# Army Pre-Positioned Operations April 2022

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. This publication supersedes ATP 3-35.1, dated 27 October 2015.

## Headquarters, Department Of The Army

This publication is available at the Army Publishing Directorate site
(https://armypubs.army.mil), and the Central Army Registry site
(https://atiam.train.army.mil/catalog/dashboard).
Washington, D.C., 28 November 2022
Change 1
Army Techniques Publication

## Army Pre-Positioned Operations

1. ATP 3-35.1, 21 April 2022, is changed as follow:

| Remove Old Pages                |
|---------------------------------|
| pages i through ii              |
| pages 1-3 through 1-9           |
| pages 2-1 through 2-2           |
| pages 2-4 through 2-10          |
| pages 3-1 through 3-5           |
| pages 4-1 through 4-4           |
| Glossary 1 through Glossary 2   |
| Reference 1 through Reference 2 |
| pages i through ii              |
| pages 1-3 through 1-8           |
| pages 2-1 through 2-2           |
| pages 2-4 through 2-10          |
| pages 3-1 through 3-5           |
| pages 4-1 through 4-4           |
| Glossary 1 through Glossary 2   |
| Reference 1 through Reference 2 |

2. New or changed material is indicated by a star ().
3. File this transmittal sheet in front of the publication for reference purposes.
DISTRIBUTION RESTRICTION: Approved for public release, distribution is unlimited.

By Order of the Secretary of the Army:
Official:
MARK F. AVERILL
Administrative Assistant to the Secretary of the Army
 2231909
DISTRIBUTION:
Active Army, Army National Guard, and United States Army Reserve.  Distributed in electronic media only (EMO).

## Contents

Figure 1-2. APS-3 draw process ........ 1-6
Figure 2-1. United States Army Materiel Command Army pre-positioned stocks program
organization ........ 2-2
Figure 2-2. Brigade Inspection Reconnaissance Exercise Program organization ........ 2-3
Figure 2-3. United States Army Medical Logistics Command organization for APS class VIII .. 2-7
Figure 2-4. Equipment configuration handover area flow diagram ........ 2-9 Figure 4-1. APS data flow ........ 4-2 Figure 4-2. Notional staging base ........ 4-4

## Tables

Table 1-1. Sources and managers of Army pre-positioned stocks ........ 1-3
Table 1-2. Army pre-positioned stocks locations and composition ........ 1-3 Table B-1. Army pre-positioned stocks draw unit checklist items........ B-1
Table B-2. Army pre-positioned stocks Army field support battalion and medical logistics support
team handover site checklist items ........ B-2
Table B-3. Joint Staff J7/United States Army Forces Command and Department of the Army staff
checklist items ........ B-3

## Preface

ATP 3-35.1 provides the Army's authoritative doctrine for planning, organizing, executing and supporting Army pre-positioned stocks operations. ATP 3-35.1 establishes the framework for the Army pre-positioned stocks (APS) program. This manual is the single source for all Army pre-positioned operations doctrine. ATP 3-35.1 describes the missions, duties, and responsibilities of all organizations involved in maintaining, drawing, and moving APS to an operational area for use by designated Army units. It also describes planning and executing pre-positioned operations to support the combatant commander in a theater. Army prepositioned operations is a critical force multiplier that provides commanders and staffs with tools necessary to leverage APS enablers in all phases of military operations that are described in ADP 3-0 and ADP 4-0.
The principal audience for ATP 3-35.1 is Army commanders, leaders, and unit staffs. This publication also provides the foundation for Army training and education curricula on the pre-positioned operations process. Commanders and staffs of Army headquarters serving as joint task force or multinational headquarters should also refer to applicable joint or multinational doctrine concerning the range of military operations and joint or multinational forces. Trainers and educators throughout the Army will also use this publication. Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable United States, international, and in some cases host-nation laws and regulations. Commanders at all levels will ensure that their Soldiers operate in accordance with the law and applicable rules of engagement. (See FM 6-27/MCTP 11-10C)
ATP 3-35.1 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the glossary and the text. Terms and definitions for which ATP 3-35.1 is the proponent publication (the authority) are boldfaced and italicized in the text and are marked with an asterisk (*) in the glossary. For other definitions shown in the text, the term is italicized and the number of the proponent publication follows the definition. This ATP applies to the Active Army, the Army National Guard, and the United States Army Reserve unless otherwise stated. The proponent of ATP 3-35.1 is the United States Army Combined Arms Support Command. The preparing agency is the Deployment Process Modernization Office, United States Army Combined Arms Support Command. Send comments and recommendations on DA Form 2028 to (Recommended Changes to Publications and Blank Forms) to Commander, United States Army Combined Arms Support Command, ATTN: ATCL-TDID (ATP 3-35.1), 2221 A Ave, Building 5020, Fort Lee, VA 23801-1809 or submit an electronic DA Form 2028 by email to: usarmy.lee.tradoc.mbx.leee-cascom-doctrine@mail.mil.

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## Introduction

ATP 3-35.1 provides the framework for commanders and their staff at all levels and deploying units on the employment of Army pre-positioned stocks (APS) to support force projection and the combatant commanders. Army pre-positioned operations apply to the range of military operations and support doctrinal concepts in ADP 3-0 and ADP 4-0.

ATP 3-35.1 uses the theater environment as the focus of organizations, events, and activities that are integral to plan and execute Army pre-positioned operations that supports force projection. As a modern, combatready, globally deployable force, our expeditionary Army must be capable of conducting prompt and sustained large-scale, land combat operations in multiple domains to defeat its enemies, seize and control terrain with their associated populations, and destroy an adversary's will to resist. Army pre-positioned stocks, which are strategically positioned for rapid response, are a critical component of this requirement and the ability of the Army to be expeditionary.

This capability could not exist without strategic lift and range provided by the Air Force and Navy. Army pre-positioned stocks along with strategic sealift and airlift enables the Army to rapidly deploy units virtually anywhere at a time and place of its choosing. Strategically positioned equipment configured for combat and ready for employment expedites draw times to provide land force commanders maneuver options in support of large-scale combat operations. APS provide joint force commanders prompt access to the combat formations and enablers needed to not only defeat adversaries in major or large-scale combat operations, but to also respond to humanitarian crisis, and engage with partners and allies.
Execution of pre-positioned operations is dependent on the situation or environment. ADP 3-0 describes the operational environment as a composite of conditions, circumstance and influences to create effects in multiple domains that affect the employment of capabilities that bear on the decisions of the commander.

How the many variables behave and interact with each other within an operational environment is difficult to discern therefore, no two operational environments are the same. Consequently, ATP 3-35.1 provides a foundation for commanders to plan and execute Army pre-positioned operations to meet the demands of any operational environment.

Summary of significant changes to this ATP includes:


Inclusion of APS-7 Africa Command activity set.

Pre-positioned equipment sets configured for combat for quicker draw, combat power build, and
integration.

An appendix containing an updated list of automated systems that support Army pre-positioned
operations.
ATP 3-35.1 contains five chapters and two appendices: Chapter 1 is an overview of Army pre-positioned operations and discusses addition of APS-7 activity set and APS systems integration into Global Combat Support System-Army. Chapter 2 describes the organizational roles and responsibilities from strategic to tactical levels.

Chapter 3 discusses detailed planning for pre-positioned operations from the commander's perspective.

Chapter 4 discusses the new draw process enhancement (configured for combat) and issue process during reception, staging, onward movement and integration (RSOI) operations to receipt by deploying units.

Chapter 5 discusses the turn-in process to include redeployment.

Appendix A is a list of recent updates of automated systems that support Army pre-positioned operations.

Appendix B includes checklists for planning Army pre-positioned operations.

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## Chapter 1 Army Pre-Positioned Operations

This chapter discusses the fundamentals of the Army pre-positioned stocks (APS)
program and its strategy to reflect a modern use of the Army and equipment around the world. The APS program is a cornerstone of the Army's ability to rapidly project power. The Army has dedicated significant priorities and resources to ensure the readiness and availability of APS. It has become a significant enabler of the Army's rapid response to recent contingencies around the globe. For instance, in support of Operation United Assistance (foreign humanitarian assistance effort to help contain the spread of the Ebola virus) APS-1, APS-2, and APS-5 equipment were used. This enabled Army units to quickly establish facilities and join other countries in a consolidated humanitarian assistance effort. APS, identified as APS-1 continental United States (CONUS), APS-2 (Europe), APS-3 (Afloat), APS-4 (Pacific/Northeast Asia), APS-5 (Southwest Asia) and APS-6 (Central America/South America/Caribbean) and APS-7 Africa Command, are available to support all combatant commanders' (CCDR) missions, not only in contingencies, but also for major exercises and humanitarian assistance support.

## Overview

1-1. The United States (U.S.) military's forward presence has steadily decreased causing more reliance on units deploying from our homeland in response to contingencies overseas. As the United States reduces its military footprint overseas, force projection becomes a key enabler of our national defense strategy. Force projection is the ability to rapidly and effectively deploy and sustain U.S. forces in and from multiple, dispersed locations. Complementing our diminishing overseas presence, force projection strives for unconstrained global reach. Force projection assets are tailored to regional requirements and send a clear signal of U.S. commitment. To project power we must have the ability to act even when no permanent presence or infrastructure is available in the region. If necessary, it means fighting our way into a denied theater or building and protecting forward operating bases. The ability to assemble and move to, through and between many environments, often while reconfiguring to meet specific mission requirements, is essential to offsetting an adversary's advantage in mass or geographic proximity. Rapid global force projection provides our national leaders with options required to respond to crises.

1-2. The APS program strategy has evolved to ensure its expeditionary capabilities remain relevant and are properly configured and positioned to meet changing threats. As a result it provides a range of capabilities through categories of APS and its strategic APS footprint to enable the geographic combatant commanders to conduct required activities.

## Strategic Mobility Triad

1-3. The strategic mobility triad (see figure 1-1, page 1-2) includes pre-positioning materiel, airlift, and sealift that are essential for meeting force projection timelines. Historically, 10 percent of materiel sent to a theater arrives by airlift, while the remaining 90 percent arrives by sealift. However, multiple, and possibly conflicting demands for strategic sealift and airlift may not be able to guarantee immediate delivery of large amounts of equipment to meet short-notice crises. Therefore, APS stored around the world play a critical role in rapidly equipping forces deploying to contingencies, stability, or defense support of civil authorities operations, or to enable realistic training exercises. APS constitute one leg of the strategic mobility triad. The primary purposes of APS are to reduce the initial amount of strategic lift required to support a predominately CONUS based force projection Army, and to sustain the Soldier until sea lines of communication are established. Accordingly, APS are located at several land based locations, as well as aboard ships, to quickly project power to contingency areas. The Secretary of Defense authorizes release of APS to an allocated force; depending on the situation, the Secretaries of Military Departments may authorize release of APS to support contingency operations or to provide humanitarian assistance. APS are owned by Headquarters, Department of the Army (HQDA) and managed and accounted for by Headquarters United States Army Materiel Command (USAMC) and its subordinate, the United States Army Medical Logistics Command, which serves as the class VIII commodity life cycle management command (LCMC).

## Categories Of Army Pre-Positioned Stocks

1-4. There are three categories of APS as follows:


Unit Sets. Equipment, end items and support materiel configured for combat (to include authorized stockage list, shop stock, and unit basic load) that are positioned ashore and afloat to reduce
deployment response time and support the Army's force projection strategy.

Operational Project Stocks. Operational project stocks are materiel above normal table of
organization and equipment, table of distribution and allowances, and common table of allowance
authorizations tailored to key strategic capabilities essential to the Army's ability to execute its
force projection strategy. Operational project stocks are designed to support one or more Army
operations, plans or contingencies as well as support civil relief, civil disturbances, disaster relief,
humanitarian assistance, civil defense or other Department of the Army (DA) approved missions.

