05 February 2010

Distribution Operations

Joint Publication 4-09
PREFACE 

1. Scope 

 This publication provides doctrine for the planning, execution, and assessment of joint 

distribution operations. 

2. Purpose

 This publication has been prepared under the direction of the Chairman of the Joint 

Chiefs of Staff. It sets forth joint doctrine to govern the activities and performance of the 

Armed Forces of the United States in joint operations and provides the doctrinal basis for 

interagency coordination and for US military involvement in multinational operations. It 

provides military guidance for the exercise of authority by combatant commanders and other 

joint force commanders (JFCs) and prescribes joint doctrine for operations, education, and 

training. It provides military guidance for use by the Armed Forces in preparing their 

appropriate plans. It is not the intent of this publication to restrict the authority of the JFC 

from organizing the force and executing the mission in a manner the JFC deems most 

appropriate to ensure unity of effort in the accomplishment of the overall objective. 

3. Application 

 a. Joint doctrine established in this publication applies to the Joint Staff, commanders 

of combatant commands, subunified commands, joint task forces, subordinate components 

of these commands, the Services, and other support agencies and organizations. 

 b. The guidance in this publication is authoritative; as such, this doctrine will be 

followed except when, in the judgment of the commander, exceptional circumstances dictate 

otherwise. If conflicts arise between the contents of this publication and the contents of 

Service publications, this publication will take precedence for the activities of joint forces 

unless the Chairman of the Joint Chiefs of Staff, normally in coordination with the other 

members of the Joint Chiefs of Staff, has provided more current and specific guidance. 

Commanders of forces operating as part of a multinational (alliance or coalition) military 

command should follow multinational doctrine and procedures ratified by the United States. 

For doctrine and procedures not ratified by the United States, commanders should evaluate 

and follow the multinational command’s doctrine and procedures, where applicable and 

consistent with US law, regulations, and doctrine. 

For the Chairman of the Joint Chiefs of Staff: 

LLOYD J. AUSTIN III 

Lieutenant General, USA 

Director, Joint Staff

i 
Preface 

ii JP 4-09 

Intentionally Blank 
SUMMARY OF CHANGES 

REVISION OF JOINT PUBLICATION 4-09 

DATED 14 DECEMBER 2001 

iii 

 Consolidates Joint Publication (JP) 4-01.3, Joint Tactics, Techniques, and 

Procedures for Movement Control; JP 4-01.4, Joint Tactics, Techniques, and 

Procedures for Joint Theater Distribution; JP 4-01.7, Joint Tactics, 

Techniques, and Procedures for Use of Intermodal Containers in Joint 

Operations; and JP 4-09, formerly titled Joint Doctrine for Global Distribution

 Describes the joint deployment and distribution enterprise introduced in JP 

4-0, Joint Logistics 

 Discontinues use of the term global distribution system 

 Discusses intracontinental, intertheater, and intratheater movement legs 

 Discusses joint deployment and distribution operations center and theater 

sustainment command 

 Discusses joint task force – port opening, aerial port of debarkation, and 

seaport of debarkation, as expeditionary port capabilities 

 Introduces the Defense Logistics Agency Defense Distribution Expeditionary 

Depot capabilities 

 Adds planning considerations and discusses management and control of 

intermodal containers and platforms 

 Replaces discussion of specific classes of supply with description of 

organizations comprising the distribution framework and their relationships 

in executing end-to-end distribution operations 

 Introduces theater container manager and discusses theater container 

management 

 Discusses distribution control functions required for any type of surface or 

air movement 

 Introduces distribution performance measures 

 Adds definitions for end-to-end, point of origin, point of need, and point of 

employment 

 Revises definitions of global distribution and joint distribution 
Summary of Changes 

iv JP 4-09 

 Revises Appendix on Commander’s Checklist for Distribution of Materiel 

and Movement of Forces 

 Adds Appendix on Department of Defense Priority Systems Applied to 

Deployment/Redeployment and Distribution Operations 

 Adds Appendix on Sample Distribution Visibility Policy 

 Adds Appendix on Suggested Charter for the Theater-Joint Transportation 

Board 

 Adds Appendix on Intermodal Container/Platform Tracking Plan (Sample 

Template) 

 Adds Appendix on Intermodal Containers/Platform Characteristics 

 Adds Appendix on Distribution Enablers and Information Systems 
TABLE OF CONTENTS 

 PAGE 

EXECUTIVE SUMMARY ............................................................................................... ix 

CHAPTER I 

 DISTRIBUTION OPERATIONS OVERVIEW 

 Introduction ................................................................................................................. I-1 

 Distribution Operations in the Joint Logistics Environment....................................... I-3 

 Joint Deployment and Distribution Enterprise............................................................ I-8 

 Logistic Imperatives Applicable to Distribution Operations ...................................... I-8 

 Fundamental Considerations for Movement Control ................................................. I-9 

 Supply Chain ............................................................................................................. I-11 

 Global Distribution.....................................................................................................I-11 

CHAPTER II 

 DISTRIBUTION OPERATIONS CAPABILITIES 

 Introduction ............................................................................................................... II-1 

 Joint Deployment and Distribution Enterprise Networks ......................................... II-1 

 Movement Control Capabilities ................................................................................ II-4 

 Air Mobility Capabilities........................................................................................... II-4 

 Sealift Capabilities .................................................................................................... II-8 

 Surface Capabilities.................................................................................................. II-11 

 Port Capabilities ....................................................................................................... II-15 

 Equipment/Stock Pre-positioning and Forward Stocking........................................ II-20 

 Intermodal Operations and Capabilities................................................................... II-23 

 Commercial Distribution Capabilities...................................................................... II-26 

CHAPTER III 

 DISTRIBUTION PLANNING 

 Introduction .............................................................................................................. III-1 

 Planning Functions and Key Joint Deployment and Distribution Enterprise 

 Planning Tasks.......................................................................................................... III-1 

 Distribution Planning Considerations ....................................................................... III-8 

CHAPTER IV 

 DISTRIBUTION EXECUTION 

 Introduction .............................................................................................................. IV-1

 Distribution Framework ........................................................................................... IV-1 

 Supplier, Strategic, and Theater Distribution .........................................................IV-18 

 Retrograde, Return, Reutilization, and Disposal.................................................... IV-23 

 End-to-End Asset Visibility and In-transit Visibility..............................................IV-26 

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Table of Contents 

 Management and Control of Intermodal Containers and Platforms........................IV-29 

CHAPTER V 

 CONTROLLING DISTRIBUTION 

 Introduction ................................................................................................................ V-1

 Authorities and Responsibilities................................................................................. V-2 

 Distribution Control Functions.................................................................................. V-4 

 Movement Control Operations ............................................................................... V-11 

 Distribution Metrics ................................................................................................. V-20 

 Multinational, Interagency, Intergovernmental Organization, 

 and Nongovernmental Organization Arrangements. ............................................... V-22 

APPENDIX 

A Distribution Operations Process Maps ............................................................... A-1 

B Department of Defense Priority Systems Applied to 

 Deployment/Redeployment and Distribution Operations ...................................B-1 

C Commander’s Checklist for Distribution of Materiel and 

 Movement of Forces............................................................................................C-1 

D Sample Distribution Visibility Policy................................................................. D-1 

E Suggested Charter for the Theater-Joint Transportation Board...........................E-1 

F Intermodal Container/Platform Management and Tracking Plan 

 (Sample Template) ..............................................................................................F-1 

G Intermodal Containers/Platforms Characteristics ............................................... G-1 

H Distribution Enablers and Information Systems................................................. H-1 

J References.............................................................................................................J-1 

K Administrative Instructions................................................................................. K-1 

GLOSSARY 

Part I - Abbreviations and Acronyms......................................................................... GL-1 

Part II - Terms and Definitions................................................................................... GL-9 

FIGURE 

I-1 Global Distribution Pipeline ...........................................................................I-2 

III-1 Theater Movement Planning Responsibilities .......................................... III-14 

IV-1 Joint Deployment and Distribution Operations Center 

 Theater Relationships................................................................................. IV-6 

IV-2 Theater Sustainment Command...................................................................IV-9 

V-1 Distribution Control Actions Required for Any Movement......................... V-6 

V-2 Information Requirements within Distribution 

 Organizational Levels................................................................................... V-7 

V-3 Distribution Functions .................................................................................. V-8 

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Table of Contents 

V-4 Deployment and Distribution Performance Measures with 

 Sample Metrics........................................................................................... V-21 

A-1 Global Requisition and Distribution Process and Systems........................... A-1 

B-1 Sustainment Priority Determination ..............................................................B-5 

B-2 Derivation of Priority Designators.................................................................B-6 

C-1 Classes and Subclasses of Supply................................................................C-11 

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Table of Contents 

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Intentionally Blank 
EXECUTIVE SUMMARY 

COMMANDER’S OVERVIEW 

 Provides a doctrinal framework for planning, execution, and assessment of 

joint distribution operations during joint military operations 

 Sets forth doctrine governing joint activities to facilitate unity of effort 

during joint distribution operations 

 Describes authorities and responsibilities for joint distribution operations 

 Discusses distribution capabilities and processes 

 Details methods and procedures designed to enhance efficiency and 

effectiveness of distribution operations 

Overview 

Introduction. Distribution is a critical element of joint operations that 

enables projection and sustainment of military power, 

and is the operational process of synchronizing all 

elements of the logistic system to support the 

geographic combatant commander (GCC). It includes 

the ability to plan and execute movement of forces for 

deployment and redeployment as well as sustainment 

and retrograde. 

Distribution Operations in 

The Joint Logistics 

Environment (JLE). 

Military operations are conducted in a complex, 

interconnected, and global operational environment 

characterized by uncertainty; they are also distributed 

and conducted rapidly and simultaneously across 

multiple joint operations areas within a single theater or 

across boundaries of more than one GCC and can 

involve a variety of military forces, multinational and 

other government organizations. The joint logistics 

environment (JLE) within this operational environment 

consists of conditions, circumstances, and influences 

affecting employment of logistic capabilities at the 

strategic, operational, and tactical levels of war, and 

includes the full range of logistic capabilities, 

stakeholders, and end-to-end processes. Joint 

distribution operations are a subset of joint logistics. 

Key Distribution 

Stakeholders in the JLE. 

Key distribution stakeholders in the JLE include: 

 The Services 

 GCCs 

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Executive Summary 

 Functional combatant commanders 

 United States Joint Forces Command 

 United States Transportation Command 

(USTRANSCOM) 

 United States Special Operations Command 

 joint task forces 

 Support agencies and organizations 

 Defense Contract Management Agency 

 Defense Logistics Agency (DLA) 

 Commercial transportation industry 

Joint Deployment and 

Distribution Enterprise 

(JDDE).

The Joint Deployment and Distribution Enterprise 

(JDDE) is the complex of equipment, procedures, 

doctrine, leaders, technical connectivity, information, 

shared knowledge, organizations, facilities, training, 

and materiel needed to conduct joint distribution 

operations. It provides joint force commanders (JFCs) 

the ability to rapidly and effectively move and sustain 

forces across the range of military operations. The 

JDDE community of interest (COI) is the collaborative 

network of partner organizations, to include 

Department of Defense (DOD) components, sharing 

common distribution-related goals, interests, missions, 

and business processes, which comprise end-to-end 

distribution in support of combatant commanders 

(CCDRs). USTRANSCOM is the single coordination 

and synchronization element. 

Logistic Imperatives 

Applicable to Distribution 

Operations. 

The value of distribution operations can be measured 

by how well the JDDE attains three logistic 

imperatives: unity of effort, JLE-wide visibility, and 

rapid and precise response. Joint distribution 

operations are also guided by enduring logistic 

principles. 

Fundamental 

Considerations for 

Movement Control. 

The JDDE acts based on requirements and priorities 

established by the supported GCC and other supported 

organizations, with DOD-wide distribution activities 

overseen by USTRANSCOM. The most basic element 

of movement control is the movement requirement -- a 

stated movement mode and time-phased need for the 

transport of units, personnel, and/or materiel. Key 

considerations: centralized control and decentralized 

execution; regulated movements; optimum use of 

carrying capacity; forward support; and fluid and 

flexible movements. 

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Executive Summary 

Supply Chain. The DOD supply chain is a global network of DOD and 

commercial supply, maintenance, and distribution 

activities. Supply chain operations require that key 

providers coordinate and synchronize their end-to-end 

supply chain processes to meet JFC requirements for 

the full range of military operations. 

Global Distribution. Global distribution is the process that coordinates and 

synchronizes the fulfillment of joint force requirements 

from point of origin to point of employment. The 

global distribution pipeline comprises the 

intracontinental leg, the intertheater leg, sequential 

intracontinental legs, intratheater movements, and 

theater movement processes. The Joint Deployment 

Distribution Operations Center is the GCC’s staff 

element that coordinates, synchronizes, and optimizes 

strategic and theater deployment and distribution 

operations within the area of responsibility (AOR). 

The JDDE provides operational mission support across 

the range of joint operational activities: mobilization, 

deployment, employment, sustainment, and 

redeployment. 

Distribution Operations Capabilities 

Joint Deployment and 

Distribution Enterprise 

Networks. 

The four networks of the JDDE are the physical, 

financial, information, and communications networks. 

The information and communications networks form 

the communications system. 

Movement Control 

Capabilities. 

Movement control entails coordination of all modes of 

transportation, terminals, Services, commands, and host 

nation assets during deployment, sustainment, and 

redeployment at strategic, operational and tactical 

levels. 

 Intertheater. The Defense Transportation 

System (DTS) is the portion of global 

distribution infrastructure supporting DOD’s 

common-user transportation needs. 

USTRANSCOM provides common-user 

transportation and terminal management. 

 Intratheater. Coordination of the intertheater 

and intratheater movement control systems is 

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Executive Summary 

the shared responsibility of USTRANSCOM 

and the supported combatant command. 

Air Mobility Capabilities. Intratheater air mobility is conducted by Air Mobility 

Command (AMC), a transportation component 

command (TCC) of USTRANSCOM, that is the 

designated lead major command for Air Force air 

mobility issues and standards and is responsible for all 

continental United States (CONUS)-based commonuser air mobility assets. AMC aircraft may be 

temporarily attached to a GCC to provide additional 

theater capability. 

Sealift Capabilities. Military Sealift Command, the ocean transportation 

component of USTRANSCOM, provides worldwide 

intertheater ocean transportation of equipment, fuel, 

supplies, and ammunition during peacetime and war 

with a fleet of government-owned and chartered USflagged ships. When US flag ships are unavailable, 

foreign flag ships may be acquired. Intratheater sealift 

is provided by US Army Watercraft Units associated 

with waterborne operational maneuver and the 

intratheater sealift of units, equipment, and supplies. 

Surface Capabilities. Military Surface Deployment and Distribution 

Command (SDDC) is the surface transportation 

component of USTRANSCOM, and is DOD’s single 

port manager (SPM) for all common-user seaport 

points of embarkation (SPOEs) and seaport points of 

debarkation (SPODs) for intertheater movement. 

SDDC provides CONUS traffic management support 

for freight movements on surface carriers, operates the 

Defense Freight Railway Interchange Fleet, and 

administers the DOD highways, railroads, ports, and 

intermodal programs for national defense. The 

commercial transportation industry has substantial 

capability available to meet the CONUS intratheater 

transportation needs of DOD. Outside continental 

United States (OCONUS) intratheater common user 

land transportation (CULT) responsibility is a function 

of the GCC’s directive authority for logistics and it is 

up to each GCC to outline this in the operation plan 

(OPLAN) and supporting plans. Under CULT, land 

transportation assets are normally under the operational 

control of the Army component commander. Navy and 

Air Force components provide organic land 

xii JP 4-09 
Executive Summary 

transportation support within their installations and 

activities and submit peacetime requirements for 

common-use theater or area transportation to the Army 

component for those theaters where the Army has been 

assigned CULT responsibility. Host nation support, 

acquisition, cross-servicing agreements, and contracted 

support operations can also provide additional 

resources to GCCs. 

Fixed Port Capabilities. The SPM construct improves the planning and 

execution of port management operations and allows 

the seamless transfer of cargo and equipment in any 

given theater. USTRANSCOM is designated the single 

worldwide manager for common-user ports of 

embarkation and ports of debarkation (PODs). SDDC 

performs SPM functions necessary to support the 

strategic flow of the deploying forces’ equipment and 

sustainment supply in the SPOE and hand-off to the 

GCC at the SPOD. SDDC has port management 

responsibility through all phases of the theater port 

operations continuum. As USTRANSCOM’s air TCC, 

AMC performs SPM functions to support the flow of 

the deploying forces’ equipment and supplies in the 

APOE and hand-off to the GCC in the aerial port of 

debarkation (APOD). AMC has port management 

responsibility through all phases of the theater aerial 

port operations continuum. 

Expeditionary Port 

Capabilities. 

Expeditionary capabilities are provided by the joint task 

force – port opening (JTF-PO). Although all Services 

have the organic capability to execute theater opening 

functions, traditional Service port opening/operating 

forces may not be sufficient in certain situations. There 

can be a JTF-PO - APOD and/or a JTF-PO - SPOD, 

comprised of Army, Navy and/or Air Force elements 

tailored to the mission. 

Equipment/Stock Prepositioning. 

DOD pre-positioned force, equipment, or supplies 

programs are both land and sea-based, and designed to 

reduce closure times of combat and support forces in 

the early stages of a contingency and reduce demands 

on the DTS. The US Army and US Marine Corps prepositioning programs consist of combat, combat 

support, and combat service support capabilities. 

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Executive Summary 

Forward Stocking. DLA maintains OCONUS distribution depots in 

Germany, Italy, Kuwait, Korea, Japan, Guam, and 

Hawaii. These offer opportunities to forward position 

stock of OCONUS customers and enhance the intheater distribution system by forward stocking high 

usage items closer to the operational area. 

Intermodal Operations and 

Capabilities. 

Intermodal movement of personnel and equipment by 

air, land, and sea is the transferring of passengers or 

transshipping of cargo among two or more modes of 

transportation (sea, highway, rail, and air). In concert 

with intermodalism, containerization facilitates and 

optimizes carrying cargo via multiple modes of 

transport without intermediate handling of the container 

contents. Efficient and effective use of intermodalism 

and containerization is critical. Mobility impacts 

readiness. The objective of joint planning and 

execution is to prepare, deploy, employ, support, 

sustain, and redeploy forces assigned or committed to 

an AOR. Flexible and fast commercial and organic 

intermodal transportation is used to accomplish this 

mission. A synchronized flow of materiel and 

information is critical. Assets and systems are designed 

and employed to facilitate the rapid movement of 

personnel, equipment, supplies, and information with 

minimum impediments to the deployment flow. 

Effective intermodal movement of personnel and 

materiel begins at the origin and continues unimpeded 

to the final destination. Intermodal containers are 

standardized transportation assets designed to 

maximize cargo throughput with minimum handling of 

cargo at mode transfer points. Container status and intransit visibility (ITV) of cargo are essential for 

effective and efficient use of intermodal platforms. 

Cargo integrity, security, and safety must be ensured. 

Commercial Distribution 

Capabilities. 

DOD has increased reliance on the commercial sector 

for specific or multiple supply chain functions and 

global distribution operations leverage numerous 

commercial sector capabilities. Increased use of 

vendor support capabilities is a major method of 

increasing the value, velocity, and efficiency of 

distribution support. 

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Executive Summary 

Distribution Planning 

Planning For Effective 

Distribution Operations. 

Distribution planning is an important part of the overall 

joint operation planning process. It must include 

detailed analysis and evaluation of the distribution 

networks and functions supporting the end-to-end 

distribution process, as well as encompass the full 

range of activities necessary to plan for national 

mobilization, deployment, employment, sustainment, 

and redeployment requirements of forces and materiel. 

The products of successful distribution planning are 

distribution plans that are articulated in the annexes and 

supporting plans of a CCDR’s OPLANs and operation 

orders (OPORDs). 

Planning Functions and 

Key JDDE 

Planning Tasks. 

Planning and resultant activities or operations should 

aim to defuse strategic problems before they become 

crises and resolve crises before they reach a critical 

stage requiring large-scale operations. The Guidance 

for Employment of the Force and the Joint Strategic 

Capabilities Plan are the principal sources of strategic 

guidance for CCDR steady-state campaign, 

contingency, and posture planning efforts. Logistic 

support concept development must begin at the 

inception of maneuver concept development and 

continue in parallel throughout course of action 

development. A clear understanding of the concept of 

operations (CONOPS) is essential to the joint 

logistician’s ability to meet joint force requirements. 

Joint logistic planning provides the coordination 

mechanism to achieve synergy and unity of effort from 

all sources of distribution support. The deliverable 

product at the conclusion of plan development is a 

completed joint logistic concept of support which 

resides in the base plan and logistic annex to an 

OPLAN/OPORD. The purpose of support planning is 

to determine the sequence of the personnel, logistics, 

and other support required to provide supply, 

maintenance operations, deployment and distribution, 

health service support, engineering, logistic services, 

and operational contract support in accordance with the 

CONOPS. Support planning is conducted in parallel 

with other planning. CCDR campaign plan 

assessments are integrated into the Chairman of the 

Joint Chiefs of Staff deliberate assessment process. 

This provides an assessment on how well the command 

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Executive Summary 

is executing the strategic guidance and includes the 

most pressing issues, force and resource limitations, 

risk drivers, and mitigation requirements. 

Key Distribution Planning 

Tasks. 

Distribution planning tasks provide guidance to logistic 

planners assessing the adequacy and feasibility of 

concepts of support for campaign and operation plans, 

and address the following tasks: 

 Analyze force requirement and sourcing 

 Verify sustainment 

 Analyze transportation 

 Assess networks and distribution network 

constraints (physical, financial, communications 

system) 

 Refine logistic support 

 Review logistics support analysis 

 Develop commodity distribution concepts 

 Ensure protection 

 Consider retrograde 

Distribution Planning 

Considerations. 

Distribution planning is a form of support planning 

completed using the CCDR’s guidance and mission 

statement as codified in the supported commander’s 

CONOPS. The essence of distribution planning is 

determining the requirements and capabilities needed to 

support joint forces and verifying the sourcing and 

resourcing for both. These distribution planning 

considerations must be articulated in distribution 

annexes within combatant command plans and orders. 

Key considerations in distribution planning include: 

 Deployment/redeployment and 

sustainment/retrograde 

 Surge planning considerations (industrial base 

and the transportation industry) 

 Planning focus 

 Planning balance 

 Utilization of intermodal platforms 

 Movement control planning 

 Strategic to theater distribution interface 

 Redeployment, retrograde, and theater closure 

planning 

 Multinational operations 

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Executive Summary 

Distribution Execution 

Transition from Planning to 

Execution. 

Since global distribution operations span the strategic, 

operational, and tactical levels of war, the transition 

from planning to execution is critical. Planning and 

executing operations often occur simultaneously, but 

while these two functions may run concurrently, it is 

still critical that planning outputs serve as inputs to 

executable actions. An up-to-date logistic concept of 

support is the critical planning output that serves as the 

expectation against which execution is measured. 

Distribution Framework. The foundation of the distribution framework is the 

JDDE. The framework is designed around the 

intertheater and intratheater segments of the end-to-end 

distribution system. Performing intertheater 

distribution operations involves a unity of effort among 

commander, USTRANSCOM, director, DLA, and each 

of the Services. DLA is the primary operator of the 

defense supply and depot system and is responsible for 

acquisition, receipt, storage, issuance, and generation of 

source data for all materiel (other than that procured by 

the individual Services) flowing in the defense 

distribution pipeline. DLA also controls worldwide 

disposal and defense reutilization. As the distribution 

process owner (DPO), USTRANSCOM assumes 

responsibility for the movement of materiel as it enters 

the DTS, and maintains and updates the in-transit status 

of the shipments within the DTS using a single 

database. Distribution execution at the intratheater 

level is the responsibility of the GCC and the forces 

assigned, and occurs in that part of the distribution 

pipeline extending from intermediate staging bases and 

PODs throughout the operational area. 

Supplier, Strategic, and 

Theater Distribution. 

Utilizing the distribution framework discussed in the 

previous section, the JDDE COI must optimize organic 

and commercial capabilities from the point of 

origin/source of supply through the point of need to the 

point of employment or consumption. While there are 

many variations within the DOD supply chain, the 

distribution process also has many common elements, 

regardless of commodity, destination, and mode. The 

following are examples: 

 Initiating Action. A trigger that starts the need 

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Executive Summary 

for something to be shipped to another location. 

 Prepare Shipment. Once the need to ship is 

identified, the items are prepared for shipment. 

 Consolidate. Depending on the size of a 

shipment unit and the destination, the shipment 

unit may be consolidated with other shipments. 

 Move. Shipments are moved from one location 

to another using a variety of transport methods. 

 Deconsolidate. If a single shipment unit was 

consolidated with other shipments, the shipment 

is deconsolidated for delivery. 

 Receive. After the single shipment unit arrives 

at the final consignee location, the item is 

received by the supply activity. 

 Initial Receipt from Vendor. DOD orders items 

from vendors through a variety of contracting 

methods; upon initial receipt from vendor, the 

items are initiated into the defense supply chain. 

 Store. When an item is not immediately needed 

and does not require repair, it is placed in 

storage. 

 Care of Supplies in Storage. While in storage, 

standard care for stored items is performed. 

 Issue. When an item in storage is needed for 

use, an order is placed and the item is issued. 

Retrograde, Return, 

Reutilization, and Disposal. 

Retrograde is the process of moving non-unit 

equipment and materiel from a unit forward location to 

a reset (replenishment, repair, or recapitalization) 

program or to another directed area of operations to 

replenish unit stocks or to satisfy stock requirements. 

The distribution-based logistic system relies on the 

efficient redistribution of intratheater excesses when 

they are identified. 

End-to-End Asset Visibility 

and In-transit Visibility. 

Asset visibility throughout the JDDE provides the 

CCDR the capability to see and redirect strategic and 

operational commodity/force flow in support of current 

and projected priorities. It also provides users with 

timely and accurate information on the location, 

movement, status, and identity of units, personnel, 

equipment, and supplies. ITV is the ability to track the 

identity, status, and location of DOD units, nonunit 

cargo, passengers, patients, and personal property from 

origin to consignee or destination. 

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Executive Summary 

Management and Control of 

Intermodal Containers and 

Platforms. 

Management and control of intermodal platforms 

includes life cycle management (e.g., acquisition, 

maintenance and repair, inspection/reinspection 

required by federal regulations, inventory control and 

accountability) and operational management of 

containers/463L pallets carrying equipment and 

supplies in the end-to-end distribution system 

(including in GCC AORs). 

Controlling Distribution 

Control of Distribution. Control of distribution is defined as the ability to 

coordinate and synchronize. This concept addresses all 

three joint movement legs, intracontinental, 

intertheater, and intratheater, but does so within the 

context of a single, coordinated joint enterprise that 

possesses sufficient authority to exercise selective 

control across the entire joint distribution pipeline. 

Control of movements across the distribution pipeline 

is achieved through the ability to coordinate and 

synchronize processes, business rules, systems/tools, 

and organizations. Centralized control and 

decentralized execution among the JDDE COI 

produces the flexibility necessary to adapt logistic 

structures and procedures to changing situations, 

missions, and concepts of operation. 

Authorities and 

Responsibilities. 

USTRANSCOM serves as the DPO, responsible for 

coordinating and overseeing the DOD distribution 

system to provide interoperability, synchronization, and 

alignment of DOD-wide, end-to-end distribution. In 

addition, the DPO is the DOD single coordination and 

synchronization element on behalf of and in 

coordination with the JDDE COI. USTRANSCOM 

serves as the single coordination and synchronization 

element on behalf of and in coordination with the 

JDDE COI to establish processes to plan, apportion, 

allocate, route, schedule, validate priorities, track 

movements, and redirect forces and supplies per the 

supported commander’s intent. This coordination and 

synchronization does not usurp the supported CCDR’s 

Title 10, United States Code (USC), responsibilities. 

Service components for land, sea, and air have organic 

theater movement capabilities and are contributing 

members of the JDDE when directed by the JFC. The 

Services also have Title 10, USC responsibilities for 

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Executive Summary 

logistics and provide sustainment functions in 

conjunction with DLA. Movement-related elements of 

DLA contribute to the movement of sustainment. DLA 

also has a major role in the sourcing, packaging, and 

preparation of sustainment stocks and pre-positioned 

material. 

Distribution Control 

Functions. 

A movement requirement is the actionable movement 

information used as the basis to execute a movement 

schedule, and is formally defined as a stated movement 

mode and time-phased need for the transport of units, 

personnel, and/or materiel from a specified origin to a 

specified destination. Movement demand is typically 

generated in advance of the movement requirement 

(using some type of forecast such as a time-phased 

force and deployment list, reservation for capacity, or 

“advance” requisition). All of the following 

distribution control functions occur in all theaters and 

across all of the organizational levels for any lift 

requirement: 

 Plan/optimize 

 Identify requirements 

 Aggregate/manage requirements 

 Identify priority 

 Assess capacity 

 Task lift provider 

 Schedule movement 

 Distribute schedule 

 Execute movement 

 Monitor movement 

 Report movement 

 Assess performance 

Movement Control 

Operations. 

The successful employment of military forces depends 

on the implementation of movement control policies, 

procedures, and programs guided by the supported 

commander’s priorities. Movement control spans the 

strategic, operational, and tactical levels of war. Unity 

of effort ensures that all efforts are focused on a 

common goal. The foundation for integrated 

operations is a common understanding of optimized 

movement plans and a common operational picture that 

promotes synchronization. Movement control 

coordinates and synchronizes transportation resources. 

xx JP 4-09 
Executive Summary 

Distribution Metrics. Metrics are used to track trends, productivity, 

resources, and other key performance indicators to 

measure overall process performance. Six performance 

measures that describe the critical characteristics 

required of distribution performance are velocity, 

precision, reliability, visibility, responsiveness, and 

efficiency. Collectively, these measures serve as a 

basis for the development of distribution metrics that 

are defined in collaboration with the GCC, depending 

on specific outcomes desired at a particular place and 

time. 

Multinational, Interagency, 

Intergovernmental 

Organization, and 

Nongovernmental 

Organization 

Arrangements. 

Multinational and interagency operational 

arrangements regarding joint distribution operations are 

bound together by a web of relationships among global 

providers. These relationships are critical to success 

because capabilities, resources, and processes are 

vested in myriad organizations which interact across 

multiple physical domains and the information 

environment, and span the range of military operations. 

In regards to distribution, the major challenges are 

identifying capabilities and requirements across the 

various organizations early in the planning process and 

creating an architecture that provides movement 

visibility. 

CONCLUSION 

This publication provides doctrine for the planning, 

execution, and assessment of joint distribution 

operations. 

xxi 
Executive Summary 

xxii JP 4-09 

Intentionally Blank 
CHAPTER I 

DISTRIBUTION OPERATIONS OVERVIEW

“Combat operations cannot succeed without secure, mature lines of 

logistics.” 

Admiral Michael Mullen, United States Navy, 

Chairman of the Joint Chiefs of Staff, 2008 

1. Introduction 

 a. This publication provides joint force commanders (JFCs), the Services, 

agencies, and other organizations with a doctrinal framework for planning, executing, 

and assessing distribution operations during joint operations. Distribution is a critical 

element of joint operations that enables the projection and sustainment of our Nation’s 

military power. It is the operational process of synchronizing all elements of the 

logistic system to deliver the “right things” to the “right place” at the “right time” to 

support the geographic combatant commander (GCC). Distribution includes the 

ability to plan and execute the movement of forces for deployment and 

redeployment as well as sustainment and retrograde. The Secretary of Defense 

(SecDef)-directed Joint Deployment and Distribution Enterprise (JDDE) construct 

connects Service, the Department of Defense (DOD), and other government agency 

movement control under the end-to-end distribution coordinating authority exercised by 

Commander, United States Transportation Command (CDRUSTRANSCOM) as the 

distribution process owner (DPO). Distribution includes the collective activities of 

combatant commanders (CCDRs), Services, DOD, other government agencies, and 

commercial sectors to meet the required delivery date (RDD) or to achieve timedefinite delivery (TDD). 

 b. This publication also sets forth doctrine that governs joint activities to facilitate 

unity of effort during distribution operations. In this context, distribution operations 

cover the joint end-to-end movement of forces and sustainment from point of origin to 

the designated point of need within an operational area (OA). However, joint 

distribution operations must also produce a seamless global distribution pipeline—one 

that includes not only the joint distribution pipeline, but also extends to the point of 

employment (see Figure I-1). Movements past the point of need are not a joint 

distribution responsibility. However, the common operational picture (COP) for 

distribution operations provides shared, common visibility of requirements and 

capabilities beyond the point of need that increases the ability to provide coordinated 

and synchronized support. Distribution operations also include the movement of forces 

for reconstitution and movement of retrograde materiel for proper disposition. The 

ultimate outcome of this global distribution process is effective and efficient 

accomplishment of the joint force mission. 

 c. Finally, two sources that provide authorities and responsibilities for distribution 

are described to underscore their importance in implementing joint distribution. 

I-1 
Chapter I 

GLOBAL DISTRIBUTION PIPELINE

Staging 

Base

Sea 

Basing

JFC

Forward 

Operating 

Base

CCDR combatant commander

DLA Defense Logistics Agency

GCC geographic combatant commander

Gov government

JFC joint force commander

POD port of debarkation

POE port of embarkation

Svc Service

USTRANSCOM United States Transportation 

Command

LEGEND

 Movement from 

Garrison or Point 

of Supply

Theater 

Movement 

and 

Distribution

Tactical 

Movement 

and 

Distribution

Strategic Movement

Global Distribution

Joint Distribution

Services/DLA

Intracontinental

USTRANSCOM

Intertheater

GCC

Intratheater

GCC Svc Comp

Leg

Function

POE POD Point of Need Point of 

Employment

Point of Origin

Port of Embarkation

Point of 

Origin

Depot

Gov Supplier Commercial 

Industry

Supplies

Forces

National 

Resources

CCDR

Point 

of 

Need

Port of Debarkation

Point of 

Employment

Theater Supplies

Figure I-1. Global Distribution Pipeline

 (1) Title 10, United States Code (USC), and Department of Defense Directive 

(DODD) 5100.1, Functions of the Department of Defense and Its Major Components, 

I-2 JP 4-09 
Distribution Operations Overview 

describe the statutory requirements for each Military Department to provide logistical 

support to assigned forces. Title 10, USC, also describes the basic authority to perform 

the functions of command that include organizing and employing commands and forces, 

assigning tasks, designating objectives, and “giving authoritative direction to subordinate 

commands and forces necessary to carry out missions assigned to the command.” This 

authority includes all aspects of military operations, joint training, and logistics. 

 (2) Directive Authority for Logistics (DAFL). CCDRs exercise DAFL, in 

accordance with (IAW) Title 10, USC, Section 164, and may delegate directive authority 

for as many common support capabilities to a subordinate JFC as required to accomplish 

the assigned mission. This is normally accomplished in coordination with the Services 

and, for some commodities or support services common to two or more Services, one 

provider may be given DOD executive agent (EA) responsibility by SecDef or Deputy 

Secretary of Defense. However, the CCDR must formally delineate this delegated 

authority by function and scope to the subordinate JFC or Service component 

commander. The exercise of DAFL by a CCDR includes the authority to issue directives 

to subordinate commanders, including peacetime measures necessary to allow the 

following: effective execution of approved operation plans (OPLANs), effectiveness and 

economy of operation, and prevention or elimination of unnecessary duplication of 

facilities and overlapping functions among the Service component commands. 

For additional information on DAFL, refer to Joint Publication (JP) 1, Doctrine for the 

Armed Forces of the United States; for joint logistics-related DAFL, refer to JP 4-0, Joint 

Logistics, Chapter V, Controlling Joint Logistics.

 (3) Executive Agent. SecDef or Deputy Secretary of Defense may designate a 

DOD EA and assign associated responsibilities, functions, and authorities within DOD. 

The head of a DOD component may be designated as a DOD EA. The DOD EA may 

delegate to a subordinate designee within that official’s component the authority to act on 

the official’s behalf for any or all of those DOD EA responsibilities, functions, and 

authorities assigned by SecDef or Deputy Secretary of Defense. The nature and scope of 

the DOD EA responsibilities, functions, and authorities shall be prescribed at the time of 

assignment and remain in effect until SecDef or Deputy Secretary of Defense revokes or 

supersedes them. DOD EA designations are related to, but not the same as, CCDR lead 

Service designations. 

For additional information on EA, refer to JP 1, Doctrine for the Armed Forces of the 

United States and DODD 5101.1, DOD Executive Agent; for joint logistics-related EAs, 

refer to JP 4-0, Joint Logistics, Appendix B, Supply Commodity Executive Agents, and 

Appendix D, Department of Defense Logistics-Related Executive Agents. 

2. Distribution Operations in the Joint Logistics Environment 

 a. Military operations are conducted in a complex, interconnected, and increasingly 

global operational environment characterized by uncertainty and surprise. These 

operations are also distributed and conducted rapidly and simultaneously across multiple 

I-3 
Chapter I 

joint operations areas (JOAs) within a single theater or across boundaries of more than 

one GCC and can involve a large variety of military forces and multinational and other 

government organizations. The joint logistics environment (JLE) exists within this 

operational environment and consists of the conditions, circumstances, and influences 

that affect the employment of logistic capabilities. It exists at the strategic, operational, 

and tactical levels of war and includes the full range of logistic capabilities, stakeholders, 

and end-to-end processes. 

For more information on the JLE, refer to JP 4-0, Joint Logistics. 

 b. Joint distribution operations are a subset of the larger field of joint logistics. The 

core logistic capabilities are supply, maintenance operations, deployment and 

distribution, health service support (HSS), engineering, logistic services, and operational 

contract support. Joint distribution operations enable the core logistic capabilities and 

provide a basis for their integration into the JFC’s overall concept for logistic support. 

Joint distribution is the operational process of synchronizing all elements of the joint 

logistic system using the JDDE to deliver joint end-to-end movement of forces and 

sustainment from point of origin to the designated point of need ensuring delivery of the 

“right things” to the “right place” at the “right time” in support of the JFC. 

 c. The JLE is characterized by a web of relationships among global logistic 

providers and supporting and supported organizations. Key distribution stakeholders 

manage end-to-end processes that provide joint logistic capabilities to the supported JFCs 

and link their requirements to process outcomes. Effective joint logistics depends on 

clear roles, responsibilities, and relationships between the key distribution stakeholders in 

the JLE as discussed below. 

 d. Services. IAW Title 10, USC, the Army, Marine Corps, Navy, Air Force (under 

their respective departmental Secretaries), and the United States Coast Guard (USCG) 

(under the Department of Homeland Security [DHS] in peacetime, or when transferred to 

the Department of the Navy in wartime, during a declared national emergency, or when 

the President otherwise directs) are responsible to organize, train, equip, and provide 

logistic support to their respective forces. 

 e. Combatant Commands 

 (1) Geographic Combatant Commanders. GCCs are responsible for the 

development and production of combatant command plans and orders in response to 

mission taskings, as well as integrating military activities with interagency/diplomatic 

activities in their area of responsibility (AOR). The GCC is responsible for articulating 

theater requirements and issuing guidance for theater business rules and optimum lift. 

GCCs exercise DAFL for assigned forces within their AOR to include developing and 

maintaining an effective theater distribution system that is consistent with established 

policies and procedures as well as prescribing specific policies and procedures unique to 

that theater. 

I-4 JP 4-09 
Distribution Operations Overview 

 (2) Functional Combatant Commanders (FCCs). Because of the numerous 

global distribution stakeholders, successful operations require high levels of integration. 

Normally, several functional combatant commands are involved in every phase of a joint 

operation. 

 (a) United States Joint Forces Command (USJFCOM). USJFCOM is 

designated in the Unified Command Plan (UCP) as the joint force integrator, joint 

concept developer, joint force trainer, primary conventional joint force provider, and joint 

deployment process owner (JDPO). As primary conventional joint force provider, 

USJFCOM is responsible for global visibility of all conventional joint forces and 

providing force sourcing recommendations and associated risk analysis to the Joint Staff 

and SecDef. As JDPO, USJFCOM is responsible for maintaining the global capability 

for rapid and decisive military force power projection and redeployment. USJFCOM is 

also responsible for coordinating, sustaining, and improving processes; coordinating the 

creation of new deployment and/or redeployment processes, where appropriate; and 

being accountable for deployment/redeployment process outcomes. 

For additional information on the roles and responsibilities of the JDPO, see Department 

of Defense instruction (DODI) 5158.05, Joint Deployment Process Owner. 

 (b) United States Transportation Command (USTRANSCOM). 

CDRUSTRANSCOM has the following assigned responsibilities: 

 1. Serve as the DOD single manager for transportation (other than 

Service-unique or theater-assigned assets) responsible for providing common-user and 

commercial air, land, and sea transportation, terminal management, and aerial refueling 

to support the global deployment, employment, sustainment, and redeployment of US 

forces. 

 2. Serve as the mobility joint force provider, identifying and 

recommending to the Chairman of the Joint Chiefs of Staff (CJCS) global joint sourcing 

solutions in coordination with the Services and other CCDRs from all mobility forces and 

capabilities, and supervising implementation of sourcing decisions. 

 3. Serve as the DOD single manager for patient movement, providing 

global patient movement in coordination with GCCs, through the Defense Transportation 

System (DTS). 

 4. Serve as DPO with the responsibility to coordinate, sustain, and 

improve distribution processes. The DPO is assigned the following specific 

responsibilities: 

 a. Oversee the overall effectiveness, efficiency, and alignment of 

DOD-wide distribution activities, including force projection (force movement), 

sustainment, and retrograde operations. 

I-5 
Chapter I 

 b. Establish the concepts and operational frameworks relating to 

planning and execution of DOD transportation operations. 

 c. Develop and implement distribution process improvements that 

enhance the DOD Logistics and Global Supply Chain Management System. 

 d. Serve as the DOD single coordination and synchronization 

element on behalf of and in coordination with the JDDE community of interest (COI). 

 e. Serve as the DOD distribution portfolio management manger 

for that subset of logistics systems providing key capabilities in support of distributionrelated (force movement and sustainment) activities. This includes establishing 

distribution-related information technology (IT) standards, data standards (including 

those in support of asset and in-transit visibility [ITV]), shipping standards, enterprise 

performance standards, and metrics. 

For additional information on the roles and responsibilities of USTRANSCOM, see 

DODD 5158.04, United States Transportation Command (USTRANSCOM), and for 

additional information on the roles and responsibilities of the DPO, see DODI 5158.06, 

Distribution Process Owner. 

 (c) United States Special Operations Command (USSOCOM). 

USSOCOM is responsible for providing trained and ready special operations forces 

(SOF) in response to mission taskings. SOF are unique in that they may be supported by 

two parallel distribution systems. In addition to the conventional joint distribution 

processes which provide common support to all Services, USSOCOM operates a separate 

distribution system for providing SOF-unique support to SOF worldwide. The 

USSOCOM distribution system extends from acquisition and depot functions to 

dedicated theater delivery capabilities. Effective and efficient SOF support in a joint 

environment requires skillful integration of the two complementary distribution and 

logistic systems by each of the subunified special operations command logistics 

directorates of a joint staff (J-4s) operating in their respective geographical OAs as well 

as USSOCOM’s Special Operations Acquisitions and Logistics Center personnel. 

For additional information on the roles and responsibilities of USTRANSCOM, see 

DODD 5158.04, United States Transportation Command (USTRANSCOM). 

 (3) Joint Task Forces (JTFs). A JTF is one of the command options used for 

joint force operations. It is the principal structure when the mission has a specific limited 

objective. Logistic functions normally remain the responsibility of the Service 

components. The JTF is normally subordinate to a supported GCC who will manage the 

overall theater distribution system. The JTF J-4 coordinates logistic support through the 

supported CCDR. The principal distribution responsibilities of the JTF are to determine 

distribution requirements and capabilities for the operation and coordinate JTF 

distribution operations to exercise control of the distribution network in the JTF’s JOA. 

A CCDR may designate common support capabilities for the JTF. It is critical that the 

I-6 JP 4-09 
Distribution Operations Overview 

JTF J-4 determines what, if any, logistic directive authority for a common support 

capability the CCDR should delegate to the commander, JTF and if the scope of the 

authority meets JTF requirements. 

 (4) Support Agencies and Organizations

 (a) Defense Contract Management Agency (DCMA). DCMA is the 

combat support agency responsible for ensuring major DOD acquisition programs 

(systems, supplies, and services) are delivered on time, within projected cost or price, and 

meet performance requirements. DCMA’s major responsibility in contingency 

operations is to provide contingency contract administration services for external and 

theater support contracts and for selected weapons system support contracts with place of 

performance in the OA and theater support contracts when contract administration 

services are delegated by the procuring contract officers. 

 

 (b) Defense Logistics Agency (DLA). DLA is a major combat support 

agency of DOD responsible for providing integrated materiel management for assigned 

items of supply and services. DLA functions as an integral element of DOD by providing 

worldwide logistic support to the Military Departments and the combatant commands 

across the range of military operations, as well as to other DOD components, federal 

agencies, foreign governments, and intergovernmental organizations (IGOs). DLA 

manages or distributes a significant amount of existing stockage of defense materiel 

including physical distribution of Service-owned and managed stocks and nearly all of 

the fuel and petroleum products for military use. DLA coordinates and performs the 

procurement, management, and supply of clothing and textiles materiel on a DOD-wide 

basis. DLA is also the designated DOD EA responsible for Class (CL) I (subsistence), 

CL III (bulk petroleum), CL IV (construction and barrier materiel), and CL VIII (medical 

materiel) supply chains. 

 (c) General Services Administration (GSA). GSA provides access to 

inventories of common-use items to DOD customers. GSA is a major source for general 

commodities such as office supplies and paper products, tools, furniture, paints, and 

chemicals. GSA also provides vehicle acquisition and leasing service and domestic 

express small package delivery service under a blanket purchase agreement. 

 (d) Commercial Transportation Industry. Commercial transportation 

providers contribute a substantial capability to support distribution movement 

requirements. The wide range of options obtained through the commercial transportation 

industry is managed under USTRANSCOM as part of the total distribution process to 

allow coordinated and synchronized effort to meet JFC requirements. Vendor support of 

shipments has a major role in sustaining the JFC. The JDDE requires visibility of these 

shipments to ensure they are integrated into the overall distribution effort and that their 

delivery meets JFC requirements. 

I-7 
Chapter I 

3. Joint Deployment and Distribution Enterprise 

 a. The JDDE is the complex of equipment, procedures, doctrine, leaders, technical 

connectivity, information, shared knowledge, organizations, facilities, training, and 

materiel necessary to conduct joint distribution operations. As such, it provides JFCs 

with the ability to rapidly and effectively move and sustain forces across the range of 

military operations. The JDDE also provides logistic solutions to the JFC to minimize 

seams in the joint distribution pipeline from the point of origin through the point of need. 

Furthermore, the JDDE complements, interacts with, and augments Service or JFCunique theater distribution responsibilities and capabilities to ensure distribution is 

coordinated and synchronized all the way to the point of employment. It follows then 

that the JDDE is an integral part of the larger more encompassing JLE. 

b. The JDDE COI is the collaborative network of JDDE partner organizations, to 

include DOD components, sharing common distribution-related goals, interests, missions, 

and business processes, which comprise end-to-end distribution, in support of CCDRs. 

The JDDE includes organizations and partnerships from the Services, combatant 

commands, and JTFs, other government agencies, and the private sector. The JDDE 

operates across the strategic, operational, and tactical continuum with a set of integrated, 

robust, and responsive physical, information, communication, and financial networks. At 

the tactical level, the JDDE complements, interacts with, and augments Service-unique, 

supporting combatant command, or theater-assigned distribution capabilities and 

responsibilities. It has the capability to rapidly establish and maintain infrastructure 

whenever and wherever it is needed. 

 c. USTRANSCOM serves as the single coordination and synchronization element 

on behalf of and in coordination with the JDDE COI to establish processes to plan, 

apportion, allocate, route, schedule, validate priorities, track movements, and redirect 

forces and supplies per the supported commander’s intent. This coordination and 

synchronization does not usurp the supported CCDRs' Title 10, USC, responsibilities but 

drives unity of effort throughout the JDDE to support CCDRs. The supported CCDR is 

responsible to plan, identify requirements, set priorities, and redirect forces and 

sustainment as needed to support operations within the respective AOR. Coordination 

and synchronization also promotes shared situational awareness, providing the leaders 

and personnel in the JDDE with the ability to understand the supported commanders’ 

intent and be aware of the impact and consequences that distribution decisions have on 

supporting the commander and the stakeholders that comprise the JDDE. Visibility 

through the JDDE provides the CCDR, in conjunction with the global providers, the

capability to see and redirect intertheater and intratheater force and commodity flow in 

support of current and projected priorities. 

4. Logistic Imperatives Applicable to Distribution Operations 

a. The value of distribution operations can be measured by how well the JDDE 

attains the following three logistic imperatives: unity of effort, JLE-wide visibility, and 

I-8 JP 4-09 
Distribution Operations Overview 

rapid and precise response. See JP 4-0, Joint Logistics, for descriptions of the logistic 

imperatives. The applicability of logistic imperatives to distribution follows: 

 (1) Unity of effort in joint distribution is described as the coordination and 

cooperation toward common objectives. The JDDE leaders and organizations act in 

response to requirements and priorities established by the supported CCDR/JFC and 

other supported organizations. Unity of effort achieved by JDDE organizations is 

reflected in effective distribution control—the coordination and synchronization of 

actions of JDDE organizations. 

 (2) JLE-wide visibility, as it applies to distribution, is the degree of awareness 

of requirements, resources, and capabilities across the joint distribution pipeline as well 

as the capability to determine status, location, and direction of flow for forces, 

requirements, and materiel. Visibility requires the availability of timely, accurate, and 

usable information. 

 (3) Rapid and precise response within the JDDE is described as the accuracy, 

speed, and composition with which delivery of forces, requirements, and materiel occur 

at the right time, the right place, and the right amount. Rapidity involves fulfilling 

requirements at the right speed and means that synchronization of speeds of various 

aspects of the distribution process is required in order to maximize effectiveness. Speed 

also incorporates the ability of elements of the JDDE to forecast, anticipate, and plan 

distribution execution. Precision also addresses the ability of the JDDE to minimize 

deviation from acceptable standards as it responds to dynamically changing conditions 

and requirements.

For additional information on logistics imperatives, see JP 4-0, Joint Logistics, Chapter 

I, Joint Logistics Overview. 

 b. Joint distribution operations are also guided by enduring logistic principles that 

serve as guides for planning, organizing, managing, and executing joint logistic 

operations. They are not a set of rigid rules, nor will they apply in every future operation. 

Applying creativity, insight, and boldness in the application of logistic principles is 

essential to successful JDDE operations—balancing these principles with the application 

of sound judgment and decision-making skills is the basis of the art of logistics. The 

logistic principles that shape these imperatives and are critical to a successful deployment 

and distribution enterprise are: responsiveness, flexibility, sustainability, survivability, 

simplicity, economy, and attainability. 

For additional information on logistics principles, see JP 4-0, Joint Logistics, Chapter 

IV, Planning Joint Logistics.

5. Fundamental Considerations for Movement Control 

 a. The JDDE leaders and organizations act in response to requirements and priorities 

established by the supported GCC and other supported organizations. USTRANSCOM is 

I-9 
Chapter I 

responsible for overseeing the effectiveness, efficiency, and alignment of DOD-wide 

distribution activities. 

 b. The most basic element of movement control is the movement requirement—a 

stated movement mode and time-phased need for the transport of units, personnel, and/or 

materiel from a specified origin to a specified destination. An understanding of the 

movement requirement is required so its priority can be established. It also provides the 

ability to affect mode determination early in the scheduling process—not after a 

requirement has been validated by the supported commander. Control of the distribution 

system is defined as the ability to coordinate and synchronize activities that track 

movements, monitor performance, and respond to movement requirements according to 

priorities. The following movement control considerations provide the foundation for 

management and control of joint distribution operations: 

 (1) Centralized Control and Decentralized Execution. The GCC, supported 

by and in coordination with USTRANSCOM, controls movement planning and resource 

allocation. The GCC establishes operational priorities and then normally delegates 

control of movements to the Service component having the required assets or capabilities 

to fulfill the mission. This delegation of authority achieves two objectives: it satisfies 

requirements at the lowest level possible and it frees the GCC to focus on theater-wide 

critical issues. 

 (2) Regulated Movements. Movement control authorities must regulate 

movements to prevent terminal congestion and scheduling conflicts between Service 

components. Proper management of transportation assets and the transportation network 

is critical. Advances in technology have increased both the capability and requirement to 

regulate movements. Highly mobile forces, longer distances, increased consumption 

rates, fewer ports of debarkation, and shared lines of communications (LOCs) are a few 

of the challenges. 

 (3) Optimum Use of Carrying Capacity. Transportation capacity is a limited 

resource. As such, planners must understand when to use a specific mode of transport 

and how to optimize the use of each mode’s unique capabilities by balancing their 

capacity and availability with distribution effectiveness and efficiency objectives that 

meet CCDR requirements. This approach involves the simultaneous, synergistic use of 

all transportation resources to meet the CCDR’s requirements with respect to such factors 

as priority of shipment, impact on JFC operations if delayed, cost of shipment, speed of 

shipment, and means/mode of shipment. 

 (4) Forward Support. Forward support includes fast, reliable transportation to 

provide support as far forward as possible. Forward-oriented transportation support is a 

combat multiplier; it allows the commander to concentrate all forces on the enemy. The 

key to forward support is the reception and clearance capabilities at the destination units. 

These units may require equipment and personnel augmentation to enhance their 

reception and clearance capabilities. Forward support may entail temporary allocation of 

theater level transportation assets to meet specific user requirements. However, any 

I-10 JP 4-09 
Distribution Operations Overview 

requirement for forward support that relinquishes centralized control for an extended time 

must be balanced against the efficiency of the transportation system and its ability to 

influence the operation. 

 (5) Fluid and Flexible Movements. The transportation system must provide 

an uninterrupted flow of supplies, and it must be flexible enough to change with mission 

modifications. The key to successful execution is the ability to regulate and manage the 

transportation system. 

6. Supply Chain 

a. The DOD supply chain is a global network of DOD and commercial supply, 

maintenance, and distribution activities that acquires and delivers materiel and logistic 

services to the joint force globally. Its fundamental goal is to maximize force readiness 

while optimizing the allocation of limited resources. Distribution is an integral 

component of supply chain operations—the vital part of the supply chain that provides 

for the delivery of the right thing to the right place at the right time. 

 b. Supply chain operations require that DOD’s key global providers coordinate and 

synchronize their end-to-end supply chain business processes to meet JFC requirements 

for the full range of military operations. The ultimate objective is effective and efficient 

end-to-end supply chain planning, supply sourcing, acquisition of materiel, 

making/maintaining (production/kitting operations and maintenance of equipment), 

fulfillment of commodity requisitions, distribution operations, the return and retrograde 

of materiel, and the movement and retrograde of repairable items to support maintenance 

activities. Supply chain responsiveness and reliability are critical to the overall success 

of joint operations. The supply chain provides materiel and equipment as requirements 

are defined or identified and communicated throughout the supply chain’s activities. The 

supply chain satisfies requirements through appropriate sourcing, maintenance, and/or 

distribution of materiel and equipment to the requirements generators. Commanders and 

their staffs are key to optimizing supply chain operations and must strive to rapidly 

identify and communicate requirements. It is important that commanders establish 

mission priorities, assess the risk to and plan for the protection as required to establish 

JLE-wide visibility of materiel requirements, distribution operations, resource 

availability/shortfalls, and shared processes. 

7. Global Distribution 

 a. Global distribution is the process that coordinates and synchronizes fulfillment of 

joint force requirements from point of origin to point of employment. The ultimate 

objective of this process is the effective and efficient support of the joint force mission. 

Global distribution doctrine provides both a theoretical and practical approach to 

delivering joint operations support. Fundamentally, this approach recognizes that 

effective and efficient fulfillment of joint operational requirements is dependent on the 

deliberate coordination and synchronization of multiple logistic processes. 

I-11 
Chapter I 

USTRANSCOM, as the DPO, must coordinate and synchronize a joint distribution tempo 

that is responsive to the requirements, capabilities, and military limitations in the OA. 

 b. The JDDE leaders and organizations respond to requirements and priorities 

established by the supported GCC. The GCC determines the point of need, which can be 

a major aerial port of debarkation (APOD) or seaport of debarkation (SPOD), an austere 

airfield, a sea base, or any forward location within the OA (e.g., open fields, parking lots, 

highways). The global distribution pipeline is comprised of the following: 

 (1) The intracontinental leg includes the movement of unit forces, equipment, 

and supplies from their point of origin to the port of embarkation (POE) as well as 

movement of supplies from a vendor to a defense distribution depot and then to the POE. 

This leg represents the distribution functions normally performed by DLA and the 

Services. 

 (2) The intertheater leg includes force and sustainment movements between 

theaters or between the continental United States (CONUS) and other theaters in support 

of GCCs. The intertheater leg extends from the POE to the port of debarkation (POD) in 

the GCC’s AOR. It may also include forces and materiel delivered directly to the point 

of need, bypassing normal strategic ports or strategic airfields in the desired OA. 

 (3) Some intertheater movement may consist of only sequential intracontinental 

legs (e.g., when forces or sustainment move overland from US European Command to 

US Central Command). In these cases, GCCs are responsible for ensuring movement, 

and coordinating with adjacent GCCs, while troops and supplies transit their theaters 

toward the final destination in the supported GCC’s AOR. 

 (4) Intratheater movements are force and sustainment movements within a 

theater. Intratheater movements are optimized and synchronized by a joint deployment 

and distribution operations center (JDDOC). The intratheater leg extends from the POD 

or the point of origin (internal to a theater) to the point of need in the desired OA. 

Operation of the intratheater leg of the joint distribution pipeline is the responsibility of 

the supported GCC. Movement that extends beyond the point of need to the point of 

employment is a Service-specific responsibility as designated by the GCC. 

 (5) Theater movement processes encompass end-to-end force and sustainment 

movements that interface with the intertheater leg. They also support intratheater 

movement demands. Consequently, the theater pipeline is continually changing to meet 

both intertheater- and theater-generated demands as well as responding to forces and 

sustainment delivered directly to the point of need, bypassing strategic ports or airfields. 

Intratheater movements are characterized by frequent changes, an operational view that is 

typically 24-48 hours, and relatively short LOCs driving rapid cycle times and decision 

cycles. For this reason, supported GCCs and staffs are essential to the end-to-end global 

distribution process and must be able to coordinate the intertheater and intratheater 

distribution interface.

I-12 JP 4-09 
Distribution Operations Overview 

 (6) The JDDOC is the GCC’s staff element that coordinates, synchronizes, and 

optimizes strategic and theater deployment and distribution operations within the GCC’s 

AOR. The JDDOC enhances unity of effort throughout the entire JDDE. 

 c. Joint Operational Activities. The JDDE provides operational mission support 

across the range of joint operational activities: mobilization, deployment, employment, 

sustainment, and redeployment. This system provides national resources to the logistic 

activities in direct support of operations and, in some cases, directly to the joint force. 

DOD agencies, the Services, combatant commands, other government agencies, and the 

US industrial base (as well as multinational partners) may, at one time or another, all 

participate in this system. The following paragraphs describe the relationship of global 

distribution to the joint operational activities. 

For more information on joint operations, see JP 3-0, Joint Operations.

 (1) Mobilization. Mobilization is the act of assembling and organizing national 

resources to support national objectives in time of war or other emergencies. 

Mobilization includes bringing all or part of the industrial base and the Armed Forces of 

the United States to the necessary state of readiness to meet the requirements of the 

specific contingency. 

For more information, see JP 4-05, Joint Mobilization Planning. 

