the operational environment. Hostnation capabilities, to include airstrip facilities,will play a major role in determining forceoptions. The brigade commander shouldconsider a task organization option that providesboth early response to a developing situation andthe capability to quickly expand should theenvironment become more hostile. For moreinformation on NEOs, refer to FM 90-26.

Shows of Force and Demonstrations

Shows of force and demonstrations lendcredibility to US promises and commitments,increase the nation’s regional influence, anddemonstrate its resolve. They can take the formof combined training exercises, forwarddeployment of APA elements, or the actualintroduction and buildup of the APA forces in aregion.

Security Assistance

Security assistance operations areundertaken when a friendly or allied nation facesan imminent military threat. These operationsnormally focus on providing additional combatsystems (weapons and equipment) or supplies.However, they may include the full range ofsecurity assistance, to include financial andtraining support. Some may require thedeployment of combat systems, supplies, andpersonnel from APA (see FM 100-23).

Peacekeeping Operations

Peacekeeping operations supportdiplomatic efforts to maintain peace in areas ofpotential conflict. During this type of operation,the brigade deters violent acts by its physicalpresence at violence-prone locations. The brigadewill accomplish this by conductingreconnaissance and security missions to collectinformation, to include occupying observationposts and conducting patrols (see FM 100-23).

Peace Enforcement Operations

These operations are intended to haltviolence and reinstate normal civil activities.They often evolve into peacekeeping operations.When the brigade conducts this type ofoperation, it may be opposed by considerablenumbers of belligerents in a situation that couldsuddenly deteriorate into combat. Brigadeplanners should consider force protection,evacuation, and the potential for offensive anddefensive combat operations (see FM 100-23).

REDEPLOYMENTFor APA operations, redeployment is the

movement of the APA forces from a theater oforerations to follow-on designated CONUS orOCONUS locations. Prior to redeployment, theAPA forces will turn in all issued APAequipment and supplies to USAMC/USAMMAor designated agencies. They will retain TAT andNAP. This discussion is limited to those areas

that will affect the APA force. For additionalinformation on redeployment, refer toFM 100-17.

Redeployment ProcessThe redeployment process begins after

combat operations reconstitution, when the force

7-4

FM 100-17-1

closes upon the RAA. During redeployment,contracts for transportation of materiel andmaintenance may be used extensively toregenerate the force. The force requests thesupporting movement control agency to providemovement authorization to move from the TAAto the RAA. Redeployment for the APA forces isconducted in the following six phases. For moreinformation on each of these phases, seeFM 100-17.

Reconstitution for strategic movement.Movement to redeployment assembly areaand turn-in of APA equipment and suppliesto USAMC/USAMMA.Movement to POE.Strategic lift.Reception at POD.Onward movement from POD.

Tactical ReconstitutionThe CJCS may direct the CINC to replenish

APA catastrophic losses. Tactical reconstitutionof heavy brigade forces in theater will be fromthe CINC’s in-theater on-hand assets. Actionsmust be taken to restore APA equipment to adesired level of readiness commensurate withmission requirements and available resources.Tactical reconstitution normally occurs in placeand can vary in scope from replenishment ofconsumable supplies, ammunition, end items,and medical supplies to complete unitreplacement. Though the APA forces haveturned in equipment to USAMC/USAMMA,they must comply with all stipulations of theredeployment execution order.

Turn-In ProceduresAfter units have fixed, cleaned, and

inspected their equipment and moved to theRAA, they initiate turn-in of APA equipment and

supplies. Turn-in will be in accordance with theprocedures coordinated by the ARFOR/heavybrigade commander and the representatives inthe AO. Upon completion of equipment transferto USAMC/USAMMA, brigade personnel willbe manifested for deployment back to homestation or another theater.

The objective of the brigade in this stage is toturn in equipment to USAMC/USAMMA orother designated organization and redeployassets no longer needed. Postconflictrequirements will have a great impact on theflow of these assets. The brigade must considerredeployment as a separate and distinctoperation and that it may not be to home stationbut to another contingency AO. Force protectionremains a crucial consideration during thisphase.

Transfer of AccountabilityAfter the completion of an operational

mission, equipment will be moved to apredesignated staging area for transfer ofaccountability back to USAMC and USAMMA.In the staging area, accountable officers fromUSAMC, USAMMA, and the APA forces willtransfer accountability of equipment. RetailSTAMIS turn-in procedures should be used tofacilitate accountability transfer from retail toUSAMC.

USAMC will inspect, receive, dispose, orretrograde all accountable materiel turned in bythe redeploying APA forces. The APA forces willaccount for all missing major items lost while intheir custody or control. The departing units willturn in Classes I, II, III(P), IV, V, and IX suppliesto USAMC and Class VIII to USAMMA Materielwill be redistributed, retrograded, or disposed ofin accordance with sound supply and economicprocedures. Appendix A identifies proceduresfor turn-in of equipment.

REGENERATION

The regeneration process begins in theater unit integrity, especially if recently engaged in aprior to redeployment and continues after arrival greatly dispersed operation during postconflictat home station. The brigade may need to rebuild operations. The brigade will also need to account

7-5

FM 100-17-1

for all its equjpment and soldiers prior toredeployment. Once back at home station, thebrigade should focus on reestablishing itself athome station and reverting back topredeployment activities.

Because of the enormity of the requirementto regenerate major end items, the APA brigadeequipment may require a retrograde back to amaintenance facility outside of the AO forrefurbishment, replacement, and represervationprior to another deployment. The regenerationof APA equipment will require large-scalereassembly of supplies and maintenance ofequipment and an extended period of time toaccomplish. USAMC is responsible forregenerating the APA package for supplies andequipment, and USAMMA for medical materiel.The APA Battle Books provide more detailedinformation on regeneration requirements.

This section outlines the basic proceduresrequired to regenerate the strategic capability ofAPA assets to predeployment standards in thecontingency AOR. DA will providesupplemental guidance regarding APAregeneration conducted in a location other thanthe contingency AOR.

Strategic regeneration of APA assets beginsprior to the end of hostilities. Detailed planningat every command level is essential tosuccessfully restore the strategic capabilityrepresented by the combat brigade afloat. TotalArmy involvement is necessary—from theindividual soldier to the DA level. Once the CJCScommits to a contingency, the AR FORcommander is responsible for planning theregeneration in concert with DA, USAMC,USAMMA, the supporting CINC, and otheragencies.

ConsiderationsAPA regeneration is a lengthy and complex

process that involves many uncertainties.Because of the difficulty in sourcing major enditems/stocks/supplies for APA, regenerationmay be conducted in a location other than thecontingency theater. The primary considerationsfor regeneration are to determine—

To what extent it is required.Requirements for each unit.

Support resources: units and elements toperform the function; availability of suppliesand equipment; location; and identificationof ships to support APA reload.Necessary actions: establishment ofmaintenance standard for regenerated APAequipment; review of inventories (sets, kits,outfits, prescribed load lists (PLLs),authorized stockage lists (ASLs), basic issueitem); reorder of major end items;nonexpendables and sustainment stocksconsumed or lost in combat; and separationof TAT/NAP by losing unit.Key influences on the location to conduct

APA regeneration are—Site requirements (space) for the differentequipment/stock processing areas.Ability to sustain supporting forces.Location and capabilities of maintenance andport facilities.Condition of equipment and supplies beingregenerated.Equipment and supply retrograde plans.Transportation requirements.Preparation for regeneration of APA assets is

driven by METT-T. Initial notification of intent toregenerate APA assets must be made early toallow sufficient time for planning sea LOCtransit of required stocks/supplies to fillshortages.