War Reserve Stocks for Allies. War reserve stocks for allies, a program directed by the Office of
the Secretary of Defense ensures U.S. preparedness to assist designated allies in case of war. War
reserve stocks for allies are pre-positioned in the appropriate theater and owned and financed by
the United States. They are released to the proper Army component commander for transfer to the
supported allied force under provisions in the Foreign Assistance Act and under existing countryto-country memorandum of agreement or acquisition and cross-servicing agreement.
1-5. The intent of APS is to provide rapid issuance of materiel to support contingency operations. Unit sets include major items and secondary items required to support initial combat operations for sixty days. This buffer stock will cover the lead time required to surge air lines of communications or sea lines of communication supply chains from CONUS. Operational project stocks are also pre-positioned to provide materiel in support of contingency operations. The inventory sources and managers of APS are listed in table 1-1.

| SUPPLY CLASS                                               | ORGANIZATIONS                               |
|------------------------------------------------------------|---------------------------------------------|
| CLASS I - (Subsistence)                                    | DLA                                         |
| CLASS II - (Clothing, Individual equipment)                | APS OPROJ stocks, TACOM LCMC and DLA        |
| CLASS III (P) - (Petroleum products)                       | USAMC UASLs and DLA                         |
| CLASS IV - (Construction materials)                        | APS OPROJ stocks and DLA                    |
| CLASS V - (Ammunition of all types)                        | JM&L LCMC and DCS G-4                       |
| CLASS VII - (Major end items)                              | APS Unit Sets and OPROJ stocks              |
| CLASS VIII - (Medical materiel)                            | USAMC AMLC                                  |
| CLASS IX - (Repair parts and components)                   | USAMC UASLs other USAMC national supply and |
| DLA                                                        |                                             |
| AMLC                                                       | Army Medical Logistics Command              |
| APS                                                        | Army pre-positioned stocks                  |
| DCS G4   Deputy Chief of Staff G4                          |                                             |
| DLA                                                        | Defense Logistics Agency                    |
| JM&L      United States Army Joint Munitions and Lethality |                                             |
| LCMC     life cycle management command                     |                                             |
| OPROJ   operational project                                |                                             |
| TACOM   Tank-automotive and Armaments Command              |                                             |
| USAMC   United States Army Materiel Command                |                                             |
| UASL       Umbrella Authorized Stockage List               |                                             |

 Command

## Army Pre-Positioned Stocks Footprint

1-6. APS unit sets and operational project stocks are positioned strategically around the world and are defined by a corresponding number to denote their composition and location as shown below in table 1-2:


APS-1 (CONUS). Operational project stocks and sustainment stocks.

APS-2 (Europe). Unit sets and operational project stocks.

APS-3 (Afloat). Unit sets.

APS-4 (Northeast Asia and Pacific). Unit sets and operational project stocks.

APS-5 (Southwest Asia). Unit sets and operational project stocks.

APS-6 (South America/Central America/Caribbean). Operational project stocks.

APS-7 (AFRICOM). Operational project stocks.

| Composition                       | Category                   | Location    | Supported     |
|-----------------------------------|----------------------------|-------------|---------------|
| Combatant                         |                            |             |               |
| Command                           |                            |             |               |
| OPROJ stocks                      | APS-1                      | CONUS       | U.S. Northern |
| Command                           |                            |             |               |
| Unit Sets and OPROJ stocks        | APS-2                      | Europe      | U.S. European |
| Command                           |                            |             |               |
| APS-3                             | Afloat                     | Multiple    | Unit Sets     |
| Unit Sets and OPROJ stocks        | APS-4                      | Northeast   |               |
| Asia                              |                            |             |               |
| U.S. Indo-Pacific                 |                            |             |               |
| Command                           |                            |             |               |
| Unit Sets and OPROJ stocks        | APS-5                      | Southeast   |               |
| Asia                              |                            |             |               |
| U.S. Central                      |                            |             |               |
| Command                           |                            |             |               |
| OPROJ stocks                      | APS-6                      | South       |               |
| America                           |                            |             |               |
| U.S. Southern                     |                            |             |               |
| Command                           |                            |             |               |
| OPROJ stocks                      | APS-7                      | Africa      | U.S. Africa   |
| Command                           |                            |             |               |
| APS                               | Army pre-positioned stocks |             |               |
| CONUS   continental United States |                            |             |               |
| OPROJ    operational project      |                            |             |               |

1-7. APS are not dedicated to specific units or theaters, but can be issued to units whenever and wherever required as directed by the Secretary of Defense. Pre-positioned equipment serves as a display of United States power and influence. As a strategic resource, sea or land-based APS may be used as a deterrent providing a show of force without deploying large numbers of Soldiers to the theater. This can take the form of training exercises or maintenance cycles conducted worldwide. In support of these exercises, the Army Sustainment Command (ASC) workforce regionally positioned or from CONUS can deploy and begin the process of preparing stored combat configured equipment and materiel for issue.

## Concept Of Operations

1-8. The underlying concept of the APS program is to match airlifted deploying unit personnel and prepositioned materiel in the theater of operations. Strategically positioned equipment configured for combat and ready for employment increases velocity and expedites draw times to provide land force commanders maneuver options. Pre-positioned equipment should be configured for combat to the maximum extent possible to minimize draw times and enable rapid build-up of combat power by the supported command. For example, APS equipment routinely utilized in major exercises might be maintained at a higher state of readiness to reduce equipment preparation and assembly times at the tactical assembly area (TAA).

1-9. Pre-positioned materiel may require shipment between or within theaters to reach its area of employment. When pre-positioned materiel is shipped between theaters, the supporting CCDR in the theater where the equipment is stored controls the movement of materiel through the theater until it arrives at the destination or at an intermediate air or sea port of embarkation. APS are then loaded to strategic airlift or sealift for transport to the supported CCDR's area of responsibility. The supporting CCDR and USAMC are responsible for loading the cargo at the storage site and shipping the equipment to the equipment configuration handover area (ECHA) for issue to the unit. The unit employing pre-positioned materiel and equipment could take possession at the air or seaport of debarkation (which could be the ECHA) or at a location designated in the theater. Surface Deployment and Distribution Command (SDDC) will provide support at the seaport of embarkation and seaport of debarkation to load and discharge APS cargo to or from strategic sealift while a designated arrival/departure airfield control group will do the same for APS equipment transported by strategic airlift. The unit will then continue the reception, staging, onward movement and integration (RSOI) process by moving to a staging base and finally to the tactical assembly area. Pre-positioned materiel and equipment can also be relocated as a means to build combat power without the commitment of a substantial amount of Soldiers. For example during preparations for Operation Iraqi Freedom, the Army repositioned equipment from APS-1, APS-2, APS-3, APS-4, and APS- 5 (Qatar) to Kuwait. The second benefit of repositioning equipment is the parallel establishment of the contractor support structure which will become an early established resource, critical not only to the APS issue, but also as a theater enabling force.

1-10. Under the APS concept of operations, all personnel and a minimum amount of unit equipment deploy from home station via strategic airlift. Equipment that typically deploys with unit personnel includes toaccompany-troops (TAT) equipment such as certain radios, individual weapons, tools and other items. Since this list is not all inclusive, deploying units ensure equipment and materiel coded as APS TAT are reflected on APS modified table of organization and equipment documentation to ensure APS unit sets are complete.

1-11. Certain APS unit sets authorized for prepositioning may be configured for combat to reduce preparation and issue time required to round out deploying Army units. This reduces installation, configuration times, maintenance, draw times, testing and other logistical activities for units drawing APS
equipment. Equipment that is not authorized for prepositioning such as munitions and selected communications equipment must be deployed separately or issued to the deploying unit upon arrival in theater by the Army command, Army Service component command (ASCC) or direct reporting unit unless otherwise authorized by DA. Additionally, units must check Battleweb, the Commanders Actionable Readiness Dashboard and theater requirements to determine what equipment must be brought from home station. Battleweb will be used for non-Global Combat Support System-Army (GCSS-Army) converted APS
sites and the Commanders Actionable Readiness Dashboard is used with the GCSS-Army converted locations (see appendix A). Equipment available in each APS unit set is visible in Automated Battle Book System (ABS) and GCSS-Army. See appendix A for further information. ABS provides a deploying unit with information on the type equipment configured for combat and other APS equipment it will draw and allows the unit to determine any additional equipment that it needs to bring from home station to round out its unit set. The deploying unit sends nothing required for immediate use from home station via sealift, as this would incur delays and negate the advantages of employing APS equipment. Unit equipment that is not mission essential early in an operation may be sent by strategic sealift for subsequent linkup with the deployed force.

1-12. The following are examples of TAT items not authorized for pre-position:


Protective field masks.

Individual weapons.

Selected automated data processing equipment, computers, and tablets.

Watches, cell phones, and blackberry devices.

Selected munitions.

Classified items that cannot be listed on modified tables of equipment and require secure storage.

Individually issued chemical, biological, radiological and nuclear (CBRN) defense materiel.

Certain combat enabling equipment.

Restricted communications items.
1-13. APS allow a rapid buildup of forces to demonstrate U.S. resolve, reduce the risk of open conflict, and counter hostile actions before arrival of sealift and expansion forces. Planning considerations must include verifying TAT equipment to deploy as well as verifying APS equipment configured for combat to reduce the speed of assembly and draw times, accelerate the RSOI process and mitigate operational risk. APS enhance force projection capability by reducing the time to deploy any sized force because Soldiers will link with equipment configured for combat already in theater or close to the area of operations (AO). APS also reduce the initial amount of required strategic lift to support CONUS-based power projections. They will be used to sustain Soldiers until sea lines of communication are established and the industrial base achieves surge capacity.

1-14.

APS-3 ships may be discharged in support of an exercise, a contingency, or for scheduled maintenance. By discharging APS-3 ships in advance of the arrival of the unit personnel, ASC and United States Army Medical Logistics Command (USAMLC) (for class VIII which includes medical, dental, and veterinary supplies and equipment) can prepare unit sets for draw, conduct cyclic maintenance, and apply deferred modification work orders. This action will expedite the equipment issue process and reduce deployment times. Test, Measurement, and Diagnostic Equipment (TMDE) assets aboard the APS may require calibration prior to issue and use. Calibration support will be coordinated with the United States Army TMDE Activity (USATA) through the ASC.

1-15. Based on the commander's assessment, the deploying unit may send an advance party to facilitate issuing equipment and to augment ASC and USAMLC personnel in preparing equipment for issue. By following the same process for cyclic maintenance discharge, this will provide a training opportunity for support personnel and by integrating Soldiers into the process, the Army can practice deployment and APS
draw process (see figure 1-2 on page 1-6).

## Stages Of Army Pre-Positioned Stocks

1-16. APS operations consist of five stages:


Planning. Initial planning includes conducting mission analysis using the military
decision-making process. The mission is examined and courses of actions developed keeping in
mind the purpose is to provide the right force at the right place and at the right time. Mission,
enemy, terrain and weather, troops and support available, time available, civil considerations, and
informational considerations (METT-TC(I)) and other factors ultimately dictate whether to
incorporate the use of an APS-equipped force. The planners should consider using APS materiel,
as their primary or alternate course of action when developing courses of action. Each APS unit
set is assigned a specific unit identification code by USAMC. The decision whether to use APS will be made at a joint sourcing conference by the supported CCDR, DJ-7 (also called, Director, Joint Force Development), DA, USAMC, and ASCC. The deploying unit will be
notified after this conference of the specific APS unit identification code it will be assigned.
Once a unit has
been allotted APS stocks in support of an assigned contingency or mission, the unit commander and staff conducts the required deployment planning.


Deployment. Deployment is the movement of forces into and out of an operational area. It
encompasses all activities from origin or home station through destination, including predeployment events such as alert notification, mobilization, intertheater, and RSOI activities.

When alerted, the deploying unit prepares for movement of personnel and TAT equipment to ports of embarkation for loading aboard the strategic intertheater transportation. TAT equipment must be shipped by the most expeditious means available while maintaining unit cohesion, to enable rapid draw and employment of APS-equipped units. The unit should also
prepare to ship organic items when APS on-hand levels are below authorizations and would
be expected to constitute unit shortages. Deploying units use ABS to determine this requirement. The unit may also dispatch an advance party to the APS site to assist ASC,
USAMLC site personnel, and, if available, the medical logistics support team (MLST) with preparing equipment for issue. Commanders should ensure the advance party is comprised of
personnel with appropriate licenses to operate the different pieces of equipment as well as
include personnel capable of assisting ASC with required maintenance.

The RSOI process generates combat power and delivers it to the joint force commander. APS do not reduce the need for an efficient RSOI process that can occur in theater or at an intermediate staging base or advance base. However, the need to reduce equipment draw times is enhanced when equipment is in combat configuration and maintained at 10/20 standards (equipment that is fully mission capable and ready for combat) for immediate release. The combination of these dynamic activities and the RSOI process supports the CCDR's concept of operations for receipt and employment of the force. Except for slight
modifications (such as the unit may draw significantly more TAT items from APS and the size of the advance party which tends to be much larger), a deployment involving APS is the same as what is described in ATP 3-35.

Employment. Employment is the operational use of APS equipment. It begins when the drawing unit has moved to the TAA. Once approved for use, APS can be employed across the range of military operations at the commander's discretion. Replenishment is the process of replacing APS equipment lost or destroyed during the employment stage. DA, in coordination with USAMC and USAMLC (for class VIII), are responsible for coordinating APS replenishment.