 (2) Deployment. Deployment is the relocation of forces and materiel to desired 

OAs. Deployment encompasses all activities from origin or home station through 

destination, specifically including intracontinental United States, intertheater, and 

intratheater movement legs, staging, and holding areas. The deployment process has four 

phases: planning; predeployment activities (e.g., force sourcing and selection); 

movement; and joint reception, staging, onward movement, and integration (JRSOI). 

For more information on joint deployment, see JP 3-35, Deployment and Redeployment 

Operations; Chairman of the Joint Chiefs of Staff Manual (CJCSM) 3122.01A, Joint 

Operation Planning And Execution System (JOPES) Volume I, Planning Policies And 

Procedures; CJCSM 3122.03C, Joint Operation Planning And Execution System (JOPES) 

Volume II, Planning Formats; and CJCSM 3122.02C, Joint Operation Planning and 

Execution System (JOPES) Volume III (Crisis Action Time-Phased Force and 

Deployment Data Development and Deployment Execution). 

 (3) Employment. Employment is the application of force or forces to attain 

specified national strategic objectives. Employment concepts are developed by JFCs and 

their component commands during the planning process. These concepts provide the 

foundation and determine the scope of mobilization, deployment, sustainment, and 

redeployment processes. Joint operation planning prescribes how logistics is integrated 

and synchronized with operations. Global distribution supports employment of the joint 

force through effective coordination and synchronization of the intertheater and 

intratheater legs to meet the needs of the operating force. The distribution process also 

I-13 
Chapter I 

I-14 JP 4-09 

provides sustainment to employed forces allowing them to remain engaged as required to 

achieve the JFC’s objectives. This allows the joint force to maintain a higher operational 

tempo and agility resulting in an operational advantage. 

For more information on arrangement of operations and logistics, see JP 3-0, Joint 

Operations, and JP 4-0, Joint Logistics. 

 (4) Sustainment. Sustainment is the provision of logistics and personnel 

services required to maintain and prolong operations until successful mission 

accomplishment. Successful logistic and personnel services are enabled by sustainment 

that maintains and prolongs operations until successful mission accomplishment. 

Sustainment is conducted for the duration of the joint mission. A logistic concept of 

support must complement the overall concept of operations (CONOPS). Logistic 

planners accomplish this by tailoring the JDDE, including incoming stock, theater excess 

stock and disposal requirements, or devising new distribution capabilities to be 

responsive, timely, and accurate in providing logistic support to the JFC and integrating 

and synchronizing logistics and operation planning to maintain readiness and competitive 

advantage. 

For more information on sustainment of joint operations, see JP 4-0, Joint Logistics. 

 (5) Redeployment. Redeployment is the transfer of forces and materiel to 

support another JFC’s operational requirements, or to return personnel, equipment, and 

materiel to the home and/or demobilization stations for reintegration and/or 

outprocessing. Similar to deployment, redeployment operations encompass four phases; 

these are redeployment planning, pre-redeployment activities, movement, and JRSOI. 

Redeployment operations are dependent on the supported CCDR’s defined end state, 

concept for redeployment, or requirements to support another CONOPS. Redeployments 

to home or demobilization stations take place either because of an end-of-mission or in 

response to Service force rotation requirements. Redeployment also includes units that 

redeploy to their sustainment base for Service force generation before being deployed 

back into the same theater to continue operations as part of prolonged conflict. Units 

may also be reconstituted and redeployed to a different theater in support of another 

GCC. Commanders must plan and execute redeployment in a manner that optimizes 

readiness, security, and mobility of redeploying forces and materiel to meet new 

contingencies or crises. Global distribution supports the redeployment objectives 

including reconstitution and reorganization of the force prior to redeployment; movement 

of personnel, equipment, and materiel; and disposal of unwanted materiel and hazardous 

waste (HW). 

For additional information on redeployment of the joint force, see JP 3-35, Deployment 

and Redeployment Operations. 
CHAPTER II 

DISTRIBUTION OPERATIONS CAPABILITIES

“As we select our forces and plan our operations...we must understand how 

logistics can impact on our concepts of operation...Commanders must base 

all their concepts of operations on what they know they can do logistically.” 

Lieutenant General Alfred M. Gray, Jr., United States Marine Corps 

Marine Corps Gazette, July 1987 

1. Introduction 

 Chapter I, “Distribution Operations Overview,” established that global distribution is 

a critical capability necessary to project and sustain joint forces. Resident within the 

JDDE are numerous capabilities that enable the movement of forces and the delivery and 

positioning of sustainment from any point of origin to the supported commander’s 

designated point of need. This chapter will discuss those capabilities in the context of the 

four JDDE networks as well as provide information on key intertheater and intratheater 

Service, DOD agency, and commercial distribution capabilities. 

2. Joint Deployment and Distribution Enterprise Networks 

The four networks of the JDDE are the physical, financial, information, and 

communications networks. The information and communications networks form the 

communications system. Understanding the interdependencies and interrelationships of 

these networks is essential in planning for global distribution. It is imperative that the 

critical infrastructures that support each of the networks be assessed continuously to 

determine whether their capability is sufficient and to identify any vulnerabilities that 

might disrupt the continuity of global distribution operations. Assured access to these 

networks is critical; the effectiveness and efficiency of global distribution is improved or 

diminished by their performance levels. 

 a. Physical Network. The physical network of the distribution system consists of 

the quantity, capacity, and capability of fixed structures and established facilities 

supporting distribution and redistribution operations. It includes roads, railroads, 

structures (such as warehouses, depots, or storage facilities), ports, waterways, and 

pipelines. The physical network also encompasses physical resources such as personnel, 

equipment, and materiel and the capabilities to physically move these assets. It includes 

organic capabilities of military organizations and those of commercial partners as well as 

those of multinational and interagency participants. General engineer capability can be 

used to expand the capacity of the physical network (e.g., terminals, airfields, roads, 

waterways). Transportation and engineering intelligence provides information on the 

capacities of the physical system as well as potential barriers or bottlenecks. 

 (1) Facilities and Infrastructure. Global distribution operations rely on 

modern and efficient military and civilian facilities and supporting infrastructure. 

Facilities include the real estate and physical plant, such as buildings, equipment, and IT 

systems to support operations. Supporting infrastructure is also vital to global 

distribution operations and includes ports, roads, airfields, railroads and railheads, and 

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staging areas. The quantity and quality of these facilities and infrastructure, particularly 

outside the continental United States (OCONUS), may not always be adequate. Global 

distribution operations leverage existing facilities and infrastructure at the 

commencement of operations. Initially, distribution operations may require the use of 

labor- or equipment-intensive methods to overcome facility and infrastructure 

inadequacies. Over the course of an operation the condition of distribution facilities and 

infrastructure, including essential ports, airfields, and roads, may be upgraded by US 

military engineer forces through use of rapid construction methods and techniques such 

as runway repair, temporary bridging and bypasses, construction of prefabricated 

shelters, and beddown construction. Major facility improvements, however, are 

contracted commercial projects that require significant investment in both time and 

money and may not be feasible for short-term accomplishment when measured against 

the expected duration of campaigns or operations and distribution requirements. 

 (a) Transportation Infrastructure. DOD-owned transportation 

infrastructure in CONUS consists of ammunition terminals, aerial ports, and limited 

surface transportation capability. Commercial transportation infrastructure is heavily 

leveraged to support global distribution operations. Planners must identify commercial 

transportation infrastructure support required and work closely with the commercial 

industry to ensure support. 

 (b) Depots, Arsenals, and Maintenance Facilities. In addition to 

transportation infrastructure, the network of DOD and Service depots, arsenals, and 

maintenance facilities provides the strategic distribution functions of supply and 

maintenance. The Military Departments operate arsenals, maintenance depots, and naval 

shipyards as well as ammunition plants and storage areas. Additionally, DLA’s defense 

distribution center (DDC) provides a full range of distribution services and information 

support to combatant commands, Services, and other agencies across the range of 

military operations. A primary level field activity, DDC operates a worldwide defense 

distribution depot network that is a major element of the DOD distribution system. 

 1. DDC depots are responsible for providing DOD-owned 

commodities to all branches of the Armed Forces and other agencies of the federal 

government throughout the world. The depots accomplish this mission by conducting 

distribution functions of receipt, storage, issue, packing, preservation, freight 

consolidation and shipping, total asset availability, ITV, and redirecting en route 

shipments when required. 

 2. Within this network of depots, there are two primary distribution 

sites (PDSs) which are located in San Joaquin, California, and Susquehanna, 

Pennsylvania. These sites provide strategic support to CONUS and OCONUS customers. 

San Joaquin focuses on Pacific customers and Susquehanna’s focus is on customers 

located in Europe, North Africa, Southwest Asia, and Central and South America. PDSs 

operate consolidation and containerization points (CCPs) to consolidate materiel from 

other depots, prime vendors (PVs), GSA, and other government supply sources for 

II-2 JP 4-09 
Distribution Operations Capabilities 

OCONUS shipment. CCPs build pallets for air shipment and containers for surface 

intermodal movement. 

 (2) Host Nation (HN) Distribution Infrastructure Support. US forces 

frequently operate in areas, or require en route support, necessitating reliance on HN 

resources to successfully execute global distribution operations. Preexisting multilateral 

joint logistic support plans and other similar joint support plans can serve as useful tools 

in identifying HN committed infrastructure support capabilities. HN agreements, such as 

status-of-forces agreements (SOFAs) and multinational or bilateral agreements negotiated 

before crises arise, facilitate needed access to HN resources. HN coordination should be 

centralized as much as possible to effectively use the assistance provided by the HN and 

other nations in the region. The GCC should address HN sensitivity issues as early as 

practicable to ensure theater distribution operations are not adversely affected. Planners 

must be aware of creating competition with the local population or government for scarce 

distribution-related facilities. Clearance for convoys, air and rail movement, and 

hazardous material may be required and are examples of items that should be coordinated 

in advance of anticipated operations. 

 

 b. Financial Network. The financial network is composed of policies, processes, 

and decision systems that obtain, allocate, and apportion fiscal resources to acquire and 

maintain distribution capabilities and to execute the global distribution missions. These 

fiscal assets enable investment in materiel inventory, facilitate necessary physical 

distribution capabilities, and provide the critical linkage to commercial distribution 

capabilities. 

c. Communications System. The communications system is composed of 

information and communications networks that enable joint and multinational 

warfighting capabilities. 

 (1) Information Network. The information network combines all data 

collection devices, automated identification technology (AIT), automated data and 

business information systems, decision support tools and applications, and asset visibility 

(AV) capabilities supporting or facilitating global distribution. The optimum integration 

of these information systems and their data provide tools critical to the effectiveness and 

efficiency of global distribution operations to enable improved situational awareness and 

management processes. 

 (2) Communications Network. The communications network links every 

facet of military operations affecting the ability of the Armed Forces to control and 

influence the outcome of military operations. It carries the data of the information 

network. The capacity, reliability, and security of communications networks, principally 

those that support the rapid transmission of global distribution data, significantly affect 

the tempo and effectiveness of global distribution operations. These communications 

requirements increase proportionally with the distribution task and/or priority. Real-time 

communications are an absolute requirement for successful execution of distribution 

operations. Application of modern military and commercial communication technology 

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Chapter II 

and capabilities, combined with information systems, comprises the central nervous 

system of global distribution and provides for a common logistic operating environment. 

3. Movement Control Capabilities 

Movement control is a critical capability of the JDDE. It entails the coordination of 

all modes of transportation assets, terminals, Services, commands, and HN assets during 

deployment, sustainment, and redeployment. Furthermore, it spans the strategic, 

operational, and tactical levels to ensure that transportation capabilities are fully 

coordinated in order to enhance combat effectiveness and meet the priorities of the 

supported CCDR. 

 a. Intertheater. The DTS is that portion of global distribution infrastructure that 

supports DOD common-user transportation needs across the range of military operations. 

USTRANSCOM is responsible for providing common-user transportation and terminal 

management for DOD as well as non-DOD agencies upon request. Its three subordinate 

transportation component commands (TCCs), Air Mobility Command (AMC), Military 

Sealift Command (MSC), and Military Surface Deployment and Distribution Command 

(SDDC), work in concert to enable global mobility. 

 b. Intratheater. The coordination of the intertheater and intratheater movement 

control systems is the shared responsibility of USTRANSCOM and the supported 

combatant command. The GCC’s movement control plan is key to a sound movement 

control system and should coordinate the transportation capabilities of component 

commands to produce a movement control system with centralized control and 

decentralized execution. 

For more information on the transportation and movement control capabilities of each 

joint force component, see Chapter V, “Controlling Distribution,” paragraph 4,

“Movement Control Operations.” 

4. Air Mobility Capabilities 

 a. Intertheater 

 (1) Air Mobility Command. As a TCC of USTRANSCOM, AMC is the 

designated lead major command for Air Force air mobility issues and standards and is 

responsible for all CONUS-based common-user air mobility assets. AMC is also 

responsible for maintaining the worldwide express (WWX) small parcel contract. C-5, 

C-17, KC-10, and KC-135 aircraft operate through a combination of active duty, Air 

Force Reserve, and Air National Guard resources to provide common-user air mobility 

under the combatant command (command authority) (COCOM) of 

CDRUSTRANSCOM. Additionally, AMC trains, equips, and operates CONUS-gained 

C-130s and operational support airlift (OSA) air mobility assets until they are assigned or 

attached to a GCC. During a contingency or major operation, of long or indeterminate 

duration, a number of these shorter-range air frames would normally be assigned to a 

II-4 JP 4-09 
Distribution Operations Capabilities 

GCC to establish or augment the theater air mobility capability. AMC air mobility forces 

conduct both intertheater and intratheater common-user operations. Under certain 

conditions, AMC aircraft may be temporarily attached to a GCC to provide additional 

theater capability. Airlift programs include the following: 

 (a) Airlift Channels. Channel airlift missions support global distribution 

operations over established worldwide routes (combatant command or Service-validated) 

that are served by scheduled DOD aircraft under AMC control or commercial aircraft 

contracted and scheduled by AMC. These missions provide airlift services from aerial 

ports of embarkation (APOEs) to APODs to meet customer needs. AMC establishes 

some channel airlift missions to support service between two or more points on a 

recurring basis, with actual movements dependent upon the volume of traffic. Other 

channel airlift missions are established to support operational necessity and quality of life 

requirements in remote areas. Airlift missions operate daily from CONUS APOEs to 

OCONUS APODs. Additional channels are established to move materiel within theater. 

Channel cargo moves on a cost per pound basis, billed to the owner of the cargo. 

 (b) Special Assignment Airlift Missions (SAAMs). SAAMs are airlift 

missions that require special consideration due to the number of passengers involved, 

weight or size of cargo, urgency of movement, sensitivity, or other valid factors that 

preclude the use of channel airlift. SAAMs support DOD users as well as other 

government agencies such as the United States Secret Service, Federal Bureau of 

Investigation, and Drug Enforcement Administration. Service is from origin to 

destination and the customer is billed for mission operating costs. 

 (c) Operational Support Airlift. OSA is comprised of organic airlift 

assets that are an integral part of a specific Service, component, or major command and 

primarily support the priority movement of personnel and cargo with time, place, or 

mission-sensitive requirements. The Services train, equip, and operate OSA assets. 

During contingency or war a number of these airframes would normally be provided to a 

JFC to create or supplement the theater’s air mobility capability. 

 (d) Routine Aerial Distribution (RAD). RAD requirements are identified 

by the GCC as part of the operations deployment and sustainment plan. The commonuser airlift portion as well as the intertheater leg of distribution is provided through the 

commander, Air Force forces (COMAFFOR). 

 (e) US/Republic of Korea Mutual Airlift Support Agreement. The 

Mutual Airlift Support Agreement allows USTRANSCOM and DOD access to Korean 

commercial aircraft to augment US airlift capacity in case of hostilities in the Republic of 

Korea. 

 (2) Navy-Unique Fleet Essential Aircraft (NUFEA). NUFEA is a Serviceorganic distribution asset that accomplishes the final link in the delivery chain from AMC 

channel distribution hubs to the mobile or afloat customer unit. NUFEA performs the 

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Chapter II 

critical fleet support role of destination flexible replenishment of high priority, air worthy 

items or passengers. 

 (3) Commercial Airlift Augmentation. Commercial airlift augmentation 

capabilities include both AMC-controlled and -contracted airlift to increase the agility 

and flexibility that airlift provides to global distribution. 

 (a) Charter. Category A is a contract with the commercial air carrier 

industry allowing cargo to be individually waybilled between CONUS and OCONUS 

stations or between OCONUS stations. Category B is an AMC-procured “plane-load” 

charter on commercial aircraft. Cargo moves in full planeload lots on other than a 

carrier’s regularly scheduled commercial flights. 

 (b) Civil Reserve Air Fleet (CRAF). The DOD uses the contractually 

committed capability of commercial air carriers to augment the military airlift capability 

of AMC to satisfy DOD airlift requirements. CRAF can be incrementally activated by 

CDRUSTRANSCOM with approval of SecDef in three stages in response to defenseoriented situations, up to and including a declared national emergency or war, to satisfy 

DOD airlift requirements. When CRAF is activated, the air carriers continue to operate 

and maintain the aircraft with their resources; however, AMC controls the aircraft 

missions. 

For more information on CRAF and its activation stages, refer to JP 3-17, Air Mobility 

Operations. 

 (c) Express Service. During a contingency, the vast majority of airlift 

sustainment will move on channel missions. However, USTRANSCOM can establish, 

upon request of the supported CCDR, an express service to move CCDR-designated high 

priority items into the AOR. The supported CCDR will direct what portion of the CJCSallocated strategic lift will be used for express service. For express service to be 

effective, the supported CCDR must dedicate theater distribution capabilities to deliver 

express service cargo from the APOD to final destination at an “express” level of service. 

Depending on the speed and volume of cargo, space will be allocated to each joint force 

component by one of two processes: 

 1. Dedicated pallet positions on designated channel missions 

 2. Dedicated express aircraft 

 (d) Worldwide Express. WWX is the United States Government’s 

(USG’s) time-definite, door-to-door commercial express package service for high priority 

packages up to 300 pounds. Features of the service include: door-to-door pick up and 

delivery, time-definite delivery, customs clearance, and ITV through the Global 

Transportation Network (GTN). 

II-6 JP 4-09 
Distribution Operations Capabilities 

 (e) Air Tenders. Air tenders are voluntary or negotiated offers by 

qualified CRAF carriers to provide transportation services at specific rates that are 

negotiated for each traffic lane (established air route). Customers negotiate directly with 

carriers to establish or modify rates, charges, rules, and accessory services. Tenders must 

be approved by USTRANSCOM prior to use. This support is based on commercial 

carrier capabilities into geographic areas or lanes. 

 

 (f) Military Air Line of Communications (MILALOC) and 

Commercial Air Line of Communications (COMALOC). MILALOC shipments are 

single consignee, full air pallet shipments consolidated at DLA CCPs and trucked to 

AMC APOEs for air shipment to designated OCONUS military activities. The 

COMALOC program moves consolidated air pallets under Category A contracts with 

commercial air carriers from CCPs directly to the recipient, bypassing AMC aerial ports. 

 b. Intratheater 

 (1) Theater Airlift Augmentation. Intratheater air mobility operations are 

defined by geographic boundaries. Air mobility forces assigned or attached to that GCC 

normally conduct these operations. These forces could include C-17s, C-130s, Navy C9s, or OSA aircraft such as C-21s or C-12s. The inventory of these aircraft is dependent 

on documented wartime requirements validated annually by the CJCS. However, when 

intratheater air mobility requirements exceed the capability of assigned or attached 

forces, other mobility forces can either be assigned to the GCC or support intratheater 

airlift using a support relationship. Under certain conditions, AMC aircraft may be 

temporarily attached to a GCC to provide additional theater airlift capability. For 

instance, although intratheater air mobility assets are normally scheduled and controlled 

by the Air Force air and space operations center (AOC) or joint air operations center 

(JAOC), C-17s dwelling in an AOR are normally scheduled and controlled by the AMC 

618th Tanker Airlift Control Center (618th TACC) in support of theater requirements. 

The ability to identify and coordinate movement requirements visible in JDDE-common 

systems is critical to providing theater reachback support from the 618th TACC. The 

supported commander may also request augmentation from SecDef through the request 

for forces/request for capabilities (RFF/RFC) process. 

 (2) Army Component

 (a) The Army theater aviation command has helicopters (UH-60/CH-47) 

and fixed-wing aircraft (C-23) that can be used for intratheater transportation of ground 

forces and critical cargo during operational movement and maneuver, shaping, and 

sustainment operations. These aircraft meet time sensitive transport requirements for 

urgently needed personnel, equipment, and supplies that are not otherwise available 

through ground transport systems. 

 (b) Airdrop Company. Heavy airdrop supply companies are normally 

assigned to combat sustainment support battalions (CSSBs). Their mission is to pack 

parachutes and temporarily store and rig equipment and supplies for airdrop by the Army, 

Air Force, or other Services. Their capabilities include the ability to airdrop up to 200 

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Chapter II 

short tons (STONS) of materiel daily. The heavy airdrop supply company also assists in 

loading supplies and equipment into aircraft and in release of supplies and equipment 

from aircraft in flight. The company also provides personnel parachute support (packing 

and unit maintenance) for 450 soldiers during a 45-day period. They provide technical 

advice and assistance in recovery and evacuation of airdrop equipment. The company 

also performs technical/rigger inspection of airdrop equipment upon initial receipt from 

supply sources and they perform the Army portion of the joint inspection of airdrop 

loads. 

5. Sealift Capabilities 

 a. Intertheater 

 (1) Military Sealift Command. MSC is the ocean transportation component of 

USTRANSCOM and provides worldwide ocean transportation of equipment, fuel, 

supplies, and ammunition during peacetime and war with a fleet of government-owned 

and chartered US-flagged ships. 

 (a) Sealift Programs. Historically, over 90% of joint force materiel is 

transported by sealift — the fastest and most cost-effective method for transporting large 

quantities of materiel to OCONUS locations. However, cargo shipping for DOD is 

subject to the Military Cargo Preference Act of 1904 which requires that items procured 

for, intended for use by, or owned by Military Departments or DOD agencies, must be 

carried exclusively on US-flag vessels, if available at reasonable rates. Use of foreignflag shipping is permitted IAW the terms of an applicable treaty, when US-flag ships are 

not available to meet the cargo requirements, or when the Secretary of the Navy 

determines that rates charged are excessive or otherwise unreasonable pursuant to 

Subpart 247.5 of the Federal Acquisition Regulation. 

 (b) There are a variety of capabilities that enhance sealift support to global 

distribution operations. These programs are: 

 1. Dry Cargo Operations

 a. Controlled Fleet. MSC has a fleet of dry cargo ships to satisfy 

roll-on/roll-off (RO/RO) and long-term cargo lift requirements that cannot be filled by 

US-flagged commercial liner operators. The fleet is sized based on the forecast of special 

category and exercise cargo (by type and route) that cannot be carried by regular 

commercial liner services. 

 b. Commercial Maritime Industry. SDDC universal service 

contracts are established with the ocean carrier industry for ocean and intermodal 

transportation services for the movement of cargo in the DTS worldwide at reduced rates. 

Where universal service contracts services are not available, or do not meet the particular 

customer’s service requirements, special or dedicated service contracts are established by 

SDDC. All agreements and long-term contracts are with US-flagged carriers, preferably 

II-8 JP 4-09 
Distribution Operations Capabilities 

those participating in the Voluntary Intermodal Sealift Agreement (VISA) program, 

unless such service is not available. Universal service contracts are from seaport of 

embarkation (SPOE) to SPOD for breakbulk and from origin to destination for container 

cargo. 

 c. Voluntary Intermodal Sealift Agreement. VISA is the 

primary sealift mobilization program that was developed through a unique partnership 

between DOD, the Department of Transportation (DOT), and the commercial sealift 

industry. VISA is an intermodal, capacity-oriented program vice a ship-by-ship oriented 

program. It provides contractually committed, time-phased, sealift capability to meet 

DOD contingencies when commercial service is not adequate to meet OPLAN 

requirements for joint operations. The worldwide shipping services provided by these 

commercial carriers provide extensive and flexible capabilities to DOD. VISA provides 

the process for DOD and industry to develop flexible concepts of operations for 

contingency sealift in support of CCDR OPLANs. The majority of the dry cargo fleet is 

enrolled in VISA. The types of ships enrolled include container ships, RO/RO ships, 

combination RO/RO and container ships, heavy lift ships, breakbulk ships, tugs, and 

barges. 

 d. US/Republic of Korea Korean Flag Shipping Arrangement. 

The Korean Flag Shipping Arrangement allows USTRANSCOM and DOD to gain 

operational control (OPCON) of specified Korean commercial vessels in the event of 

hostilities on or near the Korean peninsula. 

 2. Combat Logistics Force (CLF). The CLF are those units, under 

the OPCON of a CCDR, that service or replenish combatant vessels forward-deployed or 

underway in the GCC’s AOR. These vessels are Service-organic assets and directly 

support US Navy operations. 

 3. MSC Petroleum Tanker Fleet. The MSC petroleum tanker fleet is 

a fleet of chartered or government-owned, contract operated ships providing worldwide 

point-to-point movement of DOD bulk petroleum products. Primary customers are the 

DLA Defense Energy Support Center (DESC) and the Navy. Service can be from, to, 

and between commercial sources or storage locations and military base storage sites, and 

for special delivery to Navy ships at sea. 

 4. Contingency Support Fleet. The contingency support fleet is 

composed of three categories of vessels: large, medium speed RO/RO ships, the afloat 

pre-positioning force (APF), and the Ready Reserve Force (RRF). All are strategic 

sealift resources that provide rapid response and worldwide strategic pre-positioning. 

These assets and capabilities are used to satisfy exercise, surge, and contingency 

requirements only and cannot be used for routine movement of peacetime cargo. 

 a. Large, Medium Speed Roll-on/Roll-off Ships. These ships 

each carry approximately twice the amount of cargo of a fast sealift ship (FSS), but are 

slower at 24 knots. They are civilian contract operated and lay berthed on the US East, 

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Chapter II 

Gulf, and West coasts to be within a few days transit of their loading ports, or they may 

be pre-positioned afloat. 

 b. Afloat Pre-positioning Force. APF ships provide mobile 

materiel storage and delivery capabilities that defer the need for strategic lift (both air and 

sea) and serve as a vital source of inventory during the critical early stages of joint force 

operations. The APF includes: maritime pre-positioning force (MPF); Army prepositioned stocks (APS); and Navy, DLA, and Air Force pre-positioning ships. 

 c. Ready Reserve Force. The RRF is a fleet of ships maintained 

by the Maritime Administration (MARAD) in a reduced operating status for use by DOD 

when required. These ships are civilian contract operated and lay berthed on the US East, 

Gulf, and West coasts to be within a few days transit of their loading ports. They can be 

activated in four, five, ten, or twenty days in order to carry combat-surge and follow-on 

cargo under the OPCON of USTRANSCOM (exercised through MSC). Included in the 

RRF are FSSs. With more than 27 knot capability and installed RO/RO ramps, the FSSs 

can rapidly transport military equipment to contingency locations around the world. 

Additionally, some RRF vessels have unique features to support joint logistics over-theshore (JLOTS), where fixed-ports may be inadequate, damaged, or nonexistent. The 

RRF outporting program places some of the high readiness ships at commercial and 

government layberths near their activation yards and load ports to improve response time. 

For more information on the types and capabilities of MSC ships and MSC-gained 

vessels, see JP 4-01.2, Sealift Support to Joint Operations. For more information on 

JLOTS, see JP 4-01.6, Joint Logistics Over-the-Shore (JLOTS). 

 (2) Foreign Flag Ships. When US flag ships are unavailable, foreign flag ships 

can be acquired for DOD use through three different methods: 

 (a) Voluntary Charter. During peacetime, MSC will charter foreign flag 

ships whenever US flag ships are unavailable. This ability allows MSC to enter the 

foreign charter market and quickly expand its fleet whenever the need arises. 

 (b) Allied Shipping Agreements. Allied shipping agreements, arranging 

for vessels received through allied nations, can either be prenegotiated and in existence or 

they can be drawn up on an emergency basis as the need arises. 

 (c) Effective United States-Controlled Ships (EUSCS). EUSCS are 

ships owned by US citizens or companies that are registered in countries that have no 

prohibition on requisitioning of these vessels by the United States. These ships may be 

requisitioned by the United States under authority of Section 902, Merchant Marine Act 

of 1936 (Title 46, USC, Section 1242). 

 

 b. Intratheater 

 (1) Army Component 

II-10 JP 4-09 
Distribution Operations Capabilities 

 (a) Army Watercraft Units. Organized into the units below, these Army 

watercraft platforms do the heavy lifting associated with waterborne operational 

maneuver and the intratheater sealift of units, equipment, and supplies. They support 

marine terminal and sea-based operations to conduct force closure and to execute 

distributed support and sustainment of employed forces. Operating as part of the joint 

force, these watercraft and the organizations to which they belong, provide critical 

capability in mitigating an adversary’s antiaccess strategy and in overcoming area denial 

challenges present in the theater of operations. 

 (b) Types of Army Watercraft Organizations: 

 1. Theater support vessel detachment 

 2. Transportation medium boat detachment 

 3. Transportation heavy boat company 

 4. Transportation modular causeway company 

 5. Transportation floating craft company 

 6. Transportation watercraft maintenance company 

 7. Logistic support vessel detachment 

 8. Transportation harbormaster detachment 

6. Surface Capabilities 

a. Intertheater

 (1) Military Surface Deployment and Distribution Command. SDDC is the 

surface transportation component of USTRANSCOM and is DOD’s single port manager 

(SPM) for all common-user SPOEs and SPODs. SDDC performs SPM functions 

necessary to support the strategic flow of the deploying forces’ equipment and supplies to 

and from the theater. In carrying out this responsibility, SDDC works closely with MSC 

to coordinate the arrival, discharge, or loading of vessels IAW GCC priorities. SDDC is 

also responsible for providing management of all port operations to include coordinating 

workload requirements, waterside port security, and port support activities with the 

GCC’s theater sustainment command (TSC). 

 (2) Land Programs. Virtually all movement of forces and materiel begins and 

ends with land transportation, regardless of the strategic lift method. SDDC provides 

CONUS traffic management support for freight movements on surface carriers, operates 

the Defense Freight Railway Interchange Fleet of more than 1000 special use railcars, 

II-11 
Chapter II 

and administers the DOD highways, railroads, ports, and intermodal programs for 

national defense. SDDC also monitors the status of worldwide infrastructure, including 

ports, inland waterways, and pipelines. SDDC coordinates force movement to seaports 

both in CONUS and OCONUS, prepares the ports for ships and cargo, and supervises 

loading operations. SDDC administers the Contingency Response Program (CORE), 

serves as SPM to CCDRs, develops integrated traffic management systems, and provides 

transportation engineering services to DOD. 

 b. Intratheater 

 (1) CONUS Commercial Resources. The commercial transportation industry 

has substantial capability available to meet the CONUS transportation needs of DOD 

across the range of military operations. CORE supports the acquisition of domestic civil 

transportation resources during military deployments. This voluntary program provides 

DOD commercial transportation service support and priority for commercial 

transportation prior to and during contingency and mobilization. CORE supports 

resource acquisition for commercial transportation, coordinates hazardous materials 

(HAZMAT) movement, provides liaison to the USCG for port security support, and 

performs source identification for emergency lease or purchase of commercial heavy 

equipment transporters. 

 (a) Defense Transportation Coordination Initiative (DTCI). The DTCI 

integrates DOD logistics to become more responsive to joint force readiness while 

achieving greater efficiencies. DTCI is a third party transportation service which 

improves reliability, predictability, and efficiency of DOD materiel moving within 

CONUS by managing the CONUS-wide distribution of freight all kinds. 

 (b) Dedicated Truck Delivery. Dedicated truck delivery programs enable 

time-definite service supporting customers receiving numerous shipments on a regular 

basis from DDC depots. Agreements are made to deliver all cargo, regardless of priority 

or size, via regular truck service. The delivery schedule is based on volume and can be 

every day or as little as once a week. The depot and the customer determine the “best” 

delivery schedule. Customers specify the receiving location and time of day for delivery. 

Regular deliveries on a set schedule save transportation costs and allow customers to 

schedule receiving workloads. Dedicated truck arrangements are best suited for 

customers with consistent volumes of cargo.

 (2) OCONUS Common-User Land Transportation (CULT). Assigning 

responsibility for CULT is a function of the GCC’s DAFL and it is up to each GCC to 

outline this in the OPLAN and supporting plans. Under CULT, land transportation assets 

are normally under the OPCON of the Army component commander, who coordinates all 

planning and requirements for the use of DOD-controlled land transportation equipment 

and facilities designated common-use in theater. Service component commanders, 

however, maintain control and authority over their Service-owned assets that are not 

designated as common-use to facilitate accomplishment of their mission. The Navy and 

Air Force components provide organic land transportation support within their 

II-12 JP 4-09 
Distribution Operations Capabilities 

installations and activities and submit peacetime requirements for common-use theater or 

area transportation to the Army component for those theaters where the Army has been 

assigned CULT responsibility. Wartime CULT requirements are the GCC’s 

responsibility and normally the JDDOC or a component assigned the CULT mission will 

consolidate and coordinate planned wartime movement requirements for all component 

commands. Nonmilitary transportation resources can include host-nation support (HNS), 

multinational civil organizations, indigenous commercial transportation providers, and 

third party logistic organizations. 

 (3) Army Component 

 (a) Motor Transportation Capabilities. The Army provides motor 

transport through the use of motor transport battalions. Motor transport battalions are 

assigned to the TSC and are normally attached to sustainment brigades (SUST BDEs) 

responsible for conducting theater distribution missions. A motor transportation 

battalion’s core capabilities include motor transportation and inland terminal operations. 

Motor transport battalions provide command and control (C2) and technical supervision 

for three to seven motor transport or cargo transfer companies responsible for conducting 

distribution. 

 (b) Rail Transportation Capabilities. The Army provides rail 

transportation through the use of a rail battalion and railway operating companies. The 

rail battalion is normally attached to a SUST BDE and receives direction from the SUST 

BDE support operations. The rail battalion provides C2, planning, and technical 

supervision of three to seven railway operating companies. These companies operate 

locomotives to move trains, maintain and repair track, and perform inspection and 

organizational maintenance on rolling stock and diesel-electric locomotives. Each 

railway operating company provides the capability to operate and maintain a railway 

segment of approximately 50 miles. The company operates locomotives for yard, road, 

and incidental switching operations to make up trains. The unit can provide eight train 

crews (daily) for road service, yard, port, and rail terminal operations; it also provides rail 

equipment maintenance contact teams and wrecked train support. 

 (c) Petroleum Distribution Capabilities. The Army conducts petroleum 

distribution through the use of petroleum, oils, and lubricants (POL) supply battalions 

and petroleum pipeline and terminal operating (PPTO) battalions. The POL supply 

battalion provides C2, administrative, technical, and operational supervision for two to 

five POL support companies and POL truck companies. PPTO battalions provide C2 for 

PPTO companies. Each PPTO company can operate up to 90 miles of pipeline. POL 

supply battalions plan for the storage, distribution, and quality surveillance of bulk 

petroleum products. POL supply battalions maintain the theater petroleum reserve and 

operate a mobile petroleum products laboratory. They are normally assigned to a TSC or 

petroleum group. POL supply companies are assigned to either a CSSB or POL supply 

battalion. It is capable of providing bulk fuel storage. A POL supply company with three 

50 thousand (k) bag platoons can store 1.8 million gallons of fuel, receive/issue 600k 

gallons daily and establish and operate six hot refueling sites. Its area support sections 

II-13 
Chapter II 

can store/receive/issue 360k gallons daily, and its distribution sections can distribute 

146,250 gallons daily. A POL supply company with three 210k bag platoons can store 

58 million gallons of fuel, receive/issue 900k gallons daily and establish and operate six 

hot refueling sites. Its area support sections store/receive/issue 360k gallons daily and its 

distribution sections can distribute 146,250 gallons daily. 

 (4) Theater Resources 

 (a) Host-Nation Support. A frequently used means of augmenting or 

expanding the GCC’s distribution capability is HNS. HNS, negotiated through bilateral 

or multilateral agreements, provides for a nation to either accept responsibility for a 

particular function within its borders (e.g., APOD cargo clearance) or designate civilian 

and/or military resources to be used in that capacity under military control. HNS offers 

the GCC a proven means to meet theater distribution requirements and offset force 

structure shortfalls. 

 (b) Acquisition and Cross-Servicing Agreements (ACSAs). CCDRs 

may negotiate and conclude ACSAs when authorized by the CJCS. Negotiated on a 

bilateral basis usually with US allies or coalition partners and sometimes with other 

eligible countries, ACSAs allow for the exchange of logistic support, supplies, and 

services during combined exercises, training deployments, operations, contingencies, and 

unforeseen circumstances. Some examples include: food, billeting, clothing, 

communication services, medical services, spare parts and components, training services, 

POL, transportation (including airlift), ammunition, and, in limited cases, other items of 

military equipment. ACSAs are not to be used to procure goods and services reasonably 

available from US commercial sources and are military-to-military exchange only. 

 (c) Commercial Ocean Carriers. Under SDDC container agreements, 

commercial ocean carriers often have an existing infrastructure in developed areas that 

can transport containerized cargo from SPOD to designated destinations. The theater 

traffic manager in concert with SDDC can use these services to ease demands on military 

and HNS assets. However, the theater traffic manager must allow the release and return 

of container assets under terms of the container agreement to obtain maximum system 

efficiency. 

 (d) Contracted Support Operations. Contracted support operations can 

provide additional resources to GCCs when they are properly coordinated with 

intratheater transportation policies, requirements, and contingency procedures. C2 of the 

movement of materiel arriving in, and departing from, a theater on civilian contractor 

assets must be fully integrated into the commander’s OPLAN to ensure that 

transportation requirements are met and to offset transportation force structure shortfalls. 

Fully integrated OPLANs should address contracted support contractual compliance with 

DOD policies regarding CRAF and/or VISA participation, contingency validation 

procedures, time-phased force and deployment data (TPFDD) procedures, ITV, and 

coordination of civilian operations within the DTS. Proper contracted support integration 

will enable timely movement coordination, transportation assets validation, and required 

II-14 JP 4-09 
Distribution Operations Capabilities 

ITV of vital support requirements while easing demands on limited space requirements 

and essential cargo or materials handling equipment (MHE). 

7. Port Capabilities 

 a. Fixed 

 (1) Single Port Manager. Operational experience has shown that the SPM 

construct is necessary to improve the planning and execution of port management 

operations and allows the seamless transfer of cargo and equipment in any given theater. 

As a result, USTRANSCOM was designated by SecDef as the single worldwide manager 

for common-user POEs and PODs. As such, it performs those functions necessary to 

support the strategic flow of deploying and redeploying forces, unit equipment, and 

sustainment supply in the SPOEs and APOEs and hand-off to the GCC in the SPODs and 

APODs. 

 (a) SDDC. As USTRANSCOM’s surface TCC, SDDC performs SPM 

functions necessary to support the strategic flow of the deploying forces’ equipment and 

sustainment supply in the SPOE and hand-off to the GCC at the SPOD. SDDC has port 

management responsibility through all phases of the theater port operations continuum, 

from a bare beach (e.g., JLOTS) deployment to a commercial contract fixed-port support 

deployment. When necessary, in areas where SDDC does not maintain a manned 

presence, an SDDC deployment support team will direct water terminal operations, 

including supervising movement operations, contracts, cargo documentation, ITV, 

support arrangements, and security operations. As the SPM, SDDC is also responsible 

for providing strategic deployment status information to the CCDR and for managing the 

workload of the SPOD port operator based on the CCDR’s priorities and guidance. 

SDDC transportation groups and other SDDC units may also operate ports that use 

contracted labor. 

The specific roles and functions of both the port manager and port operator are 

summarized in JP 4-01.5, Joint Terminal Operations. 

 (b) AMC. As USTRANSCOM’s air TCC, AMC performs SPM functions 

necessary to support the strategic flow of the deploying forces’ equipment and 

sustainment supplies and materiel in the APOE and hand-off to the GCC in the APOD. 

AMC has port management responsibility through all phases of the theater aerial port 

operations continuum, from a bare base deployment to a commercial contract fixed-port 

support deployment. In areas not served by a permanent USTRANSCOM presence, 

AMC will, through its contingency response wings (CRWs), deploy contingency 

response groups (CRGs), contingency response elements (CREs), mobile aerial port 

flights, and/or mission support teams. In its SPM role, AMC, to the maximum extent 

possible, utilizes cargo cross-docking in order to expedite materiel through the 

distribution pipeline. 

II-15 
Chapter II 

 (2) OCONUS Seaports and Airports. PODs in the supported theater are the 

points from which materiel flows from the intertheater to intratheater leg of joint 

distribution. OCONUS ports can be the most constraining aspect of all facilities affecting 

global distribution channels. Selection and operation of port facilities is critical to 

distribution support of joint forces. Port capabilities, facilities, physical security, and 

proximity to adequate roads, rail lines, inland waterways, and pipelines are important 

factors in port selection. The true measure of port effectiveness is throughput. Some 

factors affecting throughput include: facilities, labor, MHE, port capacity, and 

connectivity to other transportation infrastructure and information systems. 

USTRANSCOM, AMC, MSC, and SDDC are the primary DOD agencies that determine 

and assess port throughput capabilities. 

 (a) SPODs. The flow from strategic sealift to theater distribution 

capabilities using intratheater air, highway, rail, barge, and pipeline occurs at SPODs. 

Seaport adequacy is based on physical considerations that are often difficult to improve 

in the short term. Navigability, channel depths, numbers and sizes of ship berths, 

intermodal cargo handling equipment, and explosive handling limitations are significant 

factors that will affect materiel throughput. Another significant consideration is the 

impact of simultaneous commercial transportation, industrial operations, and other 

activities in the port area. Expansion of fixed-port facilities by US forces requires a long 

lead time and significant resources. Another alternative, much faster to implement, is to 

augment inadequate SPODs through the employment of JLOTS capabilities until other 

infrastructure enhancements can be realized. 

 (b) APODs. Many factors impact throughput capacity and aerial port 

operations. Communications systems, navigation aids, runway length and weight bearing 

capacity, taxiway systems, ramp space, MHE, personnel, aircraft servicing and 

maintenance, and the maximum (aircraft) on the ground (MOG) play an integral part in 

aerial port effectiveness. A significant consideration in determining capabilities of an 

APOD to support global distribution operations is the impact of commercial 

transportation, industrial operations, and other activities in the port area. Construction or 

rehabilitation efforts can overcome some APOD shortcomings. 

 b. Expeditionary 

 (1) Joint Task Force – Port Opening (JTF-PO). Although all Services have 

the organic capability to execute theater opening functions, traditional Service port 

opening/operating forces may not be sufficient in situations that require rapid response or 

joint integration. JTF-PO gives the supported GCC rapid port opening capability to 

facilitate crisis response in austere environments and is designed to be in place in advance 

of a deployment of forces, sustainment, or humanitarian/relief supplies. JTF-PO is a joint 

expeditionary capability that enables USTRANSCOM to rapidly establish and initially 

operate a POD and a distribution node, facilitating port throughput in support of a 

contingency response. APOD forces are ready to deploy within 12 hours, SPOD forces 

within 36 hours, and both are designed to operate for 45-60 days and then redeploy or be 

relieved by follow-on forces. JTF-PO is designed to address the historic shortcomings 

II-16 JP 4-09 
Distribution Operations Capabilities 

associated with the rapid opening of ports worldwide, including ad hoc C2 and lack of 

continuous visibility of cargo moving from the PODs through the theater of operations. 

Consistent and deliberate joint training, a robust C2 suite to include ITV, and dedicated 

surface movement control units enable JTF-PO to effectively and efficiently address 

previous deficiencies of global transportation movement. The initial deployment of JTFPO is conducted under the authority of the CDRUSTRANSCOM (as authorized in the 

UCP and SecDef standing execute order), in direct support of the supported GCC. 

 (a) Joint Task Force – Port Opening Aerial Port of Debarkation 

 1. JTF-PO is one of the existing capabilities designed to rapidly 

establish and initially operate an APOD in a theater of operations. JTF-PO (APOD) 

further adds the ability to also operate a distribution node. Modular and scalable, JTF-PO 

(APOD) capabilities are mission tailored IAW their intended use. 

 2. Comprised of Air Force and Army elements, JTF-PO (APOD) is 

capable of providing: aircraft maintenance support, passenger and cargo 

handling/transfer, movement control, ITV and radio frequency identification (RFID), and 

node and container/pallet management. The Army element is the transportation 

detachment rapid port opening element. 

 3. JTF-PO (APOD) facilitates JRSOI and theater distribution by 

providing near real time ITV of arriving passengers and cargo and expeditiously clearing 

the APOD. Nearby JTF-PO distribution node operations are a critical component of 

GCC efforts to rapidly establish a distribution network within a theater of operations. 

 4. Enabled by AIT, such as RFID and ITV systems, JTF-PO is able to 

rapidly and reliably communicate deployment and sustainment flow. JTF-PO-generated 

ITV data provides the JDDOC and other theater distribution managers with the 

information necessary to coordinate and synchronize distribution operations IAW GCC 

requirements. 

 5. Depending upon the GCC intended long-term use of the APOD, and 

as follow-on theater logistic capabilities arrive, JTF-PO (APOD) may begin transferring 

mission responsibilities of the forward distribution node to arriving forces or contracted 

capabilities to facilitate the seamless continuation of aerial port and distribution 

operations. 

 (b) J i

    

o nt Task Force – Port Opening (Seaport of Debarkation) 

1. JTF-PO (SPOD) is one of the existing capabilities to rapidly 

establish and initially operate SPODs. It also provides the CCDR with a forward 

distribution node capability consistent with the SPM concept and is tailorable to support 

varying situations within the GCC’s AOR. 

II-17 
Chapter II 

 2. Comprised of Army and Navy elements, JTF-PO (SPOD) deploys 

as an integrated joint team with robust communications systems and automated 

information systems (AISs) capable of synchronizing onward surface movements 

associated with the SPOD deployment and distribution processes. JTF-PO (SPOD) 

provides the added functionality to coordinate cargo movement control activities and 

position cargo at a distribution node to minimize distribution backlogs and facilitate 

cargo throughput from the strategic to the theater levels. 

 3. JTF-PO (SPOD) establishes and operates joint ITV at the SPOD and 

a distribution node. This capability supports the accountability and management of 

conveyance such as twenty-foot equivalent unit (TEU) containers, rolling stock, and tie 

down devices. 

 4. JTF-PO (SPOD) capability eliminates historical seams between 

port opening, operating, and management. USTRANSCOM planners are involved from 

the onset with joint planning for seizure operations to ensure that all seams are 

eliminated. As follow-on theater logistic capabilities arrive, JTF-PO (SPOD) begins 

transferring mission responsibilities of the forward distribution node to arriving forces or 

contracted capabilities to allow the seamless continuation of seaport and distribution 

operations. JTF-PO can also support future JLOTS operations and help facilitate cargo 

movement and ITV from the beach area to the forward distribution node. 

 (2) Army Component 

 (a) Transportation Groups/Battalions. Transportation groups/battalions 

assigned to SDDC plan and execute common-user water terminal and surface distribution 

operations within a geographic area. Their core functions include: predeployment 

planning; host nation liaison; ITV and documentation; cargo booking; container 

management; port security planning and coordination; issuing port call messages; as well 

as receiving, staging, and transshipping cargo. Additionally, they monitor ocean carrier 

performance and compliance with MSC shipping and container agreements and contracts. 

 (b) Terminal Battalions. Terminal battalions are assigned to the TSC and 

are normally attached to a SUST BDE that has the theater opening mission. The terminal 

battalion provides C2 and technical supervision of three to seven companies (mix of 

seaport operating companies and watercraft companies) at ocean and inland waterway 

terminals, and JLOTS sites in the theater. The terminal battalion staff translates mission 

orders from the SUST BDE into specific requirements, enabling the effective and 

efficient flow of materiel and personnel into and out of theater. 

 (c) Seaport Operating Company. The seaport operating company 

performs seaport terminal service operations to discharge and load containerized cargo 

and wheeled/tracked vehicles in fixed seaports or in logistics over-the-shore (LOTS) 

sites. In a fixed port, they can discharge or load up to 375 containers, 750 

wheeled/tracked vehicles, or 1,875 STONs of breakbulk cargo per day. In a LOTS 

operation they can discharge or load up to 150 containers, or 750 STONs of breakbulk 

II-18 JP 4-09 
Distribution Operations Capabilities 

cargo per day, or 450 wheeled/tracked vehicles. They can be assigned to a TSC, a SUST 

BDE with a theater opening element, or a transportation terminal battalion. 

 (d) Heavy Boat Company. Heavy boat companies perform waterborne 

transportation of personnel, cargo, and equipment during intratheater lift, water terminal, 

waterborne tactical and joint amphibious, inland waterway or JLOTS operations. Their 

capabilities include providing up to 8 landing craft (LCU-2000) for transport missions on 

a 24-hour basis. During that time, each LCU-2000 can move 5 M-1 main battle tanks or 

a total of 24 20 foot containers at one time. They can transport 2,800 STONs of cargo 

consisting of vehicles, containers, and/or general cargo. Heavy boat companies are 

assigned to a TSC and are normally attached to a transportation terminal battalion. 

 (3) Navy Component 

 (a) Naval Beach Group. The mission of the naval beach group (NBG) is 

to put landing force equipment and supplies ashore during and following an amphibious 

assault or a MPF offload. The NBG provides the JFC with beachmaster traffic control, 

pontoon lighterage, causeways, ship-to-shore bulk fuel systems, limited construction 

capabilities, landing craft, beach salvage capability and communications to properly 

facilitate the flow of troops, equipment, and supplies ashore. 

 (b) Navy Expeditionary Logistics Support Group (NAVELSG). 

NAVELSG is a Navy Reserve command organized and staffed to provide a wide range of 

supply and transportation support critical for peacetime support, crisis response, 

humanitarian, and combat service support missions. NAVELSG consists of a full-time 

and selective reserve support staff and 5 Navy expeditionary logistics regiments, and 11 

Navy cargo handling battalions (NCHBs). The NCHBs are Navy Reserve commissioned 

units tasked with loading and unloading all CLs of cargo, except bulk petroleum. They 

are a selective reserve advanced base functional component (ABFC) unit of NAVELSG, 

capable of worldwide deployment in its entirety or in specialized detachments. The 

NCHB is organized, trained, and equipped to: load and off-load Navy and Marine Corps 

cargo carried in maritime pre-positioning ships (MPSs) and merchant or container ships 

in all environments; operate an associated temporary ocean cargo terminal; load and offload Navy and Marine Corps cargo carried in military-controlled aircraft; and operate an 

associated expeditionary air cargo terminal. 

 (4) Air Force Component 

 (a) Expeditionary Mobility Task Force (EMTF). An EMTF is located 

on each coast of CONUS. EMTFs are comprised of deployable elements used to 

establish air mobility presence and infrastructure where none exists or to expand the fixed 

portion of the en route system. EMTF personnel act as the deployable air mobility 

division (AMD) during contingency operations and serve as the coordinating authority 

between the theater C2 nodes, the 618th TACC, and the joint movement center (JMC). 

II-19 
Chapter II 

 (b) Contingency Response Wing. AMC has two CRWs which are 

organized, trained, and equipped to employ rapidly deployable cross-functional teams to 

open forward airbases and/or extend AMC infrastructure in an expeditionary 

environment. The CRW as an organization does not deploy; however, it provides the 

resources for and coordinates the deployment of its subordinate units. CRW elements are 

designed for a decreased transportation and logistic footprint and are not designed as 

long-term assets. 

 (c) Contingency Response Group. CRGs provide the core cadre of 

expeditionary C2, airlift and air refueling operations, aerial port and aircraft maintenance 

personnel for deployment as mobility control teams and airfield assessment teams. These 

teams rapidly survey, assess, and establish contingency air base lodgments and expand 

existing AMC support infrastructure worldwide. Each CRG has a global mobility 

squadron (GMS) and global mobility readiness squadron (GMRS). The GMS performs 

aircraft quick-turn maintenance, airfield management, passenger and cargo movement, 

and C2 of personnel and aircraft. The GMRS supplies threat assessment, force 

protection, air traffic control, weather, airfield systems maintenance, finance, and 

contracting. 

 (d) Contingency Response Element. Each CRE is a mobile organization 

responsible for providing continuous onsite air mobility operations management. CREs 

deploy to provide air mobility mission support when C2, mission reporting, and/or other 

support functions at the destination do not meet operational requirements. CREs provide 

aerial port, logistics, maintenance, weather, medical, and intelligence services, as 

necessary. 

8. Equipment/Stock Pre-positioning and Forward Stocking 

 a. Pre-positioning. DOD pre-positioned force, equipment, or supplies (PREPO) 

programs are both land and sea-based. They are critical programs for reducing closure 

times of combat and support forces needed in the early stages of a contingency and also 

contribute significantly to reducing demands on the DTS. The US Army and US Marine 

Corps pre-positioning programs consist of combat, combat support, and combat service 

support capabilities, to include in-stream discharge and JLOTS capabilities. Other 

Service and DLA PREPO programs are logistics oriented. 

 (1) Afloat Pre-positioning Force. In addition to sealift ships, MSC operates 

the APF, a fleet of pre-positioned ships strategically placed around the world and loaded 

with equipment and supplies to sustain Army, Navy, Marine Corps, Air Force, and DLA 

operations. These ships are chartered commercial and government-owned vessels and 

remain at sea, ready to deploy on short notice. The APF consists of MPSs, the APS-3 

ships, and the Navy, DLA, and Air Force ships. 

 (2) Summaries of DOD land- and sea-based PREPO programs are as follows: 

 (a) Army Pre-positioned Stocks 

II-20 JP 4-09 
Distribution Operations Capabilities 

 1. 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 communications are established. Accordingly, 

APS are located at several land-based locations, as well as aboard ships, to quickly 

project power to contingency areas. APS are owned by Headquarters, Department of the 

Army (HQDA); depending on the situation, APS can be approved for release by CJCS, 

Chief of Staff of the Army, or HQDA G-3/5/7. The four categories of APS are: 

 a. Pre-positioned Unit Sets. Equipment, configured into unit sets 

(to include authorized stockage list, prescribed load list, and unit basic load), is 

positioned ashore and afloat in order to reduce deployment response times by meeting the 

Army’s Global Pre-positioning Strategy requirements to provide simultaneous support to 

more than one contingency in more than one theater. 

 b. Operational Project (OPROJ) Stocks. OPROJ 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. 

OPROJ stocks are designed to support one or more Army operations, plans, or 

contingencies. 

 c. Army War Reserve Sustainment Stocks. The Army procures 

sustainment stocks in peacetime to meet increased wartime requirements. They consist 

of major and secondary materiel designated to satisfy the Army’s wartime sustainment 

requirements. They provide minimum essential support to combat operations and postmobilization training beyond the capabilities of peacetime stocks, industry, and HNS. 

Army War Reserve Sustainment stocks are pre-positioned in or near a theater of 

operations to be used until wartime production and supply lines can be established. 

These stocks consist of major end items to sustain the operation by replacing combat 

losses consumed in the operation. 

 d. War Reserve Stocks for Allies (WRSA). WRSA is a program 

directed by the Office of the Secretary of Defense (OSD) and facilitates US preparedness 

to assist designated allies in case of war. WRSA assets 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 multinational force 

(MNF) under provisions in the Foreign Assistance Act and under existing country-tocountry memorandums of agreement. 

 2. APS are positioned and contain categories of stocks as follows: 

APS-1 (CONUS), OPROJ stocks, sustainment stocks, and ammunition; APS-2 (Europe), 

pre-positioned sets, OPROJ stocks, ammunition, and WRSA; APS-3 (Afloat), prepositioned sets, ammunition, OPROJ stocks, and sustainment stocks; APS-4 (Pacific and 

Northeast Asia), pre-positioned sets, OPROJ stocks, sustainment stocks, ammunition, and 

watercraft; APS-5 (Southwest Asia), pre-positioned sets, OPROJ stocks, sustainment 

stocks, ammunition, and watercraft. 

II-21 
Chapter II 

 (b) US Marine Corps. The Marine Corps depends heavily on afloat prepositioning, known as the MPF. Maritime PREPO is a strategic deployment option that 

quickly combines the substantial PREPO equipment and supplies loaded aboard the ships 

of an MPS squadron with a Marine air-ground task force (MAGTF) to establish a 

formidable combined arms force capable of sustained operations. The MAGTF and 

Navy support element (NSE) personnel, selected equipment, and combat aircraft are 

flown into the objective area where the MPS operations occur. The MPS are specifically 

constructed or modified RO/RO ships that are forward deployed in three self-contained 

squadrons. Each squadron (except for the maritime PREPO force enhanced ships which 

have no bulk liquid capabilities) carries the unit equipment and 30 days of supplies for 

one brigade-size MAGTF. Each ship carries a spread load of unit equipment, supplies, 

POL, and potable water; thereby eliminating the need to discharge all vessels in order to 

obtain required types and quantities of equipment and cargo. Additionally, each ship is 

outfitted with NSE equipment consisting of the camp support and lighterage needed to 

discharge cargo over unimproved ports or over the beach. MPS Squadron 1 is positioned 

in the Mediterranean; MPS Squadron 2 is positioned in the Indian Ocean (Diego Garcia); 

and MPS Squadron 3 is positioned in the Western Pacific (Guam and Saipan). MPS 

cargo may be discharged pier side in three days or “in stream” “in five days” by NSE 

personnel composed of naval beach group and cargo handling battalion personnel, as well 

as Marine Corps personnel airlifted to the objective area. The Marine Corps also 

maintains land-based pre-positioned assets in Norway sufficient to support a Marine 

expeditionary brigade (MEB) with equipment and supplies. 

 (c) US Air Force. The Air Force pre-positions equipment and supplies 

both afloat and on land. The current Air Force pre-positioned fleet consists of two 

ammunition carriers under MPS OPCON. On land, the Air Force pre-positions standard 

air munitions packages, theater ammunition stocks, and life support and flightline support 

complexes. A unique capability also pre-positioned by the Air Force is the bare base life 

support system intended for use in war, contingencies, and natural disasters. The Air 

Force Base Expeditionary Airfield Resources system is an air or surface transportable 

system composed of small and medium shelters, and a suite of equipment designed to 

overcome climate and infrastructure limitations for an extended period of time. It is 

expandable and scalable to a variety of configurations. 

 (d) US Navy. The Navy pre-positions one modular cargo delivery system 

vessel at Diego Garcia. This vessel carries Navy ordnance and also has the capability to 

operate as a replenishment ship for carrier strike groups. In addition, two aviation 

support vessels are pre-positioned for the Marine Corps; one each is stationed on the east 

coast and the west coast of the United States. 

 (e) Defense Logistics Agency. DLA pre-positions one T-5 tanker for 

afloat storage of petroleum products. Additionally, DLA also sponsors one ship for use 

as a floating offshore petroleum discharge system (OPDS) pumping station, which can 

hook up with any tanker of opportunity to pump fuel ashore. The ship and its installed 

system can provide fuel during contingencies when land-based petroleum is either 

II-22 JP 4-09 
Distribution Operations Capabilities 

unavailable or insufficient. OPDS can pump 1.7 million gallons of fuel in a 20 hour day 

from up to 8 miles offshore. Service or HN petroleum distribution systems ashore help 

complete the conveyance of petroleum from ship to shore and store petroleum products 

until transferred to tanker trucks for inland transportation. 

 b. Forward Stocking. DLA’s OCONUS distribution depots are located in 

Germany, Italy, Kuwait, Korea, Japan, Guam, and Hawaii. These depots offer 

opportunities to forward position stock of OCONUS customers and enhance the intheater distribution system by forward stocking high usage items closer to the OA thereby 

enabling parts and supplies to be distributed in a timely manner. DDC depots in 

Southwest Asia, Germany, and Korea also have theater consolidation and shipping point 

(TCSP) capabilities. 