ResponsibilitiesThe nature and concept of APA operations

will probably place the employment area at aconsiderable distance from CONUS.Regeneration, therefore, will requirecooperation, coordination, and detailed planningto return the APA units undergoing regenerationto an operational status in a rapid manner.

Chairman,Joint Chiefs of Staff

With recommendations from the CINC, DA,USAMC, and USAMMA will decide whether ornot to regenerate the combat brigade. CJCS willnotify all responsible agencies of its decision.

7-6

FM 100-17-1

Department of the ArmyDepartment of the Army will—Specify maintenance standard for transferfrom losing units to USAMC.Specify standard requirements codes/defineforce modernization requirements and endstate structure.Direct sourcing actions, equipment, supplies,and funds.Determine time-line requirements forregeneration.

Army ServiceComponent Commander

The ASCC will—Identify units and locations for theregeneration effort in concert with DA,USAMC, and USAMMA.Develop planning guidance for unit activitiesto accomplish regeneration (regenerationplan).Identify serviceable assets (stocks andequipment) to replace APA assets inassociation with USAMC/USAMMA.Determine regeneration location (in AOR orat another location).

US Army Materiel CommandLogistics Support Element

The USAMC LSE will—Determine resources required to return APAassets back to predeployment operationallevels, including all classes of supply exceptClass VIII.Assist the combat brigade in conductingserviceability and maintenance inspections.Assist the DS maintenance company inperforming required repairs.Validate and requisition replacements for allequipment and supply shortages beyond thelosing unit’s ability to fill or replace.Act as HQDA executive agent to ensure unitequipment sets are configured and uploadedin accordance with authorization documents.Organize unit equipment sets in accordancewith APA authorization documents inpreparation for loading on ships.

Coordinate changes to APA ship load planswith HQDA and MTMC.Reestablish APA STAMIS data bases.

US Army Medical Material AgencyMedical Logistics Support Team

The USAMMA MLST will—Determine resources required to return APAmedical assets back to predeploymentoperational levels.Assist medical units in conductingmaintenance and serviceability inspections.Validate and requisition replacements for allequipment and consumable supply shortagesbeyond the losing unit’s ability to fill orreplace.Organize medical equipment sets inaccordance with APA authorizationdocuments in preparation for loading on theships.Coordinate changes to APA ship load planswith HQDA and MTMC.Reestablish APA STAMIS data bases.

Military TrafficManagement Command

MTMC will—Designate SPOEs and SPODs.Coordinate upload requirements with theCTG or establish contracts for stevedores andequipment required to support reload of APAships.Serve as port manager with overallresponsibility for the upload of APA ships.Provide port services as required.Develop stow plans based on commander’sintent.

Army Service Component CommanderCOSCOM/CSG

The ASCC will—Provide C2 for APA regeneration.In compliance with USAMC LSE, USAMMAMLST, MTMC, and the combat brigade,establish an RAA, equipment processing area,

7-7

FM 100-17-1

call forward area (CFA), and a sterile area forAPA regeneration to conduct maintenance,inventory, equipment and sustainment stockconfiguration, agricultural inspection/correction and equipment washing.Provide maintenance support to unitsundergoing regeneration within capabilities.Provide a PSA to assist APA vessel uploadoperations.

Combat Brigade Regenerating UnitsThese units will—Provide required security for the RAA.Assemble the combat brigade/regeneratingunits in the RAA.Conduct a maintenance inspection of allvehicles and equipment; conduct unit- andDS- level maintenance to correct deficiencieswithin capabilities; place repair partsrequirements on requisition in coordinationwith COSCOM/CSG/LSE/MLST direction;update STAMIS software disks with currentinformation.Inventory all supplies and equipment andprepare turn-in documentation in accordancewith applicable regulations; reordershortages in coordination with ASCCsupport command/COSCOM/CSG/LSE/MLST direction.Separate/segregate TAT/NAP equipment.Conduct preagricultural inspections.Wash and clean all equipment to meet USDepartment of Agriculture (USDA)standards.Move APA equipment to other marshalingareas directed by ASCC support command/COSCOM/CSG, USAMC LSE, andUSAMMA MLST.Provide personnel to support the movementof APA equipment and sustainment stocksthough the RAA and equipment processingarea.

Army Composite Transportation Group

7-8

The Army CTG will—Establish port areas for reception, customsinspection, agricultural inspection, and

loading of APA equipment and containerizedsustainment stocks.Document cargo in cooperation with MTMC.Reestablish radio frequency (RF) tags.Serve as port operator as tasked by MTMCfor upload of APA equipment and supplies.

Areas Of ActivityTable 7-1 depicts the four areas in which

strategic regeneration activities occur. Becauseregeneration is driven by METT-T, variouschanges may occur in the areas or in thesequencing of activities within the areas.

Redeployment Assembly AreaUpon conclusion of the contingency mission,

the combat brigade/regenerating units will closein and consolidate on a designated RAA toassess the readiness status of the equipment andstocks and begin initial preparations forredeployment. The RAA and all activities withinit are under the C2 of the combat brigade/regenerating units. The units must—

Separate and segregate TAT/NAPrequirements brought from home station.Inspect all equipment and correctdeficiencies.Inventory equipment to determine shortagerequisition requirements.Prepare requisitions for all supplies/equipment expended during thecontingency.Prewash all equipment.

Equipment Processing AreaThe combat brigade/regenerating units will

move to the equipment processing area as calledforward by USAMC LSE and USAMMA MLST.Within the equipment processing area, thefollowing actions/activities will occur:

USAMC LSE/USAMMA MLST will conducta joint inventory of all equipment andsupplies in preparation for transfer ofaccountability.

FM 100-17-1

Shortage annexes will be prepared andequipment and supply requisitions verified.The losing unit and USAMC LSE/USAMMAMLST will conduct a technical inspection toensure all equipment meets 10/20 standards.USAMC LSE and USAMMA MLST willassist the warfighter in correctingdeficiencies.Sustainment stocks will be inventoried,requisitioned if required, and transferred toUSAMC LSE and USAMMA MLST.USAMC LSE will upload STAMIS withcurrent information.The combat brigade/regenerating units willwash and clean all equipment to meet USDAstandards.When USAMC LSE and USAMMA MLST aresatisfied with the state of readiness of theequipment and supplies, accountability willbe transferred.

The equipment processing area is under theC2 of the USAMC LSE. It mayor may not belocated within the confines of the port facility.

Call Forward Area

The PSA will move equipment andsustainment stocks to the CFA as directed by theport operator in coordination with USAMC LSEand USAMMA MLST. The USDA will conductthe agriculture inspection. Equipment failinginspection will move to a wash rack to berewashed. Equipment passing the inspectionwill move to the LOGMARS/RF tag station to bemarried up with secondary loads and thenmoved to the represervation station for finalrepreservation activities. Equipment is separatedand segregated by task force for ship loading,The CFA is under C2 of the port operator incoordination with USAMC LSE and USAMMAMLST.