Redeployment. Redeployment is the transfer of forces and materiel to support another joint force or combatant commander's operational requirements, or to return personnel, equipment, and materiel to the home or demobilization stations for reintegration or out-processing. Redeployment
of an APS-equipped force may involve the reconstitution and turn-in of issued APS sets prior to unit redeployment. The process for turn-in of APS equipment will vary based on the tactical
situation.

Regeneration. This is the process of planning and budgeting for replacing APS equipment used in support of a campaign. DA, USAMC and United States Army Medical Materiel Agency
(USAMMA) (for class VIII), are responsible for coordinating APS regeneration.

## Key Enablers Of Aps Operations

1-17. The following are key enablers to successfully execute APS operations:

Strategic Lift. An underlying concept of APS is uniting airlifted personnel with pre-positioned
equipment, even though some follow-on unit equipment may arrive later via sealift. The CCDR's staff documents movement requirements in the time-phased force and deployment data (TPFDD),
in accordance with the Joint Operation Planning and Execution System to provide for strategic movement planning. The United States Transportation Command, through the Air Mobility Command, provides common-user airlift allocated to the supported CCDR to expeditiously
transport deploying forces to theater aerial ports of debarkation.

Aerial Port of Debarkation (APOD). For airlift to be effective, sufficient facilities must be reasonably close to APS sites, ports or intermediate staging bases, as appropriate. Suitable aerial
ports of debarkation should be able to accommodate and support strategic aircraft. In the absence of improved facilities, forces may arrive through austere landing facilities via strategic air or
through a combination of strategic and tactical airlift. In addition to the facilities, aerial ports of debarkation require sufficient personnel and material handling equipment to conduct clearance operations. Arrival/departure airfield control groups can be used to receive deploying forces.


Seaport of Debarkation (SPOD). An SPOD must be capable of accommodating large, deep draft, oceangoing ships. Ideally, a seaport of debarkation should be accessible and close to the contingency area. However, it may be necessary to employ Army watercraft to transship materiel
from an intermediate staging base to a small or unimproved port in the AO.

Staging Base. Once a unit draws pre-positioned equipment, it needs an area large enough to
organize into unit configurations, draw and distribute combat loads, accomplish maintenance, reconcile equipment shortages, calibrate and test-fire weapons, and prepare for onward movement
to an assembly area. Ideally the staging base is in theater, near the pre-positioned materiel site or equipment configuration and handover area. However, METT-TC(I) may require the staging base
to be out of theater, perhaps hundreds of miles from the AO.

Surface Transportation Infrastructure and Movement Control. To reach the staging base and complete the reception, staging, and onward movement process, a surface transportation
infrastructure is usually necessary. Critical surface transportation infrastructure elements include: highway infrastructure; with road surfaces, bridges, and tunnels capable of supporting the onward movement; rail systems with suitable loading and unloading facilities, tracks, and railcars of adequate types and quantities compatible with the countries being transited; and inland waterway and intra-coastal waterway to transport equipment and supplies over rivers, canals, or coastal waters using U.S. or host nation barges and other suitable watercraft. If unavailable in theater,
required lighterage may be available from APS assets and APS equipment may be transported via sealift to traverse long distances. Sealift may require deep draft seaports as described above. Regardless of the transportation mode used for onward movement, establishment of movement control becomes essential. *Movement control* is the dual process of committing allocated
transportation assets and regulating movement according to command priorities to synchronize the distribution flow over lines of communications to sustain land forces (ADP 4-0).

Security. With the exception of force protection ammunition drawn from home station, deploying forces have minimal capabilities for self-defense until they organize for onward movement in the
staging base. The supported CCDR must provide security at key nodes such as APOD or SPODs, APS sites (in theater), staging bases, and along transit routes. Supported CCDRs and home station installations must consider enhanced protection in the contested operational environment of multidomain operations. Adversaries may execute cyberattacks or other multi-domain operations attacks to prevent forces from deploying, maneuvering, or drawing ammunition from home station. Security includes gaining air superiority for the AO, preventing attacks by direct or indirect fire, hardening networks and control systems against multi-domain operations attacks, and providing area security. Additionally, the supported CCDR should develop a CBRN defense plan
to protect and minimize unit vulnerability to CBRN incidents. The CDDR should develop a CBRN
defense plan as a part of the overall protection plan that also takes into consideration resources
required to recover from a CBRN incident.

Logistics Support. Forces deploying to a theater arrive with limited self-sustainment capabilities.
The APS site issues initial quantities of unit basic load of class I (food, rations and water), class II
(clothing), class III (petroleum, oils and lubricants), class V (ammunition), class VIII (medical
materiel which includes medical, dental, and veterinary supplies and equipment) and class IX
(repair parts), that differs by site. The site also provides an initial repair parts package class IX authorized stockage list (ASL) and shop stock items and class VIII ASL repair parts and shop
stock items (depending upon the unit) at the time of the APS draw. APS sites will replenish units on all classes of supplies based on METT-TC(I) and the distance the unit must travel plus 24 hours to ensure the unit has enough supplies to arrive at its final destination. The supported ASCC provides deploying units with sustainment supplies such as food, water, fuel, ammunition, and repair parts until sustainment line of communications are established. Sea lanes of communication closure occur with the arrival of surge sealift. If the theater does not possess enough sustainment stocks to last until sea lanes of communication closure, the theater CCDR can request that supplies
loaded aboard APS-3 sustainment ships be issued in support of theater operations.

Automated Information Systems. GCSS-Army integrates local supply and logistics databases into
a single, enterprise-wide system in support of day-to-day logistics management as well as APS
operations. GCSS-Army is an enterprise resource planning solution that tracks supplies, spare
parts and organizational equipment. It also tracks unit maintenance, total cost of ownership and other financial transactions related to logistics for all Army units. GCSS-Army is the tactical unit
and installation logistics and financial system for the U.S. Army. The system utilizes web-based
capability to provide users access to information and exchange operational data related to tactical maintenance, materiel management, property accountability, tactical financials and other related sustainment functional areas. GCSS-Army integrates tactical logistics enterprise information for
leaders and decision makers to provide a single maneuver sustainment picture to manage combat power. See appendix A for a list and description of automated systems.
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## Chapter 2 Roles And Responsibilities

This chapter outlines basic roles and responsibilities of commands and agencies. The APS program involves strategic to tactical unit level organizations. USAMC and its subordinate, USAMLC, manage APS. USAMLC is a subordinate command of the United States Army Communications-Electronics Command and is responsible for oversite of class VIII in the APS program. APS materiel is owned by HQDA and approved for release by the Secretary of Defense. Upon approval by the Secretary of Defense and in coordination with HQDA, APS can be allocated for use by CCDRs and may be apportioned to one or more CCDRs for planning purposes and allocated by the Secretary of Defense to a specific CCDR to support contingency operations. Additional information related to APS assignment, allocation and apportionment can be found in CJCSI 4310.01E.

## Strategic Organizations

2-1. The APS program involves coordination of multiple strategic level Army and joint organizations. The coordinated effort ensures the CCDR is provided fully operational and maintained APS when needed. The strategic level organizations have responsibilities governed by regulations. Although the regulations are comprehensive, in simplified terms, strategic level organizations have responsibilities to procure, store, inventory, transport, and maintain APS equipment. Determining required levels of APS and training of units on obtaining and returning APS equipment are also strategic level responsibilities.

## United States Transportation Command

2-2. The United States Transportation Command (USTRANSCOM) serves as the joint distribution process owner responsible for creating and implementing global deployment and distribution solutions in support of the CCDR assigned missions. USTRANSCOM and its component commands coordinate directly with the supported CCDRs and the deploying units to provide strategic lift for APS operations. In coordination with the supported command, it recommends air and seaports. It also provides strategic lift supportability analysis for the CCDR's operation plan (OPLAN).

2-3. USTRANSCOM coordinates air, sea, and surface deployment schedules through its three component commands: Air Mobility Command, Military Sealift Command and Military Surface Deployment and Distribution Command (SDDC). As a major command of its parent service, each respective transportation component command coordinates through USTRANSCOM to command and control strategic air, sea or land transportation operations required to support movement of forces from installations to airports and seaports of embarkation.

## Defense Logistics Agency

2-4. The Defense Logistics Agency provides support for joint forces during peace and war. It is the focal point for the industrial base and is the executive agent for all classes I (food), II (clothing), III (petroleum, oils and lubricants [package and bulk]), IV (construction), VIII (medical) and a majority of class IX (repair parts). Excluded supply items are munitions, missiles, and military Service unique items.

2-5. In support of APS, Defense Logistics Agency:

Coordinates with USAMC, USAMLC and other organizations to obtain equipment and stocks for
APS.

Provides supply support for APS to all Department of Defense activities during mobilization or
war in accordance with DODM 4140.01, volume 2.

Administers disposition services of APS inventory.

## United States Army Materiel Command (Usamc)

2-6. As the executive agent for the APS program, USAMC:

Develops APS program funding requirements.

Advises HQDA when deficiencies in resources preclude USAMC from accomplishing the APS mission.

Provides for accountability of APS (excludes class I subsistence).

Reviews and validates authorization documents.

Configures APS materiel in storage for combat.

Issues execution orders identifying authorized release of APS equipment to CCDRs for operations and exercises.

Ensures operational readiness of APS equipment.

Coordinates CCDR mission changes that impact the APS program, including changes to OPLANs and TPFDD.

Coordinates with United States Army Forces Command (FORSCOM) to develop plans for using equipment during training exercises and programmed maintenance cycles.

Provides managerial oversight of APS and forward stationed Army watercraft on behalf of CCDRs.

Develops and maintains ABS for each APS ship and site to include equipment inventories, issue
procedures and ship or site location information. Provides a copy of each battle book to SDDC.

Provide calibration and repair support of APS TMDE.
2-7. Figure 2-1 displays USAMC's organization for managing APS materiel (less class VIII). Army field support brigades and their subordinate elements positioned worldwide provide on-site management for ASC.

## Department Of The Army G-3 And G5

2-8. The DA assistant chief of staff, operations, (G-3) and DA assistant chief of staff, plans (G-5) contribute to the success of APS by:


Designing APS force structure that is compatible with the structure of the type of unit which will
deploy to use APS equipment.

Ensuring modernized equipment is fielded to APS within a reasonable time frame after it has been fielded to units designated to draw APS.

Appointing a single point of contact within each element of the DA staff to coordinate APS issues.

Developing and forecasting funding requirements for APS.

Serving as release authority for APS.

## Department Of The Army G-4

2-9. The DA assistant chief of staff, logistics (G-4) provides guidance on developing the APS program and ensures materiel is configured for combat and combat ready for deploying units in accordance with Army serviceability standards. They also ensure pre-positioned materiel are kept at authorized levels to adequately fill unit sets, provide resources to conduct the APS program, approve pre-positioned equipment listing, and ensure equipment requirements are identified in Army force structure, systems and applicable documents.

## Office Of The Surgeon General

2-10. Office of the Surgeon General has responsibilities in the APS program to provide advice and assistance on aspects related to medical materiel, equipping, and readiness.

## United States Army Forces Command

2-11. Based on contingency planning requirements, FORSCOM in coordination with HQDA G-4 and USAMC is authorized to conduct a HQDA G-4 funded Brigade Inspection Reconnaissance Exercise Program to train units in proper draw and issue procedures. It also determines the current condition of APS equipment and forward positioned watercraft. Brigade Inspection Reconnaissance Exercise Program teams are composed of potential users of this equipment. (See figure 2-2.)
2-12. FORSCOM is responsible for preparing forces for operational assignment and providing assistance to deploying forces as required. As the Army's lead agency for APS deployment preparation training, FORSCOM will:


Ensure operational readiness of APS equipment and stocks through the Brigade Inspection
Reconnaissance Exercise Program.

Exercise plans for units identified for APS missions to assist USAMC in equipment discharge during scheduled maintenance cycles.

If required, ensure units are trained on the APS program, relationships, responsibilities, and the
procedures for discharge, issue, and accountability transfer of APS equipment.

## Theater And Operational Organizations

2-13. Theater and operational organizations ensure APS operations, to include supply and maintenance support capabilities, are developed into each theater concept of support at the TSC and ESC level. Theater level organizations link the use of APS equipment to operation plans, exercises and contingency operations.

As the operational environment changes, theater planners synchronize operation plans with pre-positioned unit sets that may require repositioning from other theaters or justify increasing specific items in unit sets.