 (1) DLA Defense Distribution Expeditionary Depot (DDED)

 

 (a) The DDED is an integral component of DLA’s integrated distribution 

strategy, which combines land-based forward stocks, CONUS depots, and a deployable 

distribution center for expeditionary operations. The DDED provides a deployable DLA 

distribution management and warehouse capability to support GCC operational 

requirements from within a theater. Fixed base forward stock locations and DLA 

CONUS depots are potential sources of supply for the DDED. 

 (b) The DDED provides an in-theater DLA face to the GCC and Service 

component logistic headquarters that enables better control, management, and visibility 

of materiel flowing from national sources to the theater and ultimately the end user. It is 

scalable to GCC requirements, and is capable of supporting troop densities up to 120k. It 

provides distribution, forward stocking, and information management capabilities over 

CL I, II, IIIP, IV, VIII, and IX supplies. In addition to forward positioning selected DLA 

managed items, the DDED also stocks selected fast-moving Service and GSA managed 

items. 

 (c) The forward deployment of the DDED reduces the friction that 

normally occurs at seams in the JDDE. By placing this capability forward, DLA’s 

supporting role takes on added significance and makes it a stakeholder in theater 

distribution operations. 

 (d) Specific DDED capabilities include a forward stocking capability; 

breakbulk operations; TCSP operations; in-theater distribution expertise; receipt, storage, 

and issue of wholesale supplies; and materiel visibility. Forward positioning these 

capabilities reduces overall customer wait time (CWT), improves joint theater logistic 

capabilities, and reduces requirements for scarce strategic lift resources. 

9. Intermodal Operations and Capabilities 

 Deployment operations can involve intermodal movement of personnel and 

equipment by air, land, and sea from unit installations or depots to the theater of 

II-23 
Chapter II 

operations. Intermodalism is simply the transferring of passengers or transshipping of 

cargo among two or more modes of transportation (sea, highway, rail, and air). In 

concert with intermodalism, containerization facilitates and optimizes carrying cargo via 

multiple modes of transport without intermediate handling of the container contents. 

Efficient and effective use of intermodalism and containerization is critical for mobility 

and transportation support to single-Service or joint operations worldwide. The 

following considerations apply to intermodal platform utilization: 

 a. Mobility and Readiness. The objective of joint planning and execution is to 

prepare, deploy, employ, support, sustain, and redeploy forces assigned or committed to 

an AOR. To the greatest extent possible, commercial and organic intermodal 

transportation that is flexible and fast is used by DOD to accomplish this mission. 

 (1) The DOD airlift system is keyed to fast response using both military aircraft 

and contracted commercial aircraft, as required. Common-user organic military aircraft 

and certain commercial aircraft can be configured to rapidly load equipment using 

RO/RO ramps and standard 463L pallet systems. 

 (2) The surface transportation system uses highway, rail, and inland waterway 

systems to move materiel to APOEs or SPOEs for loading on intertheater airlift and 

sealift assets. Rolling stock can be loaded directly on railcars using end or side ramps; 

this facilitates fast loading at installations and discharge at POEs during deployment 

operations. Intermodal containers can be quickly loaded or unloaded from railcars using 

container-handling equipment (CHE) or gantry cranes. Containers moved by highway 

can proceed directly to pier side for loading aboard containerships using container 

terminal gantry cranes or ship’s cranes. They also may be offloaded from the chassis by 

specially designed CHE and positioned in the terminal’s container yard for loading 

aboard ship. Containers moved by railcar, which normally do not have direct pier side 

access, require CHE for off-load and transfer to pier side. 

 (3) The DOD sealift system is designed to provide rapid support using 

government-owned and chartered vessels; a significant number of the vessels are selfsustaining RO/RO vessels, characterized by large cargo capacities and rapid loading and 

discharge rates. Commercial containership capability is available to DOD through time 

or voyage charters and on a day-to-day basis via commercial contracts with US flag 

ocean carriers. These contracts, managed by USTRANSCOM, provide complete doorto-door intermodal services that include use of containers/flatracks, line haul 

transportation for spotting containers at installations/depots, moving loaded containers to 

SPOEs, port/terminal services, space aboard carrier’s vessels, and offload/onward 

movement in theaters of operations. Containerships can be rapidly loaded using 

intermodal systems. Training, planning, and preparation to deploy unit equipment, 

ammunition, and follow-on sustainment using RO/RO vessels and containerships allow 

responsive and effective support to the GCC. 

II-24 JP 4-09 
Distribution Operations Capabilities 

 b. Synchronized Flow of Materiel and Information. Assets and systems have 

been designed and employed to facilitate the rapid movement of personnel, equipment, 

supplies, and information with minimum impediments to the deployment flow. 

 (1) In the surface transportation system, RO/RO vessels and containerships are 

linked to land transportation (highway or rail) through port and water terminal systems 

that provide for a smooth, seamless flow of equipment and materiel from mode to mode. 

RO/RO vessels provide the primary means of strategic sealift for initial unit deployment 

and unit equipment (e.g., tanks, towed artillery, armored infantry fighting vehicles, and 

rolling stock), whereas containerships are the ideal means of transport for sustainment, 

ammunition, and resupply. However, due to the limited numbers of RO/RO vessels, all 

forces must be prepared to deploy using containerships to the maximum extent possible. 

Accompanying supplies and equipment, to include ammunition, are well suited for 

containerization and rapid deployment using containerships. While other ship types (e.g., 

breakbulk, barge carriers) also represent intermodal sealift assets, they primarily augment 

RO/RO vessels and containership capability when this is insufficient for the operation 

being undertaken, when theater infrastructure constraints dictate, or when the tactical 

mission or situation precludes use of containers in delivering materiel and equipment. 

 (2) In the air transportation system, military assets are configured to allow for 

RO/RO of equipment or rapid uploading or unloading using the 463L pallet system. The 

pallet and net resources are in high demand during deployment surge and sustainment 

operations, but while it is preferred that 463L assets remain in the airlift system, some 

system components may have to move intermodally via surface transportation in support 

of the GCC’s objectives and priorities. However, due to the intermodal utility of the 

pallet system and the significant cost to replace these assets, it is critical that plans be 

made for their return from end destination locations back into the DTS. Responsibility 

for controlling and returning 463L equipment to the airlift system remains with the GCC. 

 (3) DOD AISs are designed to interface with commercial transportation 

information systems to receive and pass required personnel, unit, and cargo movement 

data and other transportation information to appropriate commands and agencies 

throughout the DTS. This capability exists to the extent that commercial carriers have 

formatted their electronic data interchange (EDI) reports to DOT Standards or through 

use of other AIT, such as RFID tags. 

 c. Origin to Destination. Effective intermodal movement of personnel, equipment, 

and supplies begins at the origin and continues unimpeded to the final destination. 

 d. Standardization. Intermodal containers are transportation assets designed to 

maximize cargo throughput with minimum handling of cargo at mode transfer points. 

This capability demands standardization for ease of handling. 

 (1) Intermodal containers used within the DOD surface transportation system 

for international trade are designed to conform to the American National Standards 

Institute (ANSI) and International Organization for Standardization (ISO) specifications. 

II-25 
Chapter II 

 (2) Intermodal containers used within the airlift system conform to the military 

463L pallet standard. These include both pallets and containers. 

 e. Container Status and In-transit Visibility

 (1) Container status and ITV of cargo are essential for effective and efficient 

use of intermodal platforms. GCCs and their components need to know where their 

critical resources are and when those resources will arrive. This provides the situational 

awareness required to execute or modify courses of action (COAs), CONOPS, and 

schemes of maneuver during joint operations. GCCs are also responsible for managing 

the use of RFID technology (both devices and information management systems) within 

the AOR. The supporting CCDRs and other DOD agencies use this information to 

prioritize, allocate, and reroute resources between theaters. 

 (2) The visibility of all containers moving in the DTS (DOD-owned, leased, or 

commercial) and their contents must be available to the CJCS, combatant commands, 

Services, and supporting components via an automated capability. This includes 

containers that contain excess property which is available for redistribution in the theater. 

Identification and status information should include type of ISO container, location, and 

status (loaded or empty). DOD has developed and continues refining IT systems to 

provide ITV capability. These must be interoperable with commercial systems and other 

DOD supply, transportation, and in-theater systems supporting movement of materiel 

from origin outload, through distribution operations, to the end user in theater. 

 f. Cargo Integrity, Security, and Safety. The large size of containerships, along 

with state-of-the-art commercial and developing DOD ITV systems and the inherent 

security of ISO containers, facilitate unit integrity and cargo security. When utilizing 

modern intermodal lift capability, unit integrity objectives of the shipping Service will be 

adhered to and maintained at the highest level possible consistent with cargo types and 

capability and/or capacity of vessels involved. Intermodal containers decrease pilferage, 

injury to personnel, and damage to equipment and supplies. This is particularly 

important when moving unit basic loads and resupplying quantities of ammunition. 

10. Commercial Distribution Capabilities 

 DOD has increased its reliance on the commercial sector to perform specific or 

multiple supply chain functions and to that end, global distribution operations leverage 

numerous commercial sector capabilities. 

 a. Vendor Support. Increased use of vendor capabilities is a major method of 

increasing the value, velocity, and efficiency of distribution support to the joint force 

while also affecting the “footprint” of logistic support. The transfer of government 

inventory and distribution capabilities to vendors decreases requirements on organic 

military assets. However, the potential exists for commercial distribution channels to 

become constrained or restricted under wartime conditions, resulting in an influx of 

II-26 JP 4-09 
Distribution Operations Capabilities 

commercial-origin materiel entering at a variety of points into the DOD distribution 

system. Vendor support contractual agreements should include control provisions that 

allow shipment schedules to be adjusted to promote a smooth interface of vendor 

shipments into the distribution pipeline. These contracts should also ensure contractors 

provide the JDDE with required movement visibility throughout the shipment process. 

 (1) Prime Vendor. PV is a vendor support process that provides commercial 

products to regionally grouped military activities and federal customers from commercial 

distributors using electronic commerce methods. The process uses long-term contracts 

that set forth price, product, and delivery agreements for a variety of goods. Customers 

order directly from the vendor and receive materiel through the vendor’s commercial 

distribution system. The subsistence and medical PV programs, for example, take 

advantage of the existing industry infrastructure and inventory to achieve rapid direct 

shipment from vendor to customer. Receiving fresher, brand name products faster 

increases customer satisfaction and significantly reduces DOD inventory holding and 

distribution costs. PV programs are widely used in CONUS and have been implemented 

OCONUS for selected commodities. 

 (2) Virtual Prime Vendor (VPV). VPV is a vendor support technique to 

provide a complete logistic solution covering numerous commodity and product lines to 

the customer. VPVs are integrators who make use of commercial and government 

inventories, contracts, and other means to provide logistic support within DLA and the 

Services for both maintenance and supply functions ranging from aircraft component 

repair to recruit training uniform issue. VPV functions include forecasting requirements, 

inventory control, engineering support, technical services, storage, distribution, and any 

other functions required to satisfy customers’ needs. Like PV arrangements, VPV is also 

enabled by electronic commerce. 

 (3) Customer Direct (CD). CD (formerly direct vendor delivery) is a 

streamlined distribution method that requires vendor delivery directly to a customer or 

DTS transshipment point. CD may reduce both CWT and the workload on the military 

distribution system. CD complements some or all of the global distribution system. As 

an added benefit, CD can eliminate DOD depot shelf-life and handling problems inherent 

in some commodities, such as light bulbs (fragile), camera and X-ray film (short shelflife and special storage), and motor oil (hazardous material storage and handling). Many 

of these CD efforts include a customer-transparent interface with military standard 

requisitioning and issue procedures (MILSTRIP) requisitioning procedures through 

paperless ordering procedures. CD may present the joint and Service logistic planners 

and operators with significant challenges in integrating CD into theater-level distribution 

operations. These challenges can be greatly exacerbated in austere operational 

environments where commercial delivery sources cannot, or will not, operate. 

 (4) Civil Augmentation Programs. Civil augmentation programs enable 

peacetime planning for the use of civilian contractors in wartime and other contingencies. 

These contractors can perform selected distribution services to support US forces in 

support of DOD missions. Civil augmentation programs are primarily designed for use in 

II-27 
Chapter II 

II-28 JP 4-09 

areas where no bilateral or multilateral agreements exist. However, these programs may 

provide additional support in areas with formal HNS agreements, where other contractors 

are involved, or where peacetime support contracts exist. They are also available during 

CONUS mobilizations to assist the CONUS support base and help units get ready for 

deployment. Civil augmentation programs, such as the Army’s logistics civil 

augmentation program (LOGCAP), the Navy’s global contingency construction contract 

program (operated by the Naval Facilities Engineering Command), and the Air Force 

contract augmentation program (AFCAP) (operated by the Air Force Civil Engineer 

Support Agency), also play a significant role in mission accomplishment by providing the 

JFC and joint force engineer with additional options and flexibility in general engineering 

and logistic support. If use of a civil augmentation program is contemplated, planners 

must consider the impact of contractor logistic needs on limited transportation and 

infrastructure assets. 

 b. Government Purchase Card (GPC). The cardholder uses the GPC to make 

purchases from commercial or selected government sources, up to the limit authorized for 

the user. The GPC reduces requisition processing time and facilitates decentralized 

buying by nonprocurement personnel. Caution should be exercised when using the GPC 

during contingency or wartime due to lack of ITV and purchases moving outside of the 

approved distribution networks, which may preclude delivery to final destination or 

disrupt the flow of more critical materiel. 

 c. Contract Surge and Sustainment Requirements. As DOD continues to 

downsize and reduce materiel inventories, new strategies must be used to assure access to 

commercial inventories and production capabilities to satisfy surge and sustainment 

needs. In forming partnerships to develop surge and sustainment capabilities with 

contractors, it may be essential to require efforts beyond, and sometimes inconsistent 

with, contractors’ customary business practices. This necessitates the consideration of 

surge and sustainment requirements in business arrangements and long-term contracts. 

These requirements include processes to ensure that contractor capabilities actually exist 

and to validate those capabilities through testing and DOD exercises. 

 d. Internet Materiel Ordering. DOD Internet-based materiel ordering systems 

have consolidated previously separated functions, for both customers and providers, into 

fast, convenient electronic outlets that are accessible worldwide and available around the 

clock. For example, DOD Internet-based electronic mall provides a single point of entry 

for customers to find and acquire off-the-shelf, finished goods from the commercial 

marketplace with point, click, and ship GPC buying from commercial catalogs. 
CHAPTER III 

DISTRIBUTION PLANNING

“Logistic considerations belong not only in the highest echelons of military 

planning during the process of preparation for war and for specific wartime 

operations, but may well become the controlling element with relation to 

timing and successful operation.” 

Vice Admiral Oscar C. Badger, United States Navy 

Address to the Naval War College, 1954 

1. Introduction 

 a. Purpose. This chapter outlines the planning considerations for effective 

distribution operations. 

 b. Overview. Distribution planning is an important part of the overall joint 

operation planning process. It must include detailed analysis and evaluation of the 

distribution networks and functions supporting the end-to-end distribution process, as 

well as encompass the full range of activities necessary to plan for national mobilization, 

deployment, employment, sustainment, and redeployment requirements of forces and 

materiel. 

 c. The products of successful distribution planning are distribution plans that are 

articulated in the annexes and supporting plans of a CCDR’s OPLANs and operation 

orders (OPORDs). Combatant command distribution plans must guide the planning of 

other supporting commands and organizations within DOD, as well as external 

departments, agencies, and HNs that will be supporting the combatant command. 

Appendix C, “Commander’s Checklist for Distribution of Materiel and Movement of 

Forces,” contains a generic list of issues or questions that distribution planners should 

consider when they integrate distribution activities into OPLANs or OPORDs. The 

questions in this checklist can be used to develop a distribution appendix to annex D 

(Logistics) to an OPLAN. 

2. Planning Functions and Key Joint Deployment and Distribution Enterprise 

 Planning Tasks 

a. Planning Functions. Planning and resultant activities or operations should aim 

to defuse strategic problems before they become crises and resolve crises before they 

reach a critical stage requiring large-scale operations. Steady-state activities should 

support these ends and, at the same time, set the conditions for success should military 

operations become necessary. The campaign and campaign support plans are designed to 

do this. Campaign plans provide the vehicle for linking steady state shaping activities to 

current operations and contingency plans. Planning should translate strategic guidance 

and direction into OPLANs and OPORDs for contingency or crisis action response. 

From a logistician’s perspective it is important for the CCDRs and operations planners to 

understand the capabilities and limitations of their available core logistic capabilities. To 

that end, the joint logistician is deeply involved in each of the planning functions and 

III-1 
Chapter III 

assists in preparing the logistic portion and/or supplement for a plan supporting the 

CCDR’s strategic context and assumptions, global priorities, and missions. 

 (1) Strategic Guidance. The Guidance for Employment of the Force (GEF) 

and the Joint Strategic Capabilities Plan (JSCP) are the principal sources of guidance for 

CCDR steady-state campaign, contingency, and posture planning efforts. The GEF 

consolidates and integrates DOD planning guidance related to operations and other 

military activities into a single, overarching guidance document. The JSCP implements 

the strategic policy direction provided in the GEF and initiates the planning process for 

the development of campaign, campaign support, contingency, and posture plans. Key 

distribution planning input includes detailed information on airfields, seaports, road, rail, 

and bridging capabilities and other critical infrastructure. Key information required for 

distribution planning and operations should also be identified in the commander’s critical 

information requirements (CCIRs), including priority intelligence requirements (PIRs), 

articulated in the annexes and supporting plans of the CCDR’s OPLANS and OPORDS. 

 (2) Concept Development. Logistic support concept development must begin 

at the inception of maneuver concept development and continue in parallel throughout 

COA development. This includes identifying requirements and critical items and 

services needed while being fully aware of force structure planning, TPFDD development 

and JRSOI requirements. Within this planning function concepts of support (addressing 

supply, maintenance operations, deployment and distribution, HSS, engineering, logistic 

services, and operational contract support) are developed in order to meet sustainment 

requirements from theater entry and operations, through redeployment and reset. It is not 

uncommon for logistic and support operations to begin prior to, or concurrent with, 

planning. Thus logistic planners need to remain flexible and sensitive to the ever 

evolving operational requirements and changing force structure/organization of the joint 

force. 

 (3) Plan Development. A clear understanding of the CONOPS is essential to 

the joint logistician’s ability to meet joint force requirements. Because logistic support is 

provided through a variety of organizations, joint logistic planning provides the 

coordination mechanism to achieve synergy and unity of effort from all sources of 

distribution support. The joint logistic concept of support specifies how capabilities will 

be delivered over time, it identifies who is responsible for delivering a capability, and it 

defines the critical logistical tasks necessary to achieve objectives during the phases of 

the operation. The logistic concept of support coordinates the capabilities of joint forces 

and MNFs, the host nation, interagency, IGOs, and nongovernmental organizations 

(NGOs). The deliverable product at the conclusion of plan development is a completed 

joint logistic concept of support which resides in the base plan and logistic annex to an 

OPLAN/OPORD. 

 (a) Support Plan Development. The purpose of support planning is to 

determine the sequence of the personnel, logistics, and other support required to provide 

supply, maintenance operations, deployment and distribution, HSS, engineering, logistic 

services, and operational contract support IAW the CONOPS. Support planning is 

III-2 JP 4-09 
Distribution Planning 

conducted in parallel with other planning, and encompasses such essential factors as EA 

identification; assignment of responsibility for base operating support; airfield operations; 

HSS; aeromedical evacuation (AE); personnel services; handling of detainees; theater 

general engineering policy; logistic-related environmental considerations; support of 

noncombatant evacuation operations and other retrograde operations; disposal operations; 

and host nation assistance. Support planning is primarily the responsibility of the Service 

component commanders and begins during CONOPS development. Service component 

commanders identify and update support requirements in coordination with the Services, 

USJFCOM, DLA, and USTRANSCOM. They initiate the procurement of critical and 

low-density inventory items; determine HNS availability; develop plans for AV; and 

establish phased delivery plans for sustainment in line with the phases and priorities of 

the CONOPS. They develop plans for battle damage repair; retrograde of reparables; 

container management; force and LOCs protection; and transportation and support that 

are aligned with the CONOPS. Service component commanders continue to refine their 

sustainment and transportation requirements as the force providers identify resources and 

source force requirements. During distribution planning, the supported CCDR and 

USTRANSCOM resolve gross transportation feasibility questions impacting intertheater 

and intratheater movement and delivery of sustainment supplies. USTRANSCOM and 

other transportation providers identify air, land, and sea transportation resources to 

support the approved CONOPS. These resources may include apportioned intertheater 

transportation, GCC-controlled theater transportation, and transportation organic to the 

subordinate commands. USTRANSCOM and other transportation providers develop 

transportation schedules for movement requirements identified by the supported 

commander. A transportation schedule does not necessarily mean that the supported 

commander’s CONOPS is transportation feasible; rather, the schedules provide the most 

effective and realistic use of available transportation resources in relation to the phased 

CONOPS. 

For more information on deployment planning and shortfall identification, see JP 5-0, 

Joint Operation Planning. 

 (4) Assessment. CCDR campaign plan assessments are integrated into the 

CJCS deliberate assessment process. This provides the CJCS an assessment on how well 

the command is executing the strategic guidance provided in the GEF and JSCP. The 

assessment includes the most pressing issues, force and resource limitations, risk drivers, 

and mitigation requirements. Guidance concerning assessments of campaign support 

plans is provided in each of the appendices tasking campaign support plans. The use of 

war games, simulations, or exercises often enables joint logisticians to work directly with 

the operations planners as they seek to conduct assessments and identify risk. Rehearsals

are used as another tool to assess the effectiveness of the concept of support, to 

familiarize supporting joint forces with the concept, and to provide all concerned with 

confidence in the selected concept. In order to monitor the progress or effectiveness of 

plans in execution, logisticians and various subject matter experts identify expected 

outcomes from the concept of support that will be used to assess logistic progress. 

III-3 
Chapter III 

b. Key Distribution Planning Tasks. Distribution planning tasks provide guidance 

to logistic planners assessing the adequacy and feasibility of concepts of support for 

campaign and OPLANs. Distribution planning should address the following tasks: 

 (1) Analyze Force Requirement and Sourcing. Operational planners conduct 

contingency planning, crisis action planning (CAP), and on-going operational planning 

for rotational and emergent force requirements. Specific procedures for how these types 

of planning occur and shortfalls are addressed are specified in: JP 5-0, Joint Operation 

Planning; CJCSM 3122.01A, Joint Operation Planning And Execution System (JOPES) 

Volume I, Planning Policies And Procedures; CJCSM 3122.02C, Joint Operation 

Planning and Execution System (JOPES) Volume III (Crisis Action Time-Phased Force 

and Deployment Data Development and Deployment Execution); and SecDef’s Global 

Force Management Implementation Guidance. During the planning process, personnel 

and logistic requirements are evaluated to assess force sustainability and transportation 

feasibility and to develop an end-to-end distribution concept. This process involves 

coordination and cooperation with supporting commands and agencies. Supporting 

CCDRs and agencies confirm resource availability and support materiel requirements 

during execution planning. Knowledge of force sourcing decisions is critical to the 

acceptability, adequacy, and feasibility of the concept of support and sustainment 

planning. All planners must understand the relationship between the employment of 

forces and current distribution concepts for various sustainment and commodity supply 

chains. This allows logistic planners to be able to incorporate new distribution 

capabilities. 

 (2) Verify Sustainment. Sustainment planning is directed toward providing 

and maintaining levels of forces, materiel, and consumables required to sustain the 

planned type of activity for the appropriate duration and at the desired level of intensity. 

Sustainment planning is the responsibility of the supported CCDRs, in close 

coordination with USTRANSCOM, the Services, and DOD agencies. Detailed 

planning is necessary to determine sustainment requirements from the beginning of the 

deployment force flow, determine available resources to fill identified sustainment 

requirements, and validate and reconcile sustainment shortfalls. Sustainment planning is 

an iterative and continual refinement process. With the increased emphasis on reduced 

Service logistic footprints, the importance of up-front sustainment planning cannot 

be overstated. Sustainment requirements included in combatant command plans and 

orders must be realistic and reflect the detailed distribution analysis required to allow 

timely materiel support. An additional requirement of sustainment planning is a 

mechanism to capture and provide visibility of intratheater excess property, especially 

expendable items such as Class IV construction materiel. 

 (3) Analyze Transportation. Supported CCDRs develop concepts of 

deployment based upon mission taskings found in Chairman of the Joint Chiefs of Staff 

,nstruction (CJCSI) 3110.01, Joint Strategic Planning Guidance (classified SECRET 

with limited distribution) and detailed mobility guidance contained in CJCSI 3110.11F, 

Mobility Supplement to the Joint Strategic Capabilities Plan. During planning, 

subordinate component commanders are tasked to determine specific forces (unit) and 

III-4 JP 4-09 
Distribution Planning 

materiel (nonunit) requirements (including personnel replacements) and recommended 

time-phasing of these requirements. Component command force and support 

requirements are submitted to the supported CCDR who coordinates these requirements 

with other requirements to develop the TPFDD. Strategic movement requirements are 

analyzed against apportioned transportation lift by USTRANSCOM, to determine gross 

transportation feasibility of plans and operations. Refinements are made to the total 

movement plan, as required, and the TCCs prepare movement tables for the plan or 

operation. 

(4) Assess Networks and Distribution Network Constraints. Distribution 

network constraints are the factors that place limits on global distribution networks and 

functions through mobilization, deployment, JRSOI, employment, sustainment, and 

redeployment during joint operations. Logistic planners must determine and understand 

these factors so they are capable of offsetting potential network constraints or can make 

informed tradeoff decisions to adapt to potential constraints. 

 (a) Physical Network Constraints. Physical network constraints are 

restrictions in the flow of materiel for CONUS, intertheater, and intratheater 

movements. These restrictions also can be described as bottlenecks or conditions that 

limit or degrade the ability of the distribution system to support a campaign or operation. 

Planners must identify and offset or adapt to these constraints. Identifying constraints en 

route to or within the theater is the first step in coordinating activities to avoid 

overloading theater LOCs. Historically, limited numbers of ports and airfields, limited 

unloading capacity at ports and airfields, lack of AV, and limited inland transportation 

have constrained logistic support of combat forces. Distribution and deployment 

planners must anticipate congestion and seek solutions to these constraints. An 

infrastructure assessment is essential to understanding the capabilities and 

limitations of the theater to support distribution operations. It serves as the basis to 

determine the amount and type of support personnel and materiel that must be deployed 

early to facilitate the deployment of combat forces, as well as for determining facility 

upgrades required to enhance operations. The supported CCDR, with assistance as 

required from USTRANSCOM, determines whether the theater is adequate for 

employment of assets, forces, facilities, and supporting systems. In cases where the 

theater is inadequate, options available to the supported CCDR include increasing the 

infrastructure capacity, reducing the distribution flow, or extending allowable force 

closure times. 

 (b) Financial Network Constraints. Financial network constraints are 

factors that may restrict fiscal resource availability for distribution operations. The 

immediate concern to planners is the adequacy of funding, the authority and ability to 

access that funding, and the ability to disburse financial resources to obtain needed 

distribution capabilities and materiel. The compartmentalized nature of DOD financial 

apportionment between the Services and DOD agencies may affect both long-term and 

short-term elements of global distribution. Planners may influence long-term financial 

apportionment through the establishment of materiel and capabilities requirements in 

combatant command OPLANs. 

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Chapter III 

(c) Communications System Constraints 

 1. Information Network Constraints. Information network 

constraints are limitations that may affect the flow of information, or the utility of 

that information. Planners must identify potential information network constraints and 

take action to offset or adapt to these constraints. Compatibility constraints, 

particularly when dealing with multinational, HN, or commercial partners, may 

affect information network operation. Capacity constraints may arise when network 

operations surge from peacetime to wartime, contingency operations, or humanitarian 

assistance/disaster relief levels. Restrictions imposed for operations security purposes 

may shut down or limit access to some peacetime information networks used in the 

global distribution process. 

 2. Communications Network Constraints. Communications 

network constraints are physical or administrative restrictions within the 

communications network that may limit the amount of logistic information flow over 

communications systems below that which is needed to effectively conduct logistic 

operations. Planners must recognize these potential limitations and take action to 

increase the network capacity available for logistic communications and information 

flow, or establish alternative communications methods, which are not in competition with 

higher priority users. Joint communications systems such as Global Command and 

Control System (GCCS) and Global Combat Support System - Joint (GCSS-J), in concert 

with Service communications capabilities provide the means to achieve the unity of effort 

necessary to conduct distribution operations. 

(5) Refine Logistic Support. Logistic refinement is the process of resolving 

shortfalls in logistic support during the planning process. Service sourcing agencies, 

DLA, combatant command components, and supporting combatant commands conduct it 

under the overall direction of the Joint Staff and the supported CCDR during contingency 

and CAP. During contingency planning, USTRANSCOM hosts logistic refinement 

conferences for the Joint Staff and supported combatant commands to review OPLAN 

logistic support. The purpose of the logistic refinement conference is to confirm 

sourcing of logistic requirements IAW GEF, JSCP, Joint Staff, and Service 

guidance and to assess the adequacy of resources provided by support planning. 

The distribution and deployment community begins refinement of a TPFDD when the 

supported combatant command provides a completely sourced and adequate TPFDD. 

Sourcing includes identification of facilities and materiel support requirements. During 

the logistic refinement conferences, the combatant commands, Services, and DOD 

agencies will resolve problems related to unit and nonunit personnel, cargo, retrograde, 

medical evacuation, and resupply. At the conclusion of the logistic refinement 

conference, USTRANSCOM will reassess gross transportation feasibility for the 

supported CCDR to ensure that the TPFDD can be executed. The refined TPFDD 

articulates the CCDR’s distribution concept and highlights joint force materiel 

requirements. If the TPFDD fails transportation feasibility analysis, distribution and 

deployment planners must consider alternative actions to achieve deployment and 

III-6 JP 4-09 
Distribution Planning 

sustainment goals within the envelope of transportation capability. Creating or increasing 

theater materiel stocks and shifting pre-positioning ships are potential responses to 

transportation shortfalls. Refinement of logistic support during CAP is conducted using 

the same considerations as contingency planning, with the fundamental difference being 

constraints on the time available to conduct refinement. 

(6) Review Logistics Support Analysis (LSA). LSA is a continuous process 

during the development and maintenance of CCDR OPLANs and CONPLANs and 

assesses requirements and sourcing of requirements at all levels. LSA provides a 

broad assessment of key logistic factors by documenting the results of a process that 

assures an integrated evaluation of key logistic capabilities, identifying logistic support 

deficiencies, assessing their risks, and providing a baseline for the Joint Monthly 

Readiness Review (JMRR) process. LSA describes and assesses combined support 

capabilities, and validates planned distribution concepts. Preparation of this analysis 

is a two-step process. It begins with the Services’ and DOD agencies’ assessment of their 

ability to support a CCDR’s plan, followed by the CCDR’s assessment of the inputs 

along with analysis of theater requirements and capabilities. Where other portions of the 

JMRR assess the readiness of the commodity stocks against the total requirement, LSA 

identifies possible shortcomings in the distribution system. During the planning process, 

only the commodity requirements that would actually enter the TPFDD on execution 

should be considered, including all substitutions and secondary stock. LSA assesses the 

impact on the distribution system as reflected in the movement of large numbers of 

substitute and secondary weapons that carry significantly different logistic requirements. 

(7) Develop Commodity Distribution Concepts. Logistic planners must 

develop a distribution concept for each commodity’s supply chain. This is accomplished 

by determining the impact of each element of global distribution on the commodity’s 

supply chain and adjusting or adapting as necessary to meet the requirements of the 

supported CCDR’s CONOPS and concept of support. It is critical to tie all commodity 

supply chains together by adding up all the requirements, and then comparing the sum 

total to resources needed to execute the distribution plan. 

(8) Ensure Protection. Comprehensive protection requires the employment of 

the full array of active and passive measures and the integration and coordination of 

intelligence and security programs, information operations, risk management techniques, 

and safety programs to increase individual awareness of potential threats. Planning for 

weapons of mass destruction also should be considered. 

(9) Consider Retrograde. The retrograde and redistribution of materiel 

eventually occur in almost all operations. Whether a unit is redeploying and is leaving 

some equipment behind, or is trying to redistribute its serviceable excess materiel, or is 

trying to dispose of its unserviceable excess and/or HW, it must plan and coordinate its 

actions as a part of the distribution system. Larger movements for retrograde require 

more assets, more time, and more planning. 

III-7 
Chapter III 

3. Distribution Planning Considerations 

 Distribution planning is a form of support planning completed using the CCDR’s 

guidance and mission statement as codified in the supported commander’s CONOPS. 

The essence of distribution planning is determining the requirements and capabilities 

needed to support joint forces and verifying the sourcing and resourcing for both. These 

supporting distribution requirements and capabilities must also be integrated into the 

framework supported by formal joint operation planning processes and systems. The 

ultimate product of successful distribution planning is a supply and distribution concept 

that is tailored to anticipate operational requirements and circumstances. This concept 

must be supported by current, relevant, and accurate planning factors. This enables 

continuous planning and transportation tradeoff analysis during the plan assessment, 

implementation, and execution phases. These distribution planning considerations must 

be articulated in distribution annexes within combatant command plans and orders. 

These distribution plans must guide the planning of supporting commands and 

organizations within DOD, external departments and agencies, and HNs that will be 

supporting mission execution. 

 a. Deployment/Redeployment and Sustainment/Retrograde. Planners must 

avoid focusing solely on deployment tasks at the expense of distribution actions needed 

to sustain the employment concept of the campaign or operation. As the campaign or 

operation continues, planners must prepare to shift focus from deployment tasks to the 

tasks required to sustain the forces in theater. At some point, forces in theater may be 

deploying or redeploying simultaneously, so the ability to capture and provide visibility 

of theater excess and redistribution requirements will have an impact on lift planning. 

Distribution planners must be prepared to meet the delicate balance required to execute 

these tasks while supporting the CCDR. In addition, the ability to capture and provide 

visibility to theater excess and their redistribution requirements will have an impact on 

lift planning. 

b. Surge Planning Considerations. Surge is the ability to meet increased 

requirements for goods or services caused by rapidly increased demands during war 

or other contingencies. Typically, surge requirements are directed at the industrial base 

and the transportation industry. Identified surge requirements are communicated to the 

industrial base and transportation industry and analyzed to determine a COA to rapidly 

meet the emergent demand. Planners must understand the following: surge capabilities, 

the avenues available to fulfill initial demands, the surge requirements that the 

transportation system can support, and what special requirements or procedures need to 

be put in place to accommodate surge demand. With limited DOD-owned inventories, 

the reliance on the industrial base for timely resupply has grown. In addition to 

incoming surges of goods and personnel, planners must also consider surges associated 

with redeployment, retrograde of repairable items, and theater redistribution 

requirements. While the impact on the supply system may be different, the impact on the 

transportation system can be just as significant and possibly even more complex. 

See JP 4-10, Operational Contract Support, for additional information. 

III-8 JP 4-09 
Distribution Planning 

 (1) Industrial Base Surge. Strategic level organizations and combatant 

command distribution planners must factor response times for mobilization of the 

industrial base into plans to support their operations. Definitive DOD plans to support a 

combatant command must be in place prior to the start of any campaign or operation to 

facilitate timely response from the Services, DLA, and industry. Although the greatest 

demand normally occurs within the first 30 to 60 days of an operation, industrial surge to 

meet the demands of more prolonged operations or campaigns requires significant 

additional time to build to maximum output. DOD will frequently compete with private 

sector customers for a manufacturer’s industrial capacity and inventories. 

 (2) Transportation Surge. USTRANSCOM, in conjunction with its TCCs and 

the commercial transportation industry, determine lift availability and assess the need for 

mobility augmentation based on projected movement requirements to support proposed 

COAs. Shortfalls in strategic common-user transportation assets may cause 

activation of several stand-by programs to augment military capability. In addition, 

depending on movement control requirements, port support activities, and the theater 

reception capability required for a particular operation, USTRANSCOM assets might be 

required to facilitate and manage transportation. For example, SDDC will assess 

CONUS surface transportation and common-user water terminal management 

requirements for both CONUS and OCONUS. AMC will assess anticipated CRAF 

requirements. SDDC, MSC, and MARAD will review the RRF and VISA for possible 

augmentation requirements. 

 c. Planning Focus. Distribution planners must understand the supported CCDR’s 

CONOPS and be intimately familiar with the major activities that occur in each phase of 

the joint force projection scenario as well as understand the unique implications on 

movement requirements. Early involvement by the logistic staffs and planners during 

contingency and CAP is paramount. Distribution planning focuses on the transition from 

peacetime military and associated commercial distribution techniques to those required 

for contingency or wartime operations. Planners must consider the impact and 

constraints that their distribution CONOPS will have on war or contingency operations 

on each of the distribution networks and functions involved in the flow of materiel. The 

product of distribution planning is an appendix to a logistic annex of a contingency or 

crisis action plan. The appendix should be prepared by supporting and supported 

commanders and must be designed to provide a versatile and continual flow of materiel 

to support dynamic operational requirements. 

 d. Planning Balance. Distribution planning must synchronize and balance 

materiel distribution flow with the other operational processes, such as deployment 

of military units and their accompanying logistic resources, to bring them together at the 

decisive place and time. Moreover, distribution planning must ensure that intertheater 

and intratheater deployment and sustainment including redistribution of excess assets and 

disposal requirements are balanced and compatible with the theater’s JRSOI and 

distribution capabilities. In addition, distribution planning should ensure that these 

requirements can be satisfied within the resource constraints imposed on the supported 

III-9 
Chapter III 

commander for mission execution. Collaboration sessions with USTRANSCOM, force 

providers, Services, and supporting/supported commands are necessary to carefully 

coordinate the movement of materiel and forces in a balanced approach. Integration of 

distribution requirements and force projection occurs during TPFDD force flow 

conferences, is further refined through the validation phase of the TPFDD, and 

continuously fine-tuned through the execution phase using weekly collaborative meetings 

between the stakeholders. 

 (1) Balance between the Services and Other Organizations. Distribution 

balance issues become more complex when MNFs, US Service components, and 

international organizations/NGOs operate simultaneously within the theater and the 

LOCs approaching the theater. Coordination of distribution functions among all 

affected commands, nations, agencies, and organizations is essential to gain control of 

networks, avoid congestion at critical nodes, and reduce duplication of effort. 

 (2) Balancing Distribution Requirements with Operational Requirements. 

Planners will be continuously challenged to provide the proper balance of combat forces, 

support forces, and materiel support within the time constraints imposed by the mission 

and consistent with the supported CCDR’s intentions. Supported CCDRs may have to 

increase US military capability or seek non-US military resources such as multinational 

partners or contracted sources to expand the infrastructure, facilities, and capabilities to 

support current or future distribution operations. These choices are made throughout an 

operation and range from the subtle to the direct. Devoting intertheater airlift to deploy 

military port opening forces is a distribution decision that has operational implications. 

That same intertheater airlift also may be used to transport additional combat forces or 

materiel for protection or other mission requirements. In a direct choice, a commander 

may use combat power to seize forward operating bases or protect main supply routes 

from adversary forces to expand logistic capability and gain freedom of action. Planning 

decisions concerning the in-theater balance of operational requirements and 

distribution support requirements have an impact at the strategic level. Tradeoffs 

on theater distribution capabilities may require compensating application of strategic 

level resources. For example, limitations on 40-foot container handling and transporting 

capabilities in-theater may require additional investments in 20-foot containers to be used 

at the origin. 

 (3) Understanding Tradeoffs. Planning global distribution of materiel 

requires the calculation of tradeoffs between requirements, inventory, and the 

capability to provide materiel when, where, and in the quantity required. Tradeoff 

decisions are a function of the warning time prior to commencement of operations, 

resources available, and constraints and restraints imposed on a JFC by the mission. 

These tradeoff decisions involve choices among the numerous variables present within 

materiel supply chains. Requirement variables include differing physical characteristics 

of materiel (e.g., volume and special handling characteristics) and RDDs to support the 

joint operation. Inventory variables include source, location, and quantity of the required 

materiel. Physical distribution variables include distance, velocity, and the capacity and 

capability to move or store materiel. Combinations of these variables are present in every 

III-10 JP 4-09 
Distribution Planning 

materiel distribution transaction, with flexibility in one variable capable of offsetting 

constraints imposed by reality or intentionally reduced capability in another. The use of 

premium air transportation, for example, can offset low inventory levels and provide 

materiel from geographically dispersed sources. In assessing these tradeoffs, distribution 

planners must consider numerous constraints such as finite resources in money, materiel, 

and forces. 

 e. Utilization of Intermodal Platforms. Effective and efficient use of intermodal 

platforms requires that all aspects (e.g., loading, deployment, reception, onward 

movement, unloading, distribution, and associated force structure) of intermodal 

operations be factored into support plans developed from the CCDR’s CONOPS. 

 (1) Intermodal platforms are finite in number, and their use should be 

prioritized during planning processes. Predesignating containerships as well as 

establishing priority use and return of Containerized Ammunition System or other special 

containers for ammunition movement are two examples of planning actions aimed at 

ensuring the effective and efficient use of intermodal platforms. 

 (2) During contingency planning, all unit equipment, sustainment, ammunition, 

and resupply cargo suitable for containerization must be identified and appropriately 

coded for inclusion in the OPLAN TPFDD consistent with in-theater infrastructure 

capabilities, force structure, and the GCC’s CONOPS. 

 (3) Containerships and intermodal systems may improve force closure when 

surge capability is insufficient. Closure profiles using containerships for movement of 

unit equipment should be made available to the supported CCDR during the planning 

process, particularly when sealift shortfalls are identified. 

 (4) Commercial intermodal container liner service available to DOD through 

USTRANSCOM is the primary means used to ship sustainment cargo. These contracts 

provide end-to-end intermodal transportation services (e.g., spotting containers, line haul 

to SPOE and terminal services, strategic sealift, offload at SPOD, and line haul to theater 

destinations when appropriate). However, commercial containers provided by this 

service must be unstuffed and returned expeditiously to the DTS to support continuous 

industry shipping requirements and to avoid costly financial penalties for container 

detention. Use of DOD-owned or leased containers is preferred over using containers 

provided directly by ocean carriers since these assets do not incur detention penalties. 

Maximum benefit and efficiency are achieved when compatible cargo is loaded into 

containers at the cargo origin (or as near as practical) and delivered as far forward in the 

OA as practical. 

 (5) DOD/Service-owned or leased containers will normally be used to ship 

accompanying supplies and certain unit equipment in support of deploying forces in the 

early stages of a deployment, particularly when the operation is being conducted in an 

undeveloped, austere environment. Under extreme circumstances these assets can be 

III-11 
Chapter III 

CONTAINER MANAGEMENT PLANNING FOR OPERATIONS 

Distribution planners should consider the availability of existing 

infrastructure within the theater and the expected duration of the 

operation when developing strategy to use commercial and 

government containers to support the combatant commander. During 

Operation IRAQI FREEDOM (OIF) and Operation ENDURING FREEDOM 

(OEF), commercial ocean carrier containers were delivered to the 

forward areas and subsequently used by forces as storage facilities. 

Consequently, excessive detention charges accumulated on each of 

these containers. The estimated detention charges for both OIF and 

OEF during fiscal year 05 were $96 million. 

Detention occurs when containers are held longer than the contractual 

agreement between the government and the commercial ocean carrier 

to off-load, deliver it to the point of need/designated consignee, and 

either notify the carrier that the box is available for pick-up, or return 

the box to the carrier. This practice resulted in excessive detention, 

maintenance, port storage, and associated government “buy-out” 

charges for thousands of commercial containers within the United 

States Central Command area of responsibility. 

In an austere environment where operations are expected to exceed six 

months duration, distribution planners should consider the use of 

government-owned containers during the initial stages of an operation 

and until such time that either a sufficient number of governmentowned containers are available in theater to commence transload 

operations, or temporary facilities are constructed to store the 

containerized cargo near the seaports of debarkation. This did not 

occur during OIF/OEF and proved to be expensive for the US 

Government. 

Various Sources 

retained for use as temporary storage, protection barriers, and other uses if approved by 

the GCC. 

 (6) Aircraft 463L pallet and net resources are in high demand during 

deployment surge and sustainment operations. These resources are often used to 

facilitate onward surface movement from the APOD. It’s critical that logistic planners at 

all levels consider the recycling of these assets from end destination locations back into 

the transportation system for continued use. 

 f. Movement Control Planning

 (1) Strategic Movement Control. Strategic movement control is primarily 

executed by USTRANSCOM, in conjunction with other JDDE partners, using organic 

and commercial lift assets, in response to the needs and intentions of the supported GCC. 

III-12 JP 4-09 
Distribution Planning 

This movement control concentrates on the movement of forces, equipment, and materiel 

from a point of origin, or the supply source, to a designated theater POD, or point of need 

as specified by the supported CCDR. A primary control mechanism is the TPFDD, since 

it specifies the priority of movement and the dates by which cargo and passengers must 

arrive at the POEs for loading on strategic lift assets. USTRANSCOM provides airlift 

and sealift movement schedules to deploying units for compliance. Unit movement 

control teams monitor force movement from the origin to the ports and submit required 

reports through their respective Services to USJFCOM as the Joint Force Provider. This 

intracontinental leg includes movements by commercial rail and truck, which are 

coordinated by the Services with SDDC. Movements originating in theater (retrograde 

and/or redeployment) that require strategic sealift/intertheater airlift assets require the 

same level of planning diligence as those arriving in the theater. 

 (2) Intratheater Movement Control. Intratheater movement control is the 

responsibility of the GCC and is executed by the Service components IAW priorities 

established by the GCC. Figure III-1 outlines the responsibilities of the movement 

planners at the senior movement headquarters, which will normally be the JDDOC or a 

TSC. 

 g. Strategic to Theater Distribution Interface. Operational planners must develop 

theater reception and distribution plans that are coordinated and synchronized with the 

deployment plan. The theater distribution plan may use established ports of 

debarkation or intermediate staging bases (if required), or establish other potential 

distribution nodes required to support the GCC’s CONOPS. The theater distribution 

system is a complex of networks, IT systems, and tools. These networks may use or 

overlap existing global commercial distribution capabilities as well as HN 

infrastructure (developed or underdeveloped) that must be shared with the HN and 

often with other military, civilian, and MNFs participating in the same operation. 

Combinations of US military, HN, multinational, and contractor organizations operate 

the nodes and modes of supply and transportation that distribute the forces and 

sustainment supplies. These organizations collect and report data to a network of 

operational and logistic headquarters responsible for processing the data into 

information and issuing instructions to the node and mode operators. This process 

ensures that the GCC’s authoritative direction over all aspects of military operations 

and logistics within the AOR is carried out. Care must be taken to ensure joint 

distribution operations also plan for and are prepared to execute redeployment, 

retrograde, and theater closure operations. 

(1) Joint Distribution Operations. Joint distribution operations are the 

collective activities necessary to plan, synchronize, and execute movement and 

sustainment tasks in support of military operations. Joint distribution operations have 

often competed for limited resources (e.g., insufficient sustainment commodities, lift 

assets, congestion at ports). The traditional way to deal with this competition has been 

through deconfliction. A better approach is to reduce the competition and smooth the 

flow through CCDR-assigned and-enforced supply and transportation priorities. The 

ideal approach is to ensure distribution networks are sufficiently robust and redundant 

III-13 
Chapter III 

1. Obtain advance intertheater arrival information.

2. Assess the movement requirements data such as required delivery 

date (RDD), priority of movement, equipment characteristics, and 

special requirements. 

3. Group the requirements for each port of debarkation (POD) by 

destination geographic location in RDD sequence.

4. Obtain movement priority for requirements that have the same 

destination and RDD.

5. Determine available modes for onward movement based upon 

planning requirements. Consider the requirement, equipment 

characteristics, priorities, and modes servicing the PODs and 

staging areas/tactical assembly areas (SAs/TAAs).

6. Select and program the mode for each requirement for reporting to 

POD based upon estimated time for POD clearance. This is 

dependent on the type of strategic asset (airlift, sealift).

7. Determine availability of equipment for follow-on missions at the 

POD. Estimate uploading and processing time for each mode at the 

POD. Apply time/distance factors to estimate transit time to other 

transportation nodes or arrival at the SA/TAA. Determine total transit 

time, maintenance and crew rest, and return time.

8. Resolve conflicts by either rerouting, changing modes, or 

rescheduling or obtaining guidance from operational planners. 

Reconfirm that the selected route can accommodate any oversize or 

overweight cargo/equipment being moved.

9. Identify requirements for materials handling equipment and 

cargo/container handling equipment at the POD for each mode, 

cargo and trailer transfer points, and at destination. 

10. Coordinate for holding and storage areas outside of POD staging 

areas if ports become congested due to transportation shortages or 

scheduling problems.

11. Identify en route supported requirements for fuel, mess, 

maintenance, and billeting.

12. Determine critical points where highway regulation or traffic control 

should be established to maintain the flow of traffic. Coordinate for 

en route communications.

THEATER MOVEMENT PLANNING RESPONSIBILITIES

Figure III-1. Theater Movement Planning Responsibilities

to handle the CCDR’s requirements for routine and surge distribution. The JFC 

determines a requirement and its point of need which can be a major strategic 

III-14 JP 4-09 
Distribution Planning 

APOD/SPOD, an austere airfield, a sea base, or any forward location within the 

operational environment (e.g., open fields, parking lots, highway segments). 

(2) Joint Distribution in Support of Deployments. The global distributionbased system requires the end-to-end synchronization of all elements of distribution. The 

deployment and distribution capability supports the movement of forces and unit 

equipment during the movement phase of the deployment and redeployment processes 

and supports materiel movement during the logistical sustainment of operations. The 

deployment and distribution capability moves forces and logistic support globally and on 

time meeting the RDD and providing TDD to meet the needs of the CCDR. Through 

sharing of critical information, it is possible to create unity of effort among diverse 

distribution organizations and provide end-to-end support to satisfy deployment 

execution and sustainment operations. Visibility through the JDDE provides the CCDR, 

in conjunction with the global providers, the capability to see and redirect strategic and 

operational commodity/force flow in support of current and projected priorities. In the 

context of this document, distribution does not include those aspects of the deployment 

process involving decisions about self-deploying units, force readiness assessment, 

selecting units to deploy (sourcing), and priority of their deployment to satisfy JFC 

operational requirements. 

(3) Joint Distribution in Support of Sustainment. The other key task of joint 

distribution operations is sustainment delivery. The timely and effective delivery (and 

return) of supplies, equipment, and services to the joint force requires a robust and agile 

joint distribution system inextricably linked to DOD’s global supply chain. Supply chain 

operations include materiel planning, sourcing, making, delivering, redistributing and 

disposing of excess, and return process activities. Supply chain stock level and location 

decisions influence distribution processes and joint distribution performance directly 

influences supply chain planning, sourcing, making, and return activities. DOD’s global 

supply chain processes must strike an optimal balance regarding inventory levels, the 

positioning of stocks, and the robust capabilities of a distribution pipeline that moves 

those stocks to and from the theater. It also must have the ability to expand to meet surge 

requirements or to support distributed forces in an antiaccess environment. Finally, the 

supply chain also must coordinate sustainment distribution services among US forces and 

HNS, the interagency and multinational partners, NGOs, and contractors. 

 h. Redeployment, Retrograde, and Theater Closure Planning 

 (1) Redeployment Planning. Planning for redeployment can be as or more 

complex than planning for deployment. Each redeploying unit must plan and coordinate 

the movement of its equipment and personnel in the distribution system. It must plan 

what equipment it will be leaving with, what it will leave behind, how it will distribute or 

make visible its serviceable excess, its unserviceable excess, its HW, etc. Units also must 

plan how they will clean equipment to meet the United States Department of Agriculture 

(USDA) requirements or the requirements of the nation where it is going. 

III-15 
Chapter III 

For more information on redeployment planning, see JP 3-35, Deployment and 

Redeployment Operations. 

 (2) Retrograde Planning. Retrograde of materiel either within the theater or 

from the theater to a source of supply must be planned and developed as a part of the 

distribution system. This planning considers the factors affecting the reverse distribution 

of reparable or excess materiel from the theater back to designated repair or storage 

points. It is used to determine requirements for repair and transportation capabilities and 

the necessary logistic management systems to administer the materiel flow. Retrograde 

planning must consider the type and amount of reparable components used by designated 

Service components, the maintenance concepts associated with these components, and 

the repair cycles that apply, particularly for major combat equipment items. Expeditious 

and visible movement of reparable items rearward, and a similar movement of repaired 

items forward to the joint force, is essential to maintain operational readiness. Strategic 

decisions on weapon system maintenance support must be reflected in corresponding 

distribution capabilities at all levels. Similar to redeployment planning, retrograde 

planning must include arrangements for cleaning and USDA inspection prior to shipment 

from the theater. Failure to do so may result in serious delays to the shipment and 

significant costs to the shipper Service. 

 (3) Theater Closure Planning. Most operations eventually lead to base 

closures and then theater closure. These actions must be planned for. When a unit is 

responsible for the closure of a base in addition to its own redeployment, the planning 

requirements are significantly more complex. Support for a unit conducting a base or 

theater closure may be limited at best, and will probably be more limited than that for the 

initial deployment. Therefore, the impact on the distribution system may vary. 

Unserviceable items requiring demilitarization may remain at the location and either have 

to be demilitarized by the unit as a part of the closure process, or be retrograded to a 

location where appropriate demilitarization can be performed. The latter is an impact on 

the distribution system not normally incurred. Force protection requirements may also 

increase in a theater closure situation requiring additional planning and support. 

 i. Multinational Operations. “Multinational operations” is a collective term to 

describe military actions conducted by forces of two or more nations, usually organized 

within the structure of an alliance or coalition. The fundamental difference from 

unilateral US joint operations is that the participating forces represent sovereign nations. 

This fact has profound implications for how the multinational force commander (MNFC) 

may organize, plan, and execute global distribution in support of multinational 

operations. Unique command relationships, legal constraints on the transfer provision of 

goods and services to foreign countries, and varying standards and capabilities in 

distribution networks and functions affect the broad nature of global distribution support 

to the MNF and complicate efforts to coordinate and synchronize C2, funding and 

reimbursement mechanisms, allied contributions, and other logistic support. A key 

objective during multinational operations is to forge a partnership among 

participating nations executing global distribution of materiel. Executed correctly, 

III-16 JP 4-09 
Distribution Planning 

this partnership should improve operational support by allowing participating nations to 

share the burdens associated with participating in such operations. 

For more information, see JP 4-08, Multinational Logistics; Allied joint publication

(AJP)-4(A), Allied Joint Logistics Doctrine; and AJP-4.4(A), Allied Joint Movement and 

Transportation Doctrine. 

III-17 
Chapter III 

III-18 JP 4-09 

Intentionally Blank 
CHAPTER IV 

DISTRIBUTION EXECUTION

“Any amateur can shove tanks, planes, and infantry around a map. The real 

business of war is getting gas, ammunition, and spare parts to people that need 

them when they need them.” 

Lieutenant General Walter Bedell Smith, United States Army 

Supreme Allied Headquarters 

Europe, Chief of Staff, 1944 

1. Introduction 

a. This chapter will discuss the transition from planning to execution, describe the 

distribution framework, and highlight the complexity and variety of tasks required to 

effectively execute distribution operations. Additionally, it will discuss the unique 

aspects of retrograde, return, reutilization, and disposal of materiel as well as the 

integration of intermodal platforms and the need for control of these critical assets. 

b. Transition from Planning to Execution. Since global distribution operations 

span the strategic, operational, and tactical levels of war, the transition from planning to 

execution is critical. In today’s dynamic operational environments, planning and 

executing operations often occur simultaneously. But while these two functions may be 

running concurrently, it is still critical that planning outputs serve as inputs to executable 

actions. As such, an up-to-date logistic concept of support is the critical planning output 

that serves as the expectation against which execution is measured. This necessitates the 

ability to monitor, assess, and direct distribution operations in order to assure that the 

concept of support is being effectively executed. It is during this transition that the 

logistic principles of responsiveness and flexibility become key. Global distribution 

operations must be responsive to evolving mission requirements and operate effectively 

across the range of military operations. Additionally, flexibility enables distribution 

operations to improvise and adapt structures and procedures to changing situations, 

missions, and operational requirements. It is reflected in how well distribution operations 

respond in an environment of unpredictability. Responsiveness is the JFC’s expectation 

of distribution support; flexibility is the logistician’s tool for achieving it. 

2. Distribution Framework 

 The foundation of the distribution framework is the JDDE. The framework is 

designed around the intertheater and intratheater legs of the end-to-end distribution 

system. 

a. Intertheater Distribution. Performing intertheater distribution operations 

involves a unity of effort between CDRUSTRANSCOM, Director, DLA, and each of the 

Services. 

 (1) Defense Logistics Agency. DLA is the primary operator of the defense 

supply and depot system and is responsible for acquisition, receipt, storage, issuance, and 

generation of source data for all materiel (other than materiel procured by the individual 

IV-1 
Chapter IV 

Services) flowing in the defense distribution pipeline. DLA also controls worldwide 

disposal and defense reutilization. 

 (a) DLA’s DDC operates distribution centers throughout the US and 

around the world. DDC operates CCPs located at its strategic distribution platforms in 

CONUS for loading cargo to intermodal platforms for onward movement to the GCCs’ 

AORs. 

 (b) DLA operates defense supply centers, each assigned as the lead center 

for a particular category of supply chains. 

 1. Defense Supply Center Columbus is the lead center for maritime 

and land-based weapons systems as well as construction and electronic spare parts. 

 2. Defense Supply Center Philadelphia is the lead center for general 

troop support, clothing and textile items, subsistence, medical supplies/pharmaceuticals, 

medicine, medical equipment, general and industrial supplies, and supports US 

humanitarian assistance and disaster relief efforts. It also serves as the EA responsible 

for end-to-end management of subsistence, construction and barrier material, and medical 

materiels. 

 3. Defense Supply Center Richmond is the lead center for aerospace 

weapons systems and environmental logistics support. 

 4. DESC is the lead center for DOD energy products. It also serves as 

the EA responsible for end-to-end management of bulk petroleum. 

 (c) The Defense Reutilization and Marketing Service (DRMS) provides 

worldwide reuse, recycling, and disposal support to DOD. DRMS provides HW 

management and disposal services in addition to disposal of scrap and redistribution of 

excess material. DRMS also provides demilitarization advice and services for most 

property. 

 (d) DLA contingency support teams provide worldwide logistic support for 

conflicts, natural disasters, emergencies, mobilizations, and other contingency operations. 

 (2) US Transportation Command. As the DPO, USTRANSCOM assumes 

responsibility for the movement of materiel as it enters the DTS. The DTS includes 

contracts with various domestic and international commercial carriers for air, ground, 

inland and coastal waterways, and sea transportation support. USTRANSCOM maintains 

and updates the in-transit status of the shipments within the DTS using a single database, 

GTN. GTN is used for recording and archiving the movement that occurs from the 

shipping activity (depot, vendor, or installation), regardless of mode or carrier, through 

POEs/PODs, to the final destination. AISs are used by the GCCs to determine the 

location and shipping status of materiel within the DTS. The USTRANSCOM 

Deployment and Distribution Operations Center (DDOC) directs the global air, land, and 

IV-2 JP 4-09 
Distribution Execution 

sea transportation capabilities of the DTS to meet national security objectives. The 

DDOC fuses capabilities of multimodal deployment and distribution operations, 

intelligence, force protection, capacity acquisition, resource management, and other staff 

functions to collaboratively provide distribution options to the CCDR. C2 of the majority 

of intertheater lift forces and logistic infrastructure is accomplished through the DDOC, 

which tracks the movement requirement from lift allocation and initial execution through 

closure at final destination. USTRANSCOM, as DPO, will have influence in stock 

positioning and sourcing decisions, while integrating efforts of materiel providers and lift 

providers, to optimize throughput. It also will offer materiel providers influence in lift 

asset positioning and capacity management/generation. Specific tasks include: 

 (a) Establish TCC distribution policy (including commercial/organic 

transportation resource use). 