7-9

FM 100-17-1

Sterile Area

The PSA moves equipment to the sterile area available, the CTG will load all equipment ontowhere, if required, it will undergo a final rinse the ship using PSA drivers. MTMC willprior to being loaded on the ship. When contract document the upload, providing HQDA andservices are available, MTMC will contract for all USAMC LSE with deployment stow plans.required port-operating functions. If they are not

7-10

APPENDIX A

Commander’s Guide toDeployment Operations

This appendix establishes guidance for moving to the theater of operationsand issuing, accounting for, and turning in APA equipment sets and supplies.Its purpose is to minimize the time required for deployed units to receive APAequipment and to return it upon completion of a contingency mission. Thisguidance applies to all units designated to receive APA equipment andsupplies.

PLANNING/TRAININGUpon notification of an APA mission, units

will—Incorporate APA training into their annualtraining calendars.Receive initial copies of battle book and otherAPA-related manuals, SOP, and lessonslearned from DA DCSOPS APA MTT.Receive dates for train-up with the APA MTT.Initiate development of brigade internal APASOP.Initially identify positions for the LO andSLRP.Finalize the annual training calendar.Identify APA brigade task organization, toinclude all battalion/task forces, CS, and CSSunits. Future APA train-up should beconducted under this task organization foractual deployment.Identify C2 relationships and receivenotification of general officer designatedresponsibility for all APA activities.Receive updated Standard Property BookSystem-Redesign hand-receipts by uniqueunit identification code and APA stow plans.Identify unit equipment shortfall TAT andNAP equipment, along with actual TAT/NAP equipment, and report to higherheadquarters for transportation scheduling.Develop plans for stay-behind equipment.

Prior to accepting the APA mission, unitswill—

Conduct unit training, to include platoon,company, and battalion Army training andevaluation programs, and qualify allpersonnel on individual weapons.Finalize personnel shortfalls andnondeployables.Finalize APA TAT/NAP identification listsand update AUEL in TC ACCIS.Finalize movement plans to the APOE.Identify brigade organization for MTTtrain-up.Ninety days out, FORSCOM will notify all

concerned commands of the brigade contingencyforce pool units selected for an APA mission. Theformal portion of this cycle begins with thearrival of the MTT. As part of the training cycle,an APA MTT will arrive at the unit’s locationbefore it enters the mission window and—

In-brief the entire chain of command, toinclude the support structure (corps,division, installation, brigade, and CSScommanders and staffs), to give allparticipants an overview of the program,establish relationships, and assignresponsibilities.Provide updated APA ship battle book data,to include complete equipment lists, currentmaintenance status of equipment and

A-1

FM 100-17-1

supplies aboard APA ships, review of loadplans, and identification of any forcemodernization issues.Establish an initial equipment transfer plan.Conduct an intensive training session onOPP requirements, procedures for discharge,and accountability transfer.Inform the brigade of source of intelligenceequipment required for linkages withintheater if it is not already available.Perform liaison visits to appropriatecommands.The supported CINC will provide

command/theater orientation briefings,informing the brigade of—

Initial familiarization with the CINC’sinternal procedures.Current intelligence reports about the AO.

Current status of the infrastructure.Command relationships.The brigade’s responsibilities in the AO.As the responsible agency, the director of

logistics/G4 will finalize unit load plans andpersonnel manifests and otherwise prepare theready brigade to deploy to the APOE. Thedeploying brigade will—

Become familiar with the exact compositionof the APA package.Identify potential problems.Finalize its NAP and TAT requirements.Establish initial procedures for the advanceparty and the transfer of equipment.Establish liaison procedures with OPP.Develop family support plans.Prepare for overseas movement.

MISSION CYCLEUnits designated to draw and fight with

APA equipment should conduct a BCTP-styleseminar in which all involved activitiesparticipate. The seminar will rehearseprocedures, exercise communication links,exercise the intelligence structure, refine liaisonrequirements, identify voids and gaps, and allowall participants who do not routinely worktogether to establish familiarity, establishpriorities, and focus on future training. Theremainder of this cycle consists of sustainmenttraining, rehearsals, and continuous liaison inpreparation for actual deployment. Beforeentering this cycle, the brigade should determinethe time line (N-hour sequence) and identifyshort-term training needs. Following is thesequence of tasks to be completed during themission cycle.

Final preparation prior to deployment:Coordinate alert for units from otherinstallations.Refine AUEL in TC ACCIS.Refine notification procedures.Prepare the SLRP for deployment.Coordinate departure with divisiontransportation.

Alert/movement to theater of operations:Activate stay-behind plan.Deploy the SLRP.Deploy advance party.Prepare TAT/NAP for shipment.Activate movement plan to APOE.Depart main body from APOE.Activate force protection plan.

RSO&I, at which stage the SLRP and advanceparties will arrive:

Initiate coordination and preparations forlife support.Review site configuration and issueprocedures in preparation for receipt bythe advance party.Make contact with the MCT to coordinatemovement to the marshaling area and tothe port and sources of logistical supportin both areas.Coordinate transportation support andmovements procedures with the airterminal MCT for arrival of the advanceparty and main body.

A-2

FM 100-17-1

Coordinate billeting and life support (food,fuel) with support organization.Review diagram of staging area, plan forreception of advance party; provide to thebrigade commander.Communicate with home station.Establish necessary contracts.Take force protection measures asappropriate.Prepare to receive equipment and supplies,STAMIS hardware, and current tacticalbaselines from APA ships.Prepare to receive and assist main bodyarrival.Provide PSA support.Locate fuel/ammunition upload areas.Locate TAA.Discharge and move equipment andsupplies to staging area.Secure area.Reinforce force protection measures asdictated by the threat.Establish communication with OPP.

On the first flight of the advance party,deploy an accountability team consisting ofthe unit commander or his representativeand required property book and supplypersonnel to transfer accountability andappropriate medical capability. See Annex Bfor accountability transfer procedures.Arrival of the main body in the theater ofoperations:

Move main body to staging area.Configure equipment to unit sets.Transfer accountability to units.Draw sustainment stocks and ammunition.Coordinate support as required with thesupport organization.Coordinate ranges/training areas forfiring.Reinforce forced protection measures asdictated by threat.

Move to TAA: Continue preparation foroperational readiness.

A-3

APPENDIX B

Theater-Opening Force Modules

This appendix outlines the capabilities and command relationships of each ofthe theater-opening force modules, as well as the principal units andequipment they contain. It will enhance understanding of the roles andcapabilities of the theater-opening force modules in accomplishing forceclosure. This guidance applies to all commanders charged with employmentof theater-opening force modules in an APA operation.

COMMAND AND

During the initial stages of the theater- andport-opening efforts, the C2 relationshipspertaining to the RSO&I are of criticalimportance. Use of the four theater-openingforce modules is discussed below. Selection isbased on the type operation support needed.