## Combatant Commander

2-14. The combatant commander has a broad range of responsibilities, beginning with the decision of whether or not to use APS during an operation. This decision is made in coordination with Joint Staff Directorate for Joint Force Development (Joint Staff J7), USAMC, and the ASCC at a joint sourcing conference. Once the decision has been made to use Army pre-positioned stocks, the CCDR selects the primary aerial ports of debarkation and seaport of debarkation for the operation (in coordination with United States Transportation Command and its subordinate commands). The CCDR also selects an area where units can be issued Army pre-positioned stocks (equipment, configuration, and handover area for APS-3
operations) and develops planning data for marshalling and staging areas. These decisions must be made early in the operational planning cycle, so the CCDR can disseminate broad planning guidance to APS units and other stakeholders. Before units can begin employing APS equipment, the CCDR and ASCC must conduct intelligence preparation of the battlefield and provide sustainment for deploying forces.

2-15. The CCDR establishes command relationships to minimize disruption to command and control of APS
operations during the transition from planning through deployment and execution phases. The importance of clear command relationships is fundamental throughout the deployment process. This applies to the draw and onward movement of APS materiel as well. The supported CCDR should publish the command relationships so that all parties know who is directing the operation and understand their responsibilities. The supported CCDR considers all players when developing the plan: Army Strategic Logistics Activity Charleston, Army field support battalion (AFSBn), Army field support brigade, USAMMA medical logistics support team, USTRANSCOM and its subordinate components, other supporting commands, and the deploying unit.

2-16. The CCDR is responsible for the defense of key nodes, transit routes, staging areas, and strategic sealift ships (including APS-3) in the area of responsibility.

## Army Service Component Command

2-17. The ASCC plays an important supporting role in APS operations. Working closely with the CCDR
and other supporting commands, the ASCC:


Conducts detailed planning to determine the SPODs and the locations for issuing and staging APS equipment.

Programs resources to support planning and participation in APS readiness exercises.

Requests release of APS equipment from DA.

Reimburses the APS releaser (USAMC) for any direct repair, technical inspection labor, packing, crating, transportation, storage costs, preservation, protection costs, and costs to return to technical
manual 10/20 standards incurred as a result of the loan or issue of equipment.

Conducts intelligence preparation of the battlefield.

Moves equipment within the AO and from the APS site to APOD or SPOD (if APS equipment needs to be moved from one theater to another).

Determines unique requirements for discharge, transportation, and handling of class V items.

Coordinates with USAMC to determine provisioning requirements of theater authorized stockage of Class IX at theater supply support activities to provide immediate support during regular
operations, combat operations, contingencies and training.

## Army Sustainment Command

2-18. The ASC is the responsible agent charged with accounting for, storing, maintaining, and issuing APS
materiel. ASC is responsible for all APS equipment (less class VIII and class IX). Theater specific class IX
material is managed by the ASCC through the theater supply support activity.

2-19. The ASC stores and manages non-medical APS materiel by:


Exercising command and control over APS draws through its in-theater AFSBn commander.

Developing all procedures necessary to support APS draws, storage, care of supplies in storage, and updating procedures as required.

Providing combat-ready equipment.

Transferring accountability for equipment and supplies to deploying units.

Updating ABS with current APS data, to include complete equipment lists, maintenance status of equipment and supplies aboard APS ships, review of load plans, and identification of any force modernization issues.

Providing initial supplies of class III (packaged and limited bulk), class IX (ASL, shop stock and
unit basic load), and other commodities as available.

Issuing or lending equipment and supplies (less medical and hospital related non-medical
associated support items of equipment) from ASC storage facilities to receiving units.

Coordinating with the ASCC to forecast and allocate authorized stockage of class IX repair parts for APS at theater supply support activities.

Coordinating with the receiving unit before the draw and providing maintenance assistance during the draw.

Developing and maintaining the APS data and information in the Logistics Modernization
Program.

Managing and maintaining APS property records at the national level with the Logistics
Modernization Program; with the same functions performed by GCSS-Army below the national
level.

Establishing an initial equipment transfer plan.

Performing liaison officer visits to appropriate commands.

Exercising plans for units identified for APS missions to assist FORSCOM in equipment discharge during scheduled maintenance cycles for APS.

Developing a readiness exercise to increase the capability to rapidly execute APS operations, in
coordination with the DA G-4. (The exercise will consist of, but not be limited to, visual inspection
and cyclic validation of equipment and supplies stored at APS locations and watercraft storage sites.)

Coordinates with USATA for calibration support and TMDE readiness of APS assets prior to unit draw.

## United States Army Medical Logistics Command

2-20. The USAMLC is a subordinate command of the United States Army Communications-Electronics Command which is a major subordinate command of USAMC. The USAMLC is responsible for oversight of class VIII in the APS program. The USAMLC's mission is to deliver medical materiel readiness through integrated materiel distribution, forward-positioned stocks, centralized medical materiel management and data management to sustain health services for operational Army and joint forces in support of large-scale combat operations. Responsibilities also include:


Life cycle management of all class VIII materiel.

Advises USAMC and ASC on medical specific materiel distribution and redistribution issues.

Provides national-level medical maintenance and supply programs which are managed and
executed to support sustainment operations and readiness.

Ensures medical sustainment and maintenance support for fielded medical systems and equipment throughout the system's entire life cycle.

## United States Army Medical Materiel Agency

2-21. The USAMMA, a subordinate organization of the USAMLC, coordinates, manages, and controls all class VIII equipment and supplies stored at APS sites as authorized by HQDA by:


Maintaining a permanent party liaison officer presence at USAMC to coordinate and integrate all
APS-related USAMLC class VIII operational and materiel actions.

Maintaining, through a USAMMA forward site manager, accountability records and, through USAMMA headquarters, total item property records for class VIII stored at APS locations.

Managing and accounting for class VIII APS. Accountability of class VIII is managed using the
GCSS-Army. Deploying units ascertain the composition of their APS unit sets from ABS.

Transferring accountability for all class VIII equipment and supplies to deploying units.

Deploying a MLST and USAMLC forward command and control element to coordinate with and
assist ASC and receiving unit representatives with the issue and accountability transfer of APS
class VIII located at APS storage sites.

Developing all procedures necessary to support APS class VIII draw, storage, and care of supplies in storage and executing procedures as required.

Providing combat-ready equipment.

Providing initial supplies of class VIII materiel as available.

Issuing class VIII equipment and supplying APS storage facilities to receiving units.

Coordinating with the receiving unit before the draw and providing medical maintenance assistance during the draw.

Developing and maintaining the class VIII portion of the APS data in ABS.

Providing class VIII data to ASC and the APS site manager for incorporation into GCSS-Army.

Supporting and providing personnel for the DA G-3 mobile training team.
2-22. Figure 2-3 depicts the USAMLC organizational structure for managing APS class VIII medical materiel. USAMLC forward site managers and additional personnel are positioned worldwide to provide onsite management of the APS class VIII materiel.

## Figure 2-3. United States Army Medical Logistics Command Organization For Aps Class Viii

2-23. In addition to responsibilities listed previously, USAMMA works with the deploying unit to prepare equipment for issue, support unit offload, conduct joint inventories and maintain accountability during issue and return. In coordination with AFSBn, USAMMA brings medical equipment to technical manual 10/20
standards.

2-24. The USAMMA MLST is the deployed modular team, responsible for facilitating the handover of class VIII APS materiel. The MLST deploys from USAMMA in support of RSOI of APS in the AO. The MLST provides medical materiel and maintenance capability, equipment accountability, and transfer support of reception operations at aerial ports of debarkation and sea ports of debarkation. This provides pre-positioned mission-ready medical supplies and equipment for deploying units.

## Military Surface Deployment And Distribution Command

2-25. As the single port manager, SDDC performs those functions necessary to support the strategic flow of deploying forces in common-user seaports, to include providing information on the status of equipment flowing into the theater. The single port manager is sourced from SDDC units permanently assigned to the supported theater where available, or from deployment and distribution support teams derived from SDDC
global forces. The single port manager provides support at the seaport of embarkation and seaport of debarkation to load or discharge APS cargo onto or from strategic sealift vessels, and assists with onward movement to designated locations in theater.

## Army Forces Commander

2-26. The Army forces commander coordinates with the CCDR, USTRANSCOM, and other supporting agencies to sequence the arrival of unit equipment and personnel for onload to avoid bottlenecks at the aerial port of embarkation.

2-27. In coordination with the joint task force (JTF), deploying brigade commander and the ASCC, the Army forces commander selects sites for the assembly area, TAA, and redeployment assembly area.

## Supporting Units And Deploying Units

2-28. Supporting units and organizations provide direct support to units planning to use APS equipment.

These units are responsible for inventory management, accountability, and equipment maintenance at APS sites. They may be responsible for maintenance and inventory of APS equipment afloat. The MLST is also a supporting unit as referenced above.

## Army Field Support Brigade

2-29. The Army field support brigade is a unique sustainment support organization with a broad and complex mission set. In support of APS, the Army field support brigade provides mission command of assigned AFSBns and coordinates APS support.

2-30. During contingency operations, the Army field support brigade headquarters may be augmented with an APS stock coordinator (special staff officer). This augmentation table of distribution and allowance staff officer advises the Army field support brigade and supported sustainment commanders and their staffs on all APS planning and execution matters. This staff officer coordinates, through the APS network, reception and issue of major end items and limited secondary items from the AFSBn to the receiving unit. The APS stock coordinator, in accordance with headquarters DA guidance, also calls forward APS equipment via the ASC from the strategic base, aerial port of embarkation and seaport of embarkation, or forward operating bases in the operational area for release to the receiving unit. Additionally, the APS coordinator also plans and integrates any additional AFSBn support to Army forces during RSOI, retrograde and redeployment. See ATP 4-98 for detailed information.

## Army Field Support Battalion

2-31. The AFSBn is responsible for managing, through the use of the GCSS-Army system, APS assets that include accounting for and maintaining unit sets, operational project stocks and sustainment stocks in support of their ASCC. The AFSBn also is responsible for unit status reporting in accordance with AR 220-1. GCSS-
Army is the system used for unit status reporting.

2-32. AFSBns are USAMC units that have the ability to leverage the considerable industrial base under their control to support equipment fielding, systems modernization, calibration support, sustainment level maintenance, and augment field level maintenance operations. AFSBns use a combination of DA Civilians, local national direct hires, and contract service providers to perform care of supplies in storage functions.

Additionally, these battalions support other missions as needed to support Army forces during RSOI, retrograde and redeployment in support of large-scale combat operations.

2-33. The AFSBn support to APS operations is divided into two phases:


Phase 1. APS-3 (Afloat). The Army Strategic Logistics Activity Charleston (ASLAC) assists
SDDC with ship discharge and assists the expeditionary sustainment command in moving equipment from the port to the ECHA. Activities include providing maintenance support at the port, scanning equipment into GCSS-Army, and configuring equipment into unit sets at the
ECHA. The AFSBn will coordinate with USATA for TMDE calibration and repair support.

Phase 2. The AFSBn and ASLAC provide supply and maintenance support at the ECHA.
Activities include inspecting equipment and weapons and repairing to standard, fire control system checks, and staging equipment by unit sets (see figure 2-4). They ensure units execute proper maintenance and supply functions (preventive maintenance checks and services, financial liability
investigation of property loss, property inventory) of equipment for turn in to support regeneration
of APS combat power during conduct of reverse RSOI. The AFSBn and ASLAC transfer accountability to the receiving unit which includes conducting a joint inventory of APS, confirming and ensuring that property data transfers result in 100 percent accuracy of property inventory.

## Army Strategic Logistics Activity Charleston

2-34. Army Strategic Logistics Activity located in Charleston, South Carolina, coordinates with other organizations to provide the CCDR the ability to quickly generate combat power at any location by establishing, maintaining, and reconstituting Army pre-positioned stocks afloat (APS-3). The ASLAC team consists of DA Civilians, military service members, and contractors. Specifically, ASLAC can deploy to an AO, coordinate with SDDC and an Army field support brigade to conduct unloading of APS ships and movement of stocks to the ECHA. They can establish an ECHA and also configure, perform maintenance, and transfer accountability of equipment and supplies in unit sets.

## Deploying Unit

2-35. Deploying units identified to draw APS materiel should become familiar with the quantity, type, and models of equipment they will draw prior to their deployment. Units must:


Access ABS and GCSS-Army to identify unit equipment shortfalls and determine TAT equipment
requirements. Report to higher headquarters for transportation scheduling and to update both the organizational equipment list and the deployment equipment list in Transportation Coordinator's
Automated Information for Movement System II. Receive initial copies of APS-related manuals,
standard operating procedures and lessons learned from the DA G-3 and G-4.