 (b) Source lift capacity through TCCs. 

 (c) Compare aggregated/specific requirements to available capacity. 

 (d) Analyze requirement for and develop multimodal, end-to-end COAs. 

 (e) Make initial and final mode selection recommendations to customers, 

including commercial versus organic options. 

 (f) Identify the need for integrated distribution lanes and other supply chain 

performance standards and mechanisms. 

 (g) Measure delivery performance against CCDR’s requirements and refine 

distribution system as needed. 

 (h) Movement from Origin to POE. Movements to the SPOE/APOE 

include materiel from the installation, vendor or supplier, storage activity, or depot. GCC 

visibility of these movements enables adjustments to the flow of materiel prior to the 

loading of strategic lift assets. For materiel originating in OCONUS supporting 

commands, the Service transportation component coordinates with the JDDOC and 

SDDC forward operating elements to plan and execute the movement of materiel to the 

POE. 

 (i) Movement from the POE to POD. MSC and AMC are the primary 

mode operators for this movement phase. 

 1. Sealift. As the USTRANSCOM single manager for common-user 

seaports worldwide, SDDC directs water terminal operations including supervising 

movement operations, contracts, cargo documentation, security operations, and the 

overall flow of information. SDDC also will select the SPOE, make recommendations to 

the GCC as to the SPOD, and coordinate vessel selections with MSC. SDDC provides 

visibility data to GTN and transmits necessary advance cargo-related information (e.g., 

manifests) directly to the theater for planning purposes. Theater port personnel and 

IV-3 
Chapter IV 

movement control organizations utilize the advance information to preplan the reception, 

staging, onward movement, and integration of unit equipment and sustainment supplies. 

This preplanning is a critical aspect of JRSOI. 

 2. Airlift. In coordination with the GCC, differing levels of air 

movements may be offered, to include force deployment missions, normal channel 

missions, and TDD options such as WWX. A unique aspect of these operations is their 

reliance upon the Global Air Mobility Support System and the worldwide C2 capabilities 

of the AMC 618th TACC. In that capacity, AMC selects APOEs and makes 

recommendations to the GCC as to the APOD. The cargo documentation functionality 

and processes in the APOE are very similar to the SPOE. Using the Global Air 

Transportation Execution System (GATES) and Service unit move execution systems, 

AMC documents cargo that is being prepared and airlifted to a theater. This advanced 

visibility is utilized in the same manner as described above. 

 b. Intratheater Distribution. Distribution execution at the intratheater level is the 

responsibility of the GCC and the forces assigned, and occurs in that part of the 

distribution pipeline extending from intermediate staging bases and PODs throughout the 

OA. 

 (1) Staff Responsibilities for Theater Distribution. The primary staff 

responsibility for the execution of theater distribution rests with the geographic 

combatant command J-4 and the associated centers and boards, bureaus, cells, and 

working groups that perform day-to-day distribution functions. These staff elements 

monitor the necessary information in the various Service and joint systems, and integrate 

the management products of the Service components into a COP. Each level of 

command and operational unit plays a unique part in the overall distribution process; 

these roles are as follows: 

 (a) Geographic Combatant Command J-4. The GCC’s J-4 directs and 

manages the effectiveness of the distribution system in theater. The J-4 utilizes a series 

of boards, offices, and centers, to prioritize and accomplish management tasks. The 

primary organizations involved in the distribution management functions are the JDDOC, 

joint logistics operations center (JLOC), Joint Transportation Board (JTB), and other 

management boards, as required. The GCC’s logistic planning element is responsible for 

the development and management of the four networks of the theater distribution system. 

They develop the logistic portion of the OPLAN and prepare the theater distribution plan 

IAW the OPLAN. The J-4 monitors the execution of all aspects of theater distribution—

inbound, outbound, and internal. The J-4 also coordinates theater priorities and 

coordinates those plans with the other logistic commands and agencies located in 

CONUS or other theaters. Additional responsibilities include: 

 1. Balances and synchronizes overall movement requirements based on 

the GCC’s priorities and available transportation capabilities. 

IV-4 JP 4-09 
Distribution Execution 

 2. Identifies significant variances between programmed movements 

and actual movements throughout the distribution system. 

 3. Recommends to the GCC, as appropriate, COAs with respect to 

allocation of common-user transportation when movement requirements exceed 

capability or when competing requirements result in unresolved conflicts. 

 4. Directs lateral distribution and reconsignment in support of theater 

high priority requirements. Captures visibility of and directs redistribution of intratheater 

excess assets in support of theater operations. 

 5. Monitors noncombatant evacuation operations to facilitate the 

sufficiency of transportation and logistic support. 

6. Makes a recommendation to the GCC for the theater container 

manager (TCM) (see paragraph 6, “Management and Control of Intermodal Containers 

and Platforms,” subparagraph d, “Theater Container Management”). 

 (b) Joint Deployment and Distribution Operations Center. As part of a 

supported GCC’s staff, the JDDOC develops deployment and distribution plans, 

integrates multinational and/or interagency deployment and distribution, and coordinates 

and synchronizes supply, transportation, and related distribution activities. Therefore, in 

consonance with the GCC’s overall priorities, and on behalf of the GCC, the JDDOC 

coordinates common user and theater distribution operations above the tactical level. The 

JDDOC’s strength is its ability to resolve potential deployment and distribution problems 

through coordination of available theater logistical support capabilities and collaborative 

reachback to national partners (USTRANSCOM, USJFCOM, DLA, individual Service 

organizations), agencies, and other organizations (multinational, NGOs) deemed critical 

to the GCC’s operational mission. See Figure IV-1 for JDDOC relationships. 

 (c) Joint Logistics Operations Center. The GCC will usually form 

command centers and operational planning teams that are supported by a JLOC under the 

direction of the J-4. The JLOC performs the following key functions: 

 1. Monitors current and evolving theater logistic capabilities to 

determine potential impact on planned operations. 

 2. Coordinates logistic support with upcoming operations by: 

 a. Recommending shifts of logistic support from one Service 

component or one geographic area to another in the theater. 

IV-5 
Chapter IV 

IV-6 JP 4-09 

 b. Assessing materiel commonalities among the Services for 

possible cross-leveling. This function includes review of intratheater excess to determine 

what may be cross-leveled. 

 c. Maintaining COP of the location and status of Service 

component distribution resources and information networks. 

JOINT DEPLOYMENT AND DISTRIBUTION 

OPERATIONS CENTER THEATER RELATIONSHIPS

LEGEND

AAFES Army Air Force Exchange 

Service

AMD air mobility division

DeCA Defense Commissary 

Agency

DIRMOBFOR director of mobility forces

DLA Defense Logistics Agency

JTF joint task force

TSC theater sustainment command

USJFCOM United States Joint Forces 

Command

USTRANSCOM United States Transportation 

Command

Supporting 

Combatant 

Commands Operational 

Headquarters

Other

Defense Agencies Service Organizations

(e.g., USTRANSCOM 

[distribution process 

owner], USJFCOM 

[joint force provider, 

joint deployment 

process owner], other 

combatant commands)

(e.g., JTFs)

Multinational

Other Government 

Agencies

Interagencies

AMD

DIRMOBFOR

Service Materiel Commands

TSC

DLA

DeCA

AAFES

Supported 

Geographic 

Combatant 

Commander

Joint 

Deployment 

and 

Distribution 

Operations 

Center

The two-way arrows signify the collaborative, reachback relationship between the joint deployment and 

distribution operations center (JDDOC) and the organizations listed. Only the geographic combatant 

commander has a command relationship with the JDDOC.

Figure IV-1. Joint Deployment and Distribution Operations Center Theater 

Relationships 
Distribution Execution 

 d. Tracking materiel en route and within the theater. 

 e. Interpreting the various Service-unique means of measuring 

supply levels. 

 f. Assessing multinational/combined logistic support. 

 3. Advises the GCC on the supportability of various COAs by: 

 a. Coordinating with Service components as they perform their 

supportability analysis. 

 b. Providing gross analysis of COAs at the combatant command 

level. 

 4. Acts as the GCC’s agent and advocate to nontheater logistic 

organizations by: 

 a. Reporting logistic status to the Joint Staff J-4. 

 b. Requesting additional resources, if needed. 

 c. Overseeing priorities conveyed to supporting organizations. 

 d. Overseeing adjustments to the flow of forces and supplies. 

 e. Coordinating logistics with allies and coalition/partner nations. 

 (d) Theater-Joint Transportation Board (T-JTB). Combatant and 

subordinate organizations need the capability to rapidly change transportation resource 

allocation to adjust to changing circumstances or immediately react to emergency or 

unanticipated situations. One recommendation for effective control of theater 

transportation assets is the establishment of a supported GCC’s T-JTB. Procedures for 

establishing the T-JTB are developed during peacetime to facilitate rapid stand-up and 

execution under emergency or wartime conditions. The T-JTB’s role is to resolve 

contentious transportation issues within the command, such as allocating transportation 

capability among components for unit movement, nonunit movement, resupply, and 

disposal. The T-JTB is normally co-chaired by the director of the JDDOC and the GCC’s 

J-4. 

For additional information on the JTB, see JP 4-0, Joint Logistics, Appendix C, Joint 

Logistics Boards, Offices, Centers, Cells, and Groups. 

 c. Service Component Commands. Service component commands execute 

distribution operations. Each Service is responsible for the logistic support of its own 

IV-7 
Chapter IV 

forces. Services can augment organic logistic capabilities by agreements with national 

agencies or allies, or by assignments to common, joint, or cross-servicing agreements. 

Service component commands are responsible for direct communications with 

appropriate headquarters on all logistic matters. The Service component commands are 

responsible for operating their assigned/attached units within the physical network IAW 

the supported CCDR’s established theater distribution system. 

 (1) Army Service Component Command (ASCC). The ASCC is an 

operational level Army force comprised primarily of operational organizations. The 

ASCC is responsible for providing support to Army forces and common-user logistics 

(CUL) to other Services as directed by the CCDR and other authoritative instructions. 

The ASCC can serve as the JTF-capable headquarters to support GCC requirements for 

C2 of joint forces or MNFs. With additional joint augmentation provided by an approved 

joint manning document, the organization provides a fully functional operational level 

headquarters capable of effectively commanding and controlling joint forces or MNFs 

engaged in sustained military operations. The ASCC is responsible for preparing Army 

forces for effective military operations IAW integrated joint operations and mobilization 

plans. 

 (a) Theater Sustainment Command. The TSC is the logistic C2 element 

assigned to the ASCC and is the single Army sustainment (less medical) headquarters 

within a theater of operations (see Figure IV-2). It is responsible for executing logistic 

and distribution capabilities for port opening, theater opening, theater surface 

distribution, and sustainment functions in support of Army forces. Additionally, the TSC 

may provide lead Service and EA support for designated CUL to other government 

agencies, MNFs, and NGOs as directed. The TSC manages theater distribution and 

executes distribution operations IAW ASCC component logistics staff officer (G-4) 

priorities. It develops the ASCC’s distribution plan and synchronizes materiel and 

movement management, and is also responsible for coordinating the protection of theater 

distribution nodes. The TSC can employ one or more expeditionary sustainment 

commands as an extension of its C2 capability; each expeditionary sustainment command 

provides a rapidly deployable, regionally focused capability for executing logistic 

operations that are limited in scope and scale when compared to the TSC. 

 (b) Sustainment Brigades. SUST BDEs are subordinate commands of the 

TSC. All SUST BDEs plan, synchronize, monitor, and control sustainment operations 

within their assigned area of operations. Depending on its assigned mission, a SUST 

BDE will primarily focus on theater opening, theater distribution, or sustainment 

functions. 

 1. Theater opening functions set the conditions for effective support 

and lay the groundwork for subsequent expansion of the theater distribution system. The 

critical tasks for a SUST BDE in a theater opening role include: theater reception support, 

staging, onward movement; distribution and distribution management; life support; and 

initial theater sustainment. 

IV-8 JP 4-09 
Distribution Execution 

THEATER SUSTAINMENT COMMAND

LEGEND

TSC

ESC

SUST 

BDE









Army Sustainment HQ ( ) for ASCC, JFC

Regionally focused; globally employable

Uses its DMC to integrate distribution from the 

strategic to tactical

Joint capable; provides logistics C2 ( ) 

for multiple operational areas

less medical

less medical







ESC provides forward presence of the TSC for 

expeditionary operations for ASCC, JFC

Regionally focused; globally employable and 

provides early entry capability

Uses its DMC to integrate distribution from the 

strategic to the tactical in the absence of the TSC







SUST BDEs provide multifunctional logistics 

capability

SUST BDEs are the logistics executor for the Army

Conduct and direct distribution through distributions 

operations section 

ASCC Army Service component 

command

C2 command and control

DMC distribution management 

command

ESC expeditionary sustainment 

command

HQ headquarters

JFC joint force commander

SUST BDE sustainment brigade

TSC theater sustainment 

command

Figure IV-2. Theater Sustainment Command 

 2. Theater distribution functions enable decisive action by building and 

sustaining combat power at critical times and places. The critical tasks for a SUST BDE 

in a theater distribution role include: establishing and operating multimodal distribution 

hubs, synchronizing multiple node operations (inland terminals, convoy support centers), 

maintaining visibility of the distribution system (including readiness of Army air and 

ground transport assets), and reallocating resources to maintain optimal system 

performance. The SUST BDE in a theater distribution role controls the common user 

transportation assets required to complete the delivery of materiel to the point of need. 

IV-9 
Chapter IV 

 3. Sustainment enables the tactical commander to maintain combat 

power. The critical tasks for a SUST BDE in an area sustainment role include: 

maintaining situational awareness of the operating environment and the supported unit 

requirements, managing supply support activities IAW TSC directives, providing area 

maintenance support, and providing and distributing subsistence, general supplies, bulk 

fuel, repair parts, ammunition, and water to supported units in their assigned areas. In the 

distribution process, this brigade moves materiel from the point of need to the point of 

employment. 

 (c) Combat Sustainment Support Battalions. CSSBs are the building 

blocks of the SUST BDEs. They are standardized modular, logistic C2 headquarters that 

are tailored to provide a full spectrum of support. Attached units usually consist of five 

to eight companies that can be task organized to support theater opening, distribution, 

area sustainment, or life support functions. The CSSB mission is to plan, coordinate, 

synchronize, and execute sustainment operations in its assigned OA. It provides C2 over 

subordinate logistic organizations that support all phases of operations. It oversees Army 

distribution requirements, sustainment, and movement control operations, and 

coordinates external logistic and transportation functions. 

 (d) Brigade Support Battalions (BSBs). BSBs are organic components of 

brigade combat teams (BCTs). They consolidate selected functions previously performed 

by main support battalions and forward support battalions into a single operational 

echelon. They provide a materiel carrying capability that enables the BCT to carry three 

combat loads. They plan, coordinate, synchronize, and execute logistic operations in 

support of BCT operations. In most instances, support brigades such as fires brigade, 

maneuver enhancement brigade, etc., are supported by organic BSBs with capabilities 

similar to those found in BCTs. BSBs typically plan and execute replenishment 

operations in support of maneuver force battles and engagements. They are deliberate, 

time sensitive operations conducted to replenish forward support companies. The intent 

is the rapid replenishment of essential supplies, such as fuel and ammunition, to sustain 

an overwhelming operational tempo. When required, a supporting SUST BDE may assist 

the BSB during planned replenishment operations. 

 (e) United States Army Materiel Command (USAMC). USAMC 

performs assigned materiel and related functions for research, development, test and 

evaluation; acquisition, logistic support, and technical assistance for materiel systems; 

and other materiel acquisition management functions. It provides Army national level 

maintenance support and serves as the DOD single manager for conventional 

ammunition. All of the functions and capabilities below are available to the ASCC/Army 

forces commander through the USAMC logistic support element. USAMC missions 

include: 

 1. Maintaining the industrial mobilization capabilities necessary to 

support the Army. 

IV-10 JP 4-09 
Distribution Execution 

 2. Managing Army’s worldwide pre-positioned stocks (except medical 

supplies). 

 3. Managing LOGCAP. 

 4. Managing operational policies, programs, objectives, and resources 

associated with OPROJs worldwide. 

 (f) Army Sustainment Command (ASC). ASC executes a supporting 

role in facilitating the predeployment process of the deploying TSC and its subordinate 

units. Its capabilities include: assisting United States Army Forces Command in the rapid 

projection of Army forces to the theater of operations and return; integrating Army 

logistics (less medical) with joint and strategic partners in the national sustainment base; 

and coordinating the distribution plan with USTRANSCOM and other strategic partners. 

 (g) Army Field Support Brigade (AFSB). The AFSB provides integrated 

acquisition, logistics, and technology (ALT) support in the area of operations as 

designated by the ASCC. The Army has established AFSBs for each ASCC. Critical 

tasks for the AFSB that are relevant to theater distribution include: administering the 

Logistics Assistance Program and providing C2 for logistics support elements and 

brigade logistics support teams; coordinates maintenance and issue of APS and theater 

stay behind packages; manages ALT related sustainment, redeployment, retrograde, and 

reset operations in theater. 

(h) The United States Army Medical Materiel Agency (USAMMA)

serves as the Army’s medical materiel life-cycle manager, Class VIII materiel developer, 

and assembly manager and fielding agency for all medical materiel. USAMMA is the 

lead organization responsible for facilitating the left behind equipment program for 

medical materiel; the agency also centrally manages a variety of strategic medical logistic 

programs including the Class VIII portion of APS and the Army Surgeon General’s 

contingency stocks. The medical command (MEDCOM) deployment support is the 

senior medical C2 element within the theater and is the medical forces provider to the 

ASCC. The MEDCOM is a regionally focused command that provides subordinate 

medical organizations that operate under the medical brigades and/or multifunctional 

medical battalions, including forward surgical teams. The medical logistic functions of 

the MEDCOM are focused on providing oversight or C2 of Class VIII supply support 

within subordinate units including the medical logistics management center (MLMC) 

support team and the medical logistics companies in the medical brigades and battalions. 

The MEDCOM is a major user of the theater distribution system and coordinates its 

requirements with the TSC through the MLMC. 

 (2) Navy Component Command (NCC). The Navy component commander is 

responsible for the preparation and equipping of Navy forces needed for the effective 

prosecution of war and other military operations IAW the integrated joint mobilization 

plans and the Guidance for Development of the Force. Each forward numbered fleet 

commander has a logistics task force (LTF) within its organization that is responsible for 

IV-11 
Chapter IV 

naval logistics. This LTF has two main forces under its organization for Navy theater 

distribution. 

 (a) Combat Logistics Force. The CLF are those units, assigned or 

attached to a CCDR, that service or replenish combatant vessels forward-deployed or 

underway in the GCC’s AOR. At-sea replenishment encompasses the coordinated 

movement of passengers, mail, sustainment stocks, cargo, and bulk liquids to deployed 

forces as large as a task force, down to individual ships and submarines conducting 

independent operations. The CLF includes ammunition ships, repair ships (tenders), fleet 

oilers, combat stores ships, and salvage vessels. Under peacetime operating scenarios, no 

additional shore-based infrastructure is required to enable the CLF. However, they 

routinely resupply through their port logistic hubs. 

 (b) Naval Advanced Logistic Support Sites (NALSSs) and Naval 

Forward Logistic Sites (NFLSs). These serve as the primary shore-based theater 

reception and distribution points for personnel, equipment, and materiel. They operate as 

a hub-and-spoke distribution system, with the NALSS serving as the hub and the NFLSs 

as the spokes. They have full capability to receive, consolidate, stow, and transfer 

supplies and equipment and must maintain the appropriate AIS infrastructure to support 

DOD ITV requirements. The NFLSs receive personnel, equipment, and materiel 

transshipped through the NALSS via intratheater airlift and sealift for final delivery to the 

supported Navy forces. The NALSS is typically located near major air- and seaports and 

coordinates the theater distribution with the NFLSs, which are positioned as far forward 

in the operating area as possible to support Navy forces. NALSSs and NFLSs also 

support shore-based Navy aviation units, Navy Expeditionary Medical Support 

Command hospitals, and naval mobile construction battalions. These forces primarily 

consist of two fundamental port opening capabilities: 

1. The first is the Navy Expeditionary Logistic Support Group 

(NAVELSG), which reports to the Commander, Navy Expeditionary Combat Command 

with a manning of approximately 4,000 personnel. The majority of their forces (3,000 

approximately) are located in the Navy Reserve. 

2. The second capability is MSC’s expeditionary port units consisting 

of 17 reserve units. They deploy as a unit and act independently of any infrastructure to 

address port operations, supply contracting issues, and medical issues for arriving ships. 

They provide pier side services minus cargo handling. Expeditionary port units are 

assigned to MSC headquarters for operational, training, and administrative purposes. 

 (c) When contingency operations or OPORD execution result in a high 

operational tempo, existing shore-based infrastructure may become inadequate to 

facilitate the needed level of support to increased numbers of units afloat and to Navy and 

Marine Corps units ashore. NALSSs and NFLSs must be expanded to provide that 

support. That expansion is accomplished through the Navy’s ABFCs. ABFCs are 

preplanned modular units that provide a variety of functional capabilities to extend the 

logistic infrastructure supporting naval expeditionary operations. Each ABFC is 

IV-12 JP 4-09 
Distribution Execution 

comprised of a standardized grouping of active duty or reserve personnel, facilities, 

equipment, and materiel (or any combination thereof) designed to perform a specific 

function or accomplish an advanced support base mission. ABFCs augment existing 

advanced support of the NALSS concept. ABFCs are modular and can be used to extend 

shore-based infrastructure as much or as little as needed. The primary theater distribution 

capabilities of the Navy are as follows: 

 1. Cargo handling battalions that provide personnel and equipment to 

offload container, breakbulk, and MPF shipping. 

 2. Freight terminal units that function as cargo forwarders at seaports. 

 3. Navy overseas air cargo terminal units that provide personnel and 

equipment to offload air cargo and passengers as well as operate an air terminal. 

 4. Supply support battalions that provide a full range of supply 

functions at theater distribution sites (warehousing, inventory management, AV). 

 5. Fixed-wing assets for cargo and passenger theater distribution. 

 6. Rotary-wing assets for cargo and passenger theater distribution. 

 7. Mobile engineering and construction units for theater physical 

network (support sites, bridges, and highways). 

 8. HSS for theater distribution support sites. 

 9. Service support elements to provide other logistic support for theater 

distribution sites (messing, berthing, finance, laundry, barber, retail outlet, and 

transportation). 

 10. Fuel operations units to provide bulk fuel storage and distribution, 

tank trucks, fuel service station operations, and limited pollution abatement and 

environmental clean-up in support of aircraft and ground vehicles. 

 11. Communication network support for theater distribution sites. 

 12. Contracting support for theater distribution sites and integrating the 

support at each operating node, to include the strategic operating locations. 

 13. Mobile mail centers to provide postal support personnel and 

distribution equipment for theater distribution sites. 

IV-13 
Chapter IV 

 (3) Marine Corps Component Commander 

 (a) The United States Marine Corps (USMC) component commander is 

responsible to the CCDR for USMC administrative and logistic support to include the 

conduct of assigned missions. 

 (b) Logistics Organizations. The operational forces are supported and 

augmented by the reserves and supporting establishment. The operational forces identify 

requirements, receive strategic level support from the supporting establishments, and 

conduct logistic support operations at the operational and tactical levels through logistic 

task organizations in the MAGTF. Theater distribution operations will be conducted 

under the direction of the commander, Marine Corps forces (COMMARFOR) and the 

task-organized MAGTF. The following information is provided to explain the Marine 

Corps structure that will participate in and control theater distribution operations. 

 1. Marine Corps Forces Service Component Headquarters. The 

Service component headquarters is a standing organization with personnel structure and 

functional capabilities commensurate with the size and mission(s) of the MAGTF(s) 

assigned to the unified commander. The G-4 and the assistant chief of staff for aviation 

logistics are the component commander’s principal deputies who assist and advise the 

commander and provide staff cognizance over planning and execution of strategic and 

operational logistic matters. 

 2. Marine Air-Ground Task Forces. COMMARFOR assembles the 

MAGTFs to accomplish assigned missions. Each MAGTF consists of a command 

element (CE), a ground combat element (GCE), an aviation combat element (ACE), and a 

logistics combat element (LCE). The LCE provides the theater distribution logistic 

support to the MAGTF that is so vital to successful combat operations and can range 

from a combat logistics company, combat logistics battalion (CLB), combat logistics 

regiment (CLR) to a Marine logistics group (MLG) based on the size of the MAGTF. 

Logistic considerations are as important as combat considerations in task-organizing 

MAGTFs. MAGTFs can assume any size and balance of capabilities appropriate to the 

mission, but there are four general types of MAGTFs: the Marine expeditionary force 

(MEF), MEB, Marine expeditionary unit (MEU), and the special purpose Marin airground task force (SPMAGTF). 

 a. Marine Expeditionary Force. The MEF is the largest force 

the Marine Corps employs at the operational level and is the primary warfighter. Like 

every MAGTF, it is comprised of a CE, a GCE (division), an ACE (Marine air wing), and 

an LCE (MLG). An MEF will normally deploy in echelon and designate its lead element 

as the MEB. Standard accompanying sustainment for an MEF is 60 days of supplies. 

 b. Marine Expeditionary Brigade. The MEB is the mid-sized 

MAGTF. The MEB bridges the gap between the MEU, with its immediate reaction crisis 

response capability, and the MEF, the principal warfighter. Along with its CE, it has a 

reinforced infantry regiment as the GCE, a composite Marine aircraft group as the ACE, 

IV-14 JP 4-09 
Distribution Execution 

and CLR as the LCE. With 30 days of sufficient supplies for sustained operations, the 

MEB is capable of conducting amphibious assault operations and MPF operations. An 

MEB can operate independently or serve as the advanced echelon of an MEF. 

 c. Marine Expeditionary Unit. The MEU is the formation that is 

routinely forward-deployed for presence and potential quick response to a developing 

contingency. Along with its CE, it has a GCE that is a reinforced battalion landing team, 

an ACE that is a composite squadron, and a CLB as the LCE. Standard accompanying 

sustainment for an MEU is 15 days of supplies. 

 d. Special Purpose Marine Air-Ground Task Force. The 

SPMAGTF is organized to accomplish a specific mission, operation, or regionally 

focused exercise. The size and capabilities of its elements will vary with the mission. 

Normally, the LCE can be task-organized to be a combat logistics company up to MLG. 

Logistic functional capabilities and the level of organic sustainment will also specifically 

reflect the assigned mission. 

 3. Marine Logistics Group. The MLG is the principal and largest 

logistic support organization of the MAGTF and is a grouping of multifunctional units 

that provides tactical-level ground logistic support to all elements of the MEF. The MLG 

also can provide theater-level operational logistic support to the Marine component of a 

joint force. MLG organizations are structured to provide task-organized groups to 

provide support on either an “as required” or “preplanned” basis, either to independently 

deployed battalions, regiments, and MAGTFs or to geographically separated units in 

garrison. MAGTFs smaller than MEF size are supported through detachments from the 

MLG. 

 (4) Air Force Component Commander. The primary distribution-related 

functions of the COMAFFOR include the following: 

 (a) Organize, train, equip, and provide forces for air transport, as directed. 

 (b) Operate air LOCs and ensure appropriate automation infrastructure is in 

place to support DOD ITV requirements by providing ITV data feeds to GTN and AV. 

 (c) Provide weather forecasting to other Service component commands. 

 (d) With respect to air mobility operations, the COMAFFOR, in 

coordination with the director of mobility forces (DIRMOBFOR), has specific 

responsibility to: 

 1. Provide US Air Force assets for the air movement of troops, 

supplies, and equipment in joint airborne operations, including airland and airdrop 

operations. 

IV-15 
Chapter IV 

 2. Provide for intratheater airlift transportation, operating aerial ports, 

and MHE and CHE for air-to-land and land-to-air loading and unloading operations. 

 (e) Coordinate theater distribution requirements for Air Force forces 

(AFFOR) through the AFFOR logistics staff. 

 (5) United States Coast Guard. When operating as a Service within the 

Department of the Navy, the USCG includes naval combat and service forces and organic 

aviation capability. The USCG performs its military functions in times of limited war or 

defense contingencies and in support of the Navy Service component commanders, 

without transferring from DHS to the Department of the Navy. The USCG also provides 

port security units and a variety of cutters to the Navy component commander for the 

protection of the SPODs and MSC ships. Coast Guard forces are not self-sufficient; 

they must rely on the supported GCC for logistic support, including procurement, 

distribution, supply, fuel and subsistence, and various levels of maintenance. One or 

more of the other Service component commands may be required to support USCG 

forces. Deployable port security units require only minimal support (fuel and water) 

during the first 30 days. Also, USCG high-endurance cutters are self-sufficient for 30 

days, depending upon fuel consumption. 

d. Theater Distribution Nodes. Each GCC will develop and employ its 

distribution capability according to the requirements outlined in the JFC’s concept plan, 

OPLAN, and OPORD. The Service functional units perform the day-to-day operations of 

the theater distribution system to include activities referred to as distribution nodes. 

While the number and type of nodes are determined by the geography and the number 

and types of units that comprise the physical network, the primary distribution nodes are 

supply, maintenance, and materiel transfer. Traditionally, it is within the distribution 

nodes that congestion and bottlenecks occur. Therefore, nodes present the greatest 

challenge to the operators of the distribution process. 

 (1) Supply Nodes. These nodes undertake traditional warehousing activities 

(e.g., receipt, store, and issue) with the node operator normally establishing supply 

accountability for materiel. At these locations, the Services perform receipt operations to 

discharge the materiel from the delivery conveyance, in-check the shipment, and enter the 

appropriate information into the Service system. The efficiency and accuracy of this 

input is dependent upon source data and the ITV technology that accompanies the 

shipment. The receipt process establishes the Services’ supply accountability for the 

materiel by placing it on the Services’ asset balance file, thus making it available for 

redistribution. When a demand for materiel is received, the supply node performs the 

normal supply functions of picking, packing, and source data generation necessary to 

establish a record in the appropriate AIS and to perform the shipping process. 

 (2) Maintenance Nodes 

 (a) Maintenance nodes are maintenance as well as repair facilities. Items 

are repaired and returned to the owning unit or, in the case of components repaired inIV-16 JP 4-09 
Distribution Execution 

theater, are placed back into the Services’ supply systems. Also, if necessary, theater 

distribution managers can arrange for the flow of repairable items back into strategic 

distribution networks for movement to higher echelons of repair. While supply nodes 

maintain accountability for repairable items, the maintenance node establishes and 

maintains visibility of the materiel while it is in the repair process. This visibility 

includes: repair location; items awaiting maintenance; items repaired awaiting shipment; 

maintenance backlog; items shipped; and items to be disposed of including maintenancegenerated HW. 

 (b) Maintenance node activities and information provide the distribution 

manager with an alternative source of supply to resolve critical item shortages within the 

theater, versus initiating requisition action from an out-of-theater source. The 

accountability and visibility of repair items are essential in order for the GCCs to 

establish the theater priority repair list and retrograde policy. Embedded health 

management, also known as Condition-Based Maintenance Plus, provides individual 

platform life cycle management information for improved maintenance management 

efforts, more accurate readiness status for commanders and logistics managers, and 

enables more effective global distribution processes. By providing more accurate 

identification and predictive notice of maintenance requirements, a reduction in priority 

distribution actions for components and repair parts will result. Additionally, this 

information provides the data source for Service and joint AIS that enables the GCC to 

perform redistribution of critical assets after repair. 

 (3) Materiel Transfer Nodes. These nodes perform materiel transfer or 

shipment reconfiguration activities. They are located between transportation segments; 

therefore, these node operators do not take ownership of the materiel or equipment. All 

these activities must have the capability to read and write to multiple AIT devices and 

create and report standard materiel transactions. The functional processes involved are 

discussed below. 

 (a) Intermodal Transfer. At intermodal transfer nodes, transportation 

assets (e.g., trucks and railcars) are offloaded and intermodal platforms (e.g., containers, 

463L pallets, flatracks) are in-checked and stored for follow-on movement. Service AISs 

provide visibility of transfer actions. Onward movement is arranged and the Servicespecific documentation is prepared for the next mode of transportation. 

 (b) Shipment Reconfiguration and Transfer. This process involves 

breaking down and reconfiguring cargo for shipment. In the commercial industry, this is 

referred to as crossdock, breakbulk, or hub-and-spoke operations. Transportation is 

arranged, appropriate documentation prepared, and the subsequent transportation 

conveyance is loaded and dispatched. 

 (c) Intramodal Transfer. Intramodal transfer nodes are established along 

the distribution pipeline. Typically, at these nodes shipments are not deaggregated, but 

rather transferred between like transportation modes. These nodes report the progress of 

materiel and units moving in the distribution pipeline through the arrival and departure 

IV-17 
Chapter IV 

reporting process. Additionally, their functions include vehicle and cargo inspections, 

documentation, and dispatching of onward movement transportation assets. 

3. Supplier, Strategic, and Theater Distribution 

 a. Utilizing the distribution framework discussed in the previous section, the JDDE 

COI must optimize organic and commercial capabilities from the point of origin/source 

of supply through the point of need to the point of employment or consumption. Current 

operational environments make these supplier to transporter to theater handoffs 

challenging. Furthermore, the DOD logistic support philosophy has shifted from a 

traditional stock-based system to a leaner, distribution-based system which reduces the 

traditional safety net of redundant materiel stocks and reinforces the importance of 

accurate planning and execution of each global distribution element. While some 

distribution continues to be made from producers and vendors through the military depot 

system, particularly for munitions and repair parts, commercial contracts for some 

materiel support now require CD delivery to the military customers on a global basis. 

Other contracts require delivery by the vendor to the DTS for movement into the overseas 

areas, where either the contractor takes possession to make the delivery or the shipment is 

moved by US military capability to the final destination. 

 b. The discussion above highlights that the evolution of military logistics requires an 

understanding of the growing complexity of global distribution execution and how it is 

accomplished through a variety of methods. However, while there are many variations 

within the DOD supply chain, the distribution process also has many common elements, 

regardless of commodity, destination, and mode. These elements are discussed below, 

from initiating action to ultimate issue/disposition. Some examples of typical distribution 

flow are also presented to illustrate the concept. 

 c. Initiating Action. An initiating action for distribution is a trigger that starts the 

need for something to be shipped to another location. These triggers include: 

 (1) Requisition. An item is requested for use. The item is sourced from a 

storage location (either DLA depot or other DOD installation) or through a contract order 

to a vendor directly. Each requisition or order has a unique identity (document) number 

to identify it throughout the process until receipt by the requisitioner or ultimate 

consignee. 

 (2) Unit Move. Unit line numbers in JOPES identify force requirements. 

When units are identified to deploy, in support of those force requirements, they identify 

specific equipment and personnel for movement. Transportation control numbers 

(TCNs) are then assigned to the unit cargo and accompanying sustainment. 

 (3) Turn-in for Repair. If an item requires maintenance or repair that cannot 

occur at its current location, the item is shipped to a maintenance depot or vendor for 

maintenance. Each item is provided a unique turn-in (for maintenance) document 

number for reference tracking and accountability purposes. 

IV-18 JP 4-09 
Distribution Execution 

 (4) Turn-in for Reissue or Disposal. When an item is no longer needed by the 

current owner, or is not serviceable or repairable, it is either disposed of locally, sent back 

to a supply inventory account (supply support activity [SSA] or DLA distribution center) 

for restock and issue, or turned in to the DRMS for disposal or redistribution to another 

location. Each request for turn-in (for disposal) has a unique reference number for record 

keeping and accountability purposes. 

 (5) Acquisition. The item is acquired either by Service, DLA or through GSA. 

Each acquisition has a unique identification number to identify it through the process. 

The process also identifies how the item will enter into the DOD distribution process. In 

all cases, each initiating action contains an item unique identification number (if one 

exists), a national stock number (if one exists), or a commercial item number; a quantity 

and a unit of issue; and a unique reference number for the initiating action (such as 

requisition number or TCN). 

d. Prepare Shipment. Once the need to ship is identified, the items need to be 

prepared for shipment. A distribution center or another inventory/storage location 

removes the item from storage and updates storage inventory levels in the appropriate 

AIS. The items are appropriately packaged and marked for the commodity, mode of 

transport, and destination. Each shipment unit is assigned a TCN. The TCN is derived 

from the guidance provided in defense transportation regulation (DTR) 4500.9-R. 

Documentation is provided for the shipment unit and electronic shipment notice 

information should be passed along to the original ordering activity, next interim node, 

carrier, and any other interested parties. 

e. Consolidate. Depending upon the size of the single shipment unit and the 

destination location, the shipment unit may be consolidated with other shipments into one 

or more levels of consolidation. Each consolidation level is assigned a TCN. Multiple 

materiel release orders (MROs) may be consolidated into a multiline shipment unit or a 

single MRO may be divided into two or more shipment units, which, if consolidated, are 

then associated with a consolidated TCN. Further consolidations can occur as items are 

put together and higher level consolidated TCNs are assigned to the third level of 

consolidation. Documentation is provided for the shipment unit, and electronic shipment 

notice information should be passed along to the original ordering activity, next interim 

node, carrier, and any other interested parties. Consolidation may occur at the same 

location where the single shipment unit is prepared if enough single shipments occur to 

warrant consolidation. Otherwise, consolidation can happen at a CCP, or other supply 

chain nodes, such as a TCSP or an aerial port (pallets created at the aerial ports are 

typically for flight purposes only and are not officially “consolidated”—they are 

“aggregated”). 

IV-19 
Chapter IV 

DISTRIBUTION EXAMPLES

a. Outside the continental United States (OCONUS) delivery of a 

requisitioned item by air. A stocked item is ordered by a consuming field 

activity and the item manager at the inventory control point issues a 

materiel release order (MRO) to the distribution center that will source the 

requirement. This MRO triggers the item to be issued by the depot and 

prepared for shipment. If multiple items have been requested by the same 

consignee they may be combined into the same shipment. Further, if 

multiple shipments are destined to be handled via the same supply 

support activity (SSA), multiple shipments can be consolidated onto a 

463L air pallet. The shipment, either loose or consolidated onto a pallet, 

is moved by truck to the aerial port of embarkation (APOE). At the APOE, 

loose shipments are aggregated onto 463L pallets for the flight. All 

pallets are loaded onto aircraft and flown to the aerial port of debarkation 

(APOD). At the APOD, the loose shipment pallets are often broken down, 

whereas the others remain full pallet shipments. Whether palletized or 

loose, the shipments are forwarded to the theater distribution center or 

SSA by truck. At the SSA all remaining pallets are deconsolidated, and 

the SSA receives the items. If the SSA ordered the item for inventory, it 

will be stored until issued for use by a unit. Otherwise it will be prepared 

for issue. 

b. OCONUS delivery of a requisitioned item by surface. The item is 

ordered by a consuming field activity and an MRO is placed by the item 

manager. This MRO triggers the item to be issued by the depot and 

prepared for shipment. If multiple items have been requested by the same 

consignee they may be combined into the same shipment. Further, all 

shipments headed to the same SSA or other consignee that can be 

serviced by the same container conveyance are consolidated into an 

intermodal container. This consolidation may occur at a service 

installation shipping point, a distribution center, or at a consolidation and 

containerization point. The consolidated intermodal container is moved 

by truck to the seaport of embarkation (SPOE). All intermodal containers 

are loaded onto vessels and delivered to the seaport of debarkation 

(SPOD), either directly or via one or more transshipments. At the SPOD 

the containers are offloaded and cleared through customs before they are 

forwarded to the SSA by truck. After the SSA receives the item, it is either 

stored until issued for use by a unit if ordered for inventory or 

immediately issued. 

c. Unit Move by Surface—Materiel and Unit Equipment. A 

deployment order triggers the unit to prepare materiel and equipment for 

movement to their deployed location. Materiel will be consolidated into 

intermodal containers or perhaps within trucks or other vehicles 

associated with the unit. Usually, but not always, the materiel and unit 

equipment is moved by rail to an SPOE, where it is then moved by vessel 

to the SPOD. Upon arrival at the SPOD, the materiel and unit equipment is 

offloaded, received, staged, and moved (by rail or other mode) to the 

unit’s new location, where it is deconsolidated from the conveyance it 

arrived on and placed into use (employed).

IV-20 JP 4-09 
Distribution Execution 

d. Surface Retrograde Movements. There are many types of 

retrograde movements. While some items are disposed of in theater and 

not sent back to CONUS, this example illustrates the situation where the 

item does go back and is reissued, stored, or disposed of in the United 

States. A retrograde decision by the inventory manager triggers 

disposition instructions and the item to be prepared for shipment. If the 

item can be containerized with other items moving to and from the same 

destination and origin, the item is moved to the SSA, where it will be 

consolidated with other retrograde materiel. The consolidated container 

is moved by truck to the SPOE, where the container is loaded on a vessel 

and moved to the SPOD. At the SPOD, the container is offloaded and 

moved by truck to the depot, or it is sent directly to a Defense 

Reutilization and Marketing Service (DRMS) site (if all items are headed 

for disposal rather than maintenance). If sent to the depot, the depot 

receives the shipments and stores the items until the item is reissued, 

sent to DRMS for disposal, or sent to the maintenance unit for 

maintenance. 

e. Maintenance Turn-In. The final example is a depot-level repairable 

(DLR) item that is being turned in for repair via surface movement. The 

owner of the item prepares the reparable component or end item for 

shipment. Typically, item documentation will reference a serial number 

and item unique identification (IUID) for accountability. The item is 

documented with a unique turn-in identification number for reference and 

accountability purposes, including the IUID (when available), and moved 

by truck to the SSA, a specialized contractor who manages the reverse 

logistics for a Service or agency, or other designated DLR materiel 

holding and shipping facility. From this level, the item may or may not be 

consolidated with other items moving to the same repair facility and then 

is moved by truck to a theater maintenance facility or is moved to an 

SPOE to be sent back to the United States (becoming a retrograde 

movement, as illustrated in the previous example). 

Various Sources

f. Move. Shipments can be moved from one location to another using a variety of 

transport methods. 

 (1) Move by Truck, Rail, or Barge. Most shipments will have one or more 

surface movement segments between the shipment origin and final consignee location 

that are made by truck, rail, barge, or a combination of these modes. The predominant 

mode is truck for sustainment items of supply and rail for unit movements. The truck 

movement may be within CONUS or OCONUS, and the shipment may be transferred 

from one truck to another during its in-transit movement. Most truck movements have a 

carrier identifier (ID), conveyance ID, and bill of lading (or similar document) that 

should identify all shipment pieces by TCN, within the conveyance. 

 (2) Move by Air. Most air shipments are consolidated or aggregated 

shipments. As with truck shipment, a shipment may change aircraft multiple times 

IV-21 
Chapter IV 

between the origin and destination ports, similar to commercial air travelers who need to 

make connecting flights if no direct flight exists to the desired destination. Each aircraft 

movement has an aircraft ID, and a manifest (or similar document) that identifies all 

consolidated shipments by TCN, within the conveyance. Content detail for each 

consolidated or aggregated pallet is not contained within the manifest. 

 (3) Move by Vessel. Shipments may move by vessel if the required delivery 

time will allow this slower mode of transportation. Most sustainment shipments by sea 

are consolidated shipments. As with truck shipments, a consolidated shipment may 

change vessels multiple times between the origin and destination ports. Each vessel 

movement is assigned a carrier ID, vessel ID, and a manifest (or similar document) that 

identifies all consolidated shipments within the conveyance by TCN. 

g. Deconsolidate. If a single shipment unit was consolidated with other shipments 

for transport, the shipment is deconsolidated for delivery to the consignee. 

Deconsolidation may happen at a POD, a theater distribution center, a SSA, or even at the 

final consignee activity location (if multiple shipments were sent to different 

organizations at the same location). Once deconsolidated, the consolidation TCN has 

served its purpose and is no longer used. 

h. Receive. After the single shipment unit arrives at the final consignee location, 

the item is received by the supply activity. The item is noted in the supporting software 

system for that Service’s or agency’s activity. The item may be put into storage for later 

issue or routed directly to a consuming customer and placed in use. 

i. Initial Receipt from Vendor. DOD orders items from vendors through a variety 

of contracting methods. Embedded in the purchase terms are directions concerning 

where and how to ship the items and what type of advanced notification the vendor 

should provide to DOD concerning the shipment and item details. Upon initial receipt 

from the vendor, the items are initiated into the defense supply chain. 

j. Store. When an item is not immediately needed and does not require repair, it is 

placed in storage. Items may be stored in units of issue or larger groupings, such as 

pallets or cartons. Condition, shelf life, and security requirements should be considered 

for items in storage. Special monitoring requirements may also exist for sensitive, 

hazardous, or other special materials. Inventory/accountable records are updated to 

reflect the additional quantity and storage location. 

k. Care of Supplies in Storage. While an item is in storage, standard care for these 

items is performed. The type of care required depends upon the type of materiel. All 

materiel undergoes periodic inventory auditing to confirm quantities, locations, and shelf 

life. Items that required specific environmental conditions may be monitored to ensure 

conditions are maintained, such as the temperature for items requiring refrigeration. 

Other items may require periodic testing to ensure they are still serviceable. 

IV-22 JP 4-09 
Distribution Execution 

l. Issue. When an item in storage is needed for use, an order is placed and the item 

is issued. The item may have a minimum issue quantity based on quantity packaging. 

The inventory records are updated once the item is issued. 

4. Retrograde, Return, Reutilization, and Disposal 

 Retrograde is the process of moving non-unit equipment and materiel from a forward 

location to a reset (replenishment, repair, or recapitalization) program or to another 

directed area of operations to replenish unit stocks, or to satisfy stock requirements. 

Retrograde materiel consists of serviceable, unserviceable, economically repairable items 

and weapons systems destined to a source of repair, refurbishment program, or DRMS. 

The distribution-based logistic system relies on the efficient redistribution of intratheater 

excesses when they are identified. The ability to capture, provide visibility of, and 

redistribute these assets contributes significantly to the effectiveness of the logistic effort. 

 a. Usable Property. Serviceable and Repairable Property. DLA, through its 

DRMS field activity, will provide the maximum amount of property disposition 

management services possible within the AOR, and as far forward as practical through 

either a DDED or Defense Logistics Agency support team (DST). These disposition 

management services include the following: 

 (1) The provision of technical assistance to commanders, particularly with 

regard to HW management and disposal, and demilitarization requirements and 

procedures. 

 (2) The receiving, storing, and issuing of foreign excess personal property 

(FEPP). FEPP is USG property physically located outside the United States and its 

territories. 

 (3) The provision of reutilization, transfer, and donation services. 

Redistribution of FEPP outside DOD is subject to the rules of the Department of State 

(DOS) and the Department of Commerce and will vary from country to country and 

operation to operation. The DRMS has a system in place to work with DOS for such 

redistribution and there is no need for the Services to devise ad hoc systems of their own. 

 (4) The provision of coordination for humanitarian assistance programs 

(HAPs). 

 (5) The conduct of sales where such sales have been coordinated with the HN 

through DOS. Sales of FEPP constitute an export from the US and are subject to all 

export and import rules and restrictions. 

 

 (6) The administrative actions associated with abandonment and destruction of 

materiel. 

 (7) The overseeing of the disposal of all HAZMAT or HW. 

IV-23 
Chapter IV 

For additional information regarding the redistribution and disposal of serviceable and 

repairable FEPP, see DOD 4160.21-M, Defense Materiel Utilization Manual, and DOD 

4160.21-M-1, Defense Demilitarization Manual. 

 b. Disposal of Materiel with Special Requirements. This materiel includes 

radioactive items; hospital-generated infectious waste; and ammunition, explosives, and 

dangerous articles. Disposal of these items is a Service and national responsibility, and 

applicable Service and national regulations and policies apply. Disposal personnel may 

answer specific inquiries regarding what can and cannot be disposed of through DRMS 

channels. 

 c. Scrap. The combatant command logistic and engineering staffs are responsible 

for providing policy on unserviceable materiel that has no value except for its basic 

material content. DRMS will provide advice with regard to these issues and generally 

will be responsible for the sale of scrap materials. Care must be taken in the disposal of 

items declared to be scrap because demilitarization and trade security control 

requirements apply to scrap just as they do to serviceable property. Likewise, for FEPP, 

DOS and HN requirements must also be met. While the tenets of good recycling 

practices should always be followed, formal quality recycling programs as outlined in 

DODI 4715.4, Pollution Prevention, should only be established in mature, permanent 

theaters of operations. 

 d. Munitions List and Commerce Control List Items. The GCC must make 

provisions for proper disposal of munitions list items (MLIs) and computer control list 

items (CCLIs). Significant quantities of DOD materiel are designated MLI and CCLI, 

and that designation is reflected in their demilitarization code. These items require 

special oversight, since it is DOD policy to identify and apply appropriate controls to 

areas of the world where their use would be in conflict with the interests of US foreign 

policy. DOD’s first option for disposal of MLIs and CCLIs must be through the DRMS 

since it has policies and procedures for the efficient and correct disposal of these items 

both inside and outside the US. When considering the disposal of MLIs and CCLIs, the 

CCDR should observe the following: 

 (1) In coordination with DRMS, determine and implement feasible, cost 

effective, and efficient options to meet DOD demilitarization requirements. (See DOD 

4160.21-M-1, Defense Demilitarization Manual.)

 (2) Ensure that Service components provide technical assistance to the disposal 

activity. 

 (3) Ensure compliance by subordinate activities with demilitarization 

requirements. 

 (4) Ensure logistic staffs are prepared to support retrograde of MLIs and CCLIs 

as the primary method of control if in-country disposal options are not viable. 

IV-24 JP 4-09 
Distribution Execution 

 e. Captured or Confiscated Weapons. Captured and confiscated weapons must be 

handled similarly to US-owned weapons. They have an additional control requirement in 

that they must be entered into the DOD Small Arms Serialization Program by the Service 

component that captures or confiscates them prior to any demilitarization action. Consult 

the staff judge advocate for evacuation/disposition as a war trophy. Captured and 

confiscated weapons are normally destroyed by the Services and/or retrograded to 

CONUS for destruction. 

 f. Reutilization and Transfers. A primary goal of disposal is to maximize 

reutilization of DOD property. Reutilization of DOD excess is a source of supply for 

combatant forces, reduces the need for retrograde transportation, and minimizes the need 

for abandonment and destruction of FEPP. Another effective method of dealing with 

FEPP in foreign countries is to use HAPs in conjunction with DRMS and DOS to transfer 

excess to non-US recipients. Neither Service components nor subordinate activities 

should make the transfer of DOD FEPP to foreign governments or NGOs. Transfer of 

FEPP requires DOD and DOS concurrence. DRMS will provide coordination with the 

local government, DOS, DOD HAP, and the CCDR logistic staff to expedite the selection 

and transfer of FEPP to authorized recipients. 

 g. Hazardous Materials and Hazardous Waste

 (1) It is DOD policy to store, handle, and dispose of all regulated and/or 

HAZMAT and HW property IAW applicable environmental, safety, and other pertinent 

laws and regulations. In peacetime, the DOD components in foreign nations will comply 

with the final governing standards (FGSs) established for that nation related to the 

storage, handling, and disposition of HAZMAT and the management of HW. Where no 

FGS have been established, DOD components shall comply with applicable international 

agreements, applicable HN standards, or the Overseas Environmental Baseline Guidance 

Document (OEBGD) and, in cases of conflicting requirements, shall normally comply 

with the standard list that is most protective of human health or the environment. In 

contingency operations, however, the OEBGD and FGS do not apply. However, the 

USG and DOD are committed to the protection of the environment worldwide. To this 

end, consistent with mission requirements, planning efforts should address a strategy for 

environmentally sound disposal. Early planning and coordination in contingency 

operations are essential. Key considerations by the CCDR’s logistic staff for the disposal 

of HAZMAT or HW include the following: 

 (a) The determination of the disposal CONOPS. Historically, while not 

required, CONOPS has always followed the OEBGD where other guidance did not exist. 

 (b) Addressing pollution prevention and waste minimization requirements 

in OPLANs and ensuring the Services recognize the need to provide sufficient storage 

containers to capture hazardous property and properly store it pending disposal. 

Generation of HW begins immediately; disposal may take some time to arrange. Also 

ensure that planning supports reutilization and sales as the primary methods of disposal. 

IV-25 
Chapter IV 

 (c) Establishing country-to-country agreements with the HNs to ensure that 

disposal options are supportable. Options for disposal can include: retrograde either by 

the Services or a DRMS contract if one can be arranged, in-theater disposal by DRMS, 

and in-country disposal by a contractor. DRMS is responsible for the disposal of HW for 

DOD per DODI 4715.6, Environmental Compliance. 

 (d) Ensuring that suitable facilities and adequate equipment and materials 

are available for HAZMAT or HW storage and movement. 

 (e) Ensuring that funds are allocated and available to satisfy HAZMAT or 

HW disposal requirements. 

 (f) Ensuring that trained personnel are assigned to perform safety and 

environmental tasks. 

 (2) Normally, the United States will not provide disposal support for non-US 

generated HAZMAT or HW. The Services and DRMS will provide the same level of 

disposal support for captured or confiscated HAZMAT or HW. 

 h. Sales Programs. Sale of FEPP to the private sector or to a foreign government is 

a primary DRMS method of disposal. A properly executed sales program minimizes the 

need for in-country abandonment and destruction and realizes major cost avoidance in 

retrograde transportation. An in-country sales program requires a country-to-country 

agreement that permits internal sales of specified commodities, sales for export, and 

expedited tax and customs processing. The CCDR’s J-4 should address these issues 

during the country-to-country negotiations phase. Achieving sales authority after entry 

into the AOR can be difficult and result in unnecessary delays or major restrictions that 

may impact the disposal CONOPS. Sales to governments are conducted under the 

authority of the Arms Export Control Act, which provides the authority for writing and 

implementing foreign military sales (FMS) cases with qualified foreign countries. 

Normally, FMS cases require months to process. However, if there are identified 

requirements, DRMS can prepare FMS cases relatively quickly. 

5. End-to-End Asset Visibility and In-transit Visibility 

 a. AV throughout the JDDE provides the CCDR the capability to see and redirect 

strategic and operational commodity/force flow in support of current and projected 

priorities. It also provides users with timely and accurate information on the location, 

movement, status, and identity of units, personnel, equipment, and supplies so that they 

may act upon that information to improve DOD logistic practices supporting operations. 

 b. ITV is the ability to track the identity, status, and location of DOD units, nonunit 

cargo, passengers, patients, and personal property from origin to consignee or destination 

across the range of military operations. ITV of assets moving through the DTS or in 

IV-26 JP 4-09 
Distribution Execution 

support of DOD operations is an essential element of the DOD warfighting capability and 

is required by the supported CCDRs. 

 (1) ITV Reporting

(a) Global Transportation Network. GTN is the “backbone” ITV data 

system for shipments moving within the DTS and is the DOD system of record for ITV 

data. GTN integrates supply, cargo, passenger, and unit requirements and movements 

with airlift, air refueling, and sealift schedules and movements to provide ITV of 

personnel, materiel, and military forces. GTN integrates ITV data into a single view of 

the DTS. 

 (b) The TCN is the alphanumeric character set assigned to a shipment (unit 

move and sustainment) to maintain ITV. GTN links the TCN to the MILSTRIP number, 

if available, and to commercial express carrier tracking numbers, if applicable. This 

gives the user multiple ways to track an item. 

 (2) ITV is a Process. While USTRANSCOM is the designated DOD 

proponent for the development of a comprehensive, integrated DOD ITV capability, it is 

not the sole process owner. The ITV process consists of numerous players who must 

follow designated business procedures to provide accurate source data, prompt nodal 

updates, shipment status information, and shipment receipt notices as well as employ 

various AIS and AIT in both peace and war. Those players include, but are not limited 

to, deploying units, node and port operators, commercial transportation service providers, 

installations, and depots. Each plays a critical role in ensuring seamless ITV by 

providing movement information to GTN within the criteria specified in JP 4-01, Joint 

Doctrine for the Defense Transportation System. 

 (3) Unit Cargo. Unit cargo includes all unit equipment, accompanying 

supplies, military Service pre-positioned forces and afloat pre-positioned equipment, and 

war reserve stocks. GTN receives unit movement data from various systems from point 

of origin, through a POE and POD, and within the CONUS and theater. It is a unit 

responsibility to generate deployment data compliant with DTR 4500.9-R, Defense 

Transportation Regulation. The Worldwide Port System (WPS) and GATES are the 

primary POE and POD systems for sealift and air mobility, respectively. WPS is 

currently being integrated into GATES which will become the single sealift and air 

mobility system. Where there is not a GATES capability readily available, alternative 

unit data capture solutions are coordinated by the lift provider and the moving 

organization and tailored to meet ITV requirements. AIT protocols should also be 

employed as appropriate anywhere along the movement pipeline to provide timely, 

accurate movement updates. 

 (4) Nonunit Related Cargo. Nonunit related cargo includes all equipment and 

supplies requiring transportation to—or from—an OA, other than those identified as the 

equipment or accompanying supplies of a specific unit (e.g., resupply, military support 

for allies, and support for nonmilitary programs such as civil relief). The GTN receives 

IV-27 
Chapter IV 

source shipment information from defense and commercial vendor shippers, nodal 

updates from key defense and commercial logistic activities (consolidation points, aerial 

and seaports, theater onward movement locations, etc.), and shipment status information 

from commercial carriers. The origin shipping activity is responsible for generating the 

appropriate movement documentation. GTN receives DTR 4500.9-R, compliant source 

shipment information from the distribution standard system (DSS) for DLA shipments. 

As shipments arrive and depart from USTRANSCOM sea and aerial ports, GTN receives 

updates from the port/terminal management system. Finally, GTN receives shipment 

status information from commercial carriers and vendors using industry EDI standards. 

AIT protocols are also employed as appropriate to facilitate timely, accurate data capture. 

 (5) Unit Personnel. Unit personnel include all civilian and military passengers 

directly attached to, and moving with, a deploying unit. GTN receives unit passenger 

data from source systems, POE and POD systems, and CONUS and theater consignee 

transportation systems. It is a unit responsibility to generate deployment data compliant 

with DTR 4500.9-R, Defense Transportation Regulation. As passengers move through 

USTRANSCOM aerial ports, GATES updates the manifest information in GTN. In turn, 

GTN offers inbound passenger manifest data to the APOD and other receiving activities 

for planning and JRSOI management activities. Upon passengers’ arrival at the APOD, 

information about their onward movement will be passed to GTN. Where there is not a 

GATES capability readily available, alternative unit data capture solutions are 

coordinated by the lift provider and the moving organizations and tailored to meet ITV 

requirements. The use of the common access card is directed by the Deputy Secretary of 

Defense and will enhance data accuracy while expediting passenger manifesting and 

processing procedures. 

 (6) Nonunit Related Personnel. Nonunit passengers include all personnel 

requiring transportation to or from an OA, other than those assigned to a specific unit 

(e.g., filler personnel, replacements, temporary duty or temporary additional duty 

personnel, civilians, medical evacuees, and personnel). GATES serves as the primary 

information collection point for reservations and booking of nonunit passengers. The 

originating installation transportation office electronically requests airlift through 

GATES, which in turn provides both schedules and seat confirmation to the requester. 

GATES also prepares passenger manifests for departing aircraft and transmits that 

information to GTN. For nonunit personnel traveling from other than GATES-supported 

locations, passenger manifesting is accomplished and forwarded to GTN. DOD does not 

track passengers moving on scheduled commercial transportation (e.g., GSA City Pairs 

contracts), as a robust commercial capability currently exists. 