Theater-Opening ForceModule D

Humanitarian OperationIn this package, the corps support group

commander is the senior overall logisticscommander and the following applies:

As the senior supporting logistics forcecommand headquarters, the CSG is in chargeof the overall logistics effort.The MTMC management cell performs portmanagement functions.Elements of the Army CTG or transportationbattalion (terminal) are the port operator.The supported CINC designates the portcommander based on the specific scenario’sMETT-T.The LSE provides a small element to transferaccountability of the equipment and suppliesdischarged from the APA stocks to thereceiving units.The MMT provides materiel managementsupport and functions on the premise ofsplit- based operations.

CONTROL

The MCT provides movement control foronward movement.MTMC assumes all port operation functionsduring the sustainment phase to free theArmy CTG for subsequent employment insupport of the corps or other requirements,that is, a second major regional conflict orMOOTW requirement.

Theater-Opening ForceModule C

Peace-Enforcing andHumanitarian Operation

In this package, the corps support groupcommander continues as the senior overalllogistics commander and the following applies:

The CSG continues as the senior supportinglogistics force headquarters.Discharge of the heavy brigade RO/ROvessels is unlikely.Discharge of the CSS linebacker vessels, theheavy-lift pre-positioned ship, and one of thecontainer ships for hospital support ispossible.As the tactical situation permits and local or

LOGCAP terminal services become available,MTMC will assume the port operator’sresponsibilities through the use of commercialcontracts. This reduces the requirement for alarge military presence and frees the Army CTG

B-0

FM 100-17-1

for subsequent employment in support of thecorps or other requirements, that is, a secondmajor regional conflict or MOOTW. Notionalcommand organizations for Force Modules Dand C are shown in Figure B-1.

Theater-Opening ForceModule B

Lesser Regional ConflictIn this package, the ASCC support command

or the COSCOM has been deployed and the

respective commander is the senior overalllogistics commander. In addition—

The ASCC support command/COSCOM isthe senior supporting logistics forcecommand headquarters.The Army CTG(-) will have at least oneterminal battalion and one motor transportbattalion for onward movement and portclearance.The CSG(-) will provide PSA support, DSmaintenance, DS supply operations,common- user land transport, Class V

B-1

FM 100-17-1

management (receipt, storage, and issue),and sustainment support for personnelwithin the support command.The APA fleet will probably be dischargedwhere the LSE transfers all stocks to theARFOR commander.

Theater-Opening ForceModule A

Major Regional ConflictIn this package, the ASCC support command

commander is the senior overall logisticscommander and the following applies:

The ASCC commander will normally elect toestablish an EAC support command(formerly TAACOM) to relieve the COSCOMcommander of those responsibilities abovecorps level.

The COSCOM commander may be dualhatted as the ASCC support commandcommander.

The ASCC support command (COSCOM ifdual hatted) will be the senior supportinglogistics force command headquarters.

To accomplish the mission, a probabledischarge of the APA fleet, as well as a drawupon other AWR stocks, that is, AWR-5,Southwest Asia, is needed.

Follow-on divisions require multiple CSGsand a full strength Army CTG or equivalent.

The LSE will significantly expand to providegreater support.

Notional command organizations for ForceModules B and A are shown in Figure B-2.

B-2

FM 100-17-1

MODULE CAPABILITIES AND COMPOSITIONModule compositions expressed in Figures

B-3 through B-6 are generic configurations. Theyare not ends in themselves, but rather startpoints for force planners tailoring capabilities tothe specific requirements of an operation.

Current configurations are based on combatships being discharged as balanced heavybattalion task forces (2x2s with two armorcompanies and two mechanized infantrycompanies) with HHC, an engineer company, anartillery battery, and associated CSS slice. Each ofthe four task force ships’ stow plans will haveaccommodated an entire heavy battalion taskforce, along with PLLs, ancillary equipment, andrequired supplies, including 1.5 tiers of Class Vas ammunition basic load.

Theater-Opening ForceModule D

Module D provides initial port-openingsupport for small humanitarian missions. It canperform as the initial package when opening a

large port operation or as the total package whencarying out a small port operation.

With a LAD of C+4, this module opens airand sea ports to deliver one airborne brigade (byair insertion) and one heavy battalion task force(APA) with required support slice andsustainment. At the seaport, this equates todischarge of the linebacker package (HLPS,auxiliary crane ship, and one LMSR), one LMSR,and selective discharge of sustainment suppliesfrom LASH or container ships. Depending on thelength of the mission, further sustainment mayneed to be discharged from APA ships or shipsfrom CONUS.

Under normal circumstances, this packagecan discharge only one ship at a time. Althoughthe time necessary to discharge a ship dependson the size of ship and type of cargo, a generalplanning factor is 48 hours per ship for mostlarge military RO/RO vessels. Lift-off operationslargely determine discharge time, since they arethe most time-consuming operations.

B-3

FM 100-17-1

The limiting factor for operations underASMP base assumptions—fixed port, adequatemodem facilities, good infrastructure—is theassignment of only one terminal servicecompany. Other assets may become limitingfactors if these base assumptions are not met; forexample, lighterage may become the limitingfactor if the port will not accommodate deep-draft ships. Army lighterage included in thismodule provides limited intratheater sealift.

This module is sufficient for mosthumanitarian relief operations in which thespeed of force closure is not a critical factor. Thetotal size of the force being discharged orsupported is only limited by the CINC’s requireddelivery date for the force. For example, ModuleD could discharge all APA ships in a fixed port,but the discharge would not be completed until

Theater-Opening ForceModule C

Module C provides minimum port supportfor major peacekeeping and humanitarianmissions. With a LAD of C+4, this module opensand operates air and sea ports to deliver oneairborne division (by air insertion) and twoheavy battalions (APA) with required supportand sustainment. Required discharge at theseaport includes the linebacker package, twoLMSRs, and selected sustainment supplies fromLASH and container ships. Further sustainmentdischarge from APA ships or ships from CONUSmay be required for long-term missions.

Under normal circumstances, this modulecan discharge two ships simultaneously. Onceagain, in best-case scenarios, the limiting factor isthe presence of only two terminal servicecompanies. This module has additional assets forconducting discharge and cargo transferoperations in more austere environments.Finally, it provides limited inland support and

long after C+15. enhanced intratheater sealift.

B-4

FM 100-17-1Theater-Opening Force

Module BModule B provides limited port support for

lesser regional conflicts. With an EAD of C+4 anda LAD of C+9, this module opens and operatesair and sea ports to deliver one airborne division(by air insertion) and one heavy brigade (APA)with support slice and sustainment. Seaportdischarge requirements include the linebackerpackage, four LMSRs, and selected sustainmentsupplies from LASH and container ships. Furtherdischarge of APA or surge sealift ships may alsobe required.

This module’s three terminal servicecompanies allow it to discharge up to three shipssimultaneously under normal conditions.Neither its capabilities for operations in moreaustere environments nor its intratheater sealiftcapabilities are significantly greater than ModuleC. However, this module does provide enhancedinland support.