Units must establish deployable derivative unit identification codes or split their property book in
order to properly receive equipment stock storage locations via GCSS-Army transfer of equipment
records. GCSS-Army allows units to fully utilize the system to manage outgoing and returning
equipment sets. The results directly influence readiness in supply and maintenance plus accurately
captures costs to improve/increase readiness rates.

Identify command and support relationships and receive notification of general officer designated responsibility for all APS activities.

Identify theater requirements and provide the liaison officer to deploy with the survey, liaison, and reconnaissance party. In preparation of the advance and main party, the survey, liaison, and reconnaissance party conducts seaport reconnaissance, establishes liaison with in-theater
authorities, and confirms or adjusts port operating elements.

Coordinate with USAMLC for status of class VIII assets and any remaining shortages which may
need to be scheduled for movement via strategic lift or as TAT.
2-36. When a unit receives an APS mission, it must conduct required planning. Deploying units identified to draw APS equipment obtain valuable information regarding their APS unit set from the ABS and GCSS-
Army. Asset reporting is also required throughout the deployment phases. Units deploying onto APS will seek specific guidance through direct coordination from their Army Command, ASC (less class VIII), ASCC
and USAMLC (for class VIII).
2-37. Units are responsible for coordinating reception of APS equipment. They must dispatch an advance party to the APS site to assist ASC and USAMLC with preparing equipment for issue and support unit offload. This advance party, with assistance from APS site personnel, will prepare APS equipment for movement prior to the arrival of the main body. The unit should contact the APS site to determine the number of personnel required for the advance party which should include supply and maintenance personnel to establish operations and initiate equipment issue aligned to TAT flow.

2-38. At the draw site, units have the responsibility to:


Provide an advance party to assist site personnel with the draw.

Ensure unit equipment required to assist with the draw process (for example, tools, cold and hot weather gear, and personal weapons) accompanies the advance party.

Coordinate handover procedures and requirements with USAMC Army pre-positioned stocks
representatives.

Augment site security elements.

Inventory drawn equipment, accept accountability, perform preventive maintenance checks and services on equipment, and move equipment to the staging base.
2-39. In contingency operations, units will sign hand receipt documents generated by GCSS-Army and accept the ownership of APS equipment; accountability and maintenance becomes a unit responsibility. Upon completion of operations, USAMC will provide guidance for returning the equipment. If Army equipment is to be returned to APS, ASC and USAMLC, it may require the assistance of a trail party consisting of unit personnel to assist with further maintenance and cleaning. The final maintenance and cleaning of returned Army equipment will be conducted under the supervision of USAMC, ASC and USAMLC. Prior to turn-in, the unit will conduct a joint inventory at the APS site in coordination with ASC and USAMLC. The unit property book officer or accountable individual will be appointed to maintain property accountability and ensure all equipment released for issue and return in support of an operation is returned to APS.

2-40. If APS equipment is authorized for a training exercise, units will execute a lateral transfer stock storage location to stock storage location via GCSS-Army for reporting unit status reporting purposes under their unit identification code. Once the exercise is completed all equipment will be turned in accordance with chapter 5 of this manual.

2-41. Units are responsible for executing turn-in of the equipment and ensuring it is properly removed from unit hand receipts. Units also ensure all enablers are removed and accounted for to include the A&B kits for enablers to be reinstalled during the replacement. Additionally, units should follow supply procedures once the equipment is issued to the gaining transfer unit which becomes their responsibility until returned to APS
sites via ECHA operations.

2-42. When battle loss or damage occurs, the using unit assumes responsibility for accounting and reporting procedures in accordance with AR 710-1. When APS equipment is not returned due to battle loss, the unit provides all supporting documentation; it is essential the documents are accurate and complete.

## Chapter 3 Planning

This chapter focuses on planning requirements for APS operations and includes general deployment planning information. Planning for APS operations is the responsibility of the deploying commander. To enhance mission effectiveness, the deploying commander must coordinate closely with the CCDR through the ASCC.

## Overview

3-1. Early planning is essential to successful APS operations and some assumptions relating to missions and security are required. These assumptions are validated using the military decision-making process conducted by the commander's staff. The APS phase of the operation focuses on deployment, reception, drawing equipment, and staging to facilitate rapid integration of forces into the supported commander's OPLAN. Planners should look for ways to streamline their RSOI requirements to facilitate rapid integration into the joint force. The goal is to be ready for employment as soon as possible.

3-2. Relief in place and transfer of authority operations require the relinquishing unit's planners to identify APS equipment maintenance, shortages, and other related issues to the incoming unit's planners and to the CCDR staff, immediately.

3-3. The ABS provides real-time visibility of APS items and reference information on deployment planning and the procedures for drawing equipment from a particular ship or site. Users gain access to APS equipment data through a unit sets interface that provides visibility of equipment by unit type or location. This ABS
suite of tools can be accessed directly from the Army Enterprise System Integration Program website.

## Planning Considerations

3-4. Listed below are some of the considerations that should be included in any plan using APS. Planners should be aware that host-nation involvement might be required to ensure the plan is feasible.


SPOD. The supported CCDR, in consultation with the ASCC and USTRANSCOM, determines the primary SPOD for discharge. The primary concern is the speed with which the combatant forces can become combat-ready.

APOD. The APOD must meet the operations order's force closure requirements and facilitate the air-sea integration of personnel and equipment. The CCDR, on advice of USTRANSCOM, the
Air Force Service component commander, and the other Service commanders, selects the APOD.

TAA. In coordination with the brigade commander, the JTF and Army forces commander selects the brigade TAA to support expeditious marshalling of forces and integration into tactical operations. Site selection must consider distance from the SPOD and the initial availability of equipment to move APS equipment during initial entry operations.

Anchorages. When considering a suitable place to anchor vessels, the depth, bottom type, currents,
and distance to shore must be considered. Additionally, for ships carrying ammunition and explosives, explosive safety quantity distance arcs must be considered.

APS Ships. One consideration for the timely discharge of APS ships is timing it to match host nation support capability, combatant force storage capacity, and combatant force usage rates. The theater opening/port opening ship may be considered for discharging first to facilitate discharge of subsequent ships. Shortfalls in storage areas within the theater of operations may necessitate using one or more ships as a station or warehouse facility until facilities are developed. Security may determine the amount of time the ships remain in the discharge area.

APS Watercraft. APS lighterage such as flat bottomed barges and other watercraft used to shuttle
cargo and personnel will be available for ship discharge operations, intra-theater transport, and
harbor support. Other considerations for use of watercraft include, fueling, maintenance, harbor facilities and safety and coordination with the Maritime Standards & Safety Office to conduct siteassisted visits during the draw of APS watercraft. Assistance from the Maritime Standards & Safety Offices will help validate overall readiness of equipment and will provide support to Soldiers drawing equipment. For additional information, see TM 4-15.21.

APS Equipment. In some instances, APS equipment may not be the same model or as modern as the unit's modified table of organization and equipment. Deploying units should coordinate directly with ASC (less class VIII) and USAMLC (for class VIII) and consult with ABS to
determine the exact equipment they will draw from APS. Units must ensure they are trained on the actual APS equipment they will draw.

APS Ammunition. Ammunition support to a theater of operation is performed by simultaneously
committing pre-positioned ammunition and other munitions available at the national level. APS ammunition is moved to the AO where the ammunition support team, consisting of ammunition
managers, quality assurance specialist ammunition surveillance, and contract personnel are then dispatched to survey the port and assure serviceability of ammunition and overall safety of operations.

## Sequence

3-5. Execution planning provides the transition from peacetime posture to the conduct of military operations. Time available for execution planning may be greatly compressed, requiring abbreviated steps and procedures throughout. During this phase, the supported CCDR finalizes the OPLAN and accomplishes two other major actions: force preparation and deployability posture reporting. This phase ends when the Secretary of Defense directs execution of the OPLAN, places it on hold, or cancels it outright. Preparation for deployment, including planning and updating unit standard operating procedures, is essential when planning time is compressed.

3-6. Upon receipt of the initiating directive, the deploying units and the supporting commanders contact the supported CCDR or JTF commander. Together they conduct formal coordinated planning based on a detailed analysis of the assigned mission and the CCDR or JTF commander's concept of operations. The ASCC operations plan is then refined incorporating this analysis. The commander's concept will include, as a minimum, a concept for deployment where the plan for deployment of the APS and brigade to the theater is clearly stated. Also included are specifics concerning early repositioning of the ships and desired closure and arrival dates.

## Planning Requirements

3-7. Army forces train to conduct operations identified in the joint planning process. These forces also prepare to support operations that may arise during a crisis. In such cases they plan for a mission that has not been previously identified as a specific requirement. All units with the potential to draw APS equipment should develop and execute deployment exercises that include APS operations.

## Deployment

3-8. The deployment plan must be flexible. When in receipt of a specific mission, the military decisionmaking process often dictates modifications to the plan. Availability of airports and seaports and changes to the TPFDD will influence the unit's deployment plan. Changes that affect a unit's deployment must be communicated to the deploying unit in a timely manner. CCDRs should include units slated to draw APS equipment early in the planning process. This minimizes the impact of potential problems on both the deploying unit and the supported CCDR.

3-9. The Adaptive Planning and Execution System process for operations that includes APS requires the participation of the prospective unit and supporting commanders. The joint force commander is the executive agent for formal coordination between the joint planning and execution community and lift providers regarding TPFDD validation and scheduling decisions. A decision to use APS has significant effects on the TPFDD. Direct coordination between supported and supporting commands is necessary to facilitate rapid development and execution of the TPFDD. Direct coordination among the supporting commanders, force providers, deploying forces, and lift providers is necessary for load planning or to coordinate details of validated unit transportation requirements during execution.

3-10. Effective APS planning requires the CCDR, in coordination with the ASCC, to develop planning data on prospective marshalling and staging areas. Planners require information on


Air and seaport facilities and infrastructure.

Availability of support equipment.

Area large enough to organize units and equipment for onward movement.

Life support facilities.

Water, power, and local communications.

Prospective host-nation and coalition support.

Medical requirements and issues.

Road networks, distribution infrastructure and clearance requirements.

Availability of contracted resources.

Force protection requirements.

Host-nation support, customs, agriculture, and related requirements.

## Security

3-11. The CCDR also sets the priority of support for APS equipment issue to subordinate deploying units competing for limited resources. Since APS operations require a permissive environment to accomplish draw and staging, force protection is essential. Security is accomplished through the planned integration of force protection, operational and physical security, information operations, high-risk personnel security, and law enforcement operations. Security operations may be supported by foreign intelligence, counterintelligence, or other security programs.

3-12. The CCDRs are responsible for defending the strategic ships (including APS) in their area of responsibility. As described in chapter 1, the supported CCDR establishes area security, determines available host-nation support for security operations, and establishes additional measures to support the security effort.

This responsibility may be delegated to a subordinate commander capable of providing adequate security. Security considerations should include specific responsibility assignments for ships underway, enroute support bases and facilities, staging and marshalling areas, logistic support areas, and TAAs. General categories of security responsibilities include


Airspace control.

Area air and missile defense.

Sea security, including ports.

Ground security.

Fire support coordination.

Movement control.

Communications security.

Operations security.
3-13. Commanders at all levels are responsible for effective management of information security within their command or areas of responsibility. Information security is vital to successful APS operations whether conducting APS operations in a permissive environment or during large-scale combat operations. To ensure information security, commanders conduct information security operations consistent with AR 380-5. The CCDR, including commanders at all levels are responsible for the safeguarding of classified and controlled unclassified information and the appropriate classification and declassification of information (APS information in particular). Commanders will


Designate a security manager in writing of sufficient rank or grade to effectively discharge assigned duties and responsibilities.

Establish written local information security policies and procedures.

Formulate measures or instructions necessary to ensure continuous protection of classified information, controlled unclassified information and related materials.

Ensure that persons requiring access to classified information have appropriate security clearance meet access standards and have a need-to-know.

Make recommendations, based on applicable regulations and directives, on requests for visits by
foreign nationals and foreign government representatives. Provide security and disclosure guidance if the visit request is approved. For further guidance regarding official visits by foreign government representatives, refer to AR 380-10.

Ensure violations of this regulation, including suspected compromises or other threats to the safeguarding of classified information and the unauthorized disclosure of controlled unclassified information are reported and investigated in accordance with AR 380-5.

Recommend appropriate corrective actions to address security violations.
3-14. These measures also establish responsibilities for emergency defense and rules of engagement. Control measures are ultimately the responsibility of the CCDR in coordination with the country team.

## Reception, Staging, Onward Movement And Integration

3-15. METT-TC(I), available facilities and support, uniqueness of each APS site, and the tactical concept for APS operations all influence RSOI. The ASCC develops the RSOI plan for pre-positioned materiel operations in coordination with the Army field support brigade. The ASCC also coordinates with the drawing unit commander, single port managers for the aerial ports of debarkation and seaports of debarkation, USAMMA MLST, and supporting unit commanders. The RSOI plan is submitted to the theater combatant commander for approval.