 (7) Lift Assets. An equally critical aspect of ITV is visibility over airlift, 

sealift, and surface lift assets (aircraft, ships, and road and rail conveyances). Visibility 

of lift assets in-transit or scheduled for movement is key to the C2 of those assets, port 

management, and scheduling the movement of both unit and nonunit cargo and 

personnel. USTRANSCOM port software programs feed status of shipments to GTN, 

Services, and DLA software programs. AMC manages validated air movement requests, 

plans and schedules organic and AMC chartered intertheater airlift missions, allocates lift 

IV-28 JP 4-09 
Distribution Execution 

assets, and tasks airlift providers using AMC’s Consolidated Air Mobility Planning 

System (CAMPS). CAMPS distributes tasked airlift schedules with its associated 

movement requirements to the Global Decision Support System (GDSS). CAMPS also 

provides visibility of validated SAAM requirements directly to GTN for use during 

USTRANSCOM and AMC planning phases of airlift scheduling. AMC uses the GDSS 

for unit-level mission planning and to manage mission execution. GDSS passes airlift 

schedules and arrival and departure information to GTN. Similarly, MSC provides sealift 

schedules and updates for organic and chartered lift assets to GTN via the MSC 

integrated command, control, and communication system, while commercial carriers pass 

arrival and departure event information via EDI. There is no single DOD system for 

tracking all road and rail schedules; however, there are some DOD AISs and AIT that 

monitor portions of road and rail moves. 

 c. As an essential component of distribution management, visibility (AV and ITV) 

provides the means to determine if the distribution pipeline is responsive to customer 

needs. Timely and accurate visibility gives logisticians the necessary information to 

distribute assets on time. Furthermore, theater distribution planning is supported by the 

timely transmission of essential visibility data from theater field activities. 

d. Visibility is an essential component of distribution management and provides the 

means to determine if the distribution pipeline is responsive to customer needs. It begins 

at the point where materiel is stored prior to its movement. ITV then provides the 

necessary means to track the identity, status, and location of DOD unit and nonunit cargo, 

passengers, patients, and lift assets from origin to destination, in peacetime, 

contingencies, and war. In order to accomplish this, information must be captured and 

subsequently entered into the information network where it becomes critical to have the 

capability to dynamically update that source data with information from logistic systems 

in relation to the transport, storage, maintenance, or supply status of any particular item 

or shipment until it is received by the ultimate in-theater consumer. This information 

must be accessible to all defense distribution systems users regardless of Service or 

echelon of command. Once materiel and units arrive in theater, visibility may become 

more difficult as the structure and sophistication of communications and information 

diminish. At the first point in the theater where joint distribution operations occur and 

the necessary information systems do not provide an updated status, visibility will cease 

unless actions are taken to enhance the communications and system infrastructure. 

Diminished communications and system network infrastructure should not preclude each 

Service from enhancing the capability to meet visibility requirements. There are unique 

in-theater visibility requirements that include in-process, in-storage, intratheater excess, 

in-transit, and in-theater information. 

6. Management and Control of Intermodal Containers and Platforms 

 a. General. Management and control of intermodal platforms (e.g., containers, 

flatracks, 463L pallets) in DOD is a huge and complex task as illustrated in the following 

paragraphs. Management and control of intermodal platforms includes life cycle 

management (e.g., acquisition, maintenance and repair, inspection/reinspection required 

by federal regulations, inventory control and accountability) and operational management 

IV-29 
Chapter IV 

of containers/463L pallets carrying equipment and supplies in the end-to-end distribution 

system (including in GCC AORs). Containers used to deploy and sustain DOD forces 

around the world are categorized as government-owned (GO), government-leased (GL), 

or containers furnished by an intermodal ocean carrier. Carrier furnished (CF) containers 

are also referred to as DOD-controlled containers. Management and control of 

intermodal containers and platforms is accomplished by global, Service, and theater 

container and pallet managers as described below. DLA contracts for the acquisition of 

containers on behalf of DOD components IAW Global Container Management Policy for 

the efficient and effective management and use of intermodal common use containers. 

 b. Global Container and Pallet Managers. USTRANSCOM, as DPO, has 

designated SDDC as DOD global container manager (GCM) and AMC as the global 

pallet manager (GPM). Containers and 463L pallets are intermodal equipment. 

GCM/GPMs provide a wide range of functions for GCCs, Services, and DOD agencies. 

 (1) Global Container Manager 

 (a) GCM provides uninterrupted AV of all GO, GL, or CF ISO containers 

from entry into the DTS to exit from the DTS. This includes containers arriving, moving 

within, and departing AORs and those used for other purposes such as storage, force 

protection, office/living spaces, etc. CF containers are those containers that are provided 

by ocean carriers to DOD under terms of universal services contract. Exit from the DTS 

is defined as: 

 1. Return to carriers for carrier-owned containers. 

 2. Return to owners for leased containers. 

 3. Change of function from transportation to nontransportation use 

(e.g., containers used for storage, force protection, living spaces) as directed by a CCDR 

or owning/leasing Service. 

 (b) GCM provides accountability and inventory control. Accountability 

includes 100 percent accuracy of the assets by container identification number, location, 

and status (loaded, in-use, or empty) of all DOD-owned, -leased, or -controlled containers 

being used in DTS; standardized managerial reporting procedures for capturing 

data/information of containers at all transportation nodes; and the database management 

of DOD’s system of record for global container management. Inventory control includes 

maintaining the DOD ISO Container Registry (owner, location, condition status, 

maintenance/repair, inspection/certification, etc.) for all DOD ISO containers owned by 

the Services, excluding ISO-configured equipment, such as tactical shelters, or Serviceunique containers. 

 (c) GCM provides financial management relating to monitoring and 

minimizing detention costs for CF containers under terms of the universal service 

contract. 

IV-30 JP 4-09 
Distribution Execution 

 (d) GCM provides contracting support as the DOD single manager, in the 

container arena, for intermodal equipment leasing, intermodal transportation service, and 

commercial shipping contracts and equipment detention billing validation. 

 (2) Global Pallet Manager

 (a) GPM serves as the DOD single operational manager of 463L system 

equipment worldwide. 

 (b) GPM provides management oversight for the 463L system management 

office and major command and other DOD component’s pallet and net monitors. 

 (c) GPM provides recommendations to USTRANSCOM and CCDR staffs 

on theater 463L asset issues. 

 (d) GPM manages and controls all 463L system assets from origin to final 

destination to include return or allocation of assets within a theater of operations. 

 (e) GPM manages a global 463L system asset database to provide 

inventory, accountability, tracking, visibility services, and support. 

 c. Service Container Management. Services manage their inventories of 

intermodal containers and flatracks through either a single Service container manager 

(SCM) or by decentralized management where individual major commands or units 

manage their own assets. An SCM is an organization designated by a Service as their 

single manager for management and control of that Service’s owned or leased containers, 

flatracks, and other distribution platforms, focusing on inventory, accountability, and 

readiness. SCMs maintain data on inspection and maintenance of Service-owned 

containers or component-owned containers to allow compliance with DOD and federal 

standards. SCMs also maintain central repositories of International Convention for Safe 

Containers (CSC) inspection reports on Service-owned ISO containers and are 

responsible for maintaining the Service’s portion of the DOD ISO container registry 

maintained by the GCM. SCMs also initiate, reconcile, and maintain periodic inventories 

of all Service-owned and -leased containers, and coordinate with the GCM on disposition 

of carrier-owned equipment reported through the inventory process. 

 d. Theater Container Management. Theater container management is doctrinally 

a function of movement control and is an overall GCC responsibility. GCCs must allow 

management and control of all DOD intermodal container assets entering, moving within, 

and leaving their AOR. They may assign this mission to their J-4, JDDOC (if 

established), Service component, or designated TCM. The TCM will have overall 

responsibility for intermodal equipment system management and control functions within 

the AOR. However, the responsibility for controlling and returning intermodal 

equipment to the DTS or to commercial industry remains with the GCC. GCCs and their 

designated TCM also: 

IV-31 
Chapter IV 

 (1) Develop container requirements and policies to optimize use of the DOD 

intermodal container system for cargo movement between origin and destination 

consistent with their CONOPS. During the initial stages of an operation, DOD-owned or 

-leased containers are the preferred means for deployment of equipment and supplies. 

See Appendix F, “Intermodal Container/Platform Management and Tracking Plan 

(Sample Template),” for an example of a GCC intermodal platform management plan. 

 (2) Coordinate with USTRANSCOM, Joint Staff, Service commands, DLA, 

and other agencies to identify and establish pure-pack pallet and/or pure-pack sealift 

container requirements, locations, lanes, etc., to facilitate responsiveness to DOD units 

operating in their AOR. 

 (3) Ensure nonunit-owned intermodal equipment is managed in the AOR 

through monitoring and tracking all intermodal equipment moving into, within, and out 

of the AOR. 

 (4) Provide for effective, efficient receipt, movement, and return of DODowned, -leased, or -controlled intermodal equipment entering the theater of operations. 

DOD-controlled ISO containers are those containers furnished by carriers that are in the 

theater and under DOD control as part of SDDC contracts. 

(5) Establish a process for identifying, controlling, and managing intermodal 

equipment authorized for transition to nontransportation uses (e.g., force protection, 

office/living space, and temporary storage). 

 (6) Provides container management oversight and makes recommendations to 

GCC regarding container management. 

 (7) Establishes container management business practices that produce 

actionable metrics to enable inventory reconciliation and accurate data in the Integrated 

Booking System-Container Management Module. 

 (8) Establishes and maintains procedures for return of empty containers and 

reallocation of empty containers for intratheater movement and retrograde support. 

 (9) Develops and maintains standardized reports and AOR reporting procedures 

for providing information and performance metrics to all units, organizations, 

departments, agencies, and activities. 

 (10) Establishes and deploys container management teams to key nodes 

throughout the AOR to provide quality control and training to installation and unit 

container control officers. 

IV-32 JP 4-09 
Distribution Execution 

 (11) Coordinates with the GCC’s J-4 and JDDOC and applicable country 

container authorities, as required, to establish transload sites at designated nodes 

throughout the theater. 

 e. Theater Pallet Manager. IAW DTR 4500.9-R, Part VI, Management and 

Control of Intermodal Containers and System 463-L Equipment, Air Force aerial port 

personnel maintain overall control of all 463L assets on their installation. At joint 

locations, the aerial port personnel work closely with the local movement control team 

and arrival/departure airfield control group to expedite the return of assets from their 

customers. Units should coordinate 463L requirements with the local aerial port/air 

terminal for redeployment and cargo movement. 

 (1) Air terminals must maintain aerial port tie-down equipment IAW applicable 

regulations. Aerial ports designate a pallet and net monitor to account for all operational 

assets, both serviceable and repairable, under the control of air terminals. 

 (2) 463L asset reporting is accomplished IAW DTR 4500.9-R, Part VI. 

 (3) The Air Force component of the GCC directs the reallocation of 463L pallet 

and net resources based on requirements in the AOR. To avoid loss and agricultural 

contamination fines to the DOD, it establishes and publishes pallet and net cleaning 

policies IAW USDA requirements. 

 f. Theater Operations

 (1) Container Operations. SDDC in its role as GCM/TCM uses military and 

commercial ships, truck, and rail to deliver containers to SPOEs and SPODs in CONUS 

and OCONUS. Once offloaded in a theater, containers are then moved to destination(s) 

via the theater distribution system. Containers delivered by commercial ocean carriers 

are transferred to military responsibility upon clearing customs at the SPOD or after the 

carrier has delivered to a specific consignee location (door-to-door delivery) within the 

AOR. CF containers delivered by the ocean carriers accrue detention after the expiration 

of the free time allowed to the consignee for unstuffing and returning the container to the 

carrier. Detention charges vary and accrue based on type of container, discharge date, 

and the number of days the container is held by the government past the date the free 

time expires. As such, theater container management is linked to timely and accurate 

flow of information, the movement control process, and the reporting of container receipt 

(in-gate) and movement from SPOD to AOR locations (outgate), and notification of 

when CF containers are unstuffed and ready for pickup. During contingency operations 

forward-deployed units and agencies have many military requirements that containers can 

meet over and above use of the container as a transportation asset. These include using 

containers as sealable and securable dry and refrigerated storage facilities, force 

protection barriers, office/living spaces, bunkers, etc. Since the preponderance of 

sustainment moves into an AOR via commercial ocean carrier-provided “door-to-door” 

intermodal service, CF containers will enter the AOR in large quantities. In mature 

AORs, receipt, unstuffing, and timely return of CF containers may be possible. In 

IV-33 
Chapter IV 

IV-34 JP 4-09 

expeditionary environments or austere areas of operations, the ability to access dry/cold 

storage facilities is extremely limited or nonexistent due to lack of such facilities in the 

HN or limitations imposed on the GCC by DOD guidance or federal statute. As such, 

units and agencies operating in the AOR may have to retain CF containers past free time 

resulting in costly DOD container detention bills. These costs may be minimized by the 

GCM implementing the strategic policy of using GO/GL containers to support the GCC 

or by arranging for reduced detention or container “buy outs” of CF containers once they 

are in the AOR. Another method for reducing detention costs is to establish transload 

operations whereby cargo is removed from CF containers and reloaded into GO or GL 

containers for movement into the AOR. Transloading operations require GCC approval 

and the establishment of a pool of GO (preferred) or GL containers under the 

management and control of the TCM. Although fiscal discipline dictates that the 

payment of detention charges be minimized to the greatest extent practicable, for a host 

of operational situations, the payment of detention charges is a reality. Container 

detention charges for specified contingency operations will be billed separately from the 

ocean charges and shall be assessed against the lead Service component for those 

countries in the AOR where container detention occurs, as specified by the supported 

GCC. 

 (2) 463L Pallet Operations. AMC and CCDR’s Air Force components use 

463L pallets to deliver joint cargo around the world. Due to the nature of the distribution 

system, once pallets arrive in the theater, they are transported back and forth among the 

DTS, SSAs, and end users. All units and logistic agencies must prevent abuse of these 

assets, and make every effort to recycle them back into the DTS for intended use. Failure 

to return these assets back into the transportation system results in significant monetary 

loss to the DOD. Loss and/or misuse of 463L resources also reduces availability of these 

critical resources for time-sensitive cargo movement resulting in slower delivery times. 

The GCC through the Air Force component will establish and publicize formal policy, 

procedures, and timeframes for all Services/agencies to manage and return pallet and net 

resources to the DTS. The policy should also address abuse/misuse of these assets. 

Procedures will be coordinated with AMC GPM and then sent to all units and logistic 

agencies within the theater of operations. 

 g. Postcontingency Container Management. It may not be cost effective to return 

all containers to CONUS. The TCM will work with USTRANSCOM and the GCM to 

determine effective and cost efficient policies for postcontingency operations. GCCs 

may retain a portion of GO containers for future contingency or theater transloading 

purposes. Containers remaining in theater must be stored, accounted for, tracked in a 

container management system, certified for sea movement (if required), tracked when 

moved, and reported on as required. In addition, containers remaining in a theater of 

operation must become the property of the organization having possession and utilization 

of the item. These containers must be listed on a valid property accountability register. 
CHAPTER V 

CONTROLLING DISTRIBUTION

“If words of command are not clear and distinct, if orders are not thoroughly 

understood, the general is to blame. But if his orders are clear, and the soldiers 

nevertheless disobey, then it is the fault of their officers.” 

Sun Tzu 

1. Introduction 

a. This chapter describes the authorities, organizations, and control mechanisms that 

enable the synchronization of joint distribution operations in support of the CCDR/JFC. 

JP 3-0, Joint Operations, identifies C2 as a joint function. Command includes the 

authority and responsibility for effectively using available resources to plan, organize, 

direct, coordinate, and control military forces for the accomplishment of assigned 

missions. Control is inherent in command; however, end-to-end distribution rarely has 

unity of command making the control of distribution more challenging. 

 b. Throughout this publication, control of distribution is defined as the ability to 

coordinate and synchronize. This concept addresses all three joint movement legs, 

intracontinental, intertheater, and intratheater, but does so within the context of a single, 

coordinated joint enterprise that possesses sufficient authority to exercise selective 

control across the entire joint distribution pipeline. Control over the distribution pipeline 

means the ability to track and shift—and potentially reconfigure (per supported 

commander’s requirements and priorities)—forces, equipment, and supplies, even while 

en route, and to deliver tailored packages directly to the CCDR. Inherent in this control 

is the capability to expand, contract, and reconfigure the components of the distribution 

pipeline to meet the requirements of the supported commander. Control also includes 

activities such as planning, apportioning, allocating, routing, scheduling, validation of 

priorities, and directing—functions, for example, typically associated with movement 

control entities. 

 c. Control of movements across the entire distribution pipeline is achieved through 

the ability to coordinate and synchronize processes, business rules, systems/tools, and 

organizations. Application of centralized control and decentralized execution among the 

JDDE COI produces the flexibility necessary to adapt logistic structures and procedures 

to changing situations, missions, and concepts of operation to support fluid joint 

operations. Ultimately, the distribution control mechanisms outlined in this chapter 

provide a collaborative capability to promote end-to-end unity of effort among JDDE 

partners to meet joint force requirements. However, the overall success of the JDDE to 

effectively and efficiently support achievement of joint force objectives depends on every 

subordinate commander in the end-to-end process—control, lift provider, nodal, and unit 

levels—all leading their respective organizations to execute their assigned missions with 

excellence, discipline, and IAW established procedures. 

V-1 
Chapter V 

2. Authorities and Responsibilities 

 This section describes several authorities and responsibilities that are applicable. 

 a. USTRANSCOM serves as the DPO, responsible for coordinating and overseeing 

the DOD distribution system to provide interoperability, synchronization, and alignment 

of DOD-wide, end-to-end distribution. In addition, the DPO serves as the DOD single 

coordination and synchronization element on behalf of and in coordination with the 

JDDE COI. 

 b. Common Use. Common use applies to services, materiel, or facilities provided 

by a DOD agency or a Military Department on a common basis for two or more DOD 

agencies, elements, or other organizations as directed. 

 c. Common-User Transportation. Common-user transportation and transportation 

services are those provided on a common basis for two or more DOD agencies and, as 

authorized, non-DOD agencies. Common-user assets within the DTS are under the 

COCOM of CDRUSTRANSCOM, excluding Service-organic or theater-assigned 

transportation assets. Theater-assigned common-user transportation assets are under the 

COCOM of the respective GCC. 

 d. Direct Support. Direct support is defined as a mission requiring a force to 

support another specific force and authorizing it to answer directly to the supported 

force’s request for assistance. 

 e. General Support. General support is that support which is given to the 

supported force as a whole and not to any particular subdivision thereof. 

 f. Supported Commander. The supported commander is the commander having 

primary responsibility for all aspects of a task assigned by the JSCP or other joint 

operation planning authority. In the context of joint operation planning, this term refers 

to the commander who prepares OPLANs or OPORDs in response to requirements of the 

CJCS. In the context of a support command relationship, the supported commander 

receives assistance from another commander’s force or capabilities, and is responsible for 

ensuring that the supporting commander understands the assistance required. For 

distribution purposes, supported organizations are JDDE customers that need something 

moved. JDDE customers define movement requirements—what, where, and when. They 

include: 

 (1) GCCs/FCCs/JFCs. The supported commander identifies requirements and 

sets priorities for all supporting commanders and organizations within the OA. These 

prioritized requirements drive unity of effort across the JDDE in support of the supported 

commander’s requirements. 

V-2 JP 4-09 
Controlling Distribution 

 (2) Joint Capability Providers. Joint capability providers include USJFCOM, 

USTRANSCOM, USSOCOM, United States Strategic Command, and the Services in 

their roles as major customers of the JDDE. 

 (3) Services. The Services’ role to organize, train, equip, and provide logistics 

support to their respective forces is executed through their Service components to support 

the GCCs. Services, in coordination with USJFCOM, prepare their forces for 

deployment and follow-on execution of assigned missions. 

 (4) Supporting Agencies/Organizations. Similar to the Services, DLA and 

GSA function in support of the JFC by providing sustainment supplies to JFC 

components. Organizations within the JDDE support DLA and GSA in the movement of 

supplies. 

(5) Non-DOD US Government Organizations, Nongovernmental 

Organizations, Private IGOs, and Multinational Organizations. When DOD 

approves access to JDDE movement support as required to accomplish a specified 

mission, these organizations are JDDE customers. 

 g. Supporting Commander. The supporting commander is the commander who 

provides augmentation forces or other support to a supported commander or who 

develops a supporting plan. This includes the designated combatant commands and DOD 

agencies as appropriate. In the context of a support command relationship, the 

supporting commander aids, protects, complements, or sustains another commander’s 

force and is responsible for providing the assistance required by the supported 

commander. For distribution purposes, supporting organizations are JDDE partners with 

resources and responsibility to provide movement capability and are, as such, 

“supporting.” They include: 

 (1) USTRANSCOM. USTRANSCOM serves as the single coordination and 

synchronization element on behalf of and in coordination with the JDDE COI to establish 

processes to plan, apportion, allocate, route, schedule, validate priorities, track 

movements, and redirect forces and supplies per the supported commander’s intent. This 

coordination and synchronization does not usurp the supported CCDR’s Title 10, USC, 

responsibilities, but drives unity of effort throughout the JDDE to support CCDRs. In its 

capacity as a supporting command, USTRANSCOM leverages the DTS and commercial 

transportation industry to execute movement of forces and sustainment. USTRANSCOM 

performs another essential role in the JDDE—it integrates JDDE processes by proposing 

recommendations for DOD policy, directives, instructions, and decision memorandums. 

It sets parameters for distribution data standardization and systems configuration to 

provide JDDE-wide end-to-end visibility. A wide range of commercial transportation 

options are managed under USTRANSCOM as part of the total distribution process. 

Vendor support of shipments has a major role in sustaining the supported commander. 

The JDDE COI requires visibility of these shipments to ensure they are integrated into 

the overall distribution effort and that their delivery meets the supported commander’s 

requirements. 

V-3 
Chapter V 

 (2) Service Components of the Joint Force. The Services that constitute their 

respective components for land, sea, and air have organic theater movement capabilities. 

As such, selected Service movement capability elements are contributing members of the 

JDDE when directed by the JFC. The Services also have Title 10, USC, responsibilities 

for logistics and provide sustainment functions in conjunction with DLA and coordinate 

for vendor support for delivery of many commodities. They also contribute theater 

sustainment functions within their respective land, maritime, and air domains. 

 (3) DLA. As an essential member of the JDDE, movement-related elements of 

DLA contribute to the movement of sustainment. DLA has a major role in the sourcing, 

packaging, and preparation of sustainment stocks and pre-positioned material to be 

moved through the distribution pipeline. DLA also coordinates for vendor support for 

delivery of many commodities. 

3. Distribution Control Functions 

 a. This section describes end-to-end distribution control functions required to 

achieve coordinated intertheater and intratheater distribution operations. A movement 

requirement is the actionable movement information used as the basis to execute a 

movement schedule. A movement requirement is formally defined as a stated movement 

mode and time-phased need for the transport of units, personnel, and/or materiel from a 

specified origin to a specified destination. Movement demand, on the other hand, is 

typically generated in advance of the movement requirement (using some type of forecast 

such as a time-phased force and deployment list [TPFDL], reservation for capacity, or 

“advance” requisition). This demand data is often necessary to establish route structures, 

assess integrated distribution lanes, and apportion lift assets. 

 b. Movement demands are normally satisfied by one of two means: on-demand 

(discrete) or capacity-based movements. Both types are required within a robust 

distribution pipeline but require different protocols to manage them. 

 (1) On-demand movement requirements are identified by payload, time, and 

place in advance to transport specific units or materiel to a specific place and a specific 

time. Force movements for deployment and redeployment that are captured in a TPFDD 

are typical examples of on-demand movements. 

 (2) Capacity-based movement requirements permit assignment of personnel and 

cargo to be transported against scheduled lift. Sustainment and retrograde movements 

rely primarily on capacity-based lift. Sustainment requirements fall into two categories: 

requisition and nonrequisition. Requisitions are used by customers ordering items with 

variable usage rate requirements (e.g., repair parts). Nonrequisition requirements may be 

automatic resupply for commodities and CLs of materiel with constant usage rates (e.g., 

subsistence) or acquisitions (e.g., new armor plating for vehicles). Sustainment 

movements by airlift channel mission, sealift liner service, or routine truck convoys, that 

V-4 JP 4-09 
Controlling Distribution 

are scheduled on predetermined routes/times and allow booking of passengers/cargo, are 

examples of capacity-based movements. 

 c. Distribution control occurs within the continuous operations cycle of planning, 

preparing, executing, and assessing (see Figure V-1). Planning includes collecting 

information about the status of the JDDE organization and activities, and conducting 

integrated planning across modes of conveyance, terminals, organizations, and LOCs. 

Preparing includes sharing information among JDDE elements and integrating the 

deployment and distribution systems (commercial, military, and 

interagency/multinational). Executing includes communicating with friendly forces (both 

JDDE and other) and coordinating and synchronizing JDDE assets. Assessing includes 

collecting information about JDDE performance and continuous evaluation of JDDE 

effectiveness and efficiency in order to update JDDE status and planning. This 

continuous cycle ensures that all elements of the JDDE (organizations, terminals, lift 

assets, and LOCs) are arranged in time, space, and purpose to deliver the supported 

CCDR’s deployment and distribution requirements at the right time to allow the CCDR 

to accomplish the mission. 

 d. The level of information required to support application of the continuous 

operations cycle is not needed or present at all levels and stages of the process. 

Information must be appropriate for the actions required at each of the various levels. 

Within the JDDE, there are four distinct organizational levels with differing needs in 

terms of timing, level of detail, and scope of information (see Figure V-2): joint control 

level, lift provider level, nodal level, and unit/retail level. Some examples of 

responsibilities at each level help to shape these distinctions. At the joint control level 

overall process guidance is provided, movement requirements are identified and 

validated, and modal determinations are made. At the lift provider level, lift assets and 

units are assigned and movements are scheduled. The nodal level is where physical 

handling of cargo, passengers, and movement assets occurs. And finally, the unit/retail 

level is where shipments are received and ultimately stored; enter JRSOI; and/or are 

distributed, employed, or used. In general, movement planning information is shared at 

the joint control and lift provider levels. Preparing for distribution extends from these top 

two levels to the nodal level. Execution and assessment occur in various forms at all four 

levels. Defining the levels of activity within this organizational construct, with an 

understanding of movement requirements discussed above, provides the basis for process 

descriptions that align movement requirements with available capacity. 

 e. By considering the four distinct distribution organizational levels along with the 

continuous operations cycle outlined above, a complete set of distribution control actions 

or functions that must occur for any movement emerge (see Figures V-1 and V-3). All of 

these distribution control functions occur in all theaters and across all of the 

organizational levels for any lift requirement: surface/air, commercial/organic military, 

intertheater/intratheater, and common-use/Service-specific. 

V-5 
Chapter V 

V-6 JP 4-09 

DISTRIBUTION CONTROL ACTIONS REQUIRED 

FOR ANY MOVEMENT

4 – ASSESS

ENTERPRISE PARTNERS ENTERPRISE CUSTOMERS

11. Assess Performance









USTRANSCOM

Commercial 

Transportation Industry

DLA

Organic Transportation 

Capabilities of GCC/ 

JFC (Service 

Components)

Deployment and Distribution 

Requirements

Forces and Sustainment 

Capabilities

2. Aggregate/Manage 

Requirement

10. Report Movement

9. Monitor Movement

8. Execute Movement

7. Distribute Schedule

6. Schedule Movement

5. Task Lift Provider

4. Assess Capability 3. Identify Priority

1. Identify Requirement

3 – EXECUTE

1 – PLAN

2 – PREPARE











JFCs (GCCs, JTF, Subunified, etc.)

CCs (ARFOR, AFFOR, NAVFOR, 

MARFOR, JSOTF)

Capability Providers (USJFCOM, 

USTRANSCOM, USSOCOM, 

USSTRATCOM, Services)

Suppliers (Services, DLA, Vendors)

Non-DOD (USG, NGO, IGO, MN)

LEGEND

AFFOR Air Force forces

ARFOR Army forces

CC component command

DLA Defense Logistics Agency

DOD Department of Defense

GCC geographic combatant commander

IGO intergovernmental organization

JFC joint force commander

JSOTF joint special operations task force

JTF joint task force

MARFOR Marine Corps forces

MN multinational

NAVFOR Navy forces

NGO nongovernmental organization

USG United States Government

USJFCOM United States Joint Forces 

Command

USSOCOM United States Special 

Operations Command

USSTRATCOM United States Strategic 

Command

USTRANSCOM United States Transportation 

Command

Figure V-1. Distribution Control Actions Required for Any Movement 
Controlling Distribution 

V-7 

 (1) Plan/Optimize

 (a) The ability to identify the relationship between generic movement 

demand and notional lift capacity, by mode and type, as the means to identify the scope 

and nature of an end-to-end distribution system. 

 (b) The ability to provide an integrated forecast of movement demands for 

the purpose of establishing distribution system capacity and nodes, and an overall 

operational-level movement plan that coordinates both intertheater and intratheater 

movements. 

INFORMATION REQUIREMENTS WITHIN DISTRIBUTION 

ORGANIZATIONAL LEVELS

Organizational Levels









Modeling

Forecast 

Management

Capacity 

Visibility

Requirements 

Visibility

 Requirements 

Management







Collaboration

Optimization

Decision 

Support





Control Metrics

Control 

Measures





Auditable 

Records

Performance 

Metrics

PLAN PREPARE EXECUTE ASSESS

Joint Control Level (CCDR’s J-3/J-4, USTRANSCOM DDOC/Fusion Center, 

GCC’s JDDOC)

Nodal Level (Depot, POE, TCSP, origin, destination)

Lift Provider Level (AMC/618th TACC, SDDC, and MSC Ops Ctrs; organic and 

commercial lift)

Unit/Retail Level (SSA, Svc component, unit)

LEGEND

AMC Air Mobility Command

CCDR combatant commander

DDOC Deployment and Distribution 

Operations Center (USTRANSCOM)

GCC geographic combatant commander

J-3 operations directorate of a joint staff

J-4 logistics directorate of a joint staff

JDDOC joint deployment and distribution 

operations center

MSC Military Sealift Command

Ops Ctr operations center

POE point of embarkation

SDDC Military Surface Deployment 

and Distribution Command

SSA supply support activity

Svc Service

TACC tanker airlift control center

TCSP theater consolidation and 

shipping point

USTRANSCOM United States Transportation 

Command

Figure V-2. Information Requirements within Distribution Organizational Levels 
Chapter V 

V-8 JP 4-09 

 (c) The ability to plan end-to-end movements in collaboration with 

requirement owners/sourcing organizations (CCDR, DLA, Services, GSA, etc.) and lift 

providers based on a shared view of the movement requirement to anticipate necessary 

lift capacity and shape movement requirements as necessary to achieve TDD. 

 (d) The ability to optimize end-to-end movements in terms of mode, lift 

resources, cost, and overall risk and synchronize with theater-only movements to 

efficiently employ lift assets while meeting stated requirements. 

 (2) Identify Requirements

 (a) The ability to accurately identify the most current force/on-demand 

movement requirement that contains all the required movement information to support 

movement planning and execution; the intratheater leg of end-to-end movements may be 

predicated on previous (or subsequent for redeployment) movement legs and must 

contain necessary information to convey required synchronization. The ability to provide 

movement requirements includes the ability to pass movement information to support any 

subsequent Service/organic movement. 

DISTRIBUTION FUNCTIONS

1. Identify Requirement

2. Aggregate/Manage Requirement

3. Identify Priority

4. Assess Capability

5. Task Lift Provider

6. Schedule Movement

7. Distribute Schedule

8. Execute Movement

9. Monitor Movement

10. Report Movement

11. Assess Movement

OPTIMIZE PLAN

Figure V-3. Distribution Functions
Controlling Distribution 

 (b) The ability to make dynamic adjustments to the force/on-demand 

movement requirement by appending or updating requirement information for the 

intratheater leg of force/on-demand movement based on dynamic changes to meet GCC 

requirements (JRSOI, relief in place/transfer of authority, or other operational 

imperatives). 

 (c) The ability to develop and convey a capacity-based requirement from 

the validation authority to lift providers for the purpose of establishing scheduled 

movements in advance of sustainment, nonunit cargo/passengers, or retrograde demand 

to allow booking of actual cargo/passengers against scheduled lift; capacity-based 

requirements include boundaries/thresholds for lift providers to independently modulate 

lift against actual sustainment movement requirements. 

 (d) The ability to accurately identify inbound sustainment movement 

requirements and outbound retrograde movement requirements for the intratheater leg 

that contains all the required movement information to support movement planning and 

execution. 

 (e) The ability to sense capacity-based cargo/passengers identified as 

awaiting movement at terminals IAW established movement priorities and generate 

incipient movement requirement. 

 (3) Aggregate/Manage Requirements. The ability for the DDOC/JDDOC to 

manage requirements for multiple and distinct force plan identification numbers, 

sustainment, on-demand, and capacity-based demands in an integrated fashion to 

determine overall demand, assign/adjudicate priority (based on CCDR/JFC priorities, 

guidance, and requirements), arbitrate transportation mode, process requirement record 

transactions, and maintain requirement accountability. 

 (4) Identify Priority

 (a) The ability to identify echeloned priorities (multiple tiers to provide 

necessary specificity for precedence of movement) for force/on-demand movement 

records IAW JFC’s dynamic movement requirements. 

 (b) The ability to identify and act on an assigned sustainment/capacitybased movement precedence or end-to-end standard (TDD or CWT) and update 

echeloned priorities IAW JFC’s dynamic movement requirements. 

 (c) The ability to provide visibility of individual and aggregate 

sustainment/capacity-based, nonunit cargo/passengers, and retrograde movement 

requirements for the DDOC/JDDOC to selectively manage and redirect or change the 

priority of movement for items into and out of the theater based on CCDR/JFC’s dynamic 

requirements. 

V-9 
Chapter V 

 (5) Assess Capacity. The ability for lift providers to portray an assessment of 

overall or allocated lift capacity (to include lift assets, terminals, and LOCs) over time 

and/or space, to include any special lift categories/types for the purpose of movement 

feasibility assessments. 

 (6) Task Lift Provider

 (a) The ability to provide near real-time requirements status information to 

requirement owners, moving units, and Service components on movement requirements 

throughout the life cycle of the requirement until the movement requirement is satisfied. 

 (b) The ability of the Service component and the JDDOC to efficiently 

verify/validate force/on-demand movement record attributes for the intratheater leg as 

accurate and IAW the latest intent of the CCDR/JFC before tasking component lift 

providers. 

 (c) The ability for the controlling agency to task a lift provider with a 

validated movement requirement (including boundaries and thresholds for autonomous 

lift provider action) and facilitate a positive handoff and accountability of the 

requirement. 

 (7) Schedule Movement. The ability to provide near real-time visibility on the 

status of pipeline and terminal (sustainment/capacity-based) cargo/passengers, distinguish 

the movement status/priority, and determine current and anticipated demand for lift. 

 (8) Distribute Schedule. The ability to provide an up-to-date movement 

schedule to requirement owners, terminals, Service components, supporting 

organizations, and the DDOC/JDDOC with adequate time to book or manifest 

cargo/passengers and support preliminary or supporting movement operations. 

 (9) Execute Movement. The ability to appropriately direct lift providers to the 

movement of cargo/passengers and to dynamically adjust while in transit to meet the 

CCDR/JFC’s movement requirements. 

 (10) Monitor Movement. The ability to provide near real-time in-transit 

information on cargo/passenger movements (common-user and Service-direct 

movements) through commonly accessible means to requirement owners, terminals, 

Service components, supporting organizations, and controlling agencies such as the 

DDOC/JDDOC. 

 (11) Report Movement

 (a) The ability to capture closure of actual movements to reflect completion 

of the planned movement requirement. 

V-10 JP 4-09 
Controlling Distribution 

 (b) The ability to transfer appropriate movement information to Service 

movement systems for synchronizing Service-controlled movements past the point of 

need. 

 (12) Assess Performance

 (a) The ability to develop a data collection plan to support performance 

metrics. 

 (b) The ability to develop metrics for the entire joint distribution pipeline 

that support JDDE end-to-end performance metrics for the purpose of assessing overall 

pipeline performance and targeting areas for improvement. 

 (c) The ability to use metrics and supporting data to provide closed-loop 

feedback to improve distribution system effectiveness and optimize movement 

operations. 

4. Movement Control Operations 

 a. The employment of military forces and combat power decides the outcome of 

campaigns and operations. The successful employment of military forces depends on the 

implementation of movement control policies, procedures, and programs guided by the 

supported commander’s priorities. Movement control spans the strategic, operational, 

and tactical levels of war to ensure that the distribution pipeline is fully coordinated and 

operating effectively and efficiently. 

 b. Unity of effort ensures that all efforts are focused on a common goal regardless of 

command or organizational assignment and reflects the degree of coordination and 

alignment of JDDE movements. The foundation for integrated operations is a common 

understanding of optimized movement plans and a COP that promotes synchronization of 

key controlling organizations across all three movement legs. Synchronization is the 

arrangement of military actions in time, space, and purpose to produce maximum relative 

combat power at a decisive place and time. Synchronization produces a state where all 

key participants in deployment and distribution processes operate from a common 

strategy, concept, or plan and execute in a decentralized manner that is completely in 

concert with the overall plan. Collaboration in development of the strategy, concept, or 

plan allows shared expectations during execution. Synchronization is further enhanced 

through visibility of the movement requirement across all legs with clearly conveyed 

movement priorities to drive action toward a common outcome. Execution of joint 

distribution operations to satisfy movement requirements is built on the underpinning 

movement plans that allow active coordination, as necessary, to allow fulfillment of the 

movement requirement. Shared visibility on the status of movement operations also 

provides confidence that synchronization activities are achieving the desired outcome. 

 c. Active coordination is required when information is insufficient to capture all 

movement requirements and align them with available capacity. As an example, when 

V-11 
Chapter V 

movement requirements exceed lift capacity, POEs may be required to assign physical 

cargo/passengers to scheduled lift that differs from the planned movement. Further, the 

concept of “exception management,” where active control at the joint control level is 

required for items normally handled at the lift provider or nodal level, may be required to 

reallocate resources to balance lift requirements with lift capacity when major imbalances 

occur during execution. 

 d. Movement control coordinates and synchronizes transportation resources to 

enhance combat effectiveness and meet the priorities of the CCDR. Effective and 

efficient transportation to and in a theater involves establishing effective collaborative 

control processes. Movement control is the planning, routing, scheduling, and 

controlling of personnel and cargo movement over LOCs. It also entails maintenance of 

ITV to assist commanders and operations staffs in force tracking. In addition, effective 

movement control enables reception, staging, and onward movement of personnel, 

equipment, and supplies IAW command directives and responsibilities. Movement 

control is a system involving the coordination of shared movement information and 

programs spanning the entire distribution pipeline. 

 e. Intertheater Movement Control. Control over the distribution pipeline is 

achieved through the ability to coordinate and synchronize force movement and 

sustainment across all legs of the JDDE. USTRANSCOM, as DPO, is responsible to 

monitor the performance of the JDDE to facilitate the flow of force movement and 

sustainment for the supported GCC. Control requires the ability to build and optimize 

executable plans through collaboration with JDDE partners and customers to allow 

delivery of the correct cargo and personnel to the point of need at the desired time. It 

also includes establishing and enforcing business rules and working protocols governing 

the collaborative support of contributing organizations in the JDDE. Additionally, 

control entails the ability to monitor and assess joint distribution operations, identify 

opportunities for improvement, and incorporate solutions. Effective control is reflected 

in the unity of effort achieved throughout the JDDE. Employment of this control 

capability is supported by a net-centric environment, as part of a global C2 system to 

facilitate an integrated approach to force movement, supply chain integration, and 

decision-making.

 (1) USTRANSCOM. CDRUSTRANSCOM is the CCDR responsible for 

creating and implementing global distribution solutions in support of the National 

Security Strategy. USTRANSCOM also identifies and coordinates joint deployment 

process improvements with USJFCOM. USTRANSCOM provides common-user and 

commercial air, land, and sea transportation, port opening, as well as port management at 

APODs/SPODs for DOD across the range of military operations. TCCs provide 

intertheater air, land, and sea transportation, traffic management, and terminal services to 

deploy, employ, sustain, and redeploy military forces to meet national security objectives. 

The transportation system combines and integrates the capabilities of the common-user 

military and commercial transportation assets to optimize the use of available 

transportation capabilities, provide visibility over operations, and facilitate the transition 

from peace to war. 

V-12 JP 4-09 
Controlling Distribution 

 (a) USTRANSCOM Deployment and Distribution Operations Center. 

The DDOC is the single coordination and synchronization element that manages 

distribution operations within the JDDE. TCC planners are collocated with other joint 

planners to address requirements with a multimodal view so that supported commanders’ 

requirements and limitations are understood. 

 (b) AMC. AMC provides air mobility for deployment, sustainment, 

redeployment, and special common-user missions such as AE. Military airlift and AE 

may be augmented by contracted commercial air carriers. Additionally, AMC is the SPM 

and, where designated, operator of the common-user APOEs and APODs. The 618th 

TACC is the global air operations center responsible for centralized C2 of Air Force and 

commercial contract air mobility assets. Chapter II, “Distribution Operations 

Capabilities,” provides additional information on AMC. 

For further information, see JP 3-17, Air Mobility Operations. 

 (c) Military Surface Deployment and Distribution Command. SDDC is 

the CONUS transportation manager and provides worldwide common-use ocean terminal 

services and traffic management services to deploy, employ, sustain, and redeploy forces 

on a global basis. SDDC manages and employs the DOD common-user intermodal 

container fleet across the range of military operations. SDDC also develops 

transportation contracts and container-leasing agreements which support the 

transportation management of freight such as tanks, fuel, ammunition, combat vehicles, 

food, and other commodities to locations within CONUS and throughout the world. The 

SDDC Operations Center synchronizes deployment and sustainment surface 

transportation and provides port management for DOD. Chapter II, “Distribution 

Operations Capabilities,” provides additional information on SDDC. 

For further information, see JP 4-01.5, Transportation Terminal Operations. 

 (d) Military Sealift Command. MSC is responsible for providing all 

strategic sealift movements using military and contracted commercial common-user and 

exclusive-use sealift transportation to deploy, employ, sustain, and redeploy US forces on 

a global basis. The MSC Global Command Information Center provides a single point of 

contact to the USTRANSCOM DDOC. Chapter II, “Distribution Operations 

Capabilities,” provides additional information on MSC. 

For further information, see JP 4-01.2, Sealift Support to Joint Operations. 

 (2) DLA. DLA provides centralized materiel management and AV to the 

distribution pipeline. DLA supports each GCC with a DST as its focal point for 

coordinating DLA activities throughout a theater. The DST also provides disposal 

support through the DRMS, and contract administration services and support through 

attached elements of DCMA. 

V-13 
Chapter V 

 (3) Joint Munitions Command. Joint Munitions Command is an organization 

under the USAMC that provides munitions to joint fighting forces—all Services, all types 

of conventional munitions. Joint Munitions Command manages plants that produce 

conventional ammunition and the depots that store the nation’s ammunition and missiles. 

The joint munitions transportation coordinating activity (JMTCA) was established to 

perform as the joint focal point for export munitions ship planning, coordination, and 

execution actions for those munitions moving aboard common-user sealift. The JMTCA 

consolidates all Services’ munitions requirements into effective and efficient movement 

plans designed to provide ammunition community decision makers with advanced 

shipment planning visibility. Advanced visibility is the key to the JMTCA’s 

comprehensive effort to provide commanders with the timely information to manage 

change. 

 (4) Services. The Army, Marine Corps, Navy, and Air Force (under their 

respective departmental secretaries) and the USCG (under DHS) are responsible for 

organizing, equipping, and training their Service forces. The Services provide centralized 

materiel management and AV to the distribution pipeline. 

 (5) Vendor Support. Intertheater POE/POD and Service movement/handling 

capabilities may be required to complete vendor support shipments. The JDDE, to 

include the agencies, USTRANSCOM, the TCCs, the JDDOC, and/or the Service 

components, requires shared visibility of all vendor support movements to successfully 

coordinate and synchronize these shipments with other movement demands. Chapter II, 

“Distribution Operations Capabilities,” provides additional information on vendor 

support. 

 f. Intratheater Movement Control. The supported GCC controls intratheater 

movement. Theater movement control plans should provide the GCC with the highest 

practicable degree of influence or control over movement into, within, and out of the 

theater. Regardless of the option selected, the theater movement control system must 

allow the GCC the capability to plan, apportion, allocate, coordinate, deconflict 

movement requirements, and track the forces and materiel in the theater. Moreover, the 

theater movement control plan must coordinate incoming strategic movements with the 

theater distribution plan and theater JRSOI operations.

 (1) Logistics Control Options. The need for rapid and precise response under 

crisis action or wartime conditions, or where critical situations make diversion of the 

normal logistic process necessary in the conduct of joint operations. The CCDR’s DAFL 

enables the use of logistic capabilities of assigned forces necessary for the 

accomplishment of the mission. As with other logistic capabilities, the CCDR may elect 

to control distribution through the J-4 staff tailored and augmented as appropriate, or the 

CCDR may also decide to control joint distribution through a subordinate organization. 

In the latter instance, the CCDR will delineate the authorities and command relationships 

that will be used by the subordinate commander to control distribution. 

V-14 JP 4-09 
Controlling Distribution 

 (2) The GCC has a wide range of movement control options available to allow a 

seamless intertheater-intratheater leg interface. Subordinate JFCs or Service components 

may be directed to carry out their own movement control. However, to facilitate a fully 

coordinated and responsive transportation system, the GCC may assign responsibility for 

theater transportation movement control to the JDDOC. The JDDOC must be equipped 

with sufficient communication and automation capabilities to allow adequate interface 

between intertheater and intratheater transportation systems and the GCC’s staff. This 

organization must be skilled in coordinating and directing theater transportation 

operations in support of unit movements and logistic resupply operations. The GCC’s 

logistic staff normally forms the nucleus of a movement control organization, but a 

properly executed theater movement control mission requires an additional predesignated 

augmentation to function as a joint organization. Ideally, such an organization would be 

identified as a force deployment option in an OPLAN and be established early in the 

theater to coordinate arrival, theater expansion, and operations movement planning and 

execution. 

 (3) Deployment and Distribution Enablers. During deployment, sustainment, 

redeployment, and retrograde operations, CCDRs state their movement requirements and 

RDDs with USTRANSCOM. Supported CCDRs are responsible for deployment and 

distribution operations executed with assigned/attached forces in their respective AORs. 

USTRANSCOM may also sponsor or provide other distribution process enablers, to 

include the DDOC-forward and JTF-PO to provide support to the GCC’s JDDOC. 

Although all Services have organic capability to execute theater opening functions, 

among other logistic tasks such as port opening and distribution, JTF-PO provides a joint 

expeditionary capability to rapidly establish and initially operate an APOD/SPOD and 

conduct cargo handling and port clearance/movement control to a forward distribution 

node, facilitating port throughput in support of CCDR executed contingencies. JTF-PO 

also supports USTRANSCOM’s mission of providing end-to-end synchronized cargo and 

passenger movement and common-user terminal management. JTF-PO is designed to be 

in place in advance of a deployment of forces, sustainment, or humanitarian relief 

supplies in order to facilitate JRSOI and theater distribution. 

 (4) Defense Logistics Agency. DLA provides distribution support to the JFC 

through the employment of the DDED. This capability provides a forward deployed 

TCSP and a forward deployed warehouse to manage theater wholesale inventory. This 

organization is a projection of supply acquisition, inventory management, and 

distribution systems into the theater. 

 (5) Joint Deployment and Distribution Operations Center. The JDDOC is 

an enduring capability that is the cornerstone for linking the theater with the JDDE to 

support the GCC’s end-to-end movements. The JDDOC enables the GCC to have the 

benefit of a well-coordinated and synchronized joint distribution pipeline that helps to 

achieve TDD. It also serves as a link between multiple organizations including coalition 

partners, combat support, agencies, NGO liaison elements, commercial transportation 

providers, and other private entities. The JDDOC has organic national partner 

representatives assigned. Their expertise and capability to reach back to national 

V-15 
Chapter V 

operations and command centers create synchronization between the intertheater and 

intratheater legs of the distribution system. The premise behind the JDDOC capability is 

that theater expertise is combined with national-level, strategic knowledge and reachback 

authority within the GCC’s command structure. The JDDOC is an organization that 

accomplishes theater joint movement responsibilities for any potential logistic 

organizational structure as directed by the GCC. Normally, the JDDOC is embedded 

under the direction of the GCC’s J-4; however, it may be established in organizations 

below the GCC level at the direction of the supported commander. Although the GCC 

can organize this structure as appropriate for the specific theater, the JDDOC must be 

placed at a level where it can effectively accomplish its assigned functions. The JDDOC 

must also be staffed and operated in the context of a joint command structure where 

command authorities can be used to accomplish the joint deployment and distribution 

mission for the JFC. 

(a) The JDDOC synchronizes the strategic to operational movement of 

forces and sustainment into theater by providing advance notice to the GCC’s air and 

surface theater movement C2 elements. The JDDOC collects data and provides the GCC 

with ITV on lift capacity throughout both the intertheater and intratheater systems. It 

also coordinates all GCC common-user transportation activities and integrates 

commercial lift capability as far forward as appropriate to move forces and materiel as 

quickly as possible based on GCC requirements. 

(b) In concert with GCC priorities and on behalf of the GCC, the JDDOC 

coordinates common-user and theater distribution operations above the tactical level. It 

develops deployment and distribution plans; integrates multinational and/or interagency 

deployment and distribution; and coordinates and synchronizes supply, transportation, 

and related distribution activities. The JDDOC resolves potential deployment and 

distribution problems through coordination of available theater logistical support 

capabilities and collaborates reachback to organizations critical to the GCC’s operational 

mission. 

For more information on the JDDOC, see JP 3-35, Deployment and Redeployment 

Operations, or visit the DPO Web Portal https://dpo.ustranscom.mil.

(6) Joint Movement Center. A JMC may be established at a subordinate 

unified or JTF level to coordinate the employment of all means of transportation 

(including that provided by allies or HNs) to support the CONOPS. This coordination is 

accomplished through establishment of theater and JTF transportation policies within the 

assigned OA, consistent with relative urgency of need, port and terminal capabilities, 

transportation asset availability, and priorities set by a JFC. The JTF JMC will work 

closely with the JDDOC. 

 (7) Multinational and Interagency Arrangements. Multinational and 

interagency operational arrangements regarding joint distribution operations are bound 

together by a web of relationships among global providers. These relationships are 

critical to success because capabilities, resources, and processes are vested in myriad 

V-16 JP 4-09 
Controlling Distribution 

organizations which interact across multiple domains and the information environment 

spanning the range of military operations. In today’s operational environments, 

logisticians will likely work with multinational partners. While the US maintains the 

capability to act unilaterally, it is likely that the requirement and desire to operate with 

multinational partners will continue to increase. Coordinating and synchronizing 

distribution operations in a multinational environment requires developing interoperable 

concepts and doctrine as well as clearly identifying and integrating the appropriate 

distribution processes, organizations, and C2 options. Careful consideration should be 

given to the broad range of multinational logistic support structures. 

For further guidance on multinational logistics, refer to JP 4-08, Multinational Logistics. 

 (8) Vendor Support. Intertheater and intratheater and/or Service 

movement/handling capabilities may be required to complete vendor support shipments. 

The JDDE requires shared visibility of all vendor support movements to successfully 

coordinate and synchronize these shipments with other movement demands. Chapter II, 

“Distribution Operations Capabilities,” provides additional information on vendor 

support. 

 (9) Component Movement Control. The JFC’s movement control plan is the 

critical element in an effective movement control system. The plan should coordinate the 

transportation capabilities of the component commands to produce a movement control 

system with centralized control and decentralized execution. The Services’ component 

forces form the basis for theater distribution operations. The following paragraphs 

briefly describe the Service and SOF control and distribution management as well as 

movement control capabilities of each joint force component. 

 (a) Army Component. The Army component usually provides commonuser land and inland waterway transportation. It also conducts water terminal operations 

and, when necessary, LOTS operations. The TSC commands and controls movement and 

multimodal operations in the theater. It is responsible for developing plans, policies, and 

programs that support the efficient use of Army transportation assets and the efficient 

flow of units, equipment, supplies, and materiel throughout the theater distribution 

system. The TSC accomplishes this, in part, through effective coordination with the 

JDDOC to maintain situational awareness of the strategic distribution flow and joint 

requirements for common-use land and air transportation assets. The TSC manages 

intratheater movements through its subordinate movement control battalions (MCBs); 

implementing priorities established by the ASCC in support of the GCC’s CONOPS. 

Critical TSC tasks include: balancing existing transportation capabilities of the 

distribution system with the day-to-day and projected operational requirements; preparing 

estimates, plans, policies, and procedures for movement control, mode operations, and 

terminal operations; managing transportation velocity by maintaining visibility of 

resources that are being transshipped at transshipping nodes; coordinating the movement 

of major units; developing policies and procedures to control, regulate, and expedite the 

movement of intermodal assets within the theater; maintaining liaison with JDDOC, JTFV-17 
Chapter V 

PO, HN transportation agencies, mode operators, and supported units; and protecting 

movement control assets. 

 1. In order to more efficiently control movements within the theater, 

the TSC may decide to divide the theater into transportation movement regions. This 

approach permits centralized control by the TSC and decentralized execution of 

movement control functions by subordinate MCBs. 

 2. In addition to facilitating the synchronized flow of units, supplies, 

equipment, and materiel along main and alternate supply routes, the MCB, through its 

subordinate movement control teams, performs movement control functions at APODs, 

SPODs, distribution hubs, and other critical nodes to expedite port clearance and provide 

for the uninterrupted flow of resources and capabilities in support of Army force 

requirements. 

 3. Operating IAW TSC plans and policies, the MCB is responsible for 

managing the use of TSC-controlled trailers, containers, 463L pallets, and flatracks 

located throughout the intratheater distribution system. Included in this responsibility is 

the requirement to coordinate with users to expedite return of these assets to the 

distribution system. Lessons learned demonstrate that intermodal operations are critically 

affected by the manner in which container management policies are enforced and 

container management is subsequently executed. Therefore, it is vital to TSC distribution 

operations that visibility and control of containers be maintained. Adherence to GCC 

policies will ensure adequate numbers of containers are available to support intratheater 

distribution system requirements. 

 (b) Air Force Component. The Air Force component provides 

intratheater common-user airlift and air refueling capabilities, as required. 

 1. Director of Mobility Forces. The COMAFFOR will normally 

appoint a DIRMOBFOR to function as coordinating authority for air mobility with all 

commands and agencies, both internal and external to the JTF. The DIRMOBFOR is 

normally a senior officer who is familiar with the AOR or JOA and possesses an 

extensive background in air mobility operations. When established, the DIRMOBFOR 

serves as the designated agent for all air mobility issues in the AOR or JOA. 

DIRMOBFOR responsibilities are detailed in JP 3-17, Air Mobility Operations. 

 2. Air Mobility Division. The AMD plans, schedules, and controls air 

mobility missions for all theater-assigned and theater-attached air mobility assets and 

provides coordination of USTRANSCOM-assigned air mobility forces. 

For more information on the roles and responsibilities of the AMD, see JP 3-17, Air 

Mobility Operations. 

V-18 JP 4-09 
Controlling Distribution 

 (c) Navy Component. The Navy component, through MSC, provides 

common-user sealift to the theater. The Navy component, through naval beach groups 

and amphibious construction battalions and in concert with Army units, can provide the 

GCC with over-the-shore discharge and transfer capabilities where port facilities are 

inadequate or unavailable. The Navy cargo handling battalions (which are reserve units 

comprising 92% of total Navy cargo handling capability) conduct limited common-user 

port operations. The Navy component performs its movement control operations through 

the NCC, NALSS, NFLS, or a designated representative. The NALSS and NFLS provide 

logistic support, to include movement management, to theater naval forces during 

contingency and wartime periods. They coordinate Navy and surface transportation 

requirements with Army movement control organizations or the JDDOC. The NCC 

submits requirements for airlift to the JDDOC. 

 (d) Marine Corps Component. During a major theater deployment, the 

MEF commander will activate a MAGTF deployment and distribution operations center 

(MDDOC) to coordinate all strategic, operational, and tactical lift requirements for land 

and air forces. The MDDOC is normally staffed by members of the MEF G-4 strategic 

mobility office and will coordinate operations for air forces and operations for land 

forces. The MDDOC will coordinate all strategic lift to move the forces from the aerial 

and surface POEs to the aerial and surface PODs and will facilitate MDDOC 

representation at the theater JDDOC. 

 1. The MDDOC functions as the agency responsible for ferrying 

operational and support aircraft from unit areas to the theater of operations. The 

MDDOC functions as the agency responsible for executing MEF surface movement 

control priorities from unit areas to the aerial and surface POEs and from the aerial and 

surface PODs to the unit tactical assembly areas. Further, the MDDOC will continue to 

control all MEF requirements for intratheater lift, lift support, and movement control 

(based on the MEF commander’s priorities of movement) through all operational phases 

and the eventual redeployment of forces. The Marine logistics command, when 

designated, will facilitate movement support for the MEF throughout the established 

communications zone (secure area). 

 2. Each element of the MEF MAGTF will activate a unit movement 

control center (UMCC) to manage organic lift requirements and will funnel external 

requirements to the MDDOC for sourcing. Further, each UMCC will execute zonal 

movement control under the direction of the MDDOC. 

 3. For smaller-scale operations, each MAGTF will activate a UMCC to 

coordinate and control movements and movement support. 

 (e) Special Operations Forces Component System. The special 

operations (SO) component J-4 normally coordinates common-user lift requirements to 

support SOF. The SO J-4 establishes a system to validate common-user lift requests 

from SOF units. The nature of the system depends on the composition and mission of the 

assigned forces. The SO J-4 also establishes communication links with the JDDOC and 

V-19 
Chapter V 

the AOC or JAOC. The special operations liaison element (SOLE) is normally located at 

the JAOC or AOC and assists in coordinating SOF requirements. Although the SOLE 

works for the SOF commander, it can assist and expedite requests for common-user lift 

support to SOF units. 

5. Distribution Metrics 

a. Metrics are used to track trends, productivity, resources, and other key 

performance indicators to measure overall process performance. Six performance 

measures that describe the critical characteristics required of distribution 

performance are velocity, precision, reliability, visibility, responsiveness, and 

efficiency. Collectively, these measures serve as a basis for the development of 

distribution metrics that are defined in collaboration with the GCC, depending on 

specific outcomes desired at a particular place and time. Distribution metrics should 

provide a balanced perspective of tradeoffs between effectiveness and efficiency to 

enable leaders to evaluate the potential cost of improved performance. They should also 

provide the foundation to drive coordinated improvement and unity of effort throughout 

the JDDE by translating CCDR goals into tangible terms and presenting an objective 

understanding of performance and progress toward improving joint force support. See 

Figure V-4 for examples of how metrics may be used to support these distribution 

performance measures. 

(1) Velocity. Velocity is the speed and direction by which requirements are 

fulfilled by the JDDE. Rapidity is only one aspect of velocity. Requirements must be 

fulfilled at the right speed. This means that synchronization of the speeds of the various 

aspects of the distribution process is required in order to maximize effectiveness. 

Velocity also incorporates the ability of elements of the JDDE to forecast, anticipate, and 

plan distribution execution. A JDDE that has sufficient velocity meets performance 

expectations and satisfies mission requirements as defined by the supported commander’s 

CONOPS. 

(2) Precision. Precision within the JDDE means the accuracy with which 

delivery of forces, requirements, and materiel occurs at the right time, right place, right 

amount, and right configuration. Precision also addresses the ability of the JDDE to 

minimize deviation from acceptable standards as it reacts to dynamically changing 

conditions and requirements. 