Theater-Opening ForceModule A

Module A provides full port support for amajor regional contingency. It contains all assetsrequired to close the C+15 and C+30 forces ontime in a fixed-port environment. With an EADof C+4 and a LAD of C+19, this module opensand operates air and sea ports to deliver oneairborne division (by air insertion), one heavybrigade (APA), and two heavy divisions withsupport slice and sustainment. This translates torequired seaport discharge of all APA ships andsurge sealift ships. Significant additionalsustainment requirements may exist for lengthyoperations.

Under normal conditions, this module candischarge up to seven ships simultaneously. Itprovides seven terminal service companies, fullinland support, and full intratheater sealiftcapabilities. Portions of this capability reside inthe reserve component, so assumptions

B-5

FM 100-17-1

regarding the relation of S-, T-, or M-day to C- only discharge four ships simultaneously usingday become crucial for meeting ASMP timelines active component units until the reserve terminalfor force closure. For example, this module can service companies arrive.

PRINCIPAL UNITS AND EQUIPMENTAlthough the theater-opening force

modules consist of a variety of units andequipment, those discussed below provide thecapabilities most essential to force closure:

HHC Transportation Group (Composite) -Provides C2 of port-operating and trucktransport units and liaison with MTMC,ARFOR, and JTF. It may also command andcontrol logistics units operating in the portarea.MTMC Port Management Cell - Made up ofpreselected permanently assigned MTMC

military and civilian personnel, performscontingency port management functions. Itprovides rapid transition to war capabilitysince most of the assigned personnel willperform functions similar to their dailypeacetime activities. An early deployer, thiscell is the port manager in all scenariosranging from bare-beach LOTS to modern,highly developed water terminals. As thetactical situation permits, it assumes the portoperator’s responsibilities through the use ofcommercial contracts or HNS.

B-6

FM 100-17-1

HHC Transportation Battalion (Terminal) -Provides C2 to terminal service, heavy crane,cargo documentation, and watercraft units.HHD Transportation Battalion (MotorTransport) - Provides C2 to motor transportand support units.Contract Supervision Detachment - Needsthe support of a contracting office withfinance and legal support to contract forcommercial port and transportation support.Terminal Service Company - Capable ofdischarging two ships at a time in fixed-portoperations or in JLOTS, must be augmentedby drivers from a PSA provided by thereceiving force.Automated Cargo Documentation Detach-ment - Provides information interface withworldwide port system. Its personneloperate LOGMARS seamers through-outport and document the receipt of equip-ment /cargo. They prepare manifest data forMTMC and receipt data for the receivingunits.Heavy Crane Detachment - Augmentsportside commercial crane support orprovides heavy lift capability whencommercial cranes are unavailable ordamaged. It also provides heavy lift beachdischarge capability in bare-beach JLOTS.Cargo Transfer Company - Assists in corpsarea by operating arrival/departure airfieldcontrol groups, inland terminals, andrailheads. The unit is equipped with roughterrain container handlers, rough terraincontainer cranes, 10K and 4K forklifts, and asquad of trucks for local distribution ofequipment and supplies.Logistics Support Vessel - Has a 2,000-short-ton capacity, 8,000-mile range and is self-deployable any place in the world. Normallyrequiring a port or floating causeway pier toconduct discharge operations, it performsship-to-shore movement to damaged port orbare beach. It also performs port-to-portmovement along water main supply routesand intratheater and intertheater sealift onwater LOC.Heavy Boat Company (LCU 2000) - Has a350-short-ton capacity, 4,000-mile range, and

is self-deployable or can be moved by aheavy lift ship. It normally requires a port orfloating causeway pier to conduct dischargeoperations. It performs ship-to-shoremovement to damaged port or bare beachand port-to-port movement along thewater’s main supply route.Medium Boat Company (LCM-8) - Performsship-to-shore movement to damaged ports orbare beaches and inland-waterwaymovement along water MSRs. The vessel,which has a 60-ton capacity, must be movedby strategic lift into an AO.Company Headquarters Floating Craft -Provides C2 to Army watercraft, includingtugs, floating cranes, liquid barges, LARCLX, and causeway craft.Floating Crane Detachment - Provides afloatheavy lift capability for cargo discharge andassists in water salvage operations. It has a100-ton lift capacity.Large Tug Detachment - Berths deep-draftships and maneuvers floating crane andpetroleum barges.Small (Pusher) Tug Detachment - Operatespusher tugs from pre-positioned LASH shipsand moves LASH barges from ship to shore.Two pusher tugs are loaded aboard each ofthe pre-positioned LASH ships. Licensedoperators are available in the Army CTG.Liquid Cargo Barge Detachment - Operatespetroleum barges that provide fuel to Armywatercraft. Its fuel capacity is approximately180,000 gallons.LARC LX Detachment - Transports beachpreparation equipment from ship to shore forbare-beach JLOTS and moves cargo fromship to shore. The vessels have a loadcapacity of 60 tons.RO/RO Discharge Facility Detachment -Assembles and maintains RRDF to provideRO/RO interface from deep-draft ships toArmy and Navy watercraft duringdegraded-port or bare-beach JLOTS. Itrequires 9-11 modular causeway sections(MCSs). The current contract is for sufficientMCSs to construct three RRDFs.

B-7

FM 100-17-1

Causeway Ferry Detachment - Assembles,operates, and maintains causeway ferries tomove cargo from ship to shore. A single-width ferry requires three MCSs and onepowered section or side-loadable warpingtug (SLWT). A double-width ferry, capable oftransporting 40-foot containers, requires sixMCSs and one powered section or SLWT. Thecurrent contract is for sufficient MCSs toconstruct four single-width ferries.Floating Causeway Pier Detachment -Assembles, emplaces, and maintains floatingpiers to allow beach discharge of rolling stockand containers in bare-beach JLOTS. Thecurrent contract is for MCSs to construct twoeach 800-foot piers.Floating Craft DS/GS MaintenanceCompany - Provides maintenance support toArmy watercraft. The unit is currently builtaround a floating machine shop, but plansare to convert to a modular supportcapability.ROWPU Barge Detachment - Produces andprovides fresh water to the port area. Normalcapacity, depending on salinity content of thewater source, is 225,000 to 275,000 gallons perday. The detachment has storage capacity ofapproximately only 10,000 gallons, so itneeds to be employed with a tactical waterdistribution system or existing pipeline.Engineer Port Construction Company -Performs beach preparation during bare-beach JLOTS, rehabilitates degraded ports,and maintains port facilities.Lightweight Dive Detachment - Performshydrographic surveys for bare-beach JLOTSoperations, inspects/repairs underwaterport structures, performs ship husbandry,and assists in salvage operations.

Command and Support Dive Detachment -Performs salvage operations, inspects/repairs underwater port structures, andprovides support for extended divingoperations.

Light-Medium Truck Company - Movesadvance parties/PSAs from APODs toSPODs and augments the palletized loadsystem (PLS) and medium-truck companiesin port clearance and local haul operations.

Palletized Load System Truck Company -This company clears containers from the portand moves them inland to the corps area (upto 100 miles).

Medium-Truck Company - Augments thePLS company in port clearance and inlandsupport.

Heavy Equipment Transport Company -Clears tracked vehicles from the port to theTAA

Movement Control Center (Corps) -Provides C2 for the ATMCT and MCTs,validates lift requirements, and enforcescommand priorities.