## Transition To Integration

3-16. APS-equipped units will transition to the integration phase when operational equipment is fully manned in staging areas and units are prepared to conduct drills covering the range of military operations anticipated for the mission. The supported CCDR sets the criteria for determining when the deploying force is fully mission-capable. Unit plans for transition to employment include


Clear delineation of responsibility for local security.

Notification of higher headquarters as units achieve operationally ready status.

Preparing equipment, maintenance, and technology insertion.

Zeroing combat systems.

Training in AO.

Use of assembly areas to facilitate subsequent or concurrent tactical operations.

Plans for responding to hostile action following RSOI operations.

## Infrastructure

3-17. APS operations require an adequate physical infrastructure. In the absence of, or in the event of damage to infrastructure capabilities (for example, bed-down areas, hardstands, water sources, wharves and piers, bridges, and aircraft unloading aprons), U.S. forces must be prepared to build or augment the required infrastructure. The senior Army engineer command prepares the civil engineering support plan, a peacetime assessment of infrastructure required to support military operations. In coordination with the U.S. Army Corps of Engineers, the engineer command plans and executes the theater engineer mission.

## Intelligence

3-18. The intelligence capabilities and organization of deploying forces vary significantly. The supported CCDR or ASCC provides intelligence preparation of the battlefield and other intelligence support to the forces within the theater. Because the battalion or brigade intelligence staff of the unit drawing APS has a limited intelligence capability, the staff may require augmentation to ensure continuous intelligence support and to coordinate intelligence and counterintelligence measures.

## Information Operations

3-19. An APS operation requires a coordinated, detailed OPLAN or concept plan to adequately execute command and control. The plan must consider command and control requirements for internal and external communications to the APS unit, current and potential changes in command relationships, task organization of the unit, equipment augmentation, and location of the APS elements and supporting units. Information operations systems must provide a reliable, secure means to exercise command and control, and they must be flexible enough to compensate for internal and external changes. The requirements and ultimate design of the information system for APS operations depend on the following


Location of the operation and mission requirements.

Information systems provided by the CCDR through the ASCC.

Availability of commercial systems.

Host-nation information infrastructure.

Information systems drawn at the APS site.
3-20. The CCDR provides broad planning guidance as early as possible to deploying APS units. This ensures that provisions can be made for the required interoperability and operational demands of the information systems. Deploying unit commanders should continually refine their information systems posture through periodic testing of portions of the system with higher and subordinate headquarters. They immediately inform the ASCC of any voids and gaps in existing capabilities.

## Logistics Support

3-21. The ASCC's concept of operations should include their concept of APS operations in the theater concept of support to ensure satisfaction of unit embedment in support of the deploying unit commander's posture. The concept of operations drives the deploying unit commander's logistics support concept for APS operations. Planning must satisfy both known and anticipated logistics requirements. Logistics planners must consider


Requirements based on mission, concept of operations, forces to be supported, operational
environment, and enemy capabilities.

Forces required to support the operations.

Availability and types of nonorganic logistics resources in theater such as contracted or host-nation
assets.

Time phasing of organic logistical capabilities into the theater (for example, port opening elements, brigade support battalions, sustainment brigades, and a theater sustainment command).

How broad functional areas of supply, maintenance, facilities, transportation, engineering, medical support, and other services will be provided. The magnitude of support is directly related to the tailored force planned for the operation.

Administrative and logistics requirements during each phase of deployment, employment, and redeployment.

Distribution sites and support channels in the AO.

Competing strategic requirements for APS materiel (in theater and by other CCDRs).

Coalition, host-nation, and interservice agreements for logistics support.

## Test Measurement, & Diagnostic Equipment

3-22. TMDE are items that provide a measurement type support for maintenance actions. In order to ensure TMDE maintains their level of accuracy to delivery accurate diagnostics, calibration procedures are performed. The Army possesses four levels of calibration and the USATA determines these levels and the interval for performing calibration on TMDE items. TB 43-180 provides a listing calibration intervals and levels on TMDE items enrolled into the Army Calibration Program. Each TMDE item will have a DA-80
Label affixed to the item which provides dates of calibration and expiration. For more TMDE information refer to AR 750-43.

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## Chapter 4 Issue Process

This chapter discusses the APS issue process with emphasis on speed and efficiency. A unit can determine what items to deploy with from home station by using Automated Battle Book System. Pre-positioned materiel is stored in unit sets as close to its employable state as possible. This reduces the amount of tailoring and maintenance to perform at the draw site. Units must send an appropriate number of advance party Soldiers to assist APS site personnel with a speedy issue. Incorporating digital training exercises to train APS draw and issue procedures will help ensure the operation will be performed smoothly during actual contingencies.

## Issue Fundamentals

4-1. APS are national assets owned by DA, and when issued, stock-funded items stored in APS are required to be purchased by the receiving Army forces. The Army forces should consider the operational cost of using APS when developing contingency operation plans and cost estimates. Funding should be provided prior to issue.

4-2. APS materiel is stored differently at various locations around the world. Whether equipment is stored aboard ships, in controlled humidity warehouses, or out in the open, the process for issuing the equipment is standard. Equipment is issued for contingencies, exercises, and stability and support operations. During major combat operations, the Chairman of the Joint Chiefs of Staff or the Secretary of Defense can direct the release of APS. APS can be released by the DA G-3, G-5 or G-7 in support of small-scale operations or national emergencies.

4-3. The ABS identifies the materiel available in each unit set. By analyzing the ABS, deploying units can determine the equipment they must bring from home station. Direct coordination between deploying units and ASC or USAMLC (for class VIII) is imperative for successful operations. Once this review has been completed, the TPFDD can be finalized. Figure 4-1 on page 4-2 illustrates the flow of APS data between GCSS-Army and ABS.

4-4. To maximize the inherent time advantage of employing APS stocks, deploying forces and their essential TAT and not authorized for pre-position equipment arrive in theater primarily, if not exclusively, by air. Following arrival at the APOD, deploying unit personnel proceed to the APS handover site and draw the pre-positioned equipment.

4-5. When land-based APS equipment or non-self-deployable Army watercraft systems need to be moved between theaters for employment, the supporting ASCC is responsible for planning the movement from the APS site to the APOD or SPOD. Moving equipment within a theater is the responsibility of the supported ASCC.

## Draw Process

4-6. The draw process emphasizes speed. AFSBn and USAMMA personnel ensure equipment is ready for issue upon arrival of the deploying unit. Generally, deploying units draw sets of equipment without cross leveling, tailoring, or reconfiguring them at the APS facility. The drawing unit completes the APS draw as quickly as possible to meet or exceed defense guidance.

4-7. To facilitate use of APS for immediate employment in a contingency or major combat environment


APS should be stored and maintained in technical manual 10/20 standards condition, or more
specifically, in such condition that they are survivable for the entire initial phases of a conflict
with little or no major repairs by the unit. However, because some preservation will have been
necessary while the equipment was in storage, such as removal of batteries and sensitive equipment or draining of fluids, this equipment will need to be prepared for issue.

To expedite employment, deploying units receiving APS sign for the equipment at the handover site and have 10 days to provide inventory discrepancies to the AFSBn or USAMLC. The unit
should coordinate with the site manager prior to leaving the handover site to determine a point of contact within the AFSBn or USAMLC to report discrepancies. Shortages and discrepancies on
Army watercraft must be identified prior to handover and departure from port to determine if they
would preclude mission completion or pose an unacceptable risk. Incorporating the support of the Maritime Standards & Safety Office during the draw process will facilitate the identification of discrepancies and aid in risk mitigation processes.
4-8. To ensure that draws are successful, APS site personnel, assisted by the unit advance party, prepare APS equipment for movement before arrival of the main body. Typically, required activities are


Removal of preservation and packing material.

Configuration of equipmentinstalling or recharging batteries; draining and replacing fuel as
appropriate; uploading weapons systems on equipment; installing sensitive items; and inspecting each item and making quick-fix repairs only (such as add fluids, tighten or replace belts because extensive maintenance operations are not part of the draw process). Items needing extensive maintenance will not be issued and will be replaced with like equipment from APS.

Transfer property accountability by sets of equipment.

Detailed component inventories are performed and shortages are reconciled at unit staging areas.

Ensure TMDE items have a current calibration date and are not expired.
4-9. The number of advance party Soldiers required to conduct the handover of equipment is proportional to the amount of time available. If the unit is responding to a contingency that requires a rapid issue, then more advance party personnel are required. Key personnel from each advance party draw team are briefed by ASC and USAMMA site representatives. At the conclusion of the briefing, the process of inventorying items and signing hand receipt documents, generated by GCSS-Army, for the equipment begins. The ASC
and USAMMA draw briefing should cover the following:


Organizational responsibilities.

Site configuration, draw process, and flow.

Provisioning and equipment issue and receipt.

Vehicle and equipment checks.

Maintenance procedures.

Safety.

Property accountability.

Key site personnel.

Life support.
4-10. During a deliberate APS draw, if time allows, the Army may insert modern technology into APS
equipment and systems to improve their war fighting capability.

## Property Accountability Transfer

4-11. During APS draws, the AFSBn issues or temporarily lends equipment to receiving unit commanders via GCSS-Army. Units must deploy with organic communications and automated information systems.

4-12. Prior to handover to the receiving unit, the AFSBn port battalion scans the GCSS-Army labels on each piece of pre-positioned equipment. Once this information is in GCSS-Army, it can be used to update inventory and maintenance information. The data in GCSS-Army is also exported to the gaining unit's account.

4-13. During class VIII APS draws, the USAMMA MLST issues equipment to receiving unit commands via approved medical logistics information systems. The USAMMA MLST can also export data from approved medical logistics information systems fielding laptop applications to the gaining unit's GCSS-Army property account.

## Staging Base Activities

4-14. The ASCC is responsible for establishing the staging base and supporting its operation (see figure 4-2, page 4-4) for a notional staging base. Most activities required to make the unit operationally ready and prepared to complete the RSOI process occur in the staging base. The ECHA also has other specific activities to enable the unit to complete RSOI for ECHA activities (see figure 2-4, page 2-9). How thoroughly personnel can perform each activity depends on METT-TC(I) considerations, particularly time. Unit activities include


Identifying shortages to AFSBn and USAMMA medical logistics support team personnel.

Thoroughly inspecting equipment for mechanical deficiencies.

Repairing equipment to technical manual 10/20 standards, as required.

Test firing and calibrating crew served weapons. (Identifying sufficient space, facilities, and equipment is especially critical for accomplishing these functions.)

Receiving all prescribed quantities of supplies required to be on hand which comprise a unit's
wartime basic load.

Organizing forces for onward movement to the TAA and preparing to integrate into the theater command structure. (Units must arrange for force protection during movement to the TAA.)

Coordinating movement requirements for convoy operations and transport of track vehicles (heavy equipment transport support).

## Safety

4-15. Safety during all APS draws is a command responsibility of the ASC site commander as well as the commander of the deploying unit. Every individual involved in APS operations must aggressively identify and prevent unsafe conditions and actions. The Maritime Standards & Safety Office is a critical element in APS watercraft safety planning that facilitates rapid deployment and incorporates the commander's operation risk management and mitigation strategies. Commanders ensure Soldiers receive safety training, briefings and undergo safety inspections to comply with watercraft safety guidelines in preparation for and during APS operations.

## Training And Exercises

4-16. Properly trained units and APS site support personnel are paramount to conducting effective contingency operations. Units and personnel likely to draw pre-positioned materiel should be resourced to conduct training exercises in peacetime. Incorporating digital training exercises to train APS draw and issue procedures will help ensure the operation will be performed smoothly during actual contingencies. Exercising the draw procedures benefits not only these units and the APS site support personnel, but also serves to validate the equipment readiness and associated war plans. Units designated to draw and operate with prepositioned equipment should conduct realistic command training programs to rehearse procedures, exercise communication links, refine liaison requirements, identify voids and gaps, and allow participants to establish familiarity with the draw process. This training enables units and commanders to easily transition from equipment draw to employment. Appendix B provides checklists that help prepare commands and staffs for APS missions.

## Sustainment Support

4-17. The geographic combatant commander and ASCC provide for the sustainment of forces deploying to draw APS upon their arrival in theater.

4-18. Human resources services support requires the same detailed preparation and planning required in all military operations.

4-19. Adequate medical support is required throughout the entire RSOI process. However, arriving medical units requiring the issue of APS equipment should be used to fill capability gaps only after the unit has completed the RSOI process, moved to their tactical location, and are fully operational.