(3) Reliability. Reliability is the degree of assurance or dependability that the 

JDDE will consistently meet its support requirements to specified standards. Reliability 

instills trust and confidence of the customer in the certainty that the JDDE will meet joint 

force demands under clearly established and recognized conditions. 

(4) Visibility. Visibility is the capability to determine the status, location, and 

direction of flow for all forces, requirements, and materiel in the JDDE. Joint end-to-end 

visibility is required over operational capabilities and capability packages, organizations, 

people, equipment, and sustainment. It also includes the organic military mobility forces 

V-20 JP 4-09 
Controlling Distribution 

V-21 

and commercial augmentation that move people and cargo through the pipeline, the 

supporting financial transactions, and the nodes and links comprising the pipeline. 

Visibility requires the availability of timely, accurate, and usable information essential to 

the maintenance of a COP within the overall distribution enterprise information network. 

(5) Responsiveness. Responsiveness is the right support in the right place at 

the right time. Responsiveness is achieved by the JDDE if it can close, maneuver, 

reposition, sustain, and reconstitute joint forces with a degree of rapidity, precision, and 

control to meet JFC requirements. Responsiveness of the supply chain must be measured 

from the customer’s perspective. 

(6) Efficiency. Efficiency involves achieving joint force needs with wise use of 

resources. Distribution processes must continuously balance the competing demands of 

DEPLOYMENT AND DISTRIBUTION PERFORMANCE 

MEASURES WITH SAMPLE METRICS





Velocity

Responsiveness





Precision

Reliability

 Efficiency

NOTE: Application of metrics in this figure is intended to be descriptive and show that distribution 

metrics may support multiple performance measures. These examples are not intended to replace 

existing metrics for measuring and improving Joint Deployment and Distribution Enterprise end-toend performance.

 Visibility





Logistics Response Time

Customer Wait Time







Perfect Order Fulfillment

Time Definite Delivery

Actual Delivery Date versus

Required Delivery Date

Latest Arrival Date

 Total Costs

Includes inventory receipt, storage, 

handling and shipping, strategic 

and theater transportation

 Information Content and Quality

Measure of each requisition against 

specified criteria for key date stamps 

identified by the combatant 

commander

PERFORMANCE MEASURES SAMPLE SUPPORTING METRICS

Variability

Target Date

$$$

$

$$

Figure V-4. Deployment and Distribution Performance Measures with Sample Metrics 
Chapter V 

operational requirements with finite resources in meeting objectives. Efficiency must 

also take into account the opportunity cost associated with using resources such as 

personnel, equipment, and funding. 

b. Capacity. The capacity of the JDDE is defined by the physical quantity, size, 

mix, configuration, and readiness of its assets and infrastructure. Capacity is a constraint 

that can be modulated; it includes the flexibility to expand or contract JDDE elements in 

response to ever-changing missions and requirements. 

6. Multinational, Interagency, Intergovernmental Organization, and 

 Nongovernmental Organization Arrangements 

 a. Multinational and interagency operational arrangements regarding joint 

distribution operations are bound together by a web of relationships among global 

providers. These relationships are critical to success because capabilities, resources, and 

processes are vested in myriad organizations which interact across multiple physical 

domains and the information environment, and span the range of military operations. 

b. The purpose of multinational, interagency, IGO, and NGO coordination is to 

attain our national objectives. This requires the efficient and effective use of the 

diplomatic, informational, economic, and military instruments of national power 

supported by and coordinated with those of our allies and various IGOs, NGOs, and 

regional organizations. From a distribution perspective, the major challenges are 

identifying distribution capabilities and requirements across the various organizations

early in the planning process and creating an architecture that provides movement 

visibility during execution. Observations of recent military operations highlight two key 

aspects, applicable both today and for the foreseeable future: 

 (1) The United States faces a wide variety of potential situations that will 

require military resources. 

 (2) These situations require joint operations executed in a multinational 

environment. Given the expectation of continued, and possibly increased, operations in a 

multinational environment, it is important to recognize that such operations occurring 

with little advance planning and involving new partnerships will usually increase the 

complexity of logistics. 

 c. The increased complexity of logistics results from the fact that while each nation 

is responsible for logistic support of its national forces, the sustained and synchronized 

logistic support to MNFs as a whole, and its resultant effect on the ability to successfully 

achieve mission objectives, is of vital concern to the commander, JTF. The success of 

future multinational operations will be determined, in large part, by the logistic 

interoperability of multinational partners. As with most, if not all, military operations, 

mobility and the resultant capability for movement and transportation of personnel, 

equipment, and sustainment is a critical enabler to the overall combined mission success. 

V-22 JP 4-09 
Controlling Distribution 

 d. In order to enhance movement support to multinational operations, the 

establishment of a combined movement coordination center (CMCC) is viewed as a 

critical enabler in coordinating the optimal employment of movement and transportation 

assets. When a CMCC is established, it must be scalable, tailorable, and flexible in order 

to meet the situational needs of the MNF. If in a fully functional combined environment 

where a multinational joint logistics component (MNJLC) has been established, the 

CMCC should be established as a cell in the MNJLC. If no such component is 

established, then the CMCC should reside alongside the lead nation logistic component. 

In theaters where combined movements are ongoing, this organization should be a 

permanent branch and not a temporary cell. For example, if the United States is the lead 

nation, or primary contributor of lift assets, then the CMCC could be colocated, in 

theater, with the JDDOC as its combined movement cell or branch. Additionally, a 

deputy branch chief from the second largest contributor of lift assets could be assigned 

for the duration of operations where there is more than one lift-contributing nation. 

Reflecting upon the vital role of a CMCC, the purpose of this CONOP is to provide 

guidelines and a template for use in optimizing the coordination and utilization of 

movement resources in a combined environment. 

 e. Military operations depend upon a command structure that is often very different 

from that of civilian organizations. These differences may present significant challenges 

to coordination efforts. The various USG agencies’ different, and sometimes conflicting, 

goals, policies, procedures, and decision-making techniques make unity of effort a 

challenge. Some IGOs and NGOs may have policies that are exactly opposite of those of 

the USG, and particularly the US military. 

 f. A variety of organizations may be established to manage, control, and coordinate 

strategic and operational movement for multinational operations. 

 (1) In US-led coalition operations, the MNFC’s movement control concept is 

usually consistent with US joint doctrine. 

 (2) Normally in such operations, all air movements into, within, and out of the 

OA will be coordinated as a COMAFFOR responsibility through the 

AMD/DIRMOBFOR. Organizations such as a regional air movement coordination 

center (RAMCC), under the DIRMOBFOR, may be established to provide “slot times” 

for all aircraft—including multinational, IGO, and NGO aircraft—operating in the OA 

airspace. The RAMCC will usually be collocated with the JAOC, if established. 

 (3) To provide overall coordination of all movements in the OA, the US JFC 

may also establish a JDDOC. Depending on the composition of the MNF, the JDDOC 

may also function as a multinational movement center, and may be so designated, with 

full staff participation from multinational partners. 

 (4) MNF deployment will normally be executed more smoothly through use of 

a single integrated multinational TPFDL. In US-led coalition operations, the supported 

V-23 
Chapter V 

V-24 JP 4-09 

US CCDR is responsible for developing the TPFDL and incorporating forces of 

deploying multinational partners into the force flow. 

 g. Considerations for Multinational, Interagency, Intergovernmental, and 

Nongovernmental Operations. Regardless of the specific structure established to 

coordinate and manage movements, the following considerations will facilitate 

distribution control: 

 (1) Authority for logistic matters must be clearly defined in the OPLAN and 

supporting plans. Participation from many nations, agencies, and NGOs can severely 

complicate coordination of logistic support. 

 (2) A flexible C2 structure must be established early in the planning cycle to 

coordinate national and multinational operations and support the CONOPS. 

 (3) C2 activities must be organized on the basis of the operational mission and 

coordinated with nations to obtain support and manning for the structure. The C2 

structure should be established in peacetime in order to improve contingency planning, 

participate in exercises, establish manning requirements for actual operations, and serve 

as an integral component of the operational planning process. For coalition operations, 

the multinational C2 structure may not be established in advance. 

 (4) GCCs should establish the capability to coordinate future operations within 

existing US JTF planning structures/headquarters to facilitate expansion during 

multinational, interagency, and NGO operations to minimize the potentially adverse 

impact of last-minute, ad hoc support arrangements. 

 (5) Develop a spirit of cooperation, coordination, and communication with and 

among participating nations, agencies, and NGOs. 

 (6) The C2 structure must include coordinating mechanisms and procedures to 

facilitate linkages with the appropriate operational headquarters, senior coordinating 

agencies/organizations, component commands, and other national headquarters, as 

appropriate. 

For more information on interagency, intergovernmental, and nongovernmental 

coordination, see JP 3-08, Interorganizational Coordination During Joint Operations. 

For more information on multinational operations, see JP 3-16, Multinational 

Operations. 
APPENDIX A 

DISTRIBUTION OPERATIONS PROCESS MAPS 

GLOBAL REQUISITION AND DISTRIBUTION 

PROCESS AND SYSTEMS

GATES

APOE

Requisition and MILSTRIP Status

GTN

SMS

AV

Requisition Processing

and Shipment

Receive/Process

Requisition and

Generate

MRO of RDO

SARSS, SBSS, 

SALTS, ATLASS

DSS/GFM

CMOS/TC-AIMS II

FACTS/IBS

WPS

Vendor Systems

Ship to 

Port

DSS

DSS

or Unit 

Supply

Port of Embarkation

(POE)

Receive

MRO/RDO

Prepare

GBLs/CBLs

& Status

Mode Clearance

SPOE

Commercial

(Including WWX)

GBL/CBL

Documents

and/or EDI

Transactions

Requisition Processes (Wholesale/Retail)

-- DAAS (Passes requisition to source and sends 

update to AV/GTN)

- DSS (for DLA-managed or stocked items)

- SARSS, SBSS, SALTS, ATLASS (for unit level 

redistribution)

Transportation Processes (Shipments)

-- DSS --> DAAS --> GTN --> SMS

-- CMOS/TC AIMS II --> GTN --> SMS --> AV -

Mode Clearance Processes Systems

-- ETADS (FACTS)

-- CMOS/TC AIMS II --> GTN --> SMS --> AV -

Transportation Processes (POE)

AERIAL PORTS

SEAPORTS

Commercial Carriers (e.g.)

-- GATES --> GTN --> SMS --> AV

-- WPS --> GTN --> SMS --> AV

-- Worldwide Express (WWX) carriers

- FEDEX (ASTRA) --> GTN --> SMS --> AV

- UPS (DIAD)

-- Other Commercial Carriers

DAAS

AV

GTN

Point of Receipt Information Flow Asset Flow

LEGEND

GTN

GTN

SMS

SMS

AV

AV

Figure A-1. Global Requisition and Distribution Process and Systems 

A-1 
Appendix A 

GLOBAL REQUISITION AND DISTRIBUTION 

PROCESS AND SYSTEMS (cont.)

GATES

APOE

Requisition and MILSTRIP Status

GTN

SMS

AV

Theater

Requisition/Distribution

Receipt

WPS

Vendor Systems

Port of Embarkation

(POE)

SPOE

Commercial

(Including WWX)

Theater

Airlift

Theater 

Surface Lift

Requisition Processes (Unit Level)

Organizational requests to Supply (phone, radio, 

etc.)

-- SARSS, SBSS, SALTS, ATLASS --> DAAS -->

(for unit level item redistribution)

Receipt Processes - Transportation

-- CMOS/TC-AIMS II --> GTN --> SMS --> AV

Receipt Processes - Supply

Receipt Processes - Unit/Organization

-- SARSS, SBSS, SALTS, ATLASS --> DAAS --> 

GTN --> AV

-- Document --> SARSS, SBSS, SALTS, ATLASS

Transportation Processes (POE)

SEAPORTS

Commercial Carriers (e.g.)

AERIAL PORTS

-- GATES --> GTN --> SMS

-- WPS --> GTN --> SMS

-- Worldwide Express (WWX) carriers

- FEDEX (ASTRA) --> GTN --> SMS

- UPS (DIAD)

-- Other Commercial Carriers

Point of Receipt Information Flow Asset Flow

LEGEND

GTN DAAS

GTN

AV

GTN

SMS

SMS

AV

AV

DAAS

SARSS, SBSS, 

SALTS, ATLASS

SARSS, SBSS, 

SALTS, ATLASS

SARSS, SBSS, 

SALTS, ATLASS

CMOS/ 

TC-AIMS II

Receive/Release 

Assets

Receive 

Assets

Organizational Receipt 

of Asset/

Receipt Confirmation

Organizational 

Issue Request

GBL /CBL

Documents

CD

or WWX

Figure A-1. Global Requisition and Distribution Process and Systems (cont.) 

A-2 JP 4-09 
Distribution Operations Process Maps 

GLOBAL REQUISITION AND DISTRIBUTION PROCESS AND SYSTEMS 

ACRONYM LIST 

APOE aerial port of embarkation 

ASTRA Automatic Satellite Tracking Research Antenna 

ATLASS Asset Tracking and Logistics Automated Support System 

AV asset visibility 

CBL commercial bill of lading 

CD customer direct 

CMOS cargo movement operations system 

DAAS defense automatic addressing system 

DIAD Delivery Information Acquisition Device 

DLA Defense Logistics Agency 

DSS Distribution Standard System 

EDI electronic data interchange 

ETADS Enhanced Transportation Automated Data System 

FACTS Financial and Air Clearance Transportation System 

FEDEX Federal Express 

GATES Global Air Transportation Execution System 

GBL government bill of lading 

GFM global freight management 

GTN Global Transportation Network 

IBS integrated booking system 

MILSTRIP military standard requisitioning and issue procedures 

MRO materiel release order 

POE port of embarkation 

RDO redistribution order 

SALTS Streamlined Automated Logistics Transfer System 

SARSS Standard Army Retail Supply System 

SBSS standard base supply system 

SMS single mobility system 

SPOE seaport of embarkation 

TC-AIMS II Transportation Coordinator’s Automated Information for 

Movement System II 

UPS United Parcel Service 

WPS Worldwide Port System 

WWX worldwide express 

A-3 
Appendix A 

A-4 JP 4-09 

Intentionally Blank 
APPENDIX B 

DEPARTMENT OF DEFENSE PRIORITY SYSTEMS APPLIED TO 

DEPLOYMENT/REDEPLOYMENT AND DISTRIBUTION OPERATIONS 

B-1 

1. General 

a. The rate at which specific forces and sustainment materiel moves through the 

global distribution system is impacted by a number of priority systems which are meant 

to align the allocation of resources with the national strategy, as defined by the President 

and/or SecDef, and theater strategies, as defined by the GCCs. This appendix describes 

what those priority systems are and how they interact to influence the distribution of 

forces and materiel. 

b. The foundational concept underlying all distribution movements, whether force 

movements, or the movement of sustainment materiel, is that they begin with the 

identification of a requirement. Before a deploying/redeploying unit boards a bus, 

aircraft, or ship, and before a spare part enters the JDDE, an appropriate authority must 

define what must be moved, and to where and when that unit or materiel needs to be 

delivered. 

c. Disciplined adherence to established priorities is critical to ensuring the JDDE 

meets the stated objectives of the President and/or SecDef and the CCDRs. 

Overprioritizing forces and materiel entering the distribution system can cause finite 

capacity to be misapplied to noncritical requirements, delaying the delivery of truly 

critical forces and materiel. It cannot be overstated: undisciplined, inflated definition of 

priorities when establishing requirements can reduce the JDDE’s effectiveness in meeting 

national and theater strategies. 

d. There are very different processes, and very different authorities involved in 

defining requirements for force movements, and the movement of sustainment materiel. 

Therefore, these two broad categories will be addressed separately below. 

2. Force Movements Requirements Generation and Priorities 

a. Force movement requirements begin with joint strategic planning at the 

national- and theater-strategic levels. Joint strategic planning helps the President, 

SecDef, and other members of the National Security Council (NSC) formulate politicalmilitary assessments, define political and military objectives and end states, develop 

strategic concepts and options, and allocate resources. Joint planning integrates military 

actions with those of other instruments of national power and our multinational partners 

in time, space, and purpose to achieve a specified end state. The primary means the 

CJCS uses to perform joint strategic planning is the Joint Strategic Planning System 

(JSPS). The products of the JSPS, such as the National Military Strategy and the JSCP, 

provide the strategic guidance and direction for joint strategic planning by CCDRs. 

b. Based on the strategic guidance they receive, CCDRs prepare strategic 

estimates, strategies, and plans to accomplish their assigned missions. They develop 

strategies that translate national direction and multinational guidance into concepts to 

meet strategic objectives. 
Appendix B 

(1) GCCs focus joint strategic planning on their specific AORs as defined in the 

Unified Command Plan. 

(2) FCCs generally accomplish joint strategic planning with a global focus. 

Strategic planning for possible execution of multiple operations across AOR boundaries 

requires prioritization of effort by SecDef or the President and coordination with all 

affected CCDRs. 

c. Joint operation planning—activities that produce OPLANs and OPORDs for the 

conduct of military operations—is conducted within JOPES. It is an adaptive process, 

focused on developing plans that contain a variety of viable, embedded options for the 

President and SecDef to consider as situations develop. DOD conducts joint operations 

planning in two related but distinct categories—contingency planning and CAP. These 

categories differ primarily in level of uncertainty, amount of available planning time, and 

products. 

Note: JP 5-0, Joint Operation Planning, discusses contingency and crisis action planning 

in greater detail. 

d. Time-Phased Force and Deployment Data. For the JDDE, the critical output 

from both contingency planning and CAP is the CCDR’s CONOPS and supporting 

annexes to include annex A (Tasked Organization) and its associated appendix 1 

(TPFDL). During the planning process, the TPFDL is substantiated and codified as the 

TPFDD. The TPFDD establishes the flow of forces/units, associated equipment, 

supplies, and sustainment materiel into the theater required to support the GCC’s 

CONOPS. In developing the TPFDD, the supported CCDR must carefully balance the 

force mix and arrival sequence of combat forces and combat support/combat sustainment 

support units to ensure deployment support and throughput requirements can be met, and 

that forces will remain effective once deployed. This balance and sequencing is achieved 

by assigning RDDs and latest arrival dates to requirements identified in the TPFDD per 

priorities reflected in the destination supported commander’s RDD. Before the JDDE 

can act on the requirements, however, TPFDD requirements must be validated by the 

supported CCDRs.

(1) The validation process prompts Service logistics and personnel offices to 

adjust and update sustainment requirements based on the latest and most accurate staff 

estimates. During this process, the supported CCDR also requests that the Joint Staff and 

supporting commands and agencies assist in resolving critical sourcing or resource 

shortfalls. 

(2) When the above actions are completed, the supported CCDR reviews and 

validates the lift requirements within the specific TPFDD window and notifies 

USTRANSCOM that the movement requirements are ready for lift scheduling. 

(3) USTRANSCOM develops transportation schedules to accommodate these 

requirements after verifying transportation feasibility. Accuracy of TPFDD movement 

B-2 JP 4-09 
Department of Defense Priority Systems Applied to Deployment/Redeployment and 

Distribution Operations

requirements and data is critical to the lift scheduling process because it directly impacts 

force closure. Errors in lift scheduling or late changes to the validated TPFDD requiring 

a change in transportation mode (e.g., airlift to sealift) could significantly reduce the 

supported CCDR’s operational capability or flexibility. 

 (4) The supported commander issues a RFF/RFC message when it is 

determined that additional forces, over and above those that have been previously 

approved by SecDef, are required to support military operations. Once a SecDefapproved execute order (EXORD) has been issued, the RFF/RFC is only necessary when 

additions to forces covered by the EXORD are required. Additional forces or additional 

individual personnel and equipment (not force augmentation or unit replacement), which 

required a deployment order (DEPORD), are requested by RFF/RFC. 

For more information on the RFF/RFC process, see CJCSM 3122, Joint Operation 

Planning and Execution System (JOPES). 

(5) During the initial and subsequent deployments, DOD leadership may 

use RFFs and DEPORDs in lieu of an EXORD and/or fragmentary order 

supporting OPORD execution. Deployments under DEPORDs, as a result of RFFs 

and/or execution of other global operations, can significantly impact the flow of forces. 

Commanders and their staffs must understand the associated impact additional force flow 

that had not been previously planned may have. 

e. Redeployment. Redeployment TPFDDs are normally developed with the 

redeployment plan and updated and refined during redeployment preparations. 

Redeploying forces are tailored and prioritized for redeployment based on the supported 

CCDR’s intent expressed in the OPLAN or redeployment policy. During redeployment 

preparation, unit movement data is updated to reflect changes to the automated unit 

equipment lists caused by combat, maintenance, or supply losses. Subordinate 

organizations and component commands must verify unit movement data to the 

supported CCDR for redeployment TPFDD validation. 

(1) Requirements validation for redeployment is conducted using the same 

process used during deployment operations. Redeploying units confirm readiness, 

movement available dates, passengers, and cargo details. The supported CCDR receives 

component redeployment data, merges this data into the redeployment TPFDD, and 

makes adjustments to the redeployment flow as necessary. 

(2) Once adjustments are complete, the supported CCDR validates the lift 

requirements within the specific TPFDD movement window for USTRANSCOM 

movement scheduling by confirming that the TPFDD accurately reflects current 

movement requirements. USTRANSCOM conducts a transportation feasibility review 

and coordinates with the supported CCDR and supporting CCDRs who will receive the 

forces to resolve transportation conflicts. The end result of this process is a supported 

CCDR-approved redeployment TPFDD that units use to prepare for movement.

B-3 
Appendix B 

f. The deployment and redeployment TPFDDs generated through the processes 

above establish the priorities for force movements. Force movements will still be 

constrained by the availability of lift assets. The CJCS has established a priority system 

for blending force movement requirements with other requirements acting on DOD’s 

GTN. 

SeeParagraph 4, “Transportation Priorities for Assigning Transportation Assets,” for a 

description of priorities used in assigning available transportation assets. 

3. Sustainment Requirements Generation and Associated Priority Systems 

a. Five DOD priority systems affect the rate at which sustainment materiel is 

distributed: (1) the force/activity designator (F/AD) assigned by the SecDef, CJCS, 

Service Chief, or CCDR; (2) the urgency of need designator (UND) assigned by the 

requisitioning unit; (3) the priority designator (PD) determined by the combination of the 

F/AD and UND; (4) the cargo transportation priority (TP); and finally, (5) the priorities 

for assigning available lift assets, as determined by CJCS. The flow of requisitioned 

items through the various priority systems is shown in Figure B-1.

b. Force/Activity Designator

(1) F/ADs are assigned to all forces, units, programs, projects, and activities 

within the DOD as a means to ensure resources are provided against the most critical 

national defense needs. Approval for F/ADs rests with SecDef, CJCS, Service Chiefs, or 

CCDRs, depending on which F/ADs, I through V, are being assigned. Requisitioning 

units do not determine their own F/AD codes. In order to allow proper distribution 

discipline, it’s critical that proper F/AD codes be included in requisitions. Failure to do 

so may reduce or restrict the JDDE’s ability to meet CCDRs’ priorities. In addition: 

(a) The lowest F/AD required of the force, activity, unit, program, or 

project shall be assigned. 

(b) Lower F/AD assignments will be made for segments of organizations, 

phases, projects, or programs, where possible. 

(2) F/AD assignment criteria will be IAW guidance in DOD 4140.1-R, DOD 

Supply Chain Materiel Management Regulation.

c. Urgency of Need Designator. The UND, an alphabetic character, is determined 

by the requisitioning activity. In a general sense, the highest priority, UND A, is 

assigned when forces, activities, units, programs, or projects are unable to perform their 

assigned missions, or are experiencing work stoppages. The second highest priority, 

UND B, is generally used when forces, activities, units, programs, or projects are 

impaired in their ability to perform their missions, or to preclude a work stoppage in 

industrial activities. The lowest priority, UND C, is generally used in requisitioning 

materiel to support scheduled repairs, maintenance, or manufacture, or to replenish stock 

B-4 JP 4-09 
Department of Defense Priority Systems Applied to Deployment/Redeployment and 

Distribution Operations

SUSTAINMENT PRIORITY DETERMINATION

LEGEND

ALOC air line of communications

CONUS continental United States

DOD Department of Defense

DSS distribution standard system

F/AD force/activity designator

ICP inventory control point

JCS Joint Chiefs of Staff

NMCS not mission capable, supply

OCONUS outside the continental United States

OSD Office of the Secretary of Defense

RDD required delivery date

TP transportation priority

Urgency of 

Need

A

B

C

Urgency of Need Rank Order 

Processing of 

Requisitions in 

PD Sequence 

When Assets 

Limited

Depot 

Processing 

and Mode 

Selection

PD = TP

1-3 = 1

4-15* = 2

4-15* = 3

DOD 4140.1R, App 8

CONUS

TP 1 = AIR

TP 2 = AIR/SURFACE

TP 3 = SURFACE

DOD 4140.1R, 

App 8

OCONUS

TP 1,2 = AIR

TP 3 = SURFACE

F/AD

I

II

III

IV

V

A

01

02

03

07

08

B

04

05

06

09

10

C

11

12

13

14

15

Force 

Activity 

Designator

I

II

III

IV

V

Assigned 

to 

Customer 

by JCS or 

Designee

Determines Priority 

Designator (PD) of 

Requisitions

ICP 

System

Stock 

Point 

System

Transportation 

System

Determined 

by 

Customer

Urgency of Need:

A = unable to perform operational mission

B = capability impaired to perform mission

C = scheduled repair or stock replenishment

PD tie breakers

-- OSD JCS

Project Code

-- Expedited

Handling 999

-- NMCS

-- May be modified

by DSS ALOC

authority

 :

/ 

 

/ 

- -- May be modified 

by Project Code or 

RDD or air 

challenge or prior 

agreement

-- May be modified 

by DSS/ALOC 

authority

May be modified by Project Code or RDD

* Depends 

on RDD

Figure B-1. Sustainment Priority Determination 

to meet stock level objectives. Specific criteria for assigning UNDs can be found in 

Appendix 2.14 of DOD 4000.25-1.M, Military Standard Requisitioning and Issue 

Procedures.

d. Priority Designators and Transportation Priorities 

(1) Priority Designators. The combination of the higher headquarters-directed 

F/AD and the unit-designated UND determine the PD as shown in Figure B-2. As an 

B-5 
Appendix B 

integral part of the Uniform Materiel Movement and Issue Priority System, PDs are used 

by materiel management systems to allocate available stocks among competing 

requisitions. As an example, a unit experiencing mission impairment and designated to 

deploy between C+31 and C+90 (“III B”—PD “06”), will have a higher priority than a 

unit that is unable to perform its assigned mission, but is not scheduled to deploy until 

C+91 or later (“IV A”—PD “07”). This example is using C-day, the unnamed day on 

which a deployment operation begins, with the plus number being the number of days 

after C-day is declared and deployment begins. 

(2) Required Delivery Dates. The final ingredient that determines the TP for a 

given requisition is the RDD. Requisitions will include unit-/activity-determined RDDs, 

which may influence JDDE response times. RDDs may be based on specific calendar 

dates or special codes listed in DOD 4140.1-R, DOD Supply Chain Materiel 

Management Regulation, and DOD 4000.25-1-M, Military Standard Requisitioning and 

Issue Procedures (MILSTRIP).

(3) Cargo Transportation Priorities. TPs (TP-1, TP-2, and TP-3) are 

assigned to cargo shipments IAW DTR–Part II, Cargo Movement. TPs are derived 

directly from the PDs above, and RDDs identified by the requisitioning unit or activity. 

These TPs are directly tied to TDD standards. TDD and TP standards and their 

associated criteria can be found in DOD 4140.1-R. 

(4) Exceptions. DOD has authorized additional criteria to distinguish between 

high priority requests. These include CJCS project codes, and not mission capable, 

supply (NMCS) designations to further distinguish importance of materiel within high 

priority PDs. Additionally, the Army Direct Support System/Air Line of 

Communications (DSS/ALOC) system provides higher priority handling of some Army 

units’ requisitions than would otherwise be true. 

DERIVATION OF PRIORITY DESIGNATORS 

(Relating Force/Activity Designator to Urgency of Need Designator) 

FORCE OR 

ACTIVITY 

DESIGNATOR

URGENCY OF NEED 

A B C

I 01 04 11 

II 02 05 12 

III 03 06 13 

IV 07 09 14 

V 08 10 15 

Figure B-2. Derivation of Priority Designators 

B-6 JP 4-09 
Department of Defense Priority Systems Applied to Deployment/Redeployment and 

Distribution Operations

(a) CJCS Project Codes. CJCS project codes will be assigned only to 

projects and programs clearly of direct interest to the CJCS acting on behalf of SecDef. 

Authorization for use of a CJCS project code will be for a specified period of time, and 

the F/AD(s) to be used in conjunction with the CJCS project code will be designated in 

the authorization. 

(b) Not Mission Capable Supply. NMCS is a materiel condition 

indicating that systems and equipment are not capable of performing their assigned 

missions because of a supply shortage. Requisitioning activities allow expedited 

handling when conditions outlined in DOD 4000.25-1-M are met. 

(c) Army’s Direct Support System/Air Line of Communications. The 

DSS/ALOC is the Army’s standard supply system for moving materiel through an 

expedited pipeline as far forward as possible. The DSS/ALOC provides scheduled air 

delivery of selected air-eligible repair parts (Class IX) and medical supplies (Class VIII) 

to overseas Army sustainment units. DSS/ALOC designation results in higher priority 

handling and movement of PD 09-15 requisitions than would normally be the case. To 

receive DSS/ALOC handling of their requisitions, Army units must be designated as 

ALOC units by the Department of the Army. 

e. The interaction of the various supply and TP systems on identified sustainment 

requirements establishes how materiel will be prioritized for movement through the 

JDDE. Sustainment movements will be further constrained by the availability of lift 

assets. The CJCS has established a priority system for blending these requirements with 

other requirements within the JDDE. 

4. Transportation Priorities for Assigning Transportation Assets 

 a. Force movement and sustainment requirements will compete against each other 

for available transportation assets. The CJCS has established priorities for assigning 

common-user airlift and sealift resources in meeting both peacetime and wartime 

requirements. 

 b. When requirements for lift exceed capability, lift managers will apply available 

airlift and sealift resources to the highest priority category first. Use of lift assets will be 

prioritized per guidance contained in DTR 4500.9-R. 

B-7 
Appendix B 

B-8 JP 4-09 

Intentionally Blank 
APPENDIX C 

COMMANDER’S CHECKLIST FOR DISTRIBUTION OF MATERIEL AND 

MOVEMENT OF FORCES 

C-1 

1. General 

Distribution operations described in this publication cover the range of 

considerations needed to promote confidence in the joint force that global distribution 

operations will provide balanced, agile, and precise support to joint force missions across 

the range of military operations. The checklist provided below offers to the supported 

combatant command staff, as well as other participants in the JDDE, a planning tool for 

developing coordinated global distribution support. 

2. Planning

a. US Forces Planning Considerations 

(1) Are requirements for the movement of forces and the distribution of 

material (physical distribution and inventory decisions) included in OPLANs? 

(2) Do plans specify how the physical distribution of materiel and movement of 

forces will be controlled and integrated between strategic, operational, and tactical 

levels? 

(3) Is planned distribution support tailored to mission requirements and 

priorities? 

(4) Do plans consider security and the CCDR’s specific intelligence 

requirements, how intelligence support is to be conducted, and who will fulfill them for 

distribution operations? Do these plans also specify expected logistic operations support 

to chemical, biological, radiological, or nuclear environments? 

(a) Have the levels of intelligence support and responsibilities to the CCDR 

and JDDE been synchronized among the intelligence directorate of a joint staff at the 

combatant command and appropriate subordinate commands, USTRANSCOM Joint 

Intelligence Operations Center, and the DOD Intelligence Community? 

(b) Have intelligence support functions and requirements for distribution 

nodes been coordinated during JTF-PO planning and operations? 

(c) Have intelligence tasks and responsibilities been assigned to supporting 

intelligence organizations and subordinate components? 

(d) Has the releasability of critical information, including intelligence 

information, been coordinated among participating multinational and HN partners and 

supported/supporting flexible deterrent options? 

(e) Are existing supported and supporting GCCs’ CCIRs and PIRs 

incorporated in global distribution operations? 
Appendix C 

(f) Are all phases of intelligence support and expectations of intelligence 

combat support agencies tailored to the current global distribution mission and 

requirements? 

(5) Has the flow of sustainment materiel been integrated into the overall 

deployment and reflected in strategic transportation priorities? 

(6) Has the impact on physical distribution, commercial or HN inventory 

sources due to refugees, displaced persons, MNFs, and other competing requirements for 

distribution capabilities been considered? 

(7) Are existing and potential contracting support capabilities incorporated into 

distribution plans? Do they complement organic military capabilities? 

(8) Has engineering intelligence been collected, assessed, and included in the 

engineer support plan? 

(9) Are requirements for the DLA liaison cell and DST considered in the plan? 

(10) Have organic military capabilities for theater distribution support forces 

been included in plans? Are they flowed in the TPFDD when they are needed? 

(11) Is use of one or more of the Services civil augmentation programs (e.g., 

Army’s LOGCAP, Air Force’s AFCAP, or Navy’s global contingency construction) 

planned? Have coordination authorities been established? What role is envisioned for 

these contractors in support of theater distribution? 

(12) Has contractor need for strategic and/or theater lift been assessed? 

(13) Are system support contractors capable and/or willing to perform their 

tasks under anticipated operational conditions? Have system support contracts been 

reviewed to ensure that they are executable while deployed in the specified operational 

environment? Are system support contractors trained and equipped to continue 

operations under all potential operational environments? 

(14) Have HN diplomatic clearances and POD access, overflight, and landing 

clearances for distribution operations been established? Do SOFA and other agreements 

cover the movement of forces and the flow of materiel moving through commercial 

distribution systems to US forces or contractors supporting US forces? 

(15) Is the plan sufficiently robust that no single node is a point of failure for 

the operation? Have planners considered the implications of the loss of overflight rights, 

key ports, and ground LOCs? Would the loss of one key ally or coalition partner due to 

changing political interests significantly impede the distribution plan? 

C-2 JP 4-09 
Commander’s Checklist for Distribution of Materiel and Movement of Forces 

(16) Has the flow of retrograde materiel been integrated into the overall 

redeployment plan and reflected in strategic transportation priorities? 

b. Multinational Planning Considerations 

(1) Do plans provide a summary of the requirements, taskings, and concept of 

multinational operations that is supported by logistic planning? Are lead nation and HN 

responsibilities and role specializations defined for the various logistic tasks? 

(2) Have all nations participating in the operation either provided for 

distribution support for their forces or arranged with the MNF or bilateral arrangements 

for this support? Have they provided or obtained the fiscal resources to sustain 

distribution support of their force contributions? Are ACSAs in place between the US 

and multinational forces? 

(3) Are the multinational logistic objectives specified? Are they achievable 

with respect to the plans? Are national procedures for strategic movement of forces and 

distribution of materiel (air and sea delivery) established? 

(4) Are levels of accompanying inventory or supplies with national formations 

addressed? 

(5) Is a known or estimated CWT provided from national industrial bases to the 

theater? 

(6) Are procedures included for support to, from, and between other 

multinational members and Services? 

(7) Are the national theater inventory stockage objectives by CL of supply or 

national distribution system concepts specified and complementary to the MNFC’s 

intent? 

(8) Are inventory buildup requirements specified? Are national operational 

packages on hand to support multinational operations until the in-country distribution 

and/or logistic support system is established? 

(9) Are national distribution and resupply time frames consistent and reliable to 

support the operational concept? 

(10) Have multinational critical and common items and inventory sources been 

identified? What provisions have been made for an integrated approach to fill critical 

items and items common to the MNF? Have they been quantified? 

(11) What distribution support will be provided to the MNF as a national 

responsibility, a cooperative responsibility, solely by one nation, by HNS, and from 

contracted sources? 

C-3 
Appendix C 

(12) What multinational physical distribution support must be provided to the 

HN or other multinational partners? 

(13) Are provisions made for national emergency distribution or resupply? 

(14) Are there MNF provisions for distribution support of displaced civilians, 

detainees, or NGOs? 

(15) Are national reserve materiel inventories stored in theater or at the national 

industrial base? Are call forward procedures specified? Are there political constraints on 

the redistribution of this materiel to other parts of the same theater or to another theater? 

(16) Can national reserve materiel be distributed to MNF partners? 

(17) Has the use allocation of various SPODs, SPOEs, APODs, and APOEs 

among multinational partners been specified? 

(18) Do OPLANs specify which MNF logistic elements will provide the 

support required? 

(19) Are the national materiel distribution flow and the deployment flow of 

national forces from national bases balanced with the theater distribution and JRSOI 

capabilities? Does national distribution support complement the theater logistic plan? 

(20) Is the amount of HN distribution support to be provided to various 

multinational partners stated in terms of workload to be performed or in MNF 

equivalents? 

(21) Will unsourced multinational logistic force structure requirements be offset 

with HN, contracted, or interservice support? 

(22) Is HN distribution support accounted for in national deployment plans to 

ensure that functions are covered and organic force structure is appropriately 

decremented or reassigned? 

(23) Has commercial communications capability been allocated in sufficient 

quantity and quality to support national and multinational distribution operations? 

(24) What types of critical distribution-related information (from planning, AV, 

ITV, and business operating information systems) will be shared among multinational 

partners? How will it be shared? 

(25) Is there a multinational mechanism to coordinate the procurement of in 

theater inventories by all national forces? Is there a policy enforcement mechanism to 

ensure compliance with multinational procurement strategies? 

C-4 JP 4-09 
Commander’s Checklist for Distribution of Materiel and Movement of Forces 

3. Global Distribution Networks 

a. Physical Network 

(1) Have infrastructure assessments been conducted? 

(2) Have infrastructure shortfalls been addressed either for resolution or as 

constraining factors in distribution plans? 

b. Information Network 

(1) Is the theater information network adequate to support distribution 

operations systems? 

(2) Where and how will ITV information be obtained? How will it be 

integrated into distribution operations? 

(3) Do business processes and AISs and AIT adequately support AV and ITV 

data capture? 

(4) Is Internet access adequate to support Service component requirements for 

vendor and DOD requisitioning systems? Do Service components and materiel providers 

have alternate methods and procedures? 

c. Communications Network 

(1) Are all the AISs required to support global distribution operation identified 

so that the communication infrastructure can be appropriately sized during the planning 

process? 

(2) Is there a robust communications capability available to support global 

distribution operations? Are communications capabilities to support distribution 

operations included in joint communications plans? 

(3) Will the communications network support classified distribution 

information? 

(4) Will the communications network provide adequate connectivity for logistic 

automated systems? 

(5) Is sufficient bandwidth available to provide required voice, data, and video 

services? 

d. Financial Network 

(1) Are critical materiels and war reserve items adequately resourced? 

C-5 
Appendix C 

(2) Are funding and accounting responsibilities for cross-service provider 

arrangements established? 

(3) Are funding and accounting responsibilities for multinational provider 

arrangements established? 

(4) Are there adequate financial mechanisms and resources in place to obtain 

access to local inventories or physical distribution capabilities? 

4. Global Distribution Elements 

a. Requirements Determination and Stocking Policy 

(1) What is the status, quantity, and location of theater stocks and war reserve 

assets? 

(2) Is critical materiel identified? Has the CCDR or subordinate JFC 

established inventory target levels for accompanying supplies and for inventory 

objectives for critical materiel by phase of the operation? 

(3) Can adequate quantities of critical materiel be available in theater, or in the 

transportation pipeline, or be available and shipped from CONUS to meet velocity needs 

of the supported force? 

(4) Has surge requirements planning been conducted with CONUS strategic 

level provider organizations? Have the requirements for operational surge been 

positioned in theater or have intertheater and/or intratheater lift resources been allocated 

to support timely flow from CONUS or other inventory source locations? 

b. Acquisition and Procurement 

(1) What is the level of GPC acceptability in theater? 

(2) Is theater contracting support established? 

(3) What single dominant user, CUL, and/or cross-servicing agreements need to 

be established? When and how do Service component support processes transition to 

these CULT processes? 

(4) What existing contractor support arrangements have been established? Can 

these support the planned expansion of operations? 

(5) Are there arrangements for the use of non-US contracts by US forces? 

(6) Are there arrangements for the use of DOD contracts and forces by other 

federal agencies such as DOS? 

C-6 JP 4-09 
Commander’s Checklist for Distribution of Materiel and Movement of Forces 

(7) What HN sources for materiel and distribution support services are available 

in the OA or in areas adjacent to the theater? Is it acceptable and consistent with political 

and military objectives for US forces to use these sources? What will be the impact on 

indigenous populations by the use of distribution-related materiel inventories and 

physical distribution capabilities by US forces? 

(8) Are Service component product support arrangements compatible with 

CCDR plans and policies? 

(9) Are product support contractors included in customs and/or SOFAs and 

other HN agreements? 

(10) What are the organic force structure alternatives needed in the event that 

product support contractors are unable to perform in theater? Has the flow of these 

capabilities been included in the TPFDD? 

c. Requisition Process 

(1) Are extant distribution velocity metrics consistent with the parameters of the 

operation? Do the CCDR or Service components need to adjust the F/ADs of the support 

elements? 

(2) Are Service component requisitioning methods compatible with theater 

communications and/or information network constraints? 

(3) Is Internet access available for requisitioning? 

d. Physical Distribution and Transportation 

(1) Have joint distribution or CULT and storage and/or warehousing 

requirements been established? 

(2) Is the JDDOC aware of force movement and materiel distribution 

requirements and the variety of military and commercial transportation capabilities 

available to support the JFC? 

(3) To what degree is materiel distribution dependent on commercial air parcel 

delivery? How are commercial delivery arrangements integrated into theater 

distribution? Are alternatives available if commercial services are unable to reach the 

theater or, within the theater, unable to reach the customer destination? 

(4) Are HN transportation facilities and/or equipment available and included in 

planning? What are the implications of the HN on MNFs sharing the same facilities or 

capabilities? 

C-7 
Appendix C 

(5) Have arrangements been made to accommodate shipping, handling, and 

storage of HAZMAT and HW? Has coordination with appropriate HN and transit nation 

authorities been completed? 

(6) Are preconfigured loads included in distribution system concepts? For what 

commodity items? What is the theater capability to transport preconfigured loads to the 

end-user? What is the theater capability to reconfigure loads? 

(7) Are CCDR procedures for tracking, control, and return of empty containers, 

463L air pallets, and aerial delivery equipment established? 

(8) How is physical distribution of US mail integrated with other materiel? 

Have CCDR policies and procedures for distribution of “any Service member” letter 

and/or parcel mail been established? Can the flow of “any Service member” mail be 

slowed or stopped if necessary? 

e. Cross-Leveling 

(1) What critical items are likely candidates for theater cross-leveling action? 

(2) Are CCDR mechanisms for effecting cross-leveling established? Have the 

protocols and procedures for CCDR directive logistics authority been established for a 

given operation or commodity? 

(3) Have adequate reimbursement procedures been established for operational 

cross-leveling? 

(4) Have Service components established procedures and processes to cross 

level Service-owned materiel within the theater? 

f. Disposal 

(1) Is DRMS support available in or near the theater? 

(2) Is disposal coordination or assistance available as part of the DST? 

(3) Is CCDR policy on disposal of HW established? 

(4) Are there HN agreements for DRMS operations, including sales programs? 

(5) What is the in-theater capability for demilitarization and disposal of MLIs 

and/or commerce control list items? 

(6) DRMS contingency points of contact may be found by going to the DRMS 

web site: www.drms.dla.mil. 

C-8 JP 4-09 
Commander’s Checklist for Distribution of Materiel and Movement of Forces 

(7) Are procedures for disposal of captured or confiscated weapons established? 

(8) What is the alternative to in-theater DRMS operations? 

(9) Are contract disposal operations required and established? 

g. Environmental 

(1) Has a lead agent for environmental matters been appointed? 

(2) Have operation-specific HAZMAT and HW handling and disposal standards 

been established? 

(3) Have shipping impediments to velocity been identified and procedural 

solutions established? 

(4) Have HN agreements to facilitate HAZMAT and HW disposal been 

established? 

(5) Are suitable facilities, equipment, and materials available for 

HAZMAT/HW storage and transportation? 

(6) Are adequate trained personnel assigned to perform environmental tasks? 

(7) Are procedures in place to handle captured or confiscated HAZMAT and/or 

HW? 

h. Customs 

(1) Are agreements in place to ensure that HN customs issues do not hinder 

movement of forces and transportation of DOD materiel? 

(2) Are arrangements with other nations within the OA or theater for 

intratheater transit of forces and materiel established? 

(3) Are administrative procedures in place for HN customs clearance? 

(4) Are third country vendors/US contractors included in customs planning? 

(5) Is materiel clearly marked as property of the USG to be eligible for duty free 

importation? 

i. Redeployment and Redistribution

(1) What forces and materiel will remain in theater and what forces and materiel 

will be redeployed and/or redistributed? 

C-9 
Appendix C 

(2) What methods will be used for redeployment? 

(3) What are the distribution support requirements for residual forces? 

(4) What is the plan to dispose of excess or unusable equipment where 

transportation costs exceed reprocurement costs? 

(5) What are the plans for munitions download and/or removal of HAZMAT 

from redeploying vehicles and equipment? 

(6) What arrangements have been made for agricultural inspections of large 

quantities of any commodity prior to shipment back to the United States? 

(7) What is the concept for control and movement of retrograde materiel both 

intertheater and intratheater? 

(8) Has the appropriate strategic (commercial or military) lift been allocated to 

support critical materiel returns? 

5. Classes of Supply

a. The following generic questions apply to each of the ten CLs of supply. See 

Figure C-1. Specific questions pertaining to each CL of supply are listed in paragraphs 

5b through 5k. 

(1) What is the distribution concept for materiel in theater to include off-shore? 

What are the theater and/or Service component critical materiel inventory objectives? 

(2) What materiel is available from inventory sources in or close to the OA? 

What requirements can be sourced in-theater? 

(3) What are the implications on the HN, indigenous populations, or MNFs 

using the same facilities, inventory sources, or capabilities? 

(4) How will Service components requisition materiel? 

(5) Is Internet-based requisitioning and/or connectivity available in-theater? 

(6) Is there a requirement to designate CUL for the distribution of common 

items to some or all the Service components of the joint force? 

b. Class I (Subsistence) 

(1) Is subsistence vendor support already functioning in theater? Will it 

continue to be used during contingency operations? What expansion or modification of 

C-10 JP 4-09 
Commander’s Checklist for Distribution of Materiel and Movement of Forces 

CLASSES AND SUBCLASSES OF SUPPLY

CLASSES

CLASS I

CLASS II

CLASS VII

CLASS III

CLASS VI

CLASS VIII

CLASS IV

CLASS V

Subsistence

Clothing, Individual 

Equipment, Tools, 

Administrative Supplies

Major End Items:

Racks, Pylons, Tracked 

Vehicles, etc.

Petroleum, Oils, Lubricants 

(POL)

Personal Demand Items

CLASS IX

CLASS X

Repair Parts

Materiel for Nonmilitary 

Programs

Medical Materiel

Construction Materiel

Ammunition

SYMBOLS SUBCLASSES

A -- Nonperishables

C -- Combat Rations

R -- Refrigerated

S -- Nonrefrigerated

W -- Water

A -- Air

B -- Ground Support 

Materiel

E -- General Supplies

F -- Clothing

A -- Air

B -- Ground Support 

Materiel

D -- Administrative 

Vehicles

J -- Tanks, Packs, 

Adaptors, and 

Pylons (US Air 

Force only)

A -- Air

B -- Ground Support Materiel

D -- Administrative Vehicles

G -- Electronics

K -- Tactical Vehicles

L -- Missiles

M -- Weapons

N -- Special Weapons

T -- Industrial Materiel

A -- POL for Aircraft

W -- POL for Surface Vehicles

P -- Packaged POL

A -- Personal Demand Items

M -- Personal and Official Mail

P -- Ration Supplementary Sundry Pack

A -- Medical Materiel

B -- Blood/Fluids

A -- Construction

B -- Barrier

A -- Air Delivery

W -- Ground

G -- Electronics

M -- Weapons

T -- Industrial 

Supplies

L -- Missiles

M -- Weapons

N -- Special 

Weapons

T -- Industrial 

Materiel

X -- Aircraft 

Engines

Figure C-1. Classes and Subclasses of Supply 

the vendor’s distribution system will be necessary? Can the vendor’s distribution 

network be put to use for other commodities? 

C-11 
Appendix C 

(2) Are CCDR restrictions on subsistence materiel due to HN cultural 

constraints established? 

(3) Are containerized operational ration programs planned? How far forward 

will they be distributed? 

(4) What are the plans for redistribution, retrograde, and/or disposal of Class I 

materiel during redeployment? 

(5) What tactical level rations will be needed, by phase, to support the 

operation? 

(6) Have adequate arrangements been made to inspect Class I supplies IAW 

Service guidance? 

 c. Class II (Clothing, Individual Equipment, Tools, Administrative Supplies). 

What CONUS or outside the theater surge and sustainment requirements are anticipated 

to support US forces, MNFs, or local populations? 

d. Class III (Petroleum, Oils, and Lubricants) 

(1) Have Service component estimates of Class III bulk and packaged 

requirements and theater inventory levels been established? 

(2) What are the Service component responsibilities for Class III distribution? 

(3) What are the en route fuel support issues at ports or airfields supporting the 

flow of forces and follow-on sustainment? 

(4) What Class III bulk fuel facilities (ports) are available for US use? What are 

their capabilities (depth, throughput, and storage, etc.)? 

(5) What tactical and/or operational level bulk fuel units and capabilities will be 

needed, by phase, to support the operation? How will they be tied into DESC operations? 

(6) Do HNS plans exist for tanker truck, rail tanker car, pipeline, and barge 

support for Class III bulk fuel? 

(7) Are joint petroleum office or DESC region contractual arrangements for HN 

source Class III materiel established? 

(8) Are commercial POL storage and distribution facilities available, selected, 

and adequate? Have these capabilities been integrated into the theater fuel distribution 

planning? How far forward can commercial sector distribution capabilities deliver fuel? 

C-12 JP 4-09 
Commander’s Checklist for Distribution of Materiel and Movement of Forces 

(9) Is force protection for POL storage and transportation established and 

adequate? 

e. Class IV (Construction Materiel) 

(1) What requirements have the joint force engineer planners provided to 

distribution planners? When will requisitions for the materiel be submitted? Has an 

estimated requirement of Class IV materiel flow been included in JOPES TPFDDs? Is 

the arrival of the materiel consistent with the arrival of the engineer forces planned to use 

the materiel? 

(2) What tactical and/or operational level engineer units (e.g., Class IV users) 

and capabilities will be needed, by phase, to support the operation? How are these force 

distribution capabilities linked to vendor delivery capabilities? How far into theater can 

the commercial sector deliver Class IV materiel? 

(3) Are Service component Class IV requirements established? 

(4) What Class IV vendor programs are currently active in or near the theater? 

Can they continue to be used during contingency operations? What expansion or 

modification of the vendor distribution system will be necessary? 

(5) Are contingency stocks of Class IV materiel staged in theater or adjacent to 

the theater? 

(6) What are the Class IV requirements and responsibilities of civil 

augmentation (e.g., LOGCAP, AFCAP, and Navy’s global contingency construction) 

contractors? 

f. Class V (Ammunition) 

(1) Does the distribution concept for Class V include the capability to distribute 

rapidly preconfigured ammunition packages and/or loads to operating forces? 

(2) What tactical and/or operational level units and capabilities to distribute 

ammunition will be needed, by phase, to support the operation? 

(3) Have critical munitions been identified and are sufficient levels of stocks of 

critical munitions available in theater, or can they be rapidly moved to theater to meet the 

JFC requirement? 

(4) If there are shortfalls of critical munitions, can they be resolved by crossleveling action between Service components, other CCDRs, and MNFs? Is compatibility 

of cross-leveling candidate items between Service components and delivery platforms 

known? 

C-13 
Appendix C 

(5) Where do Class V stocks need to be located to support operations? Is there 

a capability to meet surge requirements from strategic or operational level inventories? 

(6) Are Class V inventory storage sites established that meet explosive safety 

and security considerations? 

(7) Are Class V transportation arrangements established? Are return and 

retrograde capabilities planned to support the repair or redistribution of low-density, 

high-value munitions or components of munitions? 

(8) Are Class V transportation bottlenecks identified, such as limited net 

explosive weight capacity at essential en route airports or HN safety restrictions? 

(9) Are theater organic forces or commercial sector equivalents equipped to 

handle and transport containerized and breakbulk munitions? 

g. Class VI (Personal Demand Items) 

(1) What is the level of Class VI support desired, by phase of the operations? 

Are there any types of Class VI materiel that the CCDR or Service component 

commanders do not want distributed to their forces? 

(2) Are existing exchange services in theater? Will they continue to operate 

during contingency operations? Can they surge to meet planned requirements? 

(3) Are deployable exchanges included in plans? When will exchanges be 

phased into the theater and who will determine the source, type, and location? Will 

multiple Service deployable exchanges be requested (Army and Air Force Exchange 

Service [AAFES], Marine Corps Exchange, and/or Navy Exchange)? 

(4) What TP will be established for Class VI materiel? 

(5) Are there GCC restrictions (based on HN considerations) on the importation 

of exchange merchandise such as certain types of magazines, books, or food established? 

Have these restrictions been communicated to the appropriate Service exchange 

commands? 

(6) Are Class VI merchandise restrictions and/or rationing necessary due to HN 

black market concerns? 

h. Class VII (Major End Items) 

(1) Have joint force planners or Service components programmed in 

replacement systems for battle or non-battle losses? Have these estimates been 

coordinated with the Services? Is there a distribution plan to position replacement 

C-14 JP 4-09 
Commander’s Checklist for Distribution of Materiel and Movement of Forces 

weapons systems or Class VII components of weapons systems in the theater or move 

them rapidly from outside the theater? 

(2) Are there Service component or joint capabilities available to support 

dedicated weapons system replacement operations? 

(3) What retrograde and/or return distribution capacity is available to support 

intratheater or intertheater movement of reparable Class VII items to repair facilities? 

i. Class VIII (Medical Materiel) 

(1) Have Class VIII sustainability and/or resupply requirements been 

established? 

(2) Has a theater lead agent for medical materiel been designated for the AOR? 

(3) Is a single integrated medical logistics manager established for Class VIII 

materiel? 

(4) What Class VIII vendor programs are currently active in theater? Can they 

continue to be used during contingency operations? What expansion or modification of 

the vendor distribution system will be necessary? 

(5) How will medical air express deliveries be integrated with theater 

distribution? 

(6) Have arrangements been made to accommodate shipping, handling, and 

storage of HW? Has coordination with appropriate US, HN, transit nation, and other 

regulatory authorities been completed? 

 j. Class IX (Repair Parts). Are product support contractors included in Service 

component Class IX plans? How will vendor Class IX distribution be integrated into the 

theater distribution system? 

k. Class X (Materiel for Nonmilitary Programs) 

(1) Are there existing Class X physical distribution or inventory resources in or 

close to the theater? How will this be integrated with the overall theater distribution 

system? 

(2) How will NGO distribution operations be integrated with military 

distribution operations? How will conflicting requirements for distribution resources be 

resolved? 

C-15 
Appendix C 

C-16 JP 4-09 

(3) Will other organizations and personnel be needed to supplement assigned 

and attached forces due to the unique nature of foreign humanitarian assistance or other 

operations? 

(4) Have guidelines on acceptable and prohibited donated materiel been 

developed and communicated to the CONUS donated materiel coordinator? 

(5) How will donated materiel shipments be integrated into existing air and/or 

surface lift priorities and capacity? 

(6) How will donated materiel be received, controlled, and distributed in 

theater? 

(7) How will the flow of donated materiel be reduced or ceased at the 

conclusion of operations?
APPENDIX D 

SAMPLE DISTRIBUTION VISIBILITY POLICY 

D-1 

1. General 

(Combatant command), subordinate joint task forces, Service component commands, 

subordinate elements, and deployed forces require accurate and responsive visibility over 

all personnel, patient, unit equipment, and non-unit equipment (supply) movements 

affecting their operations. Because personnel/cargo frequently change modes and transit 

ports operated by different services, obtaining in-transit visibility (ITV) requires a 

coordinated effort between the combatant command, United States Transportation 

Command (USTRANSCOM), Service component commands, subordinate organizations, 

and commercial industry (vendors and transportation service providers) to seamlessly 

track personnel and cargo from origin to destination. Deploying units must provide 

accurate data on personnel and cargo to ensure ITV/force tracking policies, procedures, 

and the intent of this Distribution Visibility Policy are met. 

2. Purpose 

The purpose of this policy is to improve contingency responses and operational 

effectiveness by providing distribution visibility guidance to standing and deploying 

units. By standardizing ITV processes and procedures, (combatant command), its 

Service components, subordinate commands, and supporting combatant commanders 

(CCDRs) will have the ability to track and monitor unit movements and the movement of 

sustainment materiel. In addition, these processes will contribute to forming a common 

operational picture that allows key leaders to assert greater command and control of 

assigned forces, locate convoys and equipment, and better align forces within the area of 

responsibility (AOR). 

3. Applicability 

The provisions of this policy apply to (combatant command) headquarters, its 

Service components, subordinate commands, supporting commands, and combat 

agencies operating within the AOR unless otherwise specified in operation plans and 

operation orders issued by the combatant command. Subordinate units are encouraged to 

recommend changes through their chain of command. 

4. Policy 

Automated information systems (AISs) and automated identification technology 

(AIT) will be used to the fullest extent possible. All units deploying to the AOR will 

deploy in accordance with (IAW) Defense Transportation Regulation (DTR) 4500.9R 

Part III Mobility and will follow Joint Operation Planning and Execution System 

(JOPES) procedures as outlined in the time-phased force and deployment data (TPFDD) 

letter of instruction (LOI). IAW DTR 4500.9-R criteria for radio frequency identification 

(RFID) Layer-4 shipments, Department of Defense (DOD) owned, consolidated cargo 

and major items of unit equipment arriving in the AOR will have RFID tags to assist in 

maintaining ITV. 
Appendix D 

a. Scope of Operations 

(1) Ground movement. This ITV policy refers to DOD assets that are 

transported by overland mode sources. 

(2) Air movement. This ITV policy refers to passengers and cargo that are 

flown on DOD and/or DOD chartered aircraft. 

(3) Sealift Operations. This ITV policy refers to cargo that is on-loaded and 

off-loaded from sea vessels. 

b. Force Movement Visibility. All units deploying into (combatant command’s) 

AOR will follow JOPES processes and the (combatant command) LOI. 

(1) Prior to unit movement (combatant command) will identify force movement 

requirements and establish supporting Plan Identification Numbers (PIDs), to be issued 

by (combatant command designated agency) (may vary by combatant command). Within 

each PID, a force module identification number will also be established. The designated 

force providers will source the force requirements and provide unit and command data in 

the working/planning PID. If requirements will move via strategic lift, (combatant 

command designated agency) will validate the requirements to the strategic lift provider. 

A force tracking number (FTN) may also be used to enhance force visibility. An FTN is 

an 11-character alphanumeric reference number assigned by a supported CCDR to its 

requested force capability requirements. 

For additional information on force tracking, see CJCSM 3150.16D, Joint Operation 

Planning and Execution System Reporting Structure (JOPESREP), CJCSM 3122.01A, 

Joint Operation Planning and Execution System (JOPES) Volume I Planning Policies and 

Procedures, and JP 3-35, Deployment and Redeployment Operations.

(2) USTRANSCOM or Air Mobility Command planners will build mission 

itineraries in GDSS II via the Consolidated Air Mobility Planning System or Air Mobility 

Command Deployment Analysis System. This information will automatically feed into 

single mobility system and Global Transportation Network (GTN), which is relayed to 

the Scheduling and Movement program of JOPES. For specific information, refer to the 

current (combatant command) TPFDD LOI. 

c. Deploying Units. IAW DTR Parts I - III, deploying units must provide their 

higher commands, troop/chalk commanders, and load planners the following data for 

passenger and cargo movements. 