Movement Control Detachment - Provideshighway regulation for moving personneland cargo into the corps area.

Movement Control Detachment (AirTerminal) - Operates the APOD incoordination with the airlift control element.

B-8

APPENDIX C

Army Pre-Positioned Afloat Fleet

While eight LMSRs were being refurbished or built and two containerships were being refurbished, seven ships were called up from the ReadyReserve fleet to support the APA. In its end state, the APA fleet will comprise16 ships: 8 LMSRs, 3 LASHs, 2 containers, 2 HLPSs, and 1 auxiliary crane ship.The LMSR provides the ability to move equipment into the area faster than iscurrently available and the space to configure the loads to ease upload,maintenance, and discharge.

CONTAINER SHIP PROFILE

Currently, two self-sustaining container units (TEUs) and 40,000 square feet of RO/ROships are in the APA program: the MVS LTC space. The strength of the garage deck, the clear-Calvin P. Titus and SP5 Eric G. Gibson. These deck heights, and the immense stem ramp allowships combine the capabilities of RO/RO for the transport of heavy armored vehicles,container and break-bulk ships. They have the including M1A1 tanks. See Figure C-1.container capacity of 1,526 20-foot-equivalent

HEAVY-LIFT PRE-POSITIONED SHIP PROFILECurrently, one HLPS, the MV American placed 26 feet below the water’s surface by

Cormorant, is in service and another is planned ballasting the ship to a draft of 66 feet. In thisfor FY 96. A semisubmersible heavy lift ship, the way, barges and other embarked watercraft mayHLPS carries the equipment required to establish be floated off directly into the water. The bargesa working port. The ship’s cargo deck can be contain the materiel-handling equipment needed

C-1

FM 100-17-1

to move container and equipment ashore. barge are embarked aboard the HLPS. SeeAdditionally, three tug boats, two LCM 8s, a Figure C-2.ROWPU barge, and a floating 100-ton crane

LARGE MEDIUM-SPEED ROLL-ON/ROLL-OFF PROFILELMSR will be a future feature of the APA.

Current plans are for five converted LMSRs tocome on line in FY 96-97 to replace the currentfleet of seven RO/ROs. In FY 98, three newlyconstructed LMSRs will join the fleet, followedby four more in FY 99-02. At that time, the fiveconverted LMSRs will be removed from service.The new LMSRs will have two twin cranes for

which permits operation from port, starboard, oraft. A port- and starboard-side port/ramp willfacilitate RO/RO operations from the side aswell as the aft of the ship. The number ofcontainers varies since they must be stowed inthe RO/RO areas, thereby reducing deck spacefor vehicle storage. These ships have an overallcapability of 470,230 long tons of cargo. See

unloading containers and a slewing stem ramp, Figure C-3.

LIGHTER ABOARD SHIP PROFILEThe APA program includes three LASH up to 88 cargo barges (lighters), but may carry

vessels: the SS Green Harbour, SS Green Valley, less to make room for containers and pusherand MV J. E. B. Stuart. Each is capable of carrying boats. Each lighter weighs between 82 and 86

C-2

FM 100-17-1

long tons and may discharge either pierside or in for holds one and two) to discharge pusherstream. LASH vessels have two gantry-style boats, lighters, and hatch covers. In addition tocranes: one 30-long-ton crane (forward) for the gantry cranes, LASH vessels have a 3-long-moving containers and one 465.18-long-ton ton general cargo crane to help load the ship’sgantry-for moving lighters. This second gantry stores. See Figure C-4.can move nearly the length of the ship (except

CAPE D PROFILETwo ships of the Cape D RO/RO class are ship to unload them. They have a fixed 65-ton-

serving with the APA program. They are the MV capacity vehicle ramp on the starboard/stemCape Decision and MV Cape Douglas. These ships quarter. The ramp allows RO/RO operations tocan carry up to 554 standard (8’x8’x20’) ISO the starboard side or aft only. These ships arecontainers, but have no shipboard cranes; they capable of carrying 170,000 square feet of cargo.require either pier cranes or an auxiliary crane See Figure C-5.

CAPE H PROFILEThree Cape H RO/RO-class ships are containers spread over four holds and have a 39-

serving with the APA program: the MV Cape ton crane to unload the containers. They have aHenry, MV Cape Horn, and MV Cape Hudson. fixed 63.9-ton capacity vehicle ramp on theThey can carry up to 6,766 standard IS0 starboard/stern quarter. The ramp allows RO/

C-3

FM 100-17-1

RO operations to the starboard side or aft only. carrying 180,000 square feet of cargo. SeeThese ships have an overall capability of Figure C-6.

CAPE W PROFILETwo Cape W RO/RO-class ships serving ramp on the starboard side, amidships. The side

with the APA program are the Cape Washington ramp allows RO/RO operations to starboard,and Cape Wrath. These ships have a container and the stem ramp allows RO/RO operations tocapacity of 1,203 and one twin-boom shipboard the starboard side or aft only. overall, these shipscrane with a capacity of 5 tons for self-unloading can carry 190,000 square feet of cargo. Seeof vehicles. They also have a fixed vehicle ramp Figure C-7.on the starboard/stern quarter and a vehicle

AUXILIARY CRANE SHIP PROFILEThe SS Gopher State is the only T-ACS facilities exist. It has two twin 30-ton-capacity

serving with the APA program. Its mission is to boom cranes mounted on the starboard side ofprovide crane support when no improved pier the ship. When moored inboard of another ship,

C-4

FM 100-17-1

cargo can be unloaded either from itself or from these ships have an overall capability of carryingthe outboard ship to the pier facility. Although 711 TEUs of containers. See Figure C-8.not employed for their ability to carry cargo,

C-5

APPENDIX D

Port Support Activity

The PSA is a temporary military augmentation organization consisting ofpersonnel with specific skills. It aids the port commander in receiving,processing, and clearing cargo at both the SPOE and the SPOD. Statesideinstallations are delegated specific ports to which they must provide support.These include the PSA and associated logistics support for deployingpersonnel. The deploying force provides the PSA that augments the portcommander’s terminal operations force overseas, in an AO, in undevelopedor developing theaters, or where assigned theater forces are inadequate.

COMMAND STRUCTUREThe success of terminal operations depends

on a well-organized PSA augmenting andsupplementing the port commander’s SPOE/SPOD mission. A general numeric sizing rule ofthumb for this PSA task force is a company for adeploying brigade, a battalion for a deployingdivision, and a brigade for a deploying corps. Thisrelates to size only, not organizational structure.

Where practical, commanders responsiblefor deployments should not allocate deployingunits to man the PSA. The JPEC should allocateseparate elements to perform this function, toinclude troop-listing these elements for theexpress purpose of employment. Supportingcommanders responsible for providing PSAorganizations should maintain the same corepersonnel for the duration of the command’sdeployment, augmenting, as required, withunique deploying unit skills. The supportingcommander should consider the type of unit andequipment being deployed and select personnelwith the qualifications and skills to—

Physically secure classified equipment andcargo.

Operate unique equipment.Correct primary weapon system anddeploying equipment deficiencies.The PSA must establish a strong command

structure that can be tailored to assist in almostany situation and provide trained personnel toaccomplish its mission. The unique equipmentassigned to engineer units and persomnnel whooperate this equipment make this one of themost desirable units to perform PSA missions.