## Chapter 5 Turn-In Process

This chapter discusses the turn-in process and redeployment. Redeployment involves returning forces to home or demobilization stations or transfer to support another joint force commander's operational requirements. Although units will not normally return to home station with APS equipment, many of the steps for turn-in that are discussed throughout this chapter mirror the steps of redeployment. For all non-APS equipment and unit personnel, redeployment will continue as described in ATP 3-35.

Redeployment of an APS-equipped force may involve reconstituting unit sets to the highest level of readiness possible within resource constraints. This chapter is applicable when APS is reconstituted and returned to APS at the conclusion of an operation.

## Preparation For Turn-In And Redeployment

5-1. After completing operational requirements, forces move back to designated assembly areas. The major focus is unit integrity and accountability for units, individuals, materiel, supplies, and equipment. Operational requirements may have caused organizational changes to units after arrival in the AO. Whenever possible units should return to original configurations before redeployment to facilitate the return to peacetime activities or movement to follow-on missions. Specific unit actions include


Cross-leveling personnel and equipment.

Packing and loading containers.

Determining customs and agricultural requirements based on planned destination and types of equipment to be redeployed.

Inventorying and verifying documents and coordinating movement instructions with the appropriate movement control elements.

Reporting excess materiel to the distribution management center in the theater sustainment command.

Identifying equipment shortages.

Ordering ASL, shop stock, and unit basic load.
5-2. When the unit receives movement instructions, forces, individuals, and materiel move to the redeployment assembly area. Upon arrival, units complete any required activities not previously completed in the assembly area. This may include final washing of major end items, affixing placards, receiving customs and agricultural inspections, or finalizing unit movement data. The unit's accountable officer ensures property records and all related documents are properly maintained. This is especially critical if the unit is redeploying with APS equipment.

## Turn-In Process

5-3. ASC and USAMLC are responsible for maintaining accountability of APS equipment throughout the issue and return process. Upon mission completion, ASC and USAMLC must ensure that APS are returned to the APS accountability. Units that have sustained combat losses involving APS equipment must document the losses. Units must turn-in valid requisitions together with substantiating technical inspection documents for repair parts not applied to end items. Theater policy for class VII (major end items) replacement may limit a unit's ability to order the replacement items therefore it is left to the supported ASCC to define the policy. Unit logistics assistance representatives can assist in the classification of equipment damaged during operations.

## Separation Of Aps And Organic Unit Equipment

5-4. Prior to the start of equipment turn-in, units physically separate organic TAT and not authorized for preposition equipment from the APS equipment to be turned in. This should be done in the redeployment assembly area. Physically separating unit and APS equipment reduces the chance that organic equipment gets mistakenly turned in or that APS materiel returns with the redeploying unit. The unit advance party for the turn-in coordinates equipment separation activities by balancing the GCSS-Army or approved medical logistics information system fielding laptop application data and GCSS-Army APS hand receipts.

## Initial Equipment Preparation

5-5. Deployed unit maintenance personnel, operators, crews, and supervisors conduct thorough technical inspections of equipment to be turned in. The unit, with its supporting maintenance elements, performs all required maintenance within its capability. All equipment requires initial cleaning. The unit uses supply and maintenance channels to requisition required repair parts and to fill equipment shortages. Unfilled shortages are identified and charged to the redeploying unit or the operational fund.

## Unit Inventories And Requisitions

5-6. Comprehensive inventories of equipment and supplies are most important at this juncture. The unit may have lost some equipment as a result of combat action. Documentation is crucial, and the unit should already have submitted requisitions to replace combat losses, when possible. One hundred percent inventories completed in the redeployment assembly area help ensure that any items previously missing, but not noted, are addressed at this time. The benchmark is a 100 percent inventory of all APS materiel for turn in and shortages documented on valid requisition.

## Medical Sets And Devices

5-7. Prior to conducting turn-in of medical sets to USAMLC, units will conduct 100 percent inventories  of all APS medical sets to include all nonexpendable, durable, and expendable items. The following items will not be turned in:


Potency and dated materiel (for example, federal supply classification code 6505 items which include medical, dental, and veterinary supplies and equipment) or other items specified in theater
regulations. These may be turned into the supporting medical logistics company for possible redistribution within the theater of operations.

Any expendable items in less than unit of issue quantity.

Any expendable or durable items that are soiled or contaminated with biohazardous or hazardous
materials and cannot be cleaned to an acceptable standard (for example, litters, patient cots). These
items must be disposed of in a hygienic manner consistent with their level of contamination.
5-8. Units will also ensure that all items are properly labeled with National Stock Number and nomenclature
(at a minimum). All sets should be turned in as close to the level of fill provided by USAMMA as possible with shortages documented on valid requisitions at the time of turn-in. Nonexpendable shortages require proper adjustment documents during turn-in, in accordance with AR 735-5.

5-9. For serviceable excess and unserviceable reparable parts, components and end items follow turn-in procedures as described in AR 750-1, AR 710-2, AR 725-50 and AR 735-5 as applicable.

## Watercraft

5-10. Army watercraft provide multifunctional waterborne transport and mobility options to the joint force commander through all phases of an operation, and in austere conditions. These force projection options provide critical early entry expeditionary capability and enhanced intratheater movement and distribution of forces and sustainment, directly impacting the nation's ability to employ military instruments of national power. Not just under this strategic context, but in general, it is critical that watercraft being returned to APS accountability meet technical manual 10/20 standards in accordance with provisions of AR 750-1. Exceptions would be those circumstances where there were documented and pre-existing equipment faults and deficiencies at time of issue.

## Transfer Of Accountability And Equipment Turn-In

5-11. Property accountability for the equipment transfers from the receiving unit to ASC and USAMLC
accountable officers. Responsibility for the equipment returns to the ASC site commander or USAMLC
forward site manager, as appropriate. The unit submits all supporting documents (such as property registers, hand receipts, valid requisitions, and DA Form 2404 [*Equipment Inspection and Maintenance Worksheet*])
as it turns in equipment. The using unit, ASC, and USAMLC must resolve all discrepancies before the turnin process is complete. In accordance with AR 735-5, equipment left in the combat zone must be on a valid transfer to the new using unit.

## Preservation

5-12. On return of APS to ASC or USAMLC control, preservation of APS equipment is ultimately the responsibility of storage site personnel. However, ASC and USAMLC site personnel may require assistance from borrowing units to accomplish necessary preservation activities. The supported CCDR will determine the best method to support the requirement. One possibility is that a trail party from the redeploying unit remains to assist with preparation (ensuring technical manual 10/20 standards or equivalent maintenance and property accountability) and turn-in of equipment to ASC and USAMLC. For certain methods of storage and locations, units may need to assist site personnel with the removal and storage of vehicle batteries, and the removal or reduction of petroleum products. They may remove components of crew-served weapons and store them separately. Some communications equipment, small arms, and vision devices will be removed, protected, and stored separately as well.

## Redeployment

5-13. When the unit receives movement instructions, forces, individuals, and materiel move to the redeployment assembly area. Upon arrival, units complete any required activities not previously completed in the assembly area. This may include final washing of major end items, affixing placards, receiving customs and agricultural inspections, or finalizing unit movement data. The unit's accountable officer ensures property records and all related documents are properly maintained. This is especially critical if the unit is redeploying with APS equipment.

5-14. The ASCC or Army forces commander is responsible for moving forces from the assembly area and for actions at, and in support of, the redeployment assembly area. The assembly area and the redeployment assembly area may be combined, depending on size of the theater and combatant commander's guidance.

The redeployment sequence depends on theater constraints and also the combatant commander's guidance. Redeployment assembly area activities may also involve establishing a final staging area.

5-15. Although units will not normally return to home station with APS equipment, many of the steps for turn-in that have been outlined throughout this chapter mirror the steps of redeployment. For all non-APS
equipment and unit personnel, redeployment will continue as described in ATP 3-35.

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## Appendix A Army Pre-Positioned Stocks Automated Systems

This appendix outlines those systems that are integral to overall management of the APS program. However, no financial systems or processes will be discussed in this appendix. The APS program involves use of automated systems in all aspects of management. Specifically, automated systems are used to manage funds, determine equipment requirements, manage inventory, maintain accountability and asset visibility, issue or transfer equipment, and maintenance of equipment.

## Automated Battle Book System

A-1. ABS was developed for warfighting units as a major planning tool to allow all levels of command the ability to obtain the requisite data and information needed for deployments up to an armored combat brigade in support of national strategy.

A-2. The battle books in ABS and unit equipment data for each storage site and ship that was formerly maintained in the Army War Reserve Deployment System is now replicated in GCSS-Army.

A-3. ABS provides other important information (doctrinal, procedural, and site-specific) for a selected AO.

This ensures that a user accessing a desired AO will have visibility of all equipment sets located there, regardless of the type. This total asset visibility is one of the major features of this system. In a secret internet protocol router network (also called SIPRNET) environment, ABS also supports unit readiness visibility and reporting from the APS sites.

## Battleweb

A-4. Battleweb is a comprehensive asset visibility and deployment planning tool for all areas of operation managed by ASC. Within the Battleweb portal is ABS. ABS is AO specific with detailed data and information on APS worldwide.

A-5. Battleweb supports the APS program by integrating ABS and other applications to enable visibility of different equipment sets including APS, theater provided equipment, pre-deployment training equipment, and other emerging equipment types such as non-standard equipment.

## Global Combat Support System-Army

A-6. GCSS-Army is one program with two components. The first component, GCSS-Army Enterprise Resource Planning Solution, serves as the primary tactical logistics enabler to achieve end-to-end logistics and integration with applicable command and control and joint systems. The second component, Army Enterprise Systems Integration Program, integrates Army sustainment business processes thereby providing a single source for enterprise hub services, master data and business intelligence to support rapid force projection.

A-7. GCSS-Army Enterprise Resource Planning Solution combines five logistics Standard Army Management Information Systems functional services (property book, supply operations, tactical maintenance, tactical logistics and associated tactical finance functionality), to the business enterprise, that enable tactical solutions for those warfighting mission areas.

## Logistics Information Warehouse

A-8.  The Logistics Information Warehouse consists of data management and business intelligence capabilities resulting from the merger of national and tactical logistics information. By integrating the logistics integrated data base with the integrated logistics analysis program under one organization, the Army's national and tactical data sources are combined to provide:


One authoritative source of logistics information.

One accurate view of the Army's materiel posture.

Further reductions in unique and duplicative data sources.
A-9. The Logistics Information Warehouse provides APS unit sets and operational project stocks line item detail for all classes of supply and consolidated stock reports.

## Logistics Modernization Program

A-10. The Logistics Modernization Program is the Army's national level logistics system. It is one of the world's largest, fully integrated supply chain, maintenance, repair and overhaul, planning, execution, and financial management systems. It manages and tracks orders and delivery of materiel from USAMC to Soldiers, where and when they need it.

A-11. The Logistics Modernization Program provides asset visibility and is the accountable record for APS
storage sites.

## Transportation Coordinator's Automated Information For Movement System Ii

A-12. The Army's Transportation Coordinator's Automated Information for Movement System II is a critical deployment and transportation system which provides transportation agents and deploying units the following capabilities:


Unit Movements. This is automated support to assist unit commanders in planning and execution
of deployment and organic movements. The Transportation Coordinator's Automated Information
for Movement System II incorporates the mechanism for identifying assets and requirements for
force deployment and redeployment during deliberate and crisis action planning.

Theater Operations. The theater operations module is designed to facilitate movement control and enable the functions of RSOI to be performed over the range of military operations at all levels of warfare strategic, operational, and tactical. It facilitates highway regulation and convoy
planning, de-confliction, and scheduling that can be used in CONUS or outside CONUS.

The Property Book Interface. This is designed to receive and process GCSS-Army property book
data via the Army Enterprise Systems Integration Program hub. This automated interface will enable users to confirm that assets within the Transportation Coordinator's Automated
Information for Movement System II are consistent with those reflected in their GCSS-Army
property book.
A-13. The Transportation Coordinator's Automated Information for Movement System II links unit movement information and Installation Transportation Officer and Traffic Management Office functionality into one consolidated system that moves personnel, unit equipment, and supplies.

## Appendix B Army Pre-Positioned Stocks Draw Checklist Items

The following tables (tables B-1 through B-4 on pages B-1 to B-3) are designed to be used to develop checklists for use in APS operations. The checklist items can also serve as the launching point for the planning and execution of APS operations.
B-1. The checklist items can be copied and developed into a checklist to fit the draw process for a specific mission at a draw site such as APS-2, or when drawing from APS-3 (afloat). A responsible person initials and dates an item on the checklist when it is completed.