(1) Passengers. Name, Military Rank/Civilian Designation (if applicable), 

Social Security Number, Gender, Unit/Organization, origin, and destination. 

(2) Cargo. Consignee, RDD, Project Code (if applicable), Shipment Unit 

(Army single item or multiple items shipped together), TCN, Commodity Code, 

D-2 JP 4-09 
Sample Distribution Visibility Policy 

Department of Defense Activity Address Code, Transportation Control and Movement 

Document (TCMD), National Stock Number (NSN), Transportation Account Codes, 

Special Data for Specific Commodities (as outlined in DTR Part II, Chap 203, para 

D.15), and ULN (For Unit Move Only). 

(a) ULNs will correlate with TPFDD, include content level detail, and the 

following: 

1. Pieces, weight, and cube. 

2. Dimensional data. 

3. Mode and shipment method. 

(b) For TCNs on all containerized shipment pieces or 463L palletized cargo 

constructed IAW DTR 4500.9R Part III Mobility: 

1. Identify sensitive/HAZMAT containerized/palletized shipment 

pieces and display TCN on the RFID tag in accordance with DTR 4500.9-R criteria. 

2. Identify containerized major end items (e.g., vehicles, trailers) as 

shipment pieces and display TCN on the tag. 

3. Detail by shipment priority. Dimensional data (expressed in length, 

width, and height in number of inches) of equipment in deployment sequence, by ULN. 

NOTES: Army activities will enter their UIC in positions 2 through 7 of the TCN, and 

will provide their ULN in the T9 record of the TCMD. All other Services will enter ULN 

in positions 2 through 8 of the TCN. 

Coordinate with the POE manifesting station and automated information system POCs to 

facilitate timely and complete data exchanges to enable timely and accurate manifest 

generation in Cargo Movement Operations System, Transportation Coordinator’s 

Automated Information for Movement System II, MAGTF Deployment Support System 

(MDSS II), and Global Air Transportation Execution System (GATES). 

d. Sustainment Visibility. Command elements must have the ability to see key 

sustainment requisitions data elements. Effective visibility over sustainment distribution 

operations will be achieved when all nine elements are accurately maintained within 

appropriate systems. Essential data elements include: 

(1) Depot which shipped the item. 

(2) Customer to whom the item was shipped. 

(3) The document number on which the item was shipped. 

D-3 
Appendix D 

(4) The NSN of the item shipped. 

(5) The establish date of the requisition. 

(6) The date the item was shipped. 

(7) The containerization and consolidation point ship date. 

(8) The POD ship date. 

(9) The D6S date, or date the customer received the item. 

e. Patient Movement Visibility. The following patient movement data elements 

must be accurately maintained within USTRANSCOM Regulating and Command and 

Control Evacuation System (TRAC2ES): patient name and Social Security number, 

originating facility, insurance (if applicable), gender, diagnosis, medical specialty 

required, accepting medical doctor, ready date, and destination facility. 

f. GTN and TRAC2ES Timelines. As per DTR 4500.9-R. Part III, all 

commands/agencies affected by this policy will ensure movement data reporting meets 

the following criteria: 

(1) Air movements must be visible in GTN within 1 hour of departure/arrival. 

(2) Ground movements must be visible in GTN within 1 hour of 

departure/arrival. 

(3) Sealift movements must be visible in GTN within 4 hours of 

departure/arrival. 

(4) Patient movements on common-user aircraft must be visible in TRAC2ES 

within 1 hour of departure/arrival. 

5. Responsibilities

a. Combatant Command J-4 will:

(1) Provide theater policy and guidance on the use of AIS/AIT as they are 

tested, validated, and determined to be beneficial for use. 

(2) Comply with DOD AIT standards. 

(3) Resolve ITV issues in support of (combatant command) operations with 

Product Manager Joint-Automated Identification Technology, USTRANSCOM, and 

Joint Staff managers. 

D-4 JP 4-09 
Sample Distribution Visibility Policy 

(4) Prepare, publish, revise, and update (combatant command) distribution 

visibility policy annually, at a minimum, or out of cycle as necessary. The (combatant 

command) distribution visibility policy is available on the combatant command J-4 home 

page: (will vary by combatant command). 

(5) Coordinate with USTRANSCOM and mandate the use of AIT as outlined in 

the DOD AIT concept of operations (CONOPS), and as implemented by the DOD AIT 

Implementation Plan, in support of (combatant command) operations. 

(6) Mandate use of GTN as the preferred DOD ITV system as well as 

appropriate functional AISs which “feed” GTN, e.g., GATES or Worldwide Port System 

to support ITV of unit movements and shipments of other military equipment and 

supplies through common-user ground, water, and aerial ports. 

(7) Direct that subordinate commands develop implementation plans in support 

of this document. 

b. USTRANSCOM will:

(1) Coordinate with participating DOD components to obtain accurate and 

timely end-to-end ITV of all movements in support of combatant command operations. 

(2) Work with DOD components to ensure data from active RFID-instrumented 

nodes are fed through the radio frequency ITV regional server to GTN and other 

appropriate AISs. 

(3) Support (combatant command) deployable AIT requirements, if needed, 

through the joint task force—port opening concept. 

(4) When applicable, ensure ITV requirements are addressed when contracting 

for commercial transportation. 

(5) Ensure USTRANSCOM TCCs and distribution partners require 

transportation service contracts outline DOD timeliness criteria at commercial 

transportation nodes. Additionally, include the requirements for carriers to use electronic 

commerce or electronic data interchange to report arrival or departure at all commercial 

transportation nodes in the transportation service contract. This applies to all transshipment and relay operations as well. 

(6) Maintain the effectiveness of ITV systems managed by USTRANSCOM. 

(7) Ensure USTRANSCOM TCCs provide mission and resource updates via 

their approved AIS. 

D-5 
Appendix D 

(8) Ensure USTRANSCOM aeromedical evacuation (AE) units provide patient 

and mission ITV updates via TRAC2ES to patient movement requirements centers 

(PMRCs). 

c. Force Provider will:

(1) Allocate and manifest force requirements using Joint Operation Planning 

and Execution System automated data processing tools from origin to destination, and 

manifest force requirements to carriers within 1 hour of departure using their Service unit 

move manifesting system. This process will ensure ITV for units moving into the 

(combatant command) AOR. 

(2) Ensure units deploy IAW DTR 4500.9R Part III Mobility, and ensure units 

RFID tag cargo, equipment, and vehicles IAW this plan.

d. Combatant Command Service Components will:

(1) Act as their Service’s lead in implementing AIT in support of (combatant 

command) operations. Provide guidance, as appropriate, for its use during exercises, 

contingencies, sustainment, and mobilization operations, and monitor the effectiveness 

and operational readiness of logistics AIS and supporting AIT. 

(2) Ensure responsible agencies within respective commands implement and 

enforce the policy contained within this document. 

(3) Establish, monitor, and maintain AIT/AIS training programs within 

respective commands. 

(4) Ensure asset visibility (AV) and ITV requirements are addressed in 

accordance with this document when contracting for commercial transportation. 

Requests for commercial truck service moving classified and or high priority cargo must 

include Defense Transportation Tracking System (DTTS). Carriers must use DTTS, 

Vistar MT2000 GPS receiver, or Iridium tracking device. 

(5) Contractually require commercial standard two-dimensional (2D) bar codes 

on supply and transportation documents from commercial vendors in accordance with the 

Military Standard (MIL-STD)-129, Military Marking for Shipment and Storage; Federal 

Acquisition Regulation (FAR); Department of Defense Federal Acquisition Regulation 

Supplement (DFARS). 

(6) Comply with the policy for use of passive RFID technology in the DOD 

supply chain as required in the MIL-STD-129P, the DFARS, Under Secretary of Defense 

for (Acquisition, Technology, and Logistics) (USD [AT&L]) Memo, RFID PolicyUpdate, Jul 04, and the DOD AIT CONOPS and implementation plans. 

(7) Identify deployable AIT/AIS requirements. 

D-6 JP 4-09 
Sample Distribution Visibility Policy 

(8) Identify the need for an AIT/AIS capability to support exercise and 

contingency requirement and submit a request for forces/capabilities (RFF/RFC) if 

necessary. 

(9) Take appropriate actions to ensure complete/accurate data is provided in 

manifests and on RFID tags. 

(10) Expand the use of premium AIT, such as commercial satellite tracking for 

ITV, as outlined in the DOD AIT CONOPS, when justified. 

(11) Attain the DOD AIT data timeliness criteria, including the movement of 

information from AIS to GTN in supporting implementation plans. 

(12) Incorporate data timeliness criteria for reporting arrival and departure of 

air/surface cargo at non-DOD nodes into commercial transportation contracts. 

(13) Consider business process improvement when identifying requirements 

and selecting AIT. 

(14) Identify deficiencies and/or problems in the logistic support of AIT 

through the respective Services. 

(15) Identify problems obtaining frequency allocation and assignment for AIT 

devices to (combatant command designated agency). 

(16) (Combatant command)-assigned AE forces will provide patient and 

mission ITV updates on common-user aircraft via TRAC2ES to PMRCs.

e. Subordinate Joint Task Force (JTF) Commanders will: 

(1) Ensure responsible staff within respective commands implement and 

enforce the policy contained within this document. 

(2) Coordinate with the appropriate Service to allow the establishment, 

monitoring, and maintenance of AIT/AIS training programs within respective commands. 

(3) Ensure AV and ITV requirements are addressed IAW this policy when 

contracting for commercial transportation. Requests for commercial truck service 

moving classified and or high priority cargo must include DTTS. Carriers must use 

DTTS, Vistar MT2000, or Iridium. 

(4) Contractually require commercial standard 2D bar codes on supply and 

transportation documents from commercial vendors IAW the MIL-STD-129, FAR, and 

DFARS. 

D-7 
Appendix D 

D-8 JP 4-09 

(5) Comply with the policy principles for use of passive RFID technology in the 

DOD supply chain as required in the MIL-STD-129P, the DFARS, DUSD (AT&L) 

Memo, RFID Policy-Update, Jul 04, and the DOD AIT CONOPS and Implementation 

plans. 

(6) Comply with DOD AIT standards. 

(7) Identify deployable AIT/AIS requirements. 

(8) Identify problems concerning the steps to obtain frequency allocation and 

assignment for AIT devices to (combatant command designated agency). 

(9) Identify strategic, operational, and tactical instrumentation sites for the 

adoption and use of AIT/AIS during all stages of a contingency. 

(10) Prioritize the location and required AIT media for identified sites/nodes. 

(11) Coordinate RFFs for deployable AIT capability through official message 

channels no later than 72 hours prior to anticipated need. 

(12) Coordinate with the applicable Service and the (combatant command) for 

active and passive RFID capability at selected nodes during major operations. 

f. Assigned Forces. Assigned forces will comply with the ITV requirements 

outlined in this policy. 
APPENDIX E 

SUGGESTED CHARTER FOR THE THEATER- JOINT TRANSPORTATION 

BOARD 

E-1 

1. Mission 

 The geographic combatant commander (GCC) may convene the theater-joint 

transportation board (T-JTB) during wartime or contingencies. The T-JTB will ensure 

that combatant command common-user transportation resources assigned or available are 

apportioned to achieve the maximum benefit in meeting objectives. 

2. Responsibility 

 The command joint transportation board (JTB) represents the GCC in the 

performance of functions listed in paragraph 5. The chairman of the JTB has decision 

authority in these areas, except when a matter cannot be resolved within the JTB. In such 

instances, the matter is referred to the GCC for decision. 

3. Membership 

 The command JTB normally is composed of the following: 

a. Chairman. Normally the combatant command logistics directorate of a joint 

staff (J-4). 

b. Principal Members 

(1) Combatant command deputy director, operations directorate. 

(2) Combatant command deputy director, plans and policy. 

(3) US Army component representative. 

(4) US Navy component representative. 

(5) US Marine Corps component representative. 

(6) US Air Force component representative. 

(7) Special Operations component representative. 

(8) Other members as directed by the GCC. 

c. Non-Voting Member. United States Transportation Command 

(USTRANSCOM) liaison officer to the combatant command. 

d. JTB Secretariat. Normally a staff officer from the J-4. 
Appendix E 

4. Management Concept of a Command Joint Transportation Board 

 When convened, the command JTB acts for the GCC by communicating guidance to 

the combatant command staff and component commands and/or subunified commands. 

Guidance includes the establishment of priorities and allocations for the use of airlift, 

sealift, and surface transportation capability. The chairman of the command JTB will 

notify the GCC when movement requirements exceed capabilities. The JTB will then 

present a recommendation to either reprioritize and apportion or to request additional 

assets to accomplish the assigned missions. 

5. Functions 

 The JTB will perform the following tasks: 

a. Monitor transportation requirements and capabilities through Joint Operation 

Planning and Execution System and through coordination with USTRANSCOM and 

component commands and/or subunified commands. 

b. Adjudicate competing lift requirements. 

c. Recommend to the GCC courses of action (COAs) to resolve transportation 

movement problems identified by the joint deployment distribution operations center 

and/or joint movement center (if established). 

d. Closely monitor the projected operational activities of the combatant command to 

anticipate developing problems or future resource requirements. 

e. As needed, provide an interface among the supported combatant command, 

USTRANSCOM, other supporting combatant commands, and Service components on 

matters concerning transportation. 

6. Procedures 

 The JTB will follow the procedures below: 

a. As directed by the JTB chairman, meet in open or general sessions. These 

sessions may be followed by closed or executive sessions. 

b. Establish standing operating procedures, including those required for relocation to 

an alternate command post. 

c. Receive administrative support from the J-4 and the Joint Logistics Operations 

Center. 

d. Refer matters that cannot be resolved within the command JTB to the GCC. 

E-2 JP 4-09 
Suggested Charter for the Theater-Joint Transportation Board 

e. Invite, at its discretion, such representatives as may be required to attend meetings 

of the command JTB. 

f. Honor, if appropriate, the request of other offices to attend the command JTB 

meetings. 

7. Functions of the Joint Transportation Board Secretariat 

 The JTB Secretariat will be responsible for the following: 

 a. Provide continuity for the command JTB. 

 b. Attend all meetings of the command JTB. 

 c. Evaluate proposed COAs for the command JTB and make appropriate 

recommendations. 

 d. Monitor transportation and strategic movement requirements and capabilities. 

 e. Issue the decisions of the command JTB. 

 f. Respond to the requirements of the command JTB. 

 g. Provide a record of proceedings of each command JTB meeting. 

E-3 
Appendix E 

E-4 JP 4-09 

Intentionally Blank 
APPENDIX F 

INTERMODAL CONTAINER/PLATFORM MANAGEMENT AND TRACKING 

PLAN (SAMPLE TEMPLATE) 

F-1 

1. Purpose 

This appendix provides a general template for combatant commanders (CCDRs) to 

use in developing a plan to manage and track intermodal containers and platforms in 

accordance with (IAW) Defense Transportation Regulation (DTR) 4500.9R, Part VI. 

The template includes format as well as some text examples. 

2. Sample Template 

BY ORDER OF THE 

(Combatant command) 

Intermodal Container/Platform Management and Tracking Plan 

LETTER OF INSTRUCTION (LOI) 

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY 

___________________________________________ 

OPR: (Combatant command J-Staff Code) 

This LOI Supplements: (List any combatant command regulation, instruction, or other 

document applicable) 

___________________________________________ 

OVERVIEW: Provide guidance on what this LOI takes precedence over with regards to 

existing regulations, instructions, or other orders and any documents, messages, or orders 

this LOI will supersede. Also identify applicability, e.g., “It is applicable to all units, 

organizations, departments, agencies, or activities either operating within or shipping 

material in containers into or out of the (combatant command) area of responsibility 

(AOR).” 

PURPOSE: Describe what the policy and intent of LOI is, e.g., “This LOI establishes 

policy and directs the use of standard procedures to administer, task, and execute 

management of intermodal platforms ....” 

OBJECTIVES: State the overarching goal(s) and focus of this LOI, e.g., “The goal of 

(combatant command) is to improve accountability of intermodal containers and 463L 

pallets, minimize late fees and other charges on carrier-owned containers, and improve 

the overall effectiveness and efficiency of container and intermodal platform (e.g., 463L 

pallets) management programs and operations in the AOR. Areas of emphasis 

include...” 
Appendix F 

EXECUTIVE SUMMARY 

Provide concise summary of this LOI, e.g., “This LOI outlines roles and responsibilities 

of various entities involved in container management within the (combatant command) 

AOR. It also describes categories of common-use containers, as well as procedures for 

container handling, movement, tracking, accounting, and usage. This LOI is arranged by 

chapter, and contains a list of terms and definitions as well as attachments that provide 

further amplification in various topics.” 

F-2 JP 4-09 
Intermodal Container/Platform Management and Tracking Plan (Sample Template) 

CONTENTS 

Chapter 1 - Roles and Responsibilities.....................................................4 

US (combatant command) 

Service Component Commands 

US Transportation Command (USTRANSCOM) 

Defense Logistics Agency (DLA) 

Service Logistics Directorates 

Army Air Force Exchange Service (AAFES) 

Chapter 2 - Container Categories and Status.............................................7 

General 

Container Categories 

Container Status 

Chapter 3 - Program Management.........................................................10 

General 

Container Handling 

Container Usage 

Accountability and Responsibility 

Inventory Management 

Container Buyout and Cost Saving Methods 

Performance Metrics 

Chapter 4 - Information Systems and Tools..............................................15 

General 

Integrated Booking System-Container Management Module (IBS-CMM) 

Army Container Asset Management System (ACAMS) 

Global Transportation Network (GTN) 

Radio Frequency Identification (RFID) 

Glossary..........................................................................................16 

Acronyms 

Definitions

References.......................................................................................16 

F-3 
Appendix F 

Chapter 1 Roles and Responsibilities 

1.1. Enter name of CCDR and provide information on roles and responsibilities, e.g., 

“Will provide intermodal platform management policy, planning guidance, and 

direction.” Identify roles, responsibilities, and authorities for the combatant command’s 

J-4, the combatant command’s joint deployment and distribution operations center 

(JDDOC), and other subordinate component commands, joint task force commands, and 

units operating within the CCDR’s AOR, including movement control, theater 

base/installation commanders, unit commanders, container control activities, and 

container control offices, as appropriate. Following paragraphs are provided as 

examples: 

1.1.1 “(Combatant command) J-4-Logistics Directorate: Has staff responsibility and 

policy authority for all logistic related issues, to include container/463L pallet 

management, in the AOR. (combatant command) J-4 Staff will coordinate with logistic 

directorates within the Joint Staff, Service headquarters, theater Service component 

commands, and other combatant commands and federal agencies, as required.” 

1.1.2 (Combatant command) Joint Deployment and Distribution Operations Center:

Responsible for coordinating and scheduling the movement of all commodities and 

personnel, via ground, sea, and air within the geographic combatant commander’s 

(GCC’s) AOR. Coordinates and interfaces with Surface Deployment and Distribution 

Command (SDDC) to provide in-transit visibility (ITV) and asset visibility of intermodal 

platforms into, through, and out of the AOR.

1.2 Service component and joint task force commanders of (combatant command) will:

 Be responsible for container management operations in their respective areas. 

 Assume duties as the country container authority (CCA), or designate (in writing) 

subordinate unit(s) as the CCA for their respective areas. 

 Advise SDDC and the (combatant command) JDDOC of container requirements for 

support of operations. 

 Provide information, coordination, and cooperation as required with regard to 

container management. 

 Provide support and coordination to SDDC for the fielding, establishing 

infrastructure, and implementation of training on the Integrated Booking SystemContainer Management Module (IBS-CMM) software program. 

 Take appropriate measures to allow the effective and efficient implementation of 

container management policies, procedures, directives, and programs promulgated by 

the (combatant command), SDDC, and the (combatant command) JDDOC. 

 Take appropriate measures to allow the proper usage and accountability of all 

containers located in, and transiting through, their respective areas. 

 Comply with established performance metrics. 

1.2.1 Theater Base/Installation Commanders: Commanders of all (combatant 

command) AOR bases/installations (regardless of size) are responsible for accurate 

F-4 JP 4-09 
Intermodal Container/Platform Management and Tracking Plan (Sample Template) 

maintenance and reporting of container information and usage as directed in this 

publication and higher headquarters direction through their respective supply support 

activities (SSAs), or other Service specific equivalents. Base commanders will appoint, 

in writing, a designated container control officer (CCO). 

1.2.2 Unit Commanders: Unit commanders at all levels are ultimately accountable for 

unit authorized containers on their own property books and are further responsible for 

any common-use government-leased/owned or carrier-owned containers issued to them 

for their use in accomplishing their mission. Unit commanders are accountable and/or 

responsible, as appropriate, for maintaining accurate inventory records of all containers 

under their control regardless of ownership. Unit commanders will appoint a designated 

CCO (officer or noncommissioned officer). All CCO appointments will be made during 

the relief-in-place/transfer of authority of a unit’s initial arrival in the joint operations 

area (JOA). 

1.2.3 Country Container Authority (CCA): Appointed by a Service/joint task force 

commander and is responsible for all container management/operations for their 

respective operational area. 

1.2.4 Container Control Officer (CCO): As appointed by the base commander (or 

appropriate authority), this individual will establish and maintain control and 

accountability of all containers on his/her designated area. Duties of CCO will include 

regular inventories (monthly) of containers and regular review/oversight of individual 

container custodians. CCOs are also responsible for reporting on and maintaining the 

established performance metrics. 

1.3 US Transportation Command (USTRANSCOM): The designated Distribution 

Process Owner (DPO) for the Department of Defense (DOD). Maintains worldwide 

authority for DOD distribution policies, and has designated the SDDC as the global 

container manager (GCM) to allow effective management and efficient control of DODrelated containers across all theaters and operational environments in peace and war in 

support of the warfighter. 

1.3.1 Military Surface Deployment and Distribution Command (SDDC): The 

designated GCM. In the (combatant command) AOR SDDC is responsible for 

establishing operational capability to allow effective management and efficient control of 

DOD-related intermodal containers subject to directives, and IAW, the (combatant 

command) concept of operations (CONOPS). Will coordinate with, and provide support 

to, all (combatant command) components and joint task force commanders regarding 

container management issues. SDDC, through its Global Container Management 

Platform Office and its Army Intermodal Distribution Platform Management Office 

(AIDPMO), is responsible for verifying ownership of containers. SDDC is responsible 

for development, implementation, utilization, and training of an automated management 

information system for container cost management, tracking, accounting, visibility, and 

reporting as required by the (combatant command) CONOPS. SDDC is responsible for 

administering the Universal Services Contract which includes resolving container 

F-5 
Appendix F 

detention and associated costs with the ocean carriers. Additionally, SDDC is 

responsible for container retrograde operations, and will establish joint distribution hubs 

at locations throughout the theater as required. 

1.3.2 Air Mobility Command (AMC): The designated Global 463L Pallet Manager. In 

the (combatant command) AOR AMC is responsible for reviewing/coordinating formal 

policy, procedures, and timeframes which will be established by the GCC through the Air 

Force component for all Services/agencies to manage and return pallet and net resources 

to the Defense Transportation System (DTS). Policy should also address abuse/misuse of 

these critical transportation assets. Once approved, this policy will be sent to all units 

and logistic agencies within the theater of operations. 

1.4 Defense Logistics Agency (DLA): Responsible for ensuring that all shipments are 

processed through the DTS. As a primary contracting agent in the AOR, DLA also is 

responsible for ensuring contracts in the AOR comply with the policies outlined in this 

publication. As the contract holder for the Subsistence Prime Vendor contractor, DLA 

plays an important role in overall efficient use of containers and 463L pallets. DLA also 

is responsible for ensuring that all of its subordinate units/branches/support activities 

located in the AOR comply with this LOI. 

1.5 Service Logistics Directorates (Army G-4, Navy N-4, Air Force A-4, Marine 

Corps Installations and Logistics Directorate): Have Title 10, USC, authority over all 

Service component-owned and -leased containers worldwide. Currently, the Army 

centrally procures all military specification containers for the Army and provides like 

services for DOD components. Additionally, the Army maintains the vast majority of the 

DOD-owned/leased containers supporting operations and thus has a significant role in 

container management support for joint operations. The Army G-4 has designated the 

AIDPMO with worldwide authority and responsibility for the life cycle management of 

all Army-owned/leased containers and has integrated AIDPMO into SDDC. AIDPMO 

authority does not include operational management and control that is the responsibility 

of SDDC GCM and theater construction manager. 

1.6 Army Air Force Exchange Service (AAFES): AAFES is responsible for effective 

and efficient use of containers in shipping its cargo. Establish memorandum of 

understanding with supported command for in-theater logistic operations to include 

container management. 

F-6 JP 4-09 
Intermodal Container/Platform Management and Tracking Plan (Sample Template) 

Chapter 2 Container Categories and Status 

2.1 General: This chapter provides guidance on categorizing and identifying 

International Organization for Standardization (ISO) containers. Purpose is to provide 

information to all units on the various category types of containers and the identification 

markings on them in order to determine ownership of the container and maintain 

accountability. Example of general guidance to include is, “The ownership of a shipping 

container is normally indicated by its ISO container number. All shipping containers 

worldwide are required to have unique 11 position alphanumeric ISO container numbers. 

The ISO number consists of a four-letter code that denotes the commercial or government 

owner, a six-number serial, and a one-number check digit. Many containers entering a 

theater AOR during a joint operation may have an incomplete ISO number, an invalid 

ISO number, or even no ISO number. SDDC GCM is responsible for resolving invalid 

ISO numbers and verifying ownership and making this information available to the 

theater container managers. Units, activities, and agencies will direct questions regarding 

container markings to their respective CCO, who will forward to their respective CCA.” 

2.2 Container Categories: This section provides information on the various categories 

of containers linked to their source or acquisition. This is an important element of 

container management in that each container category may or may not have certain costs 

associated with its use, e.g., detention, leasing per diem, leasing off hire costs, etc. 

Below paragraphs provide descriptions of various container categories. 

2.2.1 Government-Owned (GO) Containers: GO containers are those purchased by the 

US Government. Most have ISO numbers starting with USAU or USAX and are painted 

in recognizable tan or olive colors. GO containers are typically used to support unit 

deployment and redeployment where a US operated/managed seaport of debarkation 

(SPOD) is available to support joint reception, staging, onward movement, and 

integration. GO containers are also used to support transload operations (when 

established) and are the preferred category of container for long term temporary storage 

during joint operations in an AOR. GO containers do not incur detention charges but can 

incur port storage assessments. 

2.2.2 Government-Leased (GL) Containers: GL containers are those containers that are 

long term leased by the US Government. SDDC-GCM has implemented and manages a 

Master Leasing Agreement that provides a single vendor as the sole source for leasing 

containers worldwide. Units, activities, and agencies will use the designated single 

vendor. GL containers are typically used to fill local shortages of US Government-owned 

containers in support of unit deployment and redeployment. Container leases typically 

last from one to two years and do not incur detention charges. GL containers might also 

be leased for special purposes such as ammunition shipments or other sustainment uses. 

Transfer of containers from one command to another will require adjustments to the 

terms of the lease and funding to affect the transfer. GL containers are identified by their 

11 character ISO number. 

F-7 
Appendix F 

2.2.3 Contractor Acquisition GO (CAGO) Containers: CAGO containers are procured 

by contractors on behalf of the US Government. Contractors using or procuring CAGO 

containers will follow the same procedures as outlined for other GO/GL containers to 

include accountability and reporting requirements. Contractors will establish 

accountability through appropriate means for CAGO containers. DOD contractors are 

still responsible for the proper use, control, inventorying, and reporting of all containers 

under their use or control, regardless of ownership or acquisition method. This report 

will include acquisition details (including the container ISO number). This report will go 

to SDDC-GCM and the appropriate Service container manager. 

2.2.4 Government-Furnished Equipment (GFE) Containers: Containers provided to a 

contractor by the government to enable the contractor to complete contractual obligations 

and reduce the contracted cost to the government. GFE containers can only be 

government-owned/leased containers. 

2.2.5 Carrier-Furnished (CF) Containers: CF containers are owned by the 

international shipping companies. CF containers are typically used to transport 

sustainment cargo but are sometimes used to support unit deployment and redeployment 

where a non-US operated SPOD is used. Like GO containers, CF containers are also 

marked with an ISO number. CF containers incur detention charges as delineated in 

universal service contracts or other liner agreements contracted by USTRANSCOM and 

administered by SDDC. Detention typically begins 10 days after the container is 

delivered to its contracted destination. The US Government is ultimately financially 

responsible for return of CF containers; empty CF containers should never be considered 

“abandoned,” and will be collected and returned to the designated collection point in each 

country as soon as possible. Unserviceable CF containers must be turned in as soon as 

possible. 

2.2.6 Contractor-Owned Containers: Contractors utilize containers that they own. 

These are not to be confused with CAGO containers. Containers that are owned by 

contractors must be identified in IBS-CMM with code of “N” along with an annotation in 

the remarks block indicating the name of the contractor. 

2.3 Unresolved Ownership: Containers have “Unresolved Ownership” when a container 

bears carrier ISO container number markings, but the carrier in question has not 

acknowledged that it owns the container in question. Containers that are found during 

inventories that have carrier markings are initially entered into the current theater 

container management tool as “Unresolved Owner.” Until the actual ownership is 

resolved, it will be treated as a government owned container. If an unresolved container 

is verified to be carrier-owned, it must immediately be treated and handled as such and 

returned to the carrier as soon as possible. SDDC is responsible for verifying the 

ownership of unresolved ownership containers. SDDC-GCM is responsible for issuing 

US Government ISO numbers for any new or GL/CF containers bought by the 

government during an operation. 

F-8 JP 4-09 
Intermodal Container/Platform Management and Tracking Plan (Sample Template) 

2.4 Disputed Ownership: Disputes in ownership occur when a container that is 

registered in IBS-CMM, whether GO, GL, or CF, has been “lost” by a US Government 

entity, and found in the possession of a host nation or third country national citizen 

claiming they “purchased” the container. In these instances, the containers true 

ownership must be validated by SDDC and the appropriate Service component container 

representative. If an individual discovers a container in this category, they should 

document the container number, its location, where and when it was spotted, and report 

this information to the CCO. If a host nation or third country national offers some 

“proof” as to the legitimacy of his claim, they should be directed to SDDC for additional 

assistance and research of the claim. 

2.5 Container Status 

2.5.1 Abandoned Containers: GO/GL containers in the JOA that are not on any 

property books (within theater or out of theater) will become theater-owned property and 

will be managed by the GCC until ownership can be determined. When assigned, the 

theater designated container managers will assume formal accountability for all such 

GO/GL containers under their control. If not assigned, Service components will assume 

such accountability for these containers in their AORs. Commands, activities, and 

agencies operating at locations where abandoned containers are found will make every 

effort to determine the ISO number of abandoned containers and will account for such 

containers in their inventory (hand/custody receipts). Once under control, these 

containers can be used as other government-owned containers. 

2.5.2 Unserviceable Containers: Containers that have been deemed unrepairable (or not 

economically repairable) by a designated container inspector will be categorized as 

“unserviceable” and reported to SDDC. Commands, activities, and agencies with GO/GL 

containers determined to be unserviceable will inform SDDC, through their respective 

CCO, who will provide disposition instructions upon coordination with SDDC GCM. 

Commands, activities, and agencies with carrier-owned containers that are unserviceable 

will request disposition instructions through their respective CCO, CCA to SDDC. 

F-9 
Appendix F 

Chapter 3 Program Management 

3.1 General: Successful container management requires integration and execution of 

common practices regarding container tracking, usage, accountability, reporting, and 

inventory management. 

3.2. Container Tracking 

3.2.1 Use of Defense Transportation System (DTS): All US Government agencies and 

departments shipping material into the (combatant command) AOR are required to use 

the DTS. 

3.2.2 Tracking of Carrier-Owned Containers: SDDC, in conjunction with the 

respective CCA, will track all carrier-owned containers in the AOR. Carrier containers 

used as storage in the AOR are the responsibility of the storage SSA, unit, or contractor 

facility. All efforts will be made to release these containers back to the DTS. All 

activities using containers for storage will prepare and submit regular reports on their 

container usage as directed in this publication. 

3.2.3 Use of Radio Frequency Identification (RFID) Tags: Containers of DOD-owned 

cargo in transit will have RFID tags (see DTR 4500.9-R for tagging criteria). Container 

identification data will be included in the RFID tag writing process. The tag write data 

and tag interrogator information will be sent to the radio frequency ITV system server 

which will forward the information to other DOD authorized ITV systems such as IBSCMM, Army Container Asset Management System (ACAMS), and GTN. See Chapter 4, 

“Container Management Systems and Tools,” for a list of recognized systems in the 

(combatant command) AOR. 

3.3 Container Usage

3.3.1 General: Containers may be used for transportation, temporary, and, in some cases, 

long term storage, and other uses as deemed necessary for effective execution of the 

operation. However, each unit will have a plan for long term storage that does not 

include containers. Containers used for purposes other than transportation should be 

either government-owned or government-leased containers. Use of carrier-owned 

containers for temporary storage should be avoided unless necessary for effective 

execution of the operation. Carrier-owned containers will not be used for office spaces, 

billeting, shower stalls, etc. 

3.3.2 Validation of Requirements: Commands, activities, and agencies will minimize 

the use of shipping containers as storage units. All activities in the AOR that are using 

containers for storage of material (including all contractor activities) will validate their 

actual storage container requirements IAW with the following guidelines: 

F-10 JP 4-09 
Intermodal Container/Platform Management and Tracking Plan (Sample Template) 

 Document the percent filled status of all containers under their control. 

 Estimate the number of filled containers needed to sustain current operations based on 

past receipts and issues of material and report this information to their respective 

CCA. 

 Demonstrate that they have effectively re-stuffed and/or re-distributed container 

contents as appropriate to maximize the percent filled of every container in use. 

 Document that that storage facilities are unavailable, and submit to CCO. 

3.3.3 Use of Government-Owned/Leased Containers: All US military units, DOD 

agencies, activities, and contractor facilities in the (combatant command) AOR will 

utilize their assigned containers in an efficient manner and will maintain positive control 

of all containers in their custody through a regular inventory program. The following 

accountability tracking methods may be used: 

 ACAMS as a durable hand receipt. 

 Unit/installation property books (only for containers assigned to a unit prior to 

deployment). 

 Printed hand receipt or custody control card. 

 Regardless of the inventory management method used, all units will maintain 

accurate records of the containers in their custody. Predeployment preparation will 

include a thorough review of all assigned containers prior to the unit departing its 

home or mobilization station. While in theater, units will identify containers that are 

considered to be excess and arrange for turn-in with their respective CCA. 

3.3.4 Use of Carrier-Owned Containers: In countries where there is no transload 

facility, carrier-owned containers may be used to transport cargo to its final destination 

(either under the applicable universal services contract terms or by other means). Every 

effort must be made to unload these containers and return them to DTS within the free 

time period allowed under the terms of the applicable universal services contract. In 

countries where a transload operation is established, carrier-owned containers are only to 

be used to transport goods from the SPOD to the transload site. The transload facility 

will cross dock the supplies in the carrier-owned container to a government-owned or 

-leased container and make the carrier container available for pickup by the carrier. In 

the event of a shortage of government-owned or -leased transload containers, the CCA 

has the authority either to ship the carrier container into theater or unstuff the cargo for 

onward movement. 

3.3.5 Modified/Altered/Damaged/Destroyed Containers: Local modifications to 

containers such as cutouts for power/lighting or air conditioning are prohibited on all 

categories of containers. Modified or altered carrier-owned and government-leased 

containers constitutes a violation of the universal services contract or global lease 

agreement. Containers that have been modified, altered, damaged, or destroyed must be 

documented and reported by base CCOs to their respective CCAs. Initially, this will be 

completed no later than 30 days from the initial release of this LOI. In the future, the 

normal procedure will be for CCOs to report these occurrences immediately to their 

respective CCAs. CCAs will consolidate and forward the reports to SDDC (or other 

F-11 
Appendix F 

Service authority) for database adjustment, accountability relief, and financial 

adjustments. 

3.4 Container Accountability and Responsibility 

3.4.1 Government-Owned/Leased Containers: Government-owned/leased containers 

may, at the discretion of unit commanders, be moved to any location in the (combatant 

command) AOR. Unit-owned/leased containers supporting unit deployment will stay 

with that unit until the unit returns to its home station. If operational circumstances 

dictate, a unit may be authorized to transfer a unit-owned/leased container to a preapproved receiving unit. The unit CCO will notify the CCA prior to the planned transfer. 

CCA will coordinate the transfer through SDDC to determine if there are any lease 

restrictions that need to be addressed. In addition, if government-leased containers are to 

be transferred, the gaining unit or activity will be prepared to assume any financial 

obligations associated with such a lease transfer or extension. In situations involving the 

transfer of a unit-owned container between units where the container remains in the same 

location (base/installation), the CCA can be notified after the transfer has taken place. 

Implicit in this is the maintenance of formal property book or hand/custody receipts 

accounting for containers by all units using government-owned/leased containers. 

3.4.2 Carrier-Owned Containers: Carrier-owned containers are primarily meant for 

transportation of goods (primarily Class I). Once the carrier-owned container reaches its 

final destination, the receiving unit has up to a maximum of 10 days to unstuff the 

container and make the containers ready for pick-up by the carrier before the US 

Government incurs penalty fees. If the receiving unit has no available storage for the 

container’s contents the container can be used for temporary storage. This must be 

approved by the base CCO, who in turn must inform the CCA. Additionally, the unit 

must have a plan for unstuffing the container and making it available as soon as possible 

for return/pick-up in order to avoid detention charges. 

3.4.2.1 SDDC will query IBS-CMM daily and provide CCAs with a list of carrier-owned 

containers that are at both the 5th day and 8th day of the 10 day free period. The CCAs 

will forward notice to the respective CCOs to coordinate and expedite the un-stuffing of 

the container and return of the empty container to avoid unnecessary detention charges. 

3.4.2.2 Stenciling of containers: Re-stenciling any container with a modified ISO number 

is not authorized by any entity unless specifically authorized to do so by SDDC. Units 

and activities with government-owned containers that need valid ISO numbers will 

contact the above authorities through their CCOs for valid ISO numbers and specific 

instructions. Under no conditions are any units authorized to re-stencil any carrier-owned 

or government-leased container. 

3.5 Inventory Management

3.5.1 General: Invalid or outdated information in the computer system being used is a 

serious impairment to effective container management. All departments, agencies, 

F-12 JP 4-09 
Intermodal Container/Platform Management and Tracking Plan (Sample Template) 

commands, units, contractors, and any other organizations operating in the (combatant 

command) AOR and using any shipping containers for any purpose will maintain positive 

control over their containers through a regular inventory management program. 

Documentation of all inventories will be available for review by higher authority. 

3.5.1.2 To facilitate tracking the performance of monthly inventories and provide 

visibility of anomalies found during the inventories, IBS-CMM will include an 

“inventory status” field and a “date of last inventory” field. The “inventory status” field 

will have four possible values which are shown below: 

 “Not inventoried” – the initial value that all records will have. 

 “Verified” – The container on the inventory report matched the physical check in the 

yard, location etc. 

 “Found” – The container was not on the report but was identified in the yard, 

location, etc. 

 “Lost” The container is listed on the report but was not identified during the physical 

check. 

3.5.1.3 IBS-CMM will automatically update the “date of last inventory” field with the 

current date when the “inventory status” field is changed by a theater user or CCO. 

3.5.2 Inventory Procedures: Inventories must be conducted at least once per month. 

Each unit (container yard) will download their respective electronic inventory from IBSCMM (also known as an in-gated container listing) and update the spreadsheet with 

additions, modifications, and deletions so that the sheet reflects actual data of what is 

physically on the ground. CCOs will then perform one of the following actions in IBSCMM for every container in their area: 

 Verify containers that match the report by updating the “inventory status” field to 

“verified,” (or) 

 Out-gate containers to “unknown location” that are on the inventory report but not 

physically present. Additionally, update the “inventory status field” to “lost,” (or) 

 In-gate containers that are physically present but are not on the inventory report. 

Additionally, update the “inventory status” field to “found.” 

 The annotated reports will then be forwarded electronically to the senior base CCO 

who will forward them to the CCA and retain them for future inspection as needed. 

The requirements of these inventories will include the following: 

– Location/facility (for larger base camps). 

– Total count of containers [listed by size, type, owner, (if known)]. 

– ISO number (container serial number). 

– The actual use of each container. 

– Fill percentage of each container. 

– Contents of each container by class of supply. 

– Serviceability condition. 

– Unit/organization/activity to which container is assigned. 

– Name of the responsible CCO. 

F-13 
Appendix F 

3.5.3 Inventory Reconciliation: Inventory reconciliation is included in the above 

actions. CCOs and CCAs will monitor compliance by reviewing their respective bases 

and country reports and noting which locations have not performed an inventory and 

initiating appropriate research on containers that are “lost” or “found” during inventories. 

The desired monthly end-state of the reconciliation process is to ensure that every 

container identified on a yard or area is also reflected in IBS-CMM. 

3.6 Carrier-Owned Container Buyouts: Under certain circumstances, a (combatant 

command) Service component commander or SDDC may wish to purchase (under their 

Title 10, USC, authority) carrier-owned containers rather than continuing to incur late 

fees. (Combatant command), in conjunction with SDDC, will make recommendations to 

the applicable Service logistics directorate regarding containers which are candidates for 

purchase. 

3.7 Performance Metrics: Theater metrics will be established by (combatant command) 

in conjunction with SDDC. 

F-14 JP 4-09 
Intermodal Container/Platform Management and Tracking Plan (Sample Template) 

Chapter 4 Container Management Systems and Tools 

4.1 General: The following container management information systems are recognized 

by (combatant command) for tracking theater containers. 

4.2 Integrated Booking System-Container Management Module (IBS-CMM): The 

primary tool of SDDC for tracking the location, usage, free time, and intransit data. This 

database management system is contracted by SDDC. This contracted system is the 

primary system used for the management of carrier container detention and location 

tracking within the (combatant command) AOR. 

4.3 Pipeline Asset Tool (PAT): An SDDC developed tracking and inventory database 

providing users with the web-based ability to obtain container information using multiple 

sources. Container data is drawn daily from the Integrated Booking System, Integrated 

Booking System-Commercial Sealift Solution, Worldwide Port System, and IBS-CMM. 

The data is integrated by key fields such as container number, carrier booking number, 

port call file number, lift date, arrival date, etc. Within each main search category are 

subcategories from which users may choose to obtain additional information on ITV 

history worldwide, basic booking information, vessel schedules, and container lifecycle 

summary. 

4.4 Army Container Asset Management System (ACAMS): The US Army’s 

recognized global asset management system for US Government-owned/leased 

containers, and all other intermodal equipment (quadruple containers, triple containers, 

flatracks, etc.) ACAMS provides the ability to effectively manage and track governmentowned/leased assets. ACAMS is considered to have functionality as a durable hand 

receipt for accountability purposes. Additionally, ACAMS is the primary reference of 

ownership of US Government-owned and -leased containers. 

4.5 Global Transportation Network (GTN): GTN is the reference tool for tracking 

shipments through the DTS. Container ID numbers associated with each shipment’s 

transportation control number may be visible in GTN. RFID tag information may also 

contain associated container ID numbers that are sent to GTN. 

4.6 Radio Frequency Identification (RFID): The active RFID system’s function is the 

tracking of material in transit and the system can provide visibility of a container and its 

contents. However, CME should not use this data as a primary management tool for 

container tracking. The RFID system only provides tracking information for containers 

identified as shipments in the DTS. Therefore, the RFID tracking information cannot be 

relied upon for complete container location information because visibility terminates 

when the cargo is at its final destination. 

F-15 
Appendix F 

F-16 JP 4-09 

Glossary 

Part I – Acronyms. Include list of acronyms and abbreviations here. 

Part II – Definitions. Include glossary of definitions to key terms here. 

References. Include list of all relevant publications, regulations, instructions. 
APPENDIX G 

INTERMODAL CONTAINERS/PLATFORMS CHARACTERISTICS 

 This appendix provides descriptions and characteristics for both military and 

commercial intermodal marine containers, flatracks, and 463L pallets. 

1. Container Types 

a. End-Opening Container. End-opening dry cargo units are the most common 

intermodal containers in the inventory. Containers come in various lengths, most 

commonly 20 feet and 40 feet. The large majority of these containers open only at one 

end. However, some ISO double end-opening containers do exist. These containers 

permit more rapid stuffing and unstuffing operations (at either origin or destination) for 

vehicles. All ISO end-opening containers can be readily transported by most military and 

commercial CHE. The commercial 20-foot end-opening container can be used to 

transport munitions or general cargo. The door-end corner posts are modified with angle 

iron to enhance blocking and bracing. As there is no permanent restraint system, wooden 

blocking and bracing is used to restrain munitions. 

b. Refrigerated Container. Refrigerated containers (reefers) are owned by the 

DOD and are available through commercial sources. They provide the capability to 

transport, temporarily store, and distribute temperature-sensitive cargo such as food or 

blood. Some military-owned reefers include a refrigeration unit with a 10-kilowatt 

generator. They can be plugged into an external power source or run off of their own 

generators. Most ships are equipped with a power source into which the containers can 

be plugged. Commercial reefers may not have their own generator. Several commercial 

reefers typically are plugged into a separate generator which fits into a container cell. 

Reefers have the outer dimensions of ISO containers and meet all ISO requirements for 

intermodal shipments. 

c. Side-Opening Container. Twenty-foot side-opening containers are owned by 

the DOD and are also available through commercial sources. They are ISO containers 

with two double doors located on one side. These doors open to allow easy access to the 

container’s contents. The side-opening container can be lifted and transported by 

commercial and military conveyances. Military versions have internal tie-down rings 

which can be used to secure cargo during shipment. The military often uses side-opening 

containers for transporting munitions. 

d. Open Top Container. The open top container is used primarily by commercial 

industry to transport cargo items that are too high for a standard container. An open top 

container can be stuffed from the top, or one end can be opened and it can be stuffed 

from there. Equipped with ISO standard corner fittings at the top and bottom, it can be 

lifted and transported readily by commercial and military handlers and conveyances. 

Open top containers require tarpaulins for cover during shipping and storage. 

(Containers cannot be used for sensitive items requiring high security and may also have 

agricultural restrictions.) 

G-1 
Appendix G 

 e. Tank Container. The bulk tank container, when installed in an ISO-standard 

frame, is used for intermodal transport of liquids such as fuel and milk. Tank containers 

are only available through commercial sources. If sent by air, tank containers with 

cargoes must be certified for air transport to prevent dangerous changes in aircraft center 

of gravity. 

 f. Half-Height Container. Half-height containers are owned by the DOD and are 

available through commercial sources. They have the footprint of an ISO container with 

ISO standard structural members and corner fittings, and are approximately half the 

height of a standard end-opening container. With fixed sides, an open top, and one dropend opening, material is accessible by either MHE or crane. Tarpaulins accompany the 

containers for cover during shipping and storage. The Navy uses the half-height 

containers primarily to ship drummed oils and lubricants. 

 g. Quadruple Containers (QUADCONs). QUADCONs are not a common-use 

asset. They are unit-owned military containers. They are currently part of the Marine 

Corps Family of Intermediate Size Containers. The Army has identified the QUADCON 

as the primary equipment deployment storage system container for surface movement on 

its common tables of allowance 50-909. The QUADCON has ISO corner fittings to 

allow for coupling of the QUADCONs into arrays of up to four units. An array of four 

QUADCONs has the same external length and width dimensions as a 20-foot ISO 

container and is designed to be lifted as a 20-foot unit and/or moved as a 20-foot unit in 

ocean shipping. The QUADCON will be certified to meet all ISO standards and CSC 

approval. Each has four-way forklift pockets and lockable double doors on each end that 

provide full access to the contents. To accommodate smaller items, a small item storage 

cabinet can be installed or removable inserts may be placed as shelves inside the 

QUADCON. 

 h. Triple Containers (TRICONs). TRICONs are not a common-use asset. They 

are military containers owned by the Navy and the Army. They are a lockable, watertight 

container of all steel construction. TRICONs have standard ISO corner fittings and threeway forklift pockets (side and back). The TRICON has ISO corner fittings to allow for 

coupling into arrays of up to three units. An array of three TRICONs has the same 

external length and width dimensions as a 20-foot ISO container (8 feet × 20 feet) and is 

designed to be lifted as a 20-foot unit in ocean shipping. Two styles of containers have 

been procured: bulk and configured. Bulk containers do not have drawers, shelves, or 

rifle racks. Configured containers consist of cabinets with drawers, shelves, rifle racks, 

or a combination thereof. 

 i. Joint Modular Intermodal Container (JMIC). JMICs are used to effectively 

build and break down TEU loads or other commonly used platforms into AIT-enabled 

warehouse pallet-sized loads. JMICs can be transported as single units or as multiple 

units. Sixteen JMICs will fit into a TEU with minimal blocking and bracing. A number 

of these units have been procured by the USMC. 

G-2 JP 4-09 
Intermodal Containers/Platforms Characteristics 

 

 j. Internal Airlift or Helicopter Slingable Container Unit (ISU)-60/ISU-90. ISU 

has multiple configurations, depending upon the doors and internal dividers. The ISU 

containers provide weather-resistant storage and transport but do not meet ISO structural 

standards. CSC restrictions do not apply to containers specially designed for air 

transport; however, they are certified for internal or external helicopter transport and for 

all AMC transport aircraft. A number of these units have been procured by the US Army 

airborne and air assault units. 

 k. Flatracks. A flatrack is a structural steel frame, decked over and fitted with tiedown points, similar to a container without sides or top. Some flatracks have corner 

posts or end walls; others are specialized for the military and take advantage of the 

palletized load system (PLS). Many corner posts and end walls fold inward to facilitate 

stacking and storage. Flatracks are owned by both the DOD and commercial industry. 

Regular flatracks enable containerships to transport bulky items that are slightly larger 

than the door dimensions of a standard ISO container, and sometimes also slightly longer 

than the length of standard ISO containers such as lumber, steel products, or light 

vehicles. Other flatracks fit within a standard ISO container and allow for the expedient 

loading and unloading using the PLS system. Regular flatracks meeting ISO standards 

can readily have cargo loaded or discharged at inland sites. Regular flatracks of both 20 

feet and 40 feet are also available from commercial leasing companies. Specialized 

military flatracks include: 

(1) M1077. The M1077 and M1077A1 flatracks are sideless flatracks used to 

transport pallets of ammunition and other CLs of supplies. 

(2) M1. The M1 flatrack carries identical CLs of supplies. It is ISO/CSC 

certified and is suitable for intermodal transport, including transport on containerships. 

Ammunition can be loaded on the M1 at depots, transported via container ship to theater, 

picked up by the PLS truck and carried forward without use of any material handling 

equipment. The walls fold inward when empty to facilitate stacking for retrograde. 

(3) M3. The M3 container roll-in/out platform is a flatrack which fits inside a 

20-foot ISO container. 

2. Pallet Types 

a. Load and Roll Pallet (LRP). The LRP is a DOD asset. It is a steel frame 

platform with rollers that fits inside a standard 20-foot ANSI/ISO container. The LRP 

allows forward units to rapidly extract a complete load of four Multiple Launch Rocket 

System (MLRS) pods (each weighing 5,078 pounds) or four Army Tactical Missile 

System (ATACMS) pods from an end-opening container. Two 6,000-pound capacity or 

larger forklifts, a tactical cargo vehicle with a winch, or a wrecker lifts up one end of the 

fully loaded LRP just high enough to clear the floor of the container and roll the entire 

load into and/or out of the container. Once outside of the container, the load is fully 

accessible from the sides to allow rapid unloading of the cargo. The LRP unit measures 

222 inches × 89 inches × 120 inches and has a tare weight of 1,970 pounds. USAMC 

G-3 
Appendix G 

G-4 JP 4-09 

procedural drawing 19-48-8184 depicts use of the LRP for outloading of MLRS pods, 

and USAMC procedural drawing 19-48-8198 depicts use of the LRP for outloading of 

ATACMS pods. There are approximately 500 units controlled by SDDC in the DOD 

inventory. 

b. 463L Cargo System. The 463L cargo system includes the pallets, nets, MHE, 

and aircraft rail/roller systems. The pallet is made of aluminum skin with a wood or 

fiberglass core and is framed on all sides by aluminum rails. The rails have 22 tie-down 

rings attached with six rings on each long side and five rings on each short side. Each 

ring has a 7,500-pound capacity. The overall dimensions of the 463L pallet are 88 inches 

× 108 inches, with usable dimensions of 84 inches × 104 inches. This allows 2 inches 

around the load to attach straps, nets, or other restraint devices. There are three nets to a 

set: one top net (yellow/tan) and two side nets (green/black). The side nets attach to the 

rings of the 463L pallet and the top net attaches by hooks to the rings on the side nets. 

Nets may be tightened using the adjustment points. The 463L pallet system and nets will 

restrain up to 10,000 pounds of general cargo 96 inches high. Pallets are available to units 

planning or executing an air movement through their transportation office from AMC. 

The user is responsible for building 463L pallets and may be responsible for loading them 

onto aircraft. 
APPENDIX H 

DISTRIBUTION ENABLERS AND INFORMATION SYSTEMS 

H-1 

1. Communications System and Intelligence Components of the Global 

Information Grid 

The Global Information Grid provides the globally interconnected capabilities, 

processes, and personnel for providing information on demand to CCDRs, policy makers, 

and supporting organizations. Communications systems and intelligence support to the 

JDDE is vital to planning, initiating, conducting, sustaining, and protecting a successful 

joint operation. These capabilities support the communications and information networks 

of global distribution. Responsive communications and information systems allow 

CCDRs and their staffs to initiate, direct, monitor, query, and manage global distribution 

in support of their operations. The following major communications and information 

systems are essential enablers for global distribution operations. 

2. Global Command and Control System 

a. GCCS is DOD’s computerized system of record for strategic C2 functions. 

GCCS enables CCDRs to plan, execute, and manage military operations. The system 

helps JFCs synchronize the actions of joint forces, and it has the flexibility to be used in a 

wide range of operations ranging from actual combat to humanitarian assistance. GCCS 

provides CCDRs a complete picture of the operational environment and the ability to 

order, respond, and coordinate communications system information. GCCS is also a 

comprehensive automated communications systems designed to improve the JFC’s 

ability to manage and execute joint operations. GCCS interoperates with Service and 

agency communications systems, providing a global network of military and commercial 

communications systems that the JFC uses to send and obtain critical information. GCCS 

supports the exchange of information from the President/SecDef to CCDRs and their 

components. GCCS incorporates procedures, reporting structures, automated information 

processing systems, and communications connectivity to provide the information 

necessary to effectively plan, deploy, sustain, employ, and redeploy forces. 

 (1) Adaptive Course of Action (ACOA) Client. ACOA offers the user the 

ability to rapidly develop JOPES products to support the CAP process. It runs as a Java 

applet designed in an N-tiered architecture, and utilizes hypertext transfer protocols to 

communicate between the server and client application platforms. Java database 

connectivity is used to provide communications between the ACOA server platform and 

the ACOA objects in the JOPES database. 

 (2) Collaboration. GCCS supports and sustains a number of existing 

collaboration tools, such as newsgroups, extensible messaging, and presence protocol 

(XMPP)-based chat for disconnected, interrupted, and limited bandwidth environments, 

and XMPP-based COP collaboration. 

 (3) Defense Connect Online (DCO). DCO is a personal web communication 

tool that enables users to have real-time, online meetings whenever required. It also 

integrates the ability to share and annotate user’s screen, conduct a phone conference, and 

broadcast live video from user’s web camera for efficient and productive online 
Appendix H 

meetings. DCO provides multiple users with a personal online meeting room that can 

collaborate via the web in real time. Meeting rooms allow users to share their computer 

screen, use text chat, broadcast live video, and review meeting notes. 

See DCO Best Practice User Guide For Adobe Connect for additional information. 

 (4) Joint Operation Planning and Execution System (JOPES) Editing Tool 

(JET). JET provides the capability to create, add, modify, delete, and generate a 

TPFDD. JET processes both force and non-unit OPLAN data. Using JET, the user may 

view carrier-related information for selected force requirements. Reports may also be 

generated for JET list displays. 

 (5) Rapid Query Tool (RQT). RQT is a government off-the-shelf JOPES 

application for GCCS. It is a query tool that includes functions to design, print, and save 

tailored ad hoc reports, and provides graphical and mapping displays to help save tailored 

ad hoc reports, and provides graphical and mapping displays to help “visualize” JOPES 

data. 

b. Common Operational Picture. COP provides a graphical display of friendly, 

hostile, and neutral units, assets, overlays, and/or tracks pertinent to operations, and is a 

key tool for commanders in planning and conducting joint operations. The GCCS COP 

may include relevant information from the tactical to the strategic level of command. It 

is a tool to help predict force movement in combat. The purpose of COP is to provide 

common data and associated information to the appropriate levels of command. This 

includes every level, up to and including the NSC. The CCDR has control of the data 

and information overlays within the AOR. A combatant command uses the common 

tactical picture (CTP) as a baseline to build a COP. Information is gathered into the 

common tactical data set and is fed into the CTP along with filters (e.g., airlift missions) 

and overlays (a map, diagrams, etc.) resulting in a COP. 

 c. Global Combat Support System-Joint. GCSS-J provides end-to-end 

information interoperability across sustainment functions, and between sustainment and 

C2 functions in support of combatant command and JTF sustainment requirements. 

GCSS-J is a query application that provides real-time, read-only information on DOD 

sustainment and combat service support activities. It builds on existing technology, 

products, procedures, and integration strategies. The primary objective for GCSS-J is to 

provide a fused and sustainment/combat service support picture of the operational 

environment to the CCDR. The GCSS-J application is focused on supporting the 

combatant command and JTF levels. It supplies commanders with read-only access to 

authoritative, comprehensive sustainment and combat service support information from 

various sustainment databases, and accurately portrays sustainment status. GCSS-J 

Portal is a web-based application that provides a browser view of data available on COPsustainment, and other web-based resources. GCSS-J Portal resides on the SECRET 

Internet Protocol Router Network (SIPRNET), and functions as a gateway to various 

web-based resources for the GCSS-J community. 

H-2 JP 4-09 
Distribution Enablers and Information Systems 

d. Deployment Visualization Tool (DVT). The DVT is a GCCS segment that can 

monitor forces through TPFDD for an OA. DVT can be used to plot both actual and 

planned deployment data to a tactical display and overlaying air, vessel, and unit tracks 

reported through integrated command communications system framework (ICSF). DVT 

can display TPFDD information graphically, on the tactical display, or through 

PowerPoint. DVT is a read-only tool and cannot manipulate the JOPES database while 

accessing data. 

(1) Integrated Geospatial and Temporal Views. DVT provides integrated 

geospatial map-based view and temporal views of data. DVT also provides a COP-like 

map on ICSF. 

(2) Planned and Actual Data Views. DVT uses JOPES scheduling and 

movement data to display planned versus actual movements, by color code. DVT color 

codes are: Blue = Not Closed, Yellow = Partially Closed, and Green = Fully Closed. 

e. Readiness Assessment System-Output Tool (RAS-OT). RAS-OT is a 

SIPRNET application providing query-based access to readiness data. RAS-OT provides 

decision type information on the status-of-force readiness. The query functionality 

supports retrieval, analysis, and export of current or historical information on the total 

force, status of each Service in the areas of personnel, equipment readiness and condition, 

and select JOPES data. RAS-OT provides the means to generate reports in four views: 

Summary, Graphic, Tabular, and Pipes. 