The PSA is under OPCON of the portcommander. Supporting installations andcontract labor establish the PSA (throughagreement with the appropriate MACOM). Thesupport installation and the terminalcommander, who identifies the PSA supportrequirements, develop a memorandum ofunderstanding (MOU). The port commanderrequests unexpected PSA support requirementsnot originally identified in the MOU.

ORGANIZATIONAL FUNCTIONSThe PSA organizational functions depend on are tailored to perform terminal operations

the port commander’s SPOE/SPOD mission, duties that cannot be performed by assigned oravailable contract and HNS support, and the attached, contract, or HNS elements. SeeTOE and/or TDA organizations performing the Table D-1 for a description of tasks performed byterminal operations mission. As a result, PSAs the PSA.

D-O

FM 100-17-1

D-1

FM 100-17-1

The PSA establishes the necessarycommunications between the port operator andthe receiving unit to ensure the proper flow ofcargo. It reports cargo received, maintenanceperformed, and operational problems to the portcommander daily. In areas designated by theport commander, the PSA ensures equipment isstaged according to the stow plan and call-forward schedules for loading and unloadingunits. Vehicles are manifested by like type if aprestow plan is not available. The PSA’s day-to-day contact with the port commander is throughthe S3 of the respective transportation portcommand. Duties include—

Receiving, inspecting, and documentingdeploying cargo.Correcting cargo POM deficiencies thatpreclude sea movement.Operating unique equipment (frequentlyneither contract nor military). Stevedores canoperate tracked vehicles and other atypicalmilitary cargo.

Providing backup organizational and limitedDS maintenance for deploying units.Providing a physical security guard force forstaged military cargo.Providing blocking/bracing personnel andtools to secure secondary loads.Providing recovery vehicles, buses, carryallvans, administrative vehicles, maintenancetrucks, ambulances, and equipment to washequipment upon redeployment.Providing workers with safety equipmentsuch as lights, gloves, goggles, and vests.Moving deploying unit equipment accordingto the port traffic plan.Providing messing/billeting and medicalsupport to transiting units.Providing miscellaneous materials andservices—administrative, communications,and so forth.

D-2

APPENDIX E

Accountability TransferProcedures

As the ARFOR commander deems appropriate, the brigadeand other support elements will receive and manage all APAmaterial. To facilitate a rapid transition, equipment andsupplies will be issued to the brigade and other supportelements on tactical STAMIS hardware, which will beuploaded with the current baseline. Equipment and supplieswill be accounted for and managed during conflict inaccordance with AR 710-2. The APA battle books contain moredetails about handoff procedures.

CLASS IThe Defense Logistics Agency, USAMC, and Center, Fort Lee, VA, will determine procedures

the Information Software Systems Development for transferring Class I supplies.

CLASS VEach ship carrying ammunition will have

updated data files in Standard ArmyAmmunition System (SAAS) format containingail necessary accountability data for those ClassV stocks loaded on the ship. Additionally, theAST, which deploys to the theater prior to thearrival of the APA, or follow-on LASHammunition ships will have a SAAS computerloaded with the specific Class V data of each shipcarrying Class V.

Upon arrival, the ship SAAS disk will beprovided to the AST to ensure exact data match.The AST will then establish and report asset

visibility and begin in-theater Class Vmanagement from this data base. Ammunitionstocks will be issued to the brigade CSG, and thecorps materiel management center (CMMC) willmanage it in accordance with the ARFORlogistics plan. If the CMMC is not established,the AST will provide Class V management forthe theater. For Class V assets airlifted intotheater, an element of the AST will have a team atthe APOD to identify in-coming stocks andreport accountability data to the primary ASTelement located at the SPOD.

CLASS VII AND OTHER ITEMS REQUIRINGPROPERTY BOOK

These stocks will temporarily transfer fromUSAMC to the deploying unit via the SPBS-R.Temporary transfer will occur using STAMISfiles in SPBS-R. The deploying unit commander

ACCOUNTABILITYand USAMC representative will revise theaccountability transfer to reflect the propertybook items actually issued.

E-1

FM 100-17-1

CLASS VIIIAPA ships will carry the following types of

Class VIII material: medical equipment sets(MES), medical material sets (MMS), RSL, andother individual items of medical equipment.Each ship loaded with medical material willhave a data file in the battle book with completeinventory data for the material loaded on thatship. The data files will be in a format that iscompatible with the Theater Army MedicalManagement Information System medicalsupply and medical assembly modules. The fileswill also provide the gaining unit visibility ofcomponent shortages and exclusionary items—items not packed due to special storagerequirements—within each MES, MMS, andRSL.

The USAMMA MLST, which will deploy tothe theater prior to the arrival of APA ships, willupdate the data file for each ship prior totransferring accountability to the gaining unit.The MLST will direct the flow of inboundexclusionary item packages from the APOD tothe gaining unit. It will also provide the gainingunit with quality-control information, that is,shelf-life extensions, Food and DrugAdministration recalls and suspensions, and soforth. The MLST will provide limited technicalguidance for medical maintenance. Medicalmaintenance and logistics personnel from thesupporting division or corps should deploy asmembers of the OPP with the necessary toolsand test equipment to place all medicalequipment into operation.

ALL OTHER CLASSES OF SUPPLIES SUPPORTING ASLS,MAINTENANCE SHOP STOCKS, AND PLLS

USAMC will issue these stocks on thetactical STAMIS, using files for Unit-LevelLogistics System, Standard Army MaintenanceSystem, Standard Army Retail Supply System-1Interim, Standard Army Retail Supply System-Objective, and Direct Support Unit StandardSupply System-Desktop III. The deploying unitcommander and USAMC representative willrevise the accountability transfer to reflect theequipment and supplies actually issued.

NOTE: The unit commander, at hisoption, may elect to take less than thetotal quantity of equipment and suppliesloaded on or discharged from the ships.USAMC will retain accountability for allequipment and supplies not issued lessClass VIII. USAMMA will retainaccountability for all medical equipmentand supplies not issued.

HANDOFF/UPLOAD PROCEDURESThe following tables depict the possible the APA equipment. Class V accountability

layout of the AMC-LSE portion of the transfer will be done at a different location. Classmarshaling area during handoff and upload of VIII will be transferred in a similar manner.