B-2. All personnel involved in the process must begin direct liaison as soon as it is identified that APS assets are available for use. The drawing unit must review the standard operating procedures for the draw site. Each site is slightly different because each theater of operation has specific arrangements (such as land, threat, and so forth) that will drive its function. APS operations are extremely complex, especially in a contingency environment where speed of draw is necessary due to operating tempo.

## Pre-Deployment

- Unit identified in Department of the Army message as drawing Army pre-positioned stocks - Listing of Army pre-positioned stocks unit identification codes on hand (Refer to Department of the
Army message)
- Discharged Army pre-positioned stocks unit identification code on-hand data from Automated Battle
Book System
- Identified equipment in Army pre-positioned stocks that unit personnel must be trained on prior to
deployment
- Established liaison with Army Sustainment Command headquarters at Rock Island, Illinois - Establish liaison with United States Army Medical Logistics Command headquarters, if receiving
class VIII
- Identified additional reporting requirements - Updated deployment equipment list - Coordinated with Army field support battalion for chemical, biological, radiological, and nuclear
defense equipment
- Identified chemical, biological, radiological, and nuclear defense equipment deployment with
advance party and main body
- Requested and received draw site standard operating procedure - Received updated hand receipts from draw site - Coordinated with Army field support battalion for issue of authorized stockage list items (if approved
in Department of the Army message)

## Advanced Echelon

- Determined composition of advance party (For example officer in charge, noncommissioned officer
in charge, property book officer, supply tech, maintenance, security, liaison team or small arms team)
- Identified personnel by name to fill slots - Identified to accompany troops and not authorized for pre-positioning equipment (to include repair
parts and toolboxes)
- Conducted coordination meeting with advance party - Made contact with Army pre-positioned stocks discharge site for final coordination - Drivers are trained and possess a valid United States military driver's license - Generator operators are properly trained and licensed - APS equipment moved to marshalling area - Validate communication systems are compatible with Army pre-positioned stocks equipment and
notify Army Sustainment Command of compatibility
- Mechanics deploy with general mechanics toolboxes - Deploy with hand-held communications devices - Scheduled or coordinated ground transportation for main body - Master hand receipt holders appointed on orders - Personnel have required orders with themassumption of command orders for company
commanders or appointment orders for site

## Main Body

- Identified to accompany troops and not authorized for pre-positioning equipment - Determined breakdown of unit by planeload - Finalized Joint Operation Planning and Execution System data input - Revised plan based on advance party reconnaissance - Conducted risk assessment (Some Army pre-positioned stocks specific items to consider
chemical, biological, radiological, and nuclear defense equipment, reflective vests, ground guiding flashlights)

Concept of Operation
- Established a concept of operations - Concept approved by theater commander

- Concept published - Provided a listing of mandatory reporting requirements - Provided copy of site standard operating procedure to deploying commander

Site Setup
- Workspace for drawing unit - Living space for incoming personnel (examples are tents, mess, wash facilities)

- Maintenance facilities established - Vehicle equipment maintenance records available and given to units - Weapon record data card, DA Form 2408-4-1 *(Weapon Record Data)* provided to units for each
weapon system
- Staging grid designed and laid out - Smoking areas designated - Risk assessment conducted - Results of risk assessment transmitted to draw unit at home station

Battery Activation and Installation Point
- Protective clothing available - Fire extinguisher available and operational - Tools covered with insulating tape - Eye wash facility available and operational - Vehicle Fueling Point - Protective clothing available - Personnel have valid fuel handler's training and license - Drip pans available - Fire extinguishers available - Equipment properly grounded - Warehouse Operations: - Doors open during indoor fueling operations and while vehicles are running - Material handling equipment available

- Operators have valid license - Ground guides used - Spill kits/supplies available

Roadways
- Speed limits posted - Brake test site established - Vehicle lights operational
Discharge Operations

- Timeline established for discharge operations - Timeline transmitted to theater planners and incoming unit - Contact maintenance team identified - Establish liaison with Surface Deployment and Distribution Command - Contact movement control team for movement of cargo from port to draw site - Adequate medical support at the Army pre-positioned stocks site or equipment, configuration, and
handover area provided
- Establish liaison with ship's captain - Forwarded orders to appropriate headquarters - Units identified in Joint Operation Planning and Execution System - Direct liaison authorized - Drawing units informed of exact Army pre-positioned stocks sets (by unit identification code) to draw

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## Glossary

This glossary lists acronyms and terms with Army or joint definitions. Where Army and joint definitions differ, (Army) precedes the definition.

## Section I - Acronyms And Abbreviations

| ABS                                                                    | Automated Battle Book System                         |
|------------------------------------------------------------------------|------------------------------------------------------|
| AFSBn                                                                  | Army field support battalion                         |
| AO                                                                     | area of operations                                   |
| APOD                                                                   | aerial port of debarkation                           |
| APS                                                                    | Army pre-positioned stocks                           |
| AR                                                                     | Army regulation                                      |
| ASC                                                                    | Army Sustainment Command                             |
| ASCC                                                                   | Army Service component command                       |
| ASL                                                                    | authorized stockage list                             |
| ASLAC                                                                  | Army Strategic Logistics Activity Charleston         |
| ATP                                                                    | Army techniques publication                          |
| CBRN                                                                   | chemical, biological, radiological and nuclear       |
| CCDR                                                                   | combatant commander                                  |
| CONUS                                                                  | continental United States                            |
| DA                                                                     | Department of the Army                               |
| DJ-7                                                                   | Director, Joint Force Development                    |
| ECHA                                                                   | equipment configuration handover area                |
| FM                                                                     | field manual                                         |
| FORSCOM                                                                | United States Army Forces Command                    |
| G-3                                                                    | assistant chief of staff, operations                 |
| G-4                                                                    | assistant chief of staff, logistics                  |
| GCSS-Army                                                              | Global Combat Support System-Army                    |
| HQDA                                                                   | Headquarters, Department of the Army                 |
| JTF                                                                    | joint task force                                     |
| LCMC                                                                   | life cycle management command                        |
|                                                                       |                                                      |
| METT-TC(I)                                                             |                                                      |
| mission, enemy, terrain and weather, troops and support available-time |                                                      |
| available, civil considerations, and informational considerations      |                                                      |
| MLST                                                                   | medical logistics support team                       |
| OPLAN                                                                  | operation plan                                       |
| RSOI                                                                   | reception, staging, onward movement, and integration |
| SDDC                                                                   | Surface Deployment and Distribution Command          |
| SPOD                                                                   | seaport of debarkation                               |
| TAA                                                                    | tactical assembly area                               |

## Glossary

| TAT        | to accompany troops                          |
|------------|----------------------------------------------|
|           |                                              |
| TMDE       | test, measurement, & diagnostic equipment    |
| TPFDD      | time-phased force and deployment data        |
| U.S.       | United States                                |
| USAMC      | United States Army Materiel Command          |
| USAMLC     | United States Army Medical Logistics Command |
| USAMMA     | United States Army Medical Materiel Agency   |
| USTRANSCOM | United States Transportation Command         |

## Section Ii - Terms Movement Control

(Army) The dual process of committing allocated transportation assets and regulating movements according to command priorities to synchronize distribution flow over lines of communicaitons to sustain land forces. (ADP 4-0)

## References

All websites accessed on 17 October 2022.

## Required Publications

These documents must be available to the intended users of this publication.

*DOD Dictionary of Military and Associated Terms*. August 2022.

FM 1-02.1. *Operational Terms.* 9 March 2021.

FM 1-02.2. *Military Symbols.* 18 May 2022.

## Related Publications

These documents contain relevant supplemental information.

## Joint And Department Of Defense Publications

Most Department of Defense publications are available on the Executive Services Directorate website https://www.esd.whs.mil/dd/.

Most joint publications are available at: https://www.jcs.mil/.

CJCSI 4310.01E. *Logistics Planning Guidance for Pre-Positioned War Reserve Materiel*. 29 August
2022.

DODM 4140.01. Volume 2. DOD Supply Chain Materiel Management Procedures: Demand and Supply Planning. 9 November 2018.

## Army Publications

Unless otherwise indicated, most Army publications are available at: https://armypubs.army.mil. ADP 3-0. *Operations*. 31 July 2019. ADP 4-0. *Sustainment*. 31 July 2019.

AR 220-1. *Army Unit Status Reporting and Force RegistrationConsolidated Policies*. 16 August
2012.
AR 380-5. *Army Information Security Program.* 25 March 2022.

AR 380-10. *Foreign Disclosure and Contacts with Foreign Representatives.* 14 July 2015.

AR 710-1. *Centralized Inventory Management of the Army Supply System.* 28 November 2016.

AR 710-2. *Supply Policy Below the National Level.* 28 March 2008.

AR 725-50. *Requisition, Receipt, and Issue System.* 15 November 1995.

AR 735-5. *Property Accountability Policies*. 9 November 2016. AR 750-1. *Army Materiel Maintenance Policy*. 28 October 2019.

ATP 3-35. *Army Deployment and Redeployment*. 23 March 2015.

ATP 4-16. *Movement Control*. 5 April 2013. ATP 4-98. *Army Field Support Brigade*. 30 June 2021.
FM 6-27/MCTP 11-10C. *The Commander's Handbook on the Law of Land Warfare*. 7 August 2019. TM 4-15.21. *Army Watercraft Safety*. 15 September 2015.

## Prescribed Forms

This section contains no entries.

## Referenced Forms

Unless otherwise indicated, DA forms are available on the Army Publishing Directorate (APD) web site: https://armypubs.army.mil.

DA Form 2028. *Recommended Changes to Publications and Blank Forms.*
DA Form 2404. *Equipment Inspection and Maintenance Worksheet.*
DA Form 2408-4-1. *Weapon Record Data.*

## Recommended Reading

AR 56-9. *Army Intratheater Watercraft Systems*. 2 October 2020. ATP 4-33. *Maintenance Operations*. 9 July 2019.
ATP 4-94. *Theater Sustainment Command*. 28 June 2013.
FM 3-94. *Armies, Corps, and Division Operations*. 23 July 2021. FM 4-40. *Quartermaster Operations*. 22 October 2013.
JP 2-0. *Joint Intelligence*. 26 May 2022.
JP 3-0. *Joint Campaigns and Operations*. 18 June 2022.
JP 3-35. *Joint Deployment and Redeployment Operations*. 31 March 2022.
JP 4-0. *Joint Logistics*. 4 February 2019.
JP 4-01. *The Defense Transportation System*. 18 July 2017.
JP 4-05. *Joint Mobilization Planning*. 23 October 2018. JP 5-0. *Joint Planning*. 1 December 2020.

## Index

Entries are by paragraph number.

## D A

APS, AFSBn, 2-31

deployment, 1-16 employment, 1-16 planning, 1-13, 1-16,
2-142-15

combat configured, 1-8,
1-111-13

redeployment, 1-16 regeneration, 1-16
deploying units, command
relationships, 2-3, 2-9, 2-152-23, 2-28, 2-34, 3-53-8
concept of operation,
1-101-15

## P-R

information systems, A-1 release authority, 1-3, 2-6, 4-2 sources and locations, 1-51-6 storage, 2-6, 2-19, 2-32, 3-4
types, 1-4

issue, 4-34-6
logistics support, 1-17, 3-21,
4-7

RSOI, ECHA, 4-14

## B

planning and deployment, 1-16
safety, 4-15 TAT, 1-10, 1-121-13, 2-34

## E-I

brigade inspection
reconnaissance exercise program, 2-112-12

execution, 3-5, 3-8, A-10, A-12
METT-TC, 3-15
MLST, 1-16, 2-21, 2-24
OPLAN, 3-1, 3-5, 3-19 planning, 3-13-13 sustainment support, 4-19

issue, ABS data flow, 2-19, 4-3

## C S-Z

class VIII, coordination, 3-4, 4-3
TAA, employment, 1-16

AFSBn, 4-6, 4-14
concept, 2-19, 4-14-5, 4-13
draw checklist, B-1 draw process, 4-34-10

inventory status, 2-34 issue and replenishment,
1-141-17, 4-13

operation, 1-8 security, 3-12, 4-14 site selection, 2-27, 3-4

oversite, 1-3, 2-202-22
turn-in, 5-35-11
operations, AFSBn, 2-33
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By Order of the Secretary of the Army:

## Name Of Chief Of Staff

General, United States Army Chief of Staff Official:
Name of AASA
Administrative Assistant to the Secretary of the Army

## Distribution:

Active Army, Army National Guard, and U.S. Army Reserve. Distributed in electronic media only
(EMO).

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