E-2

FM 100-17-1

E-3

Glossary

AACGA/DACG

AOAOCAORAPA

APODAPOE

ARARFOR

ASCCASL

ASMPAST

ATMCTAUELAWR

AWRPS

arrival airfield control grouparrival/departure airfield control grouparea of operationsairlift operations centerarea of responsibilityArmy pre-positioned afloataerial port of debarkationaerial port of embarkationArmy reserveArmy forceArmy service component commanderauthorized stockage listArmy Strategic Mobility Programammunition support teamair terminal movement control teamautomated unit equipment listArmy war reserveArmy war reserve pre-positioned sets

BCTP battle command training programBIREP brigade inspection and reconnaissance exercise program

C2

CAACAP

C-DayCFACFR

CINCCINCTRANS

CJCSCMMC

COACOCOM

CONPLAN

command and controlCommand Arrangement Agreementcrisis action planningdate of first movement of forces and equipmentcall-forward areaCode of Federal Regulationscommander in chiefCINC, Transportation CommandChairman, Joint Chiefs of Staffcorps materiel management centercourse of actioncombatant commandconcept plan

Glossary-0

FM 100-17-1

CONUSCOSCOM

COSISCRC

CSCSACSBCSGCSS

CTG

DADACG

DCSLOGDCSOPS

DODDOL

DSDTO

continental United Statescorps support commandcare of supplies in storageCONUS replacement centerscombat supportChief of Staff, Armycorps support battalioncorps support groupcombat service supportcomposite transportation group

Department of the ArmyDeparture Airfield Control Groupdeputy chief of staff for logisticsdeputy chief of staff for operationsDepartment of Defensedirector of logisticsdirect. supportdivision transportation officer

EAC echelon above corpsEAD earliest arrival date

FM field manualFORSCOM US Army Forces Command

FOS follow-on sustainmentFSS fast sealift ships

HET heavy equipment transportHHC headquarters and headquarters companyHHD headquarters and headquarters detachmentHLPS heavy lift pre-positioned shipsHNS host nation support

HQDA Headquarters, Department of the Army

IS0 International Organization of StandardizationITV in-transit visibility

Glossary-1

FM 100-17-1

JFC joint force commanderJLOTS joint logistics over the shoreJOPES Joint Operation Planning and Execution System

JPEC Joint Planning and Execution CommunityJTF joint task force

LADLARC LX

LASHLCMLCU

L-Hour

LMSRLMST

LOLOC

LOGCAPLOGMARS

LOTSLSE

MACOMMAGTF

MCCMCSMCTMES

METLMETT-T

MHEMILSTRIP

MLSTMMCMMSMMT

MOOTWMOU

latest arrival datelighter amphibious resupply cargo, 60-tonlighter aboard shiplanding craft, mechanizedlanding craft, utilityHour at which a deployment operation commences or is due tocommence on C-day.large medium-speed roll-on/roll-offmedical logistics support teamliaison officerlines of communicationLogistics Civil Augmentation Programlogistics application of automated marking and reading symbologylogistics over the shorelogistics support element

major Army commandMarine air-ground task forcemovement control centermodular causeway sectionmovement control teammedical equipment setsmission-essential task listmission, enemy, terrain, troops, and time availablematerials handling equipmentmilitary standard requisition and issue proceduresmedical logistics support teammovement management centermedical material setsmateriel management teammilitary operations other than warmemorandum of understanding

Glossary-2

FM 100-17-1

MPMRCMRSMSCMSR

MTMCMTT

MV

military policemajor regional conflictMobility Requirement StudyMilitary Sealift Commandmain supply routesMilitary Traffic Management Commandmobile training teammotor vessel

NAP not authorized pre-positioningNCA National Command Authorities

NCOIC noncommissioned officer in charge

OCONUS outside the continental United StatesOIC officer in charge

OPCON operational controlOPLAN operation plansOPORD operation order

OPP off-load preparation partyOTSG Office of the Surgeon General

PLLPLS

PMCSPODPOEPOL

POMPSA

prescribed load listpalletized load systempreventive maintenance checks and servicesport of debarkationport of embarkationpetroleum, oil, and lubricantspreparation for overseas movementport support activity

RAA redeployment assembly areasRBE remain-behind equipment

RF radio frequencyRPM revolutions per minute

RO/RO roll on/roll offROE rules of engagement

ROWPU reverse-osmosis water purification unit

Glossary-3

FM 100-17-1

RRDF roll-on/roll-off discharge facilityRSL recommended stockage list

RSO&I reception, staging, onward movement, and integration

S2S4

SAASSDP

SLRPSLWT

SPBS-RSOP

SPODSPOE

STAMIS

TAATALCE

TATTC ACCIS

TDATEUTOATOE

TOFMTPFDD

TTU

intelligence officerlogistics officerStandard Army Ammunition Systemship discharge packagesurvey, liaison, reconnaissance partyside-loadable warping tugStandard Property Book System-Redesignstanding operating proceduressea port of debarkationsea port of embarkationStandard Army Management Information System

tactical assembly areatanker airlift control elementto accompany troopsTransportation Corps Automated Command and ControlInformation Systemtable of distribution and allowances20-foot-equivalent unittime of arrivaltable of organization and equipmenttheater-opening force moduletime-phased forces deployment datatransportation terminal unit

USAMC US Army Materiel CommandUSAMCCOM US Army Armament, Munitions, and Chemical Command

USAMMA US Army Medical Material AgencyUSDA US Department of AgricultureUSMC US Marine Corps

USPACOM US Pacific CommandUSTRANSCOM US Transportation Command

Glossary-4

WRSA war reserve stocks for allies

References

National Military Strategy, February 1995.

CFR 49, Transportation, 3 October 1994.

Joint Pub 0-2, Unified Action Armed Forces (UNAAF), 24 February 1995.

Joint Pub 4.01, Joint Doctrine for the Defense Transportation System, proposed final draft,15 September 1994.

Joint Pub 401.2, Joint Tactics, Techniques, and Procedures for Sealift to Joint Operations, proposedfinal draft, 11 March 1996.

Joint Pub 401.6, Joint Tactics, Techniques, and Procedures for Joint Logistics-Over-the-Shores,22 August 1994.

Joint Pub 5-03 Series, Joint Operation Planning and Execution Systems, VOL 1-4.

NWP 22-10/FMFM 1-5, Maritime Prepositioning Force Operations, 1 0ctober 1993.

AR 220-1, Unit Status Reporting, 31 July 1993.

AR 710-2, Inventory Management Supply Policy Below the Wholesale Level, 31 January 1991.

FM 55-1, Transportation Operations, 3 October 1995.

FM 55-12, Movement of Units in Air Force Aircraft, 12 March 1993.

FM 55-65, Strategic Deployment, 3 October 1995.

FM 100-5, Operations, 14 June 1993

FM 100-10, Combat Service Support, 3 October 1995.

FM 100-16, Army Operational Support, 31 March 1995.

FM 100-17 - Mobilization, Deployment, Redeployment,1995.

FM 100-23, Peace Operations, 30 December 1994.

Demobilization, final draft, February

MTMCTEA REF 94-700-2, Logistics Handbook for Strategic Mobility Planning, April 1994.

MTMCTEA REF 94-700-5, Deployment Planning Guide, September 1994.

Reference-1

I n d e x

Index-0

FM 100-17-1

Index-1

FM 100-17-1

Index-2

FM 100-17-1

Index-3

FM 100-17-1

Index-4

FM 100-17-127 JULY 1996

By Order of the Secretary of the Army:

DENNIS J. REIMERGeneral, United States Army

Chief of StaffOfficial:

Administrative Assistant to theSecretary of the Army

02079

DISTRIBUTION:

Active Army, USAR, and ARNG: To be distributed in accordance with DA Form12-11E, requirements for FM 100-17-1, Army Pre-positioned Afloat Operations (Qty rqrblock no. 5424)

*U.S. Government Printing Office: 1996 - 728-027/40121

PIN: 074760-000