See DODD 7730.65, Department of Defense Readiness Reporting System (DRRS), for 

additional information.

f. Global Decision Support System. GDSS is a global C2 system for managing 

and monitoring inter/intra-theater military and commercial airlift and air refueling 

missions across the range of military operations. This comprehensive system provides 

instant access operational information to all users, from the headquarters down to the 

individual units. GDSS also feeds USTRANCOM’s GTN, the theater battle management 

core systems, and other joint information systems to provide visibility of air mobility 

missions. 

g. Global Transportation Network. GTN is the “backbone” ITV data system for 

shipments moving within the DTS and is the DOD system of record for ITV data. GTN 

is also the automated C2 information system that enables USTRANSCOM and its 

components to provide global transportation management, as well as ITV to others within 

the joint planning and execution community. GTN integrates supply, cargo, passenger, 

and unit requirements and movements with airlift, air refueling, and sealift schedules and 

movements to provide ITV of personnel, materiel, and military forces. The system also 

provides a planning capability for current and future transportation operations and 

furnishes the movement and scheduling portion of the GCCS. GTN integrates ITV data 

into a single view of DTS. GTN creates ITV information by consolidating and 

integrating data from many other automated system sources (e.g., GDSS, GATES, Joint 

H-3 
Appendix H 

Air Logistics Information System, CAMPS, WPS, TC AIMS II, and Munitions 

Transportation Management System called “GTN data feeds.”) GTN organizes and 

displays vital transportation asset and resource information to assist USTRANSCOM in 

understanding, identifying, and implementing various transportation options and COAs. 

The classified GTN home page is located at https://www.gtn.transcom.smil.mil. The 

unclassified GTN home page is located at https://www.gtn.transcom.mil, and requires the 

use of a web browser with 128-bit encryption. 

h. Single Mobility System (SMS). SMS visualizes ITV data used for tracking the 

movement of forces and materiel within the DTS. It is a web-based application, both 

SIPRNET and Nonsecure Internet Protocol Router Network (NIPRNET), that provides 

visibility of common-user air, sea, and land transportation assets and provides aggregated 

reporting of cargo and passenger movements. SMS collects plane, ship, and truck 

movement data from other computer systems such as GTN, CAMPS, and GDSS. SMS 

provides requirements planners and unit schedulers visibility of planned and scheduled 

air missions, MSC ship schedules, commercial liner service, seaport reference data, and 

movement of US security risk category cargo. There are three components in SMS: Air 

Mobility, Sea Mobility, and Land Mobility. 

(1) Air Mobility. The Air Mobility component of SMS is a web-based tool that 

provides visibility of scheduled air mobility missions and requirements early in the 

planning process. All command levels of all DOD units, wings, and headquarters can use 

SMS as a tool to display missions. 

(2) Sea Mobility. The Sea Mobility component provides visibility over sealift 

requirements through SDDC’s Integrated Booking System (IBS) and WPS, and MSC’s 

Integrated Command, Control, and Communications reporting system. SMS also offers a 

sealift assets database, a voyage finder, a port locator, and a shipping cost calculator. 

(3) Land Mobility. The Land Mobility component provides visibility over 

hazardous materiel. The arms, ammunition, and explosives (AA&E) movement link in 

SMS allows access to the database that tracks and records positions for movement of 

security risk category cargo in the US, inclusive of AA&E. 

i. Transportation Coordinator’s Automated Information for Movement System 

II (TC-AIMS II). TC-AIMS II is used for Army deployments and redeployments and 

for managing common user land transportation in theater. The system is designed for 

commanders and their staffs, unit movement officers (UMOs), planners, movement 

controllers, and transportation operators to translate information into detailed movement 

plans. TC-AIMS II enhancements include a simplified unit movement module (wizard) 

that gives UMOs the ability to create organizational equipment lists, unit deployment 

lists, load plans, and certain transportation control movement documents faster and 

earlier in the movement planning process. Deployment managers use TC-AIMS II to 

coordinate intertheater lift via air and water; schedule unit convoy movements; schedule 

interrelated deployment events; prepare load plans for vehicles, rail cars, aircraft, or 

ships; prepare military shipping documentation; create documentation authorizations to 

H-4 JP 4-09 
Distribution Enablers and Information Systems 

validate services and expend funds, and account for personnel and equipment. TC-AIMS 

II supports the UMO in managing deployment data, creating deployment plans, and 

monitoring deployment status throughout all phases of the deployment. TC-AIMS II also 

includes capabilities for convoy planning and deconfliction, management of 

transportation movement requirements, tracking unit movements, and improved map 

graphics. 

j. Cargo Movement Operations System (CMOS). CMOS is a joint system that 

integrates computer hardware, software, and communications to effectively plan, 

document, and manage outbound and inbound cargo and passengers, and to plan, 

schedule, and monitor the execution of transportation activities in support of deployment 

and reception of forces. CMOS provides joint forces with an end-to-end distribution 

capability and real time ITV during all passenger and cargo movements. 

k. Joint Force Requirements Generator II (JFRG II). JFRG II is an automated, 

computer-based planning tool designed to support the Services in the development of 

both contingency OPLANs and crisis action OPORDs. It supports tactical and 

administrative planning by providing the following capabilities: import of Service type 

unit characteristics file data, rapid force list creation, lift analysis, TPFDD development 

and manipulation, and import and export from/to JOPES. It can be used to modify and 

update reference data, generate data trouble reports, and interface with JOPES and TCAIMS II. It is used to build force structures to meet mission requirements, source 

required forces, develop and assess phasing/travel mode, compute sustainment 

requirements, and estimate airlift and sealift requirements. 

l. Deliberate and Crisis Action Planning and Execution Segments (DCAPES). 

DCAPES provides near real-time integrated C2, planning, and execution monitoring 

information to Air Force functional users in operations, logistics, manpower, and 

personnel, providing a single integrated planning environment. With DCAPES, Air 

Force planners can rapidly and accurately identify and source personnel, equipment, and 

sustainment capabilities to meet the CCDR’s operations plan requirements. 

m. Integrated Computerized Deployment System (ICODES). ICODES is a 

decision support system for developing ship stow plans. It assists in developing stow 

plans by matching vessel characteristics against cargo being offered for shipment. 

ICODES develops stow plans for up to four specific ships concurrently, checks for access 

and hazard violations, and can automatically attempt to maintain unit integrity in the 

plans it develops. Once stow plans are completed, ICODES automatically generates ship 

manifests and templates cargo items onto ship drawings. ICODES produces customized 

reports which detail both the process of constructing stow plans, and provide details on 

external ship ramps and port facilities around the world. 

n. Global Status of Resources and Training System (GSORTS). GSORTS is an 

internal management tool used by the CJCS, Services, combatant commands, combat 

support agencies, and the OSD. GSORTS indicates the level of selected resources and 

training status required to undertake the missions for which a unit was organized or 

H-5 
Appendix H 

designed. GSORTS provides the NSC and planners with accurate and timely unit 

identification, location, assignment, and resource information for the registered units and 

organizations of the Armed Forces of the United States, DOD agencies, and certain 

foreign and IGOs involved in military operations. 

o. Base Resource and Capability Estimator (BRACE). BRACE is the planning 

tool to model military air terminal operations. BRACE simulates airfield onloading, 

offloading, en route, and recovery base operations, including ground activities such as 

cargo handling, refueling, maintenance, and aircraft parking. The model can be used to: 

estimate airfield throughput capability; estimate air, ground, and other resources required 

to support a given level of throughput at an airfield; and validate MOG values used in 

existing air transportation models such as Joint Flow and Analysis System for 

Transportation (JFAST). 

3. Additional Distribution Management Information Systems 

The global distribution network includes other key enabling planning, execution, and 

visibility systems. Effective distribution planning systems promote balance and 

responsiveness in distribution operations and promote joint force confidence in 

distribution support plans. Accurate distribution execution systems enhance the velocity, 

integration, and efficiency of distribution activities. Finally, visibility systems allow 

effective control and continuous improvement of distribution operations, further 

enhancing confidence in the JDDE. 

Information systems provide the key enabler for managing global distribution velocity 

and precision. 

a. Planning Systems. Major distribution planning systems include the following: 

(1) Joint Flow and Analysis System for Transportation. JFAST is a 

subsystem of GTN and is an analytical tool for making detailed estimates of resources 

required to transport military forces (including cargo, personnel, and sustainment). 

JFAST is used by the combatant commands as a planning and forecasting tool for 

deployment planning. The system determines the transportation feasibility of the TPFDD 

(from origin through arrival at the POD) and generates summary data via charts, tables, 

maps, and other visual aids. JFAST determines closure dates, congestion points, lift 

utilization, and shortfalls. JFAST products include delivery profiles and lateness 

analysis, required lift by day versus lift available, and port workload by level of activity 

based on capacity. JFAST has five major capabilities: TPFDD analysis, air/land/sea 

movement simulation and analysis, sustainment calculation, TPFDD construction from 

scratch, and several useful utilities. The JFAST model contains separate air, land, and 

sea schedulers and operates in either a stand-alone or networked environment. 

(a) TPFDD Analysis. TPFDD Analysis is used to review a TPFDD to 

determine which records qualify for analysis, analyze records that did not qualify, and 

identify requirements that missed the latest arrival date. 

H-6 JP 4-09 
Distribution Enablers and Information Systems 

(b) Notional Requirements Generator. The notional requirements 

generator provides the capability to create notional movement requirements when no plan 

currently exists. Force selection and CONOPS can be recorded along with expected 

levels of activity, climate, and days of supply. This capability allows a planner to execute 

ad hoc queries and perform “what if” analysis. 

(c) Sustainment Generator. The sustainment generator module provides 

a joint logistics model that estimates the supplies needed to sustain deployed forces. It 

allows the user to create non-unit sustainment records based on Service reference 

planning factors and the projected population or types of units at the operational plan 

destination to which forces are deployed. Records are generated into logistical 

transportation requirements in the TPFDD format to approximate the flow of sustainment 

that forces would consume during an operation. The TPFDD records enable planners to 

see a total picture of the movement of forces and sustainment, allowing a determination 

of overall transportation feasibility. 

(d) Transportation Analysis. The transportation analysis function 

includes model setup, execution, and output analysis for land, air, and sea modes of 

transportation. 

(2) Integrated Consumable Item Support (ICIS). The ICIS system identifies 

critical items and their affected weapons systems, calculates when stock will be 

exhausted, guides inventory investment decisions, and identifies inventory sources for 

Class I, II, III, IV, VIII, and IX items. ICIS sustainment metrics are linked to the 

Services’ readiness based models. These links allow the Services to consider DLAmanaged items in determining the operational supportability of critical weapon systems. 

ICIS can be used to identify critical items that have the greatest potential to adversely 

affect joint operations. 

(3) Consolidated Air Mobility Planning System. CAMPS provides mobility 

planners a single integrated planning, scheduling, and analysis system for airlift and 

refueling assets in support of peacetime and wartime operations. CAMPS determines 

time-phased air refueling and airlift closure requirements based on movement priorities. 

Used daily, it provides flight plans, compensates for wind, and includes air refueling 

requirements for all DOD deployments. CAMPS interfaces with a host of C2 

applications that allow realistic development of total mission support requirements. This 

includes large-scale mobility operations and tactical mobility operations from forward 

locations. 

(4) Port Simulation Model (PORTSIM). PORTSIM is a time-stepped, 

discrete simulation of SPOE and SPOD events during a force deployment. PORTSIM 

can determine a port’s reception, staging, clearance, and throughput capabilities. The 

model identifies systems or infrastructure constraints, and provides port-specific, timephased force clearance profiles. PORTSIM simulates simultaneous deployment and 

retrograde seaport operations and assesses the impact of JLOTS. 

H-7 
Appendix H 

(5) Analysis of Mobility Platform (AMP). AMP is an end-to-end modeling 

and simulation environment to support programmatic analysis, planning, execution 

analysis and peacetime operations, with the primary focus being programmatic analysis. 

The models contained in the AMP Federation include: the enhanced logistics intra-theater 

support tool (ELIST); the model for intertheater deployment by air and sea (MIDAS); 

and the analysis of mobility platform suite of port analysis tools (AMP-PAT). 

(a) Model for Intertheater Deployment by Air and Sea. MIDAS is a 

DOD strategic sealift and airlift model which can simulate multiple strategic deployment 

scenarios. The model is designed to measure the capability of a given set of strategic 

transportation assets to deploy a specified force. MIDAS projects schedules over a 

planning period, makes mode selection for the movement of passengers and cargo based 

on RDD, and adapts scenarios to expected and unexpected events. 

(b) AMP Suite of Port Analysis Tools. AMP-PAT is a suite of six 

integrated planning, analysis and decision support tools designed principally for 

transportation and logistics analysts and planners. These tools model a full range of 

airport and seaport processes and resources. Transportation planners throughout the 

DOD use these tools for programmatic analysis, CAP, and TPFDD development. As a 

component of the AMP federation, AMP-PAT adds detailed airport and seaport federates 

to this end-to-end transportation analysis capability. 

(c) Enhanced Logistics Intratheater Support Tool. ELIST is a 

feasibility planning and modeling system for deployment analysis. ELIST performs 

detailed intratheater deployment studies to analyze effects of force modernization and 

new force structures and changes to the DTS and to check transportation feasibility of 

contingency operations. ELIST enables planners to explore and model the impact of 

theater infrastructure limitations (through combat loss, weather, or limited HN access) 

and make adjustments to infrastructure and assets at any point in time in the flow. 

Through ELIST, planners have the ability to accurately define the infrastructure and 

consider the throughput capability available for a specific plan. 

b. Execution Systems. Major distribution execution systems include the following: 

 

(1) Inventory Control Point (ICP) AIS. ICP AISs are business systems used 

by materiel and item managers to control on-hand wholesale and retail assets by location 

and condition code; manage wholesale assets due in from procurement and depot-level 

repair; and calculate stock levels and positioning. 

(2) Distribution Standard System. DSS is the DOD standard AIS that 

manages the flow and storage of stock at DLA distribution depots. DSS provides 

enhanced tools for improving inventory accuracy and control, improves the operating 

efficiency of depots, and supports AV by enabling the use of AIT devices to continuously 

update the defense automatic addressing system (DAAS) Center feeds to GTN. 

H-8 JP 4-09 
Distribution Enablers and Information Systems 

(3) Global Air Transportation Execution System. GATES is the single port 

management system servicing aerial and surface port functionality. It supports both 

peacetime and contingency operations by managing global air and surface passenger and 

cargo data. It supports mission-critical elements of military operations interfacing with 

multiple data engines, both internal and external to DOD. It provides ITV of cargo 

movements and mission critical reports. The AIS also supports cargo accountability 

through tracking and billing functions. The automated system promotes more effective 

DOD resource management by providing the capability to process, track, and bill for 

cargo and passenger movements. It also serves as an effective C2 tool aiding unit and 

cargo movement scheduling, shipment forecasting, generating reports, and message 

routing and delivery. 

(4) Hazardous Material Information Resource System (HMIRS). HMIRS 

is a DOD automated system developed and maintained by DLA. HMIRS is the central 

repository for material safety data sheets for the Services and civil agencies. It also 

contains value-added information input by the Service/agency focal points. This valueadded data includes hazardous communications warning labels and transportation 

information. HMIRS provides this data for HAZMAT purchased by the USG through 

DOD and civil agencies. The system assists USG personnel who handle, store, transport, 

use, or dispose of HAZMAT. 

(5) Integrated Command, Control, and Communications (IC3) System. 

IC3 is the MSC C2 system used to manage sealift. IC3 provides C2 and visibility of 

sealift assets and POL, and interfaces with other essential information systems such as 

GTN and GCCS. 

(6) Worldwide Port System. WPS is the common-user port documentation 

and cargo accountability system used to support DOD worldwide sealift requirements. 

WPS provides visibility data to GTN and transmits necessary advance cargo-related 

information directly to the theater for planning purposes. Theater port personnel and 

movement control organizations utilize the advance information to plan and manage 

reception, staging, and onward movement of unit equipment and sustainment materiel. 

(7) Integrated Booking System. IBS is the system supporting the movement 

of unit and sustainment cargo by sea. The system offers continuous access to ocean 

shipping capabilities, and it provides booking data and ship schedule information for both 

unit and sustainment cargo to GTN and WPS. 

(8) Global Freight Management (GFM) System. GFM is the system that 

connects military shippers to CONUS land transportation capabilities by automating the 

booking, rating, and routing process. 

(9) Asset Management System (AMS). AMS is used to manage DOD freight 

cars, Army-owned ISO containers, and leased ISO containers for all Services. It provides 

SDDC with the AIS capability to manage all aspects of the DOD interchange freight car 

fleet, as well as the Army common-user container fleet. 

H-9 
Appendix H 

H-10 JP 4-09 

c. Visibility Systems. AV systems provide the capability to collect and distribute 

information on the location, status, and movement of materiel in the JDDE. ITV is the 

ability to track the identity, status, and location of DOD unit and non unit-cargo, 

passengers, patients, forces, and military and commercial airlift, sealift, and surface assets 

from origin to the destination. Process visibility systems enable the monitoring and 

measurement of the elements of the distribution process. The systems described below 

provide supported commanders and distribution process managers the ability to monitor 

the effectiveness of distribution processes. 

(1) Asset Visibility System (AVS). AVS is the primary AIS for DOD’s 

visibility. It is the joint logistic system that provides users with timely and accurate 

information on the location, movement, status, and identity of units, personnel, 

equipment, and supplies. It provides commanders and logisticians with the information 

necessary to improve overall performance of the JDDE. AVS includes in-process, instorage, and in-transit business processes. 

(2) Logistics Information Processing System (LIPS). LIPS is the DOD 

central repository for information on the status of requisitions maintained by the DAAS 

Center. The data in LIPS originates with requisitions and other supply-related 

transactions that flow among DOD units, ICPs, and sources of supply through DAAS. 

LIPS supports visibility processes through its capability to capture requisition and 

requisition-related data. This includes traditional military distribution transactions and 

new business practices such as inter-Service lateral distribution, intra-Service retail-toretail orders, and retail-to-prime vendor orders. LIPS supports AV by providing 

requisition and shipment data. 

(3) Logistics Metrics Analysis Reporting System (LMARS). LMARS is a 

DOD system that captures and measures the performance of the distribution elements as 

material flows through the commodity supply chains. LMARS is populated with 

information from the MILSTRIP and military standard transaction reporting and 

accounting procedure transactions that flow through DAAS. LMARS reports response 

time at specific points in the distribution process. It is used as an assessment tool by 

DOD agencies and the Services to measure logistic response time and assess distribution 

system performance. 
APPENDIX J 

REFERENCES 

The development of JP 4-09 is based upon the following primary references. 

1. Federal Law 

 Title 10, USC. 

2. Strategic Guidance and Policy 

a. National Security Strategy. 

 

b. National Defense Strategy. 

 

c. National Strategy for Homeland Security. 

 

d. National Military Strategy. 

 

e. Unified Command Plan. 

 

f. Joint Strategic Capabilities Plan. 

 

g. National Response Framework. 

3. DOD Publications 

a. DOD 4000.25-1-M, Military Standard Requisitioning and Issue Procedures 

(MILSTRIP).

b. DOD 4140.1-R, DOD Supply Chain Materiel Management Regulation.

c. DOD 4160.21-M, Defense Materiel Disposition Manual. 

d. DOD 4500.54, Foreign Clearance Guide. 

e. DODD 1300.22, Mortuary Affairs Policy. 

f. DODD 2010.9, Acquisition and Cross-Servicing Agreements.

 

g. DODD 2310.01E, The Department of Defense Detainee Program. 

 

h. DODD 3000.06, Combat Support Agencies. 

 

i. DODD 4140.1, Supply Chain Materiel Management Policy.

 

j. DODD 4151.18, Maintenance of Military Materiel. 

 

k. DODD 4270.5, Military Construction. 

J-1 
Appendix J 

l. DODD 4500.09E, Transportation and Traffic Management.

m. DODD 5100.1, Functions of the Department of Defense and Its Major 

Components. 

 

n. DODD 5101.8, DOD Executive Agent (DOD EA) for Bulk Petroleum. 

 

o. DODD 5101.9, DOD Executive Agent for Medical Materiel. 

 

p. DODD 5101.10, DOD Executive Agent for Subsistence. 

 

q. DODD 5101.11, DOD Executive Agent for the Military Postal Service (MPS). 

 

r. DODD 5101.12, DOD Executive Agent for Construction/Barrier Materiel. 

s. DODD 5111.1, Under Secretary of Defense for Policy (USD[P]). 

t. DODD 5134.01, Under Secretary of Defense for Acquisition, Technology, and 

Logistics (USD[AT&L]).

 

u. DODD 5134.12, Deputy Under Secretary of Defense for Logistics and Materiel 

Readiness (DUSD[L&MR]). 

 

v. DODD 5158.04, United States Transportation Command (USTRANSCOM).

 

w. DODD 6000.12, Health Services Operations and Readiness. 

 

x. DODD 8190.1, DOD Logistics Use of Electronic Data Interchange (EDI) 

Standards. 

 

y. DODI 3020.37, Continuation of Essential DOD Contractor Services During 

Crises. 

z. DODI 3110.06, War Reserve Materiel (WRM) Policy. 

aa. DODI 4001.1, Installation Support. 

bb. DODI 4715.6, Environmental Compliance. 

 

cc. DODI 5158.05, Joint Deployment Process Owner. 

dd. DODI 5158.06, Distribution Process Owner (DPO).

ee. DTR 4500.9-R, Defense Transportation Regulation–Part II, Chapter 203, Cargo 

Movement. 

J-2 JP 4-09 
References 

4. Chairman of the Joint Chiefs of Staff Publications 

a. CJCSI 3170.01G, Joint Capabilities Integration and Development System.

b. CJCSI 4120.02A, Assignment of Movement Priority. 

c. CJCSI 5120.02A, Joint Doctrine Development System.

 

d. CJCSM 3122.01A, Joint Operation Planning and Execution System (JOPES) 

Volume I Planning, Policies, and Procedures.

 

e. CJCSM 3122.02C, Joint Operation Planning and Execution System (JOPES) 

Volume III Crisis Action Time-Phased Force and Deployment Data Development and 

Deployment Execution. 

f. CJCSM 3122.03C, Joint Operation Planning and Execution System (JOPES) 

Volume II Planning Formats. 

g. CJCSM 3150.14B, Joint Reporting Structure Logistics. 

 

h. CJSM 3150.16D, Joint Operation Planning and Execution System Reporting 

Structure (JOPESREP). 

i. JP 1, Doctrine for the Armed Forces of the United States. 

 

j. JP 1-0, Personnel Support to Joint Operations.

 

k. JP 1-02, Department of Defense Dictionary of Military and Associated Terms. 

 

l. JP 1-06, Financial Management Support in Joint Operations.

m. JP 2-03, Geospatial Intelligence Support to Joint Operations.

 

n. JP 3-0, Joint Operations. 

 

o. JP 3-08, Interorganizational Coordination During Joint Operations. 

 

p. JP 3-10, Joint Security Operations in Theater. 

 

q. JP 3-11, Operations in Chemical, Biological, Radiological, and Nuclear (CBRN) 

Environments. 

 

r. JP 3-15, Barriers, Obstacles, and Mine Warfare for Joint Operations.

 

s. JP 3-17 Air Mobility Operations.

J-3 
Appendix J 

J-4 JP 4-09 

t. JP 3-29, Foreign Humanitarian Assistance. 

 

u. JP 3-34, Joint Engineer Operations.

 

v. JP 3-35, Deployment and Redeployment Operations. 

 

w. JP 3-57, Civil-Military Operations. 

x. JP 3-63, Detainee Operations. 

 

y. JP 4-01, Joint Doctrine for the Defense Transportation System. 

z. JP 4-02, Health Service Support. 

 

aa. JP 4-03, Joint Bulk Petroleum and Water Doctrine.

 

bb. JP 4-05, Joint Mobilization Planning. 

 

cc. JP 4-06, Mortuary Affairs in Joint Operations. 

 

dd. JP 4-07, JTTP for Common-User Logistics During Joint Operations. 

 

ee. JP 4-08, Multinational Logistics. 

ff. JP 4-10, Operational Contract Support. 

 

gg. JP 5-0, Joint Operation Planning. 

 

hh. JP 6-0, Joint Communications System. 

5. Service Publication 

FM 4-93.4, Theater Support Command. 
APPENDIX K 

ADMINISTRATIVE INSTRUCTIONS 

1. User Comments 

Users in the field are highly encouraged to submit comments on this publication to: 

Commander, United States Joint Forces Command, Joint Warfighting Center ATTN: 

Joint Doctrine Group, 116 Lake View Parkway, Suffolk, VA 23435-2697. These 

comments should address content (accuracy, usefulness, consistency, and organization), 

writing, and appearance. 

2. Authorship 

The lead agent for this publication is the USTRANSCOM. The Joint Staff doctrine 

sponsor for this publication is the J-4.

3. Supersession 

This publication supersedes JP 4-01.3, 9 April 2002, Joint Tactics, Techniques, and 

Procedures for Movement Control; JP 4-01.4, 22 August 2000, Joint Tactics, Techniques, 

and Procedures for Joint Theater Distribution; JP 4-01.7, 11 June 2001, Joint Tactics, 

Techniques, and Procedures for Use of Intermodal Containers in Joint Operations; and 

JP 4-09, 14 December 2001, Joint Doctrine for Global Distribution.

4. Change Recommendations 

a. Recommendations for urgent changes to this publication should be submitted: 

TO: JOINT STAFF WASHINGTON DC//J4// 

INFO: JOINT STAFF WASHINGTON DC//J7-JEDD// 

CDRUSJFCOM SUFFOLK VA//JT10// 

Routine changes should be submitted electronically to Commander, Joint 

Warfigthing Center, Joint Doctrine Group and info the Lead Agent and the Director for 

Operational Plans and Joint Force Development J-7/JEDD via the CJCS JEL at 

http://www.dtic.mil/doctrine. 

b. When a Joint Staff directorate submits a proposal to the CJCS that would change 

source document information reflected in this publication, that directorate will include a 

proposed change to this publication as an enclosure to its proposal. The Military Services 

and other organizations are requested to notify the Director, J-7, Joint Staff, when 

changes to source documents reflected in this publication are initiated. 

K-1 
Appendix K 

K-2 JP 4-09 

c. Record of Changes: 

CHANGE COPY DATE OF DATE POSTED 

NUMBER NUMBER CHANGE ENTERED BY REMARKS 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

5. Distribution of Printed Publications 

Local reproduction is authorized and access to unclassified publications is unrestricted. 

However, access to and reproduction authorization for classified JPs must be IAW DOD 

5200.1-R, Information Security Program. 

6. Distribution of Electronic Publications 

a. Joint Staff J-7 will not print copies of JPs for distribution. Electronic versions are 

available on JDEIS at https://jdeis.js.mil (NIPRNET), and https://jdeis.js.smil.mil

(SIPRNET) and on the JEL at http://www.dtic.mil/doctrine (NIPRNET). 

b. Only approved JPs and joint test publications are releasable outside the combatant 

commands, Services, and Joint Staff. Release of any classified JP to foreign governments 

or foreign nationals must be requested through the local embassy (Defense Attaché 

Office) to DIA, Foreign Liaison/IE-3, 200 MacDill Blvd., Bolling AFB, Washington, DC 

20340-5100. 

c. CD-ROM. Upon request of a JDDC member, the Joint Staff J-7 will produce and 

deliver one CD-ROM with current JPs.
GLOSSARY 

PART I — ABBREVIATIONS AND ACRONYMS 

GL-1 

AA&E arms, ammunition, and explosives 

AAFES Army and Air Force Exchange Service 

ABFC advanced base functional component 

ACE aviation combat element (MAGTF) 

ACOA adaptive course of action client 

ACSA acquisition and cross-servicing agreement 

AE aeromedical evacuation 

AFCAP Air Force contract augmentation program 

AFFOR Air Force forces 

AFSB Army field support brigade 

AIS automated information system 

AIT automated identification technology 

AJP Allied joint publication 

ALT acquisition, logistics, and technology 

AMC Air Mobility Command 

AMD air mobility division 

AMP analysis of mobility platform 

AMP-PAT analysis of mobility platform suite of port analysis tools 

AMS Asset Management System 

ANSI American National Standards Institute 

AOC air and space operations center (USAF) 

AOR area of responsibility 

APF afloat pre-positioning force 

APOD aerial port of debarkation 

APOE aerial port of embarkation 

APS Army pre-positioned stocks 

ASC Army Sustainment Command 

ASCC Army Service component command 

ATACMS Army Tactical Missile System 

AV asset visibility 

AVS asset visibility system 

BCT brigade combat team 

BRACE Base Resource and Capability Estimator 

BSB brigade support battalion 

C2 command and control 

CAMPS Consolidated Air Mobility Planning System 

CAP crisis action planning 

CCDR combatant commander 

CCIR commander’s critical information requirement 

CCLI computer control list item 

CCP consolidation and containerization point 

CD customer direct 

CDRUSTRANSCOM Commander, United States Transportation Command 
Glossary 

CE command element (MAGTF) 

CF carrier furnished 

CHE container-handling equipment 

CJCS Chairman of the Joint Chiefs of Staff 

CJCSI Chairman of the Joint Chiefs of Staff instruction 

CJCSM Chairman of the Joint Chief of Staff manual 

CL class 

CLB combat logistics battalion 

CLF combat logistics force 

CLR combat logistics regiment 

CMCC combined movement coordination center 

CMOS cargo movement operations system 

COA course of action 

COCOM combatant command (command authority) 

COI community of interest 

COMAFFOR commander, Air Force forces 

COMALOC commercial air line of communications 

COMMARFOR commander, Marine Corps forces 

CONOPS concept of operations 

CONUS continental United States 

COP common operational picture 

CORE contingency response program 

CRAF Civil Reserve Air Fleet 

CRE contingency response element 

CRG contingency response group 

CRW contingency response wing 

CSC International Convention for Safe Containers 

CSSB combat sustainment support battalion 

CTP common tactical picture 

CUL common-user logistics 

CULT common-user land transportation 

CWT customer wait time 

DAAS defense automatic addressing system 

DAFL directive authority for logistics 

DCAPES Deliberate and Crisis Action Planning and Execution Segments 

DCMA Defense Contract Management Agency 

DCO defense connect online 

DDC defense distribution center 

DDED defense distribution expeditionary depot 

DDOC Deployment and Distribution Operations Center 

 (USTRANSCOM) 

DEPORD deployment order 

DESC Defense Energy Support Center 

DHS Department of Homeland Security 

DIRMOBFOR director of mobility forces 

GL-2 JP 4-09 
Glossary 

DLA Defense Logistics Agency 

DOD Department of Defense 

DODD Department of Defense directive 

DODI Department of Defense instruction 

DOS Department of State 

DOT Department of Transportation 

DPO distribution process owner 

DRMS Defense Reutilization and Marketing Service 

DSS Distribution Standard System 

DSS/ALOC direct support system/air line of communications 

DST Defense Logistics Agency (DLA) support team 

DTCI Defense Transportation Coordination Initiative 

DTR defense transportation regulation 

DTS Defense Transportation System 

DVT deployment visualization tool 

EA executive agent 

EDI electronic data interchange 

ELIST enhanced logistics intratheater support tool 

EMTF expeditionary mobility task force 

EUSCS effective United States-controlled ships 

EXORD execute order 

F/AD force/activity designator 

FCC functional combatant commander 

FEPP foreign excess personal property 

FGS final governing standard 

FMS foreign military sales 

FSS fast sealift ship 

G-4 Army or Marine Corps component logistics staff officer 

GATES Global Air Transportation Execution System 

GCC geographic combatant commander 

GCCS Global Command and Control System 

GCE ground combat element (MAGTF) 

GCM global container manager 

GCSS-J Global Combat Support System – Joint 

GDSS Global Decision Support System 

GEF Guidance for Employment of the Force 

GFM global freight management 

GL government leased 

GMRS global mobility readiness squadron 

GMS global mobility squadron

GO government owned 

GPC government purchase card 

GPM global pallet manager 

GL-3 
Glossary 

GSA General Services Administration 

GSORTS Global Status of Resources and Training System 

GTN Global Transportation Network 

HAP humanitarian assistance program 

HAZMAT hazardous materials 

HMIRS Hazardous Material Information Resource System 

HN host nation 

HNS host-nation support 

HQDA Headquarters, Department of the Army 

HSS health service support 

HW hazardous waste 

IAW in accordance with 

IBS Integrated Booking System 

IC3 integrated command, control, and communications 

ICIS integrated consumable item support 

ICODES integrated computerized deployment system 

ICP inventory control point 

ICSF integrated command communications system framework 

ID identifier 

IGO intergovernmental organization 

ISO International Organization for Standardization 

ISU internal airlift or helicopter slingable container unit 

IT information technology 

ITV in-transit visibility 

J-4 logistics directorate of a joint staff 

JAOC joint air operations center 

JDDE Joint Deployment and Distribution Enterprise 

JDDOC joint deployment and distribution operations center 

JDPO joint deployment process owner 

JET Joint Operation Planning and Execution System (JOPES) 

 editing tool 

JFAST Joint Flow and Analysis System for Transportation 

JFC joint force commander 

JFRG II joint force requirements generator II 

JLE joint logistics environment 

JLOC joint logistics operations center 

JLOTS joint logistics over-the-shore 

JMC joint movement center 

JMIC joint modular intermodal container 

JMRR Joint Monthly Readiness Review 

JMTCA joint munitions transportation coordinating activity 

JOA joint operations area 

JOPES Joint Operation Planning and Execution System 

GL-4 JP 4-09 
Glossary 

JP joint publication 

JRSOI joint reception, staging, onward movement, and integration 

JSCP Joint Strategic Capabilities Plan 

JSPS Joint Strategic Planning System 

JTB Joint Transportation Board 

JTF joint task force 

JTF-PO joint task force – port opening 

k thousand 

LCE logistics combat element (MAGTF) 

LIPS Logistics Information Processing System 

LMARS Logistics Metrics Analysis Reporting System 

LOC line of communications 

LOGCAP logistics civil augmentation program 

LOTS logistics over-the-shore 

LRP load and roll pallet 

LSA logistic support analysis 

LTF logistics task force 

MAGTF Marine air-ground task force 

MARAD Maritime Administration 

MCB movement control battalion 

MDDOC Marine air-ground task forces (MAGTF) deployment and 

 distribution operations center 

MEB Marine expeditionary brigade 

MEDCOM medical command 

MEF Marine expeditionary force 

MEU Marine expeditionary unit 

MHE materials handling equipment 

MIDAS model for intertheater deployment by air and sea 

MILALOC military air line of communications 

MILSTRIP military standard requisitioning and issue procedure 

MLI munitions list item 

MLG Marine logistics group 

MLMC medical logistics management center 

MLRS Multiple Launch Rocket System 

MNF multinational force 

MNFC multinational force commander 

MNJLC multinational joint logistics component 

MOG maximum (aircraft) on ground 

MPF maritime pre-positioning force 

MPS maritime pre-positioning ship 

MRO materiel release order 

MSC Military Sealift Command 

GL-5 
Glossary 

NALSS naval advanced logistic support site 

NAVELSG Navy Expeditionary Logistic Support Group 

NBG naval beach group 

NCC Navy component command 

NCHB Navy cargo handling battalion 

NFLS naval forward logistic site 

NGO nongovernmental organization 

NIPRNET Non-Secure Internet Protocol Router Network 

NMCS not mission capable, supply 

NSC National Security Council 

NSE Navy support element 

NUFEA Navy-unique fleet essential aircraft 

OA operational area 

OCONUS outside the continental United States 

OEBGD Overseas Environmental Baseline Guidance Document 

OPCON operational control 

OPDS offshore petroleum discharge system 

OPLAN operation plan 

OPORD operation order 

OPROJ operational project 

OSA operational support airlift 

OSD Office of the Secretary of Defense 

PD priority designator 

PDS primary distribution site 

PIR priority intelligence requirement 

PLS palletized load system 

POD port of debarkation 

POE port of embarkation 

POL petroleum, oils, and lubricants 

PORTSIM port simulation model 

PPTO petroleum pipeline and terminal operating 

PREPO pre-positioned force, equipment, or supplies 

PV prime vendor 

QUADCON quadruple container 

RAD routine aerial distribution 

RAMCC regional air movement coordination center 

RAS-OT readiness assessment system - output tool 

RDD required delivery date 

RFC request for capabilities 

RFF request for forces 

RFID radio frequency identification 

RO/RO roll-on/roll-off 

GL-6 JP 4-09 
Glossary 

RQT rapid query tool 

RRF Ready Reserve Force 

SAAM special assignment airlift mission 

SCM Service container manager 

SDDC Surface Deployment and Distribution Command 

SecDef Secretary of Defense 

SIPRNET SECRET Internet Protocol Router Network 

SMS single mobility system 

SO special operations 

SOF special operations forces 

SOFA status-of-forces agreement 

SOLE special operations liaison element 

SPM single port manager 

SPMAGTF special purpose Marine air-ground task force 

SPOD seaport of debarkation 

SPOE seaport of embarkation 

SSA supply support activity 

STON short ton 

SUST BDE sustainment brigade 

618th TACC 618th Tanker Airlift Control Center 

TC-AIMS II Transportation Coordinator’s Automated Information for 

 Movement System II 

TCC transportation component command 

TCM theater container manager 

TCN transportation control number 

TCSP theater consolidation and shipping point 

TDD time-definite delivery 

TEU twenty-foot equivalent unit 

T-JTB theater-joint transportation board 

TP transportation priority 

TPFDD time-phased force and deployment data 

TPFDL time-phased force and deployment list 

TRICON triple container 

TSC theater sustainment command 

UCP Unified Command Plan 

UMCC unit movement control center 

UMO unit movement officer 

UND urgency of need designator 

USAMC United States Army Materiel Command 

USAMMA United States Army Medical Materiel Agency 

USC United States Code 

USCG United States Coast Guard 

USDA United States Department of Agriculture 

USG United States Government 

GL-7 
Glossary 

GL-8 JP 4-09 

USJFCOM United States Joint Forces Command 

USMC United States Marine Corps 

USSOCOM United States Special Operations Command 

USTRANSCOM United States Transportation Command 

VISA Voluntary Intermodal Sealift Agreement 

VPV virtual prime vendor 

WPS Worldwide Port System 

WRSA war reserve stocks for allies 

WWX worldwide express 

XMPP presence protocol 
PART II — TERMS AND DEFINITIONS 

 Unless otherwise annotated, this publication is the proponent for all terms and 

definitions found in the glossary. Upon approval, JP 1-02, Department of Defense 

Dictionary of Military and Associated Terms, will reflect this publication as the source 

document for these terms and definitions.

advanced logistic support site. None. (Approved for removal from JP 1-02.) 

aerial port. An airfield that has been designated for the sustained air movement of 

personnel and materiel as well as an authorized port for entrance into or departure 

from the country where located. Also called APORT. (JP 1-02. SOURCE: JP 3-17) 

air logistic support. None. (Approved for removal from JP 1-02.) 

Air Mobility Command. The Air Force component command of the US Transportation 

Command. Also called AMC. (JP 1-02. SOURCE: JP 3-17) 

air terminal. A facility on an airfield that functions as an air transportation hub and 

accommodates the loading and unloading of airlift aircraft and the intransit 

processing of traffic. The airfield may or may not be designated an aerial port. 

(JP1-02. SOURCE: JP 3-17) 

allowable stacking weight. None. (Approved for removal from JP 1-02.) 

approval authority. None. (Approved for removal from JP 1-02.) 

assembly area. 1. An area in which a command is assembled preparatory to further 

action. 2. In a supply installation, the gross area used for collecting and combining 

components into complete units, kits, or assemblies. (JP 1-02. SOURCE: JP 4-09) 

asset visibility. Provides users with information on the location, movement, status, and 

identity of units, personnel, equipment, and supplies. It facilitates the capability to 

act upon that information to improve overall performance of the Department of 

Defense’s logistics practices. Also called AV. (JP1-02. SOURCE: JP 3-35) 

automated identification technology. A suite of tools for facilitating total asset 

visibility source data capture and transfer. Automated identification technology 

includes a variety of devices, such as bar codes, magnetic strips, optical memory 

cards, and radio frequency tags for marking or “tagging” individual items, multipacks, equipment, air pallets, or containers, along with the hardware and software 

required to create the devices, read the information on them, and integrate that 

information with other logistic information. Also called AIT. (JP 1-02. SOURCE: 

JP 3-35) 

GL-9 
Glossary 

basic load. The quantity of supplies required to be on hand within, and which can be 

moved by, a unit or formation. It is expressed according to the wartime organization 

of the unit or formation and maintained at the prescribed levels. (JP 1-02. 

SOURCE: JP 4-09) 

battle damage repair. Essential repair, which may be improvised, carried out rapidly in 

a battle environment in order to return damaged or disabled equipment to temporary 

service. Also called BDR. (JP 1-02. SOURCE: JP 4-09) 

breakbulk cargo. Any commodity that, because of its weight, dimensions, or 

incompatibility with other cargo, must be shipped by mode other than military van or 

military container moved via the sea. (This term and its definition modify the 

existing term and its definition and are approved for inclusion in JP 1-02.) 

breakbulk ship. A ship with conventional holds for stowage of breakbulk cargo, below 

or above deck, and equipped with cargo-handling gear. Ships also may be capable 

of carrying a limited number of containers, above or below deck. (JP 1-02. 

SOURCE: JP 4-09) 

cargo transporter. None. (Approved for removal from JP 1-02.) 

centralized receiving and shipping point. None. (Approved for removal from JP 

1-02.) 

centrally managed item. None. (Approved for removal from JP 1-02.) 

Civil Reserve Air Fleet. A program in which the Department of Defense contracts for 

the services of specific aircraft, owned by a US entity or citizen, during national 

emergencies and defense-oriented situations when expanded civil augmentation of 

military airlift activity is required. These aircraft are allocated, in accordance with 

Department of Defense requirements, to segments, according to their capabilities, 

such as international long range and short range cargo and passenger sections, 

national (domestic and Alaskan sections) and aeromedical evacuation and other 

segments as may be mutually agreed upon by the Department of Defense and the 

Department of Transportation. Also called CRAF. (JP 1-02. SOURCE: JP 3-17) 

classes of supply. The ten categories into which supplies are grouped in order to 

facilitate supply management and planning. I. Rations and gratuitous issue of health, 

morale, and welfare items. II. Clothing, individual equipment, tentage, tool sets, and 

administrative and housekeeping supplies and equipment. III. Petroleum, oils, and 

lubricants. IV. Construction materials. V. Ammunition. VI. Personal demand 

items. VII. Major end items, including tanks, helicopters, and radios. VIII. Medical. 

IX. Repair parts and components for equipment maintenance. X. Nonstandard items 

to support nonmilitary programs such as agriculture and economic development. 

(This term and its definition modify the existing term and its definition and are 

approved for inclusion in JP 1-02.) 

GL-10 JP 4-09 
Glossary 

common-use container. Any Department of Defense-owned, -leased, or -controlled 20-

or 40-foot International Organization for Standardization container managed by US 

Transportation Command as an element of the Department of Defense common-use 

container system. (JP 1-02. SOURCE: JP 4-09) 

common-user logistics. Materiel or service support shared with or provided by two or 

more Services, Department of Defense agencies, or multinational partners to another 

Service, Department of Defense agency, non-Department of Defense agency, and/or 

multinational partner in an operation. Common-user logistics is usually restricted to 

a particular type of supply and/or service and may be further restricted to specific 

unit(s) or types of units, specific times, missions, and/or geographic areas. Also 

called CUL. (This term and its definition modify the existing term and its definition 

and are approved for inclusion in JP 1-02.) 

common-user sealift. The sealift services provided on a common basis for all 

Department of Defense agencies and, as authorized, for other agencies of the US 

Government. The Military Sealift Command, a transportation component command 

of the US Transportation Command, provides common-user sealift for which users 

reimburse the transportation accounts of the Transportation Working Capital Fund. 

(JP 1-02. SOURCE: JP 3-35) 

common-user transportation. Transportation and transportation services provided on a 

common basis for two or more Department of Defense agencies and, as authorized, 

non-Department of Defense agencies. Common-user assets are under the combatant 

command (command authority) of Commander, United States Transportation 

Command, excluding Service-organic or theater-assigned transportation assets. (JP 

1-02. SOURCE JP 4-01.2) 

component. 1. One of the subordinate organizations that constitute a joint force. 

Normally a joint force is organized with a combination of Service and functional 

components. (JP 1) 2. In logistics, a part or combination of parts having a specific 

function, which can be installed or replaced only as an entity. Also called COMP. 

(JP 1-02. SOURCE: JP 4-0) 

component-owned container. A 20- or 40-foot International Organization for 

Standardization container procured and owned by a single Department of Defense 

component. May be either on an individual unit property book or contained within a 

component pool (e.g., Marine Corps maritime pre-positioning force containers). 

May be temporarily assigned to the Department of Defense common-use container 

system. Also called Service-unique container. (JP 1-02. SOURCE: JP 4-09) 

container control officer. A designated official (E6 or above or civilian equivalent) 

within a command, installation, or activity who is responsible for control, reporting, 

use, and maintenance of all Department of Defense-owned and controlled intermodal 

GL-11 
Glossary 

containers and equipment. This officer has custodial responsibility for containers 

from time received until dispatched. (JP 1-02. SOURCE: JP 4-09) 

container-handling equipment. Items of materials-handling equipment required to 

specifically receive, maneuver, and dispatch International Organization for 

Standardization containers. Also called CHE. (JP 1-02. SOURCE: JP 4-09) 

containership. A ship specially constructed and equipped to carry only containers 

without associated equipment, in all available cargo spaces, either below or above 

deck. Containerships are usually non-self-sustaining, do not have built-in capability 

to load or off-load containers, and require port crane service. A containership with 

shipboard-installed cranes capable of loading and off-loading containers without 

assistance of port crane service is considered self-sustaining. (JP 1-02. SOURCE: 

JP 4-09) 

customer direct. A materiel acquisition and distribution method that requires vendor 

delivery directly to the customer. Also called CD. (Approved for inclusion in JP 

1-02.) 

customer wait time. The total elapsed time between issuance of a customer order and 

satisfaction of that order. Also called CWT. (JP 1-02. SOURCE: JP 4-09) 

Defense Business Operations Fund. None. (Approved for removal from JP 1-02.) 

Defense Transportation System. That portion of the Nation’s transportation 

infrastructure that supports Department of Defense common-user transportation 

needs across the range of military operations. It consists of those common-user 

military and commercial assets, services, and systems organic to, contracted for, or 

controlled by the Department of Defense. Also called DTS. (JP 1-02. SOURCE: JP 

4-01) 

Department of Defense container system. All Department of Defense owned, leased, 

and controlled 20- or 40-foot intermodal International Organization for 

Standardization containers and flatracks, supporting equipment such as generator 

sets and chassis, container handling equipment, information systems, and other 

infrastructure that supports Department of Defense transportation and logistic 

operations, including commercially provided transportation services. This also 

includes 463L pallets, nets, and tie down equipment as integral components of the 

Department of Defense container system. (This term and its definition modify the 

existing term and its definition and are approved for inclusion in JP 1-02.) 

deployment. 1. In naval usage, the change from a cruising approach or contact 

disposition to a disposition for battle. 2. The movement of forces within operational 

areas. 3. The positioning of forces into a formation for battle. 4. The relocation of 

forces and materiel to desired operational areas. Deployment encompasses all 

activities from origin or home station through destination, specifically including 

GL-12 JP 4-09 
Glossary 

intra-continental United States, intertheater, and intratheater movement legs, staging, 

and holding areas. (JP 1-02. SOURCE: JP 4-0) 

deployment planning. Operational planning directed toward the movement of forces 

and sustainment resources from their original locations to a specific operational area 

for conducting the joint operations contemplated in a given plan. Encompasses all 

activities from origin or home station through destination, specifically including 

intra-continental United States, intertheater, and intratheater movement legs, staging 

areas, and holding areas. (JP 1-02. SOURCE: JP 5-0) 

direct vendor delivery. None. (Approved for removal from JP 1-02.) 

distribution. 1. The arrangement of troops for any purpose, such as a battle, march, or 

maneuver. 2. A planned pattern of projectiles about a point. 3. A planned spread of 

fire to cover a desired frontage or depth. 4. An official delivery of anything, such as 

orders or supplies. 5. The operational process of synchronizing all elements of the 

logistic system to deliver the “right things” to the “right place” at the “right time” to 

support the geographic combatant commander. 6. The process of assigning military 

personnel to activities, units, or billets. (JP 1-02. SOURCE: JP 4-0) 

distribution manager. The executive agent for managing distribution with the 

combatant commander’s area of responsibility. (JP 1-02. SOURCE: JP 4-09) 

distribution pipeline. Continuum or channel through which the Department of Defense 

conducts distribution operations. The distribution pipeline represents the end-to-end 

flow of resources from supplier to consumer and, in some cases, back to the supplier 

in retrograde activities. (JP 1-02. SOURCE: JP 4-09) 

distribution plan. A reporting system comprising reports, updates, and information 

systems feeds that articulate the requirements of the theater distribution system to the 

strategic and operational resources assigned responsibility for support to the theater. 

It portrays the interface of the physical, financial, information and communications 

networks for gaining visibility of the theater distribution system and communicates 

control activities necessary for optimizing capacity of the system. It depicts, and is 

continually updated to reflect changes in, infrastructure, support relationships, and 

customer locations to all elements of the distribution system (strategic operational, 

and tactical). (JP 1-02. SOURCE: JP 4-09) 

distribution point. A point at which supplies and/or ammunition, obtained from 

supporting supply points by a division or other unit, are broken down for distribution 

to subordinate units. Distribution points usually carry no stocks; items drawn are 

issued completely as soon as possible. (JP 1-02. SOURCE: JP 4-09) 

distribution system. That complex of facilities, installations, methods, and procedures 

designed to receive, store, maintain, distribute, and control the flow of military 

GL-13 
Glossary 

materiel between the point of receipt into the military system and the point of issue 

to using activities and units. (JP 1-02. SOURCE: JP 4-09) 

end-to-end. Joint distribution operations boundaries begin at the point of origin and 

terminate at the combatant commander’s designated point of need within a desired 

operational area, including the return of forces and materiel. (Approved for 

inclusion in JP 1-02.) 

fixed port. Water terminals with an improved network of cargo-handling facilities 

designed for the transfer of oceangoing freight. (JP 1-02. SOURCE: 4-01.5) 

flatrack. Portable, open-topped, open-sided units that fit into existing below-deck 

container cell guides and provide a capability for container ships to carry oversized 

cargo and wheeled and tracked vehicles. (JP 1-02. SOURCE: JP 4-09) 

force/activity designator. Number used in conjunction with urgency of need designators 

to establish a matrix of priorities used for supply requisitions. Defines the relative 

importance of the unit to accomplish the objectives of the Department of Defense. 

Also called F/AD. (This term and its definition modify the existing term “force 

activity designators” and its definition and are approved for inclusion in JP 1-02.) 

force tracking. The process of gathering and maintaining information on the location, 

status, and predicted movement of each element of a unit including the unit’s 

command element, personnel, and unit-related supplies and equipment while in 

transit to the specified operational area. (JP 1-02. SOURCE: JP 3-35) 

forward logistic site. None. (Approved for removal from JP 1-02) 

463L system. Aircraft pallets, nets, tie down, and coupling devices, facilities, handling 

equipment, procedures, and other components designed to interface with military 

and civilian aircraft cargo restraint systems. Though designed for airlift, system 

components may have to move intermodally via surface to support geographic 

combatant commander objectives. (JP 1-02. SOURCE: JP 4-09) 

general cargo. Cargo that is susceptible for loading in general, nonspecialized stowage 

areas or standard shipping containers; e.g., boxes, barrels, bales, crates, packages, 

bundles, and pallets. (JP 1-02. SOURCE: JP 4-09) 

Global Combat Support System-Joint. The primary information technology 

application used to provide automation support to the joint logistician. Also called 

GCSS-J. (JP 1-02. SOURCE: JP 4-0) 

Global Command and Control System. A deployable command and control system 

supporting forces for joint and multinational operations across the range of military 

operations with compatible, interoperable, and integrated communications systems. 

Also called GCCS. (JP 1-02. SOURCE: JP 6-0) 

GL-14 JP 4-09 
Glossary 

Global Decision Support System. Command and control system for Air Mobility 

Command’s mobility airlift and air refueling assets. Provides aircraft schedules, 

arrival and/or departure, and aircraft status data to support in-transit visibility of 

aircraft and aircrews. Also called GDSS. (JP 1-02. SOURCE: JP 3-17) 

global distribution The process that coordinates and synchronizes fulfillment of joint 

force requirements from point of origin to point of employment. (This term and its 

definition modify the existing term and its definition and are approved for inclusion 

in JP 1-02.) 

global distribution of materiel. The process of providing materiel from the source of 

supply to its point of consumption or use on a worldwide basis. (JP 1-02. 

SOURCE: JP 4-09) 

Global Transportation Network. The automated support necessary to enable US 

Transportation Command and its components to provide global transportation 

management. The Global Transportation Network provides the integrated 

transportation data and systems necessary to accomplish global transportation 

planning, command and control, and in-transit visibility across the range of military 

operations. The designated Department of Defense in-transit visibility system 

provides customers with the ability to track the identity, status, and location of 

Department of Defense units and non-unit cargo, passengers, patients, forces, and 

military and commercial airlift, sealift, and surface assets from origin to destination 

across the range of military operations. The Global Transportation Network collects, 

integrates, and distributes transportation information to combatant commanders, 

Services, and other Department of Defense customers. Global Transportation 

Network provides US Transportation Command with the ability to perform 

command and control operations, planning and analysis, and business operations in 

tailoring customer requirements throughout the requirements process. Also called 

GTN. (JP 1-02. SOURCE: JP 4-01) 

hub. An organization that sorts and distributes inbound cargo from wholesale supply 

sources (airlifted, sealifted, and ground transportable) and/or from within the theater. 

(JP 1-02. SOURCE: JP 4-09) 

hub and spoke distribution. A physical distribution system developed and modeled on 

industry standards to provide cargo management for a theater. It is based on a “hub” 

moving cargo to and between several “spokes.” It is designed to increase 

transportation efficiencies and in-transit visibility and reduce order ship time. (JP 

1-02. SOURCE: JP 4-09) 

individual equipment. None. (Approved for removal from JP 1-02.) 

GL-15 
Glossary 

intermediate staging base. A tailorable, temporary location used for staging forces, 

sustainment and/or extraction into and out of an operational area. Also called ISB. 

(JP 1-02. SOURCE: JP 3-35) 

intermodal. Type of international freight system that permits transshipping among sea, 

highway, rail, and air modes of transportation through use of American National 

Standards Institute and International Organization for Standardization containers, 

line-haul assets, and handling equipment. (JP 1-02. SOURCE: JP 4-09) 

intermodal support equipment. None. (Approved for removal from JP 1-02) 

International Convention for Safe Containers. A convention held in Geneva, 

Switzerland, on 2 Dec 1972, which resulted in setting standard safety requirements 

for containers moving in international transport. These requirements were ratified 

by the United States on 3 January 1978. Also called CSC. (JP 1-02. SOURCE: JP 

4-09) 

International Organization for Standardization. A worldwide federation of national 

standards bodies from some 100 countries, one from each country. The International 

Organization for Standardization is a nongovernmental organization, established to 

promote the development of standardization and related activities in the world with a 

view to facilitating the international exchange of goods and services, and to 

developing cooperation in the spheres of intellectual, scientific, technological, and 

economic activity. Also called ISO. (This term and its definition modify the 

existing term and its definition and are approved for inclusion in JP 1-02.) 

intertheater. Between theaters or between the continental United States and theaters. 

(JP 1-02. SOURCE: JP 3-17) 

intertheater airlift. The common-user airlift linking theaters to the continental United 

States and to other theaters as well as the airlift within the continental United States. 

The majority of these air mobility assets is assigned to the Commander, United 

States Transportation Command. Because of the intertheater ranges usually 

involved, intertheater airlift is normally conducted by the heavy, longer range, 

intercontinental airlift assets but may be augmented with shorter range aircraft when 

required. Formerly referred to as “strategic airlift.” (JP 1-02. SOURCE: JP 3-17) 

intransit inventory. None. (Approved for removal from JP 1-02.) 

in-transit visibility. The ability to track the identity, status, and location of Department 

of Defense units, and non-unit cargo (excluding bulk petroleum, oils, and lubricants) 

and passengers; patients; and personal property from origin to consignee or 

destination across the range of military operations. Also called ITV. (JP 1-02. 

SOURCE: JP 4-01.2) 

intratheater. Within a theater. (JP 1-02. SOURCE: JP 3-17) 

GL-16 JP 4-09 
Glossary 

intratheater airlift. Airlift conducted within a theater. Assets assigned to a geographic 

combatant commander or attached to a subordinate joint force commander normally 

conduct intratheater airlift operations. Intratheater airlift provides air movement and 

delivery of personnel and equipment directly into objective areas through air 

landing, airdrop, extraction, or other delivery techniques as well as the air logistic 

support of all theater forces, including those engaged in combat operations, to meet 

specific theater objectives and requirements. During large-scale operations, US 

Transportation Command assets may be tasked to augment intratheater airlift 

operations, and may be temporarily attached to a joint force commander. Formerly 

referred to as theater airlift. (JP 1-02. SOURCE: JP 3-17) 

inventory control. That phase of military logistics that includes managing, cataloging, 

requirements determinations, procurement, distribution, overhaul, and disposal of 

materiel. Also called inventory management; materiel control; materiel 

management; supply management. (This term and its definition modify the existing 

term and its definition and are approved for inclusion in JP 1-02.) 

inventory control point. An organizational unit or activity within a Department of 

Defense supply system that is assigned the primary responsibility for the materiel 

management of a group of items either for a particular Service or for the Defense 

Department as a whole. Materiel inventory management includes cataloging 

direction, requirements computation, procurement direction, distribution 

management, disposal direction and, generally, rebuild direction. Also called ICP. 

(JP 1-02. SOURCE: JP 4-09) 

item manager. An individual within the organization of an inventory control point or 

other such organization assigned management responsibility for one or more specific 

items of materiel. (JP 1-02. SOURCE: JP 4-09) 

Joint Deployment and Distribution Enterprise. The complex of equipment, 

procedures, doctrine, leaders, technical connectivity, information, shared knowledge, 

organizations, facilities, training, and materiel necessary to conduct joint distribution 

operations. Also called JDDE. (JP 1-02. SOURCE: DODI 5851.06) 

joint deployment and distribution operations center. A combatant command 

movement control organization designed to synchronize and optimize national and 

theater multimodal resources for deployment, distribution, and sustainment. Also 

called JDDOC. (Approved for inclusion in JP 1-02.) 

joint distribution. The operational process of synchronizing all elements of the joint 

logistic system using the Joint Deployment and Distribution Enterprise for end-toend movement of forces and materiel from point of origin to the designated point of 

need. (Approved for inclusion in JP 1-02.) 

GL-17 
Glossary 

joint flow and analysis system for transportation. System that determines the 

transportation feasibility of a course of action or operation plan; provides daily lift 

assets needed to move forces and resupply; advises logistic planners of channel and 

port inefficiencies; and interprets shortfalls from various flow possibilities. Also 

called JFAST. (JP 1-02. SOURCE: JP 3-35) 

joint logistics over-the-shore operations. Operations in which Navy and Army logistics 

over-the-shore forces conduct logistics over-the-shore operations together under a 

joint force commander. Also called JLOTS operations. (JP 1-02. SOURCE: JP 

4-01.2) 

Joint Materiel Priorities and Allocation Board. None. (Approved for removal from 

JP 1-02.) 

joint reception, staging, onward movement, and integration. A phase of joint force 

projection occurring in the operational area. This phase comprises the essential 

processes required to transition arriving personnel, equipment, and materiel into 

forces capable of meeting operational requirements. Also called JRSOI. (JP 1-02. 

SOURCE: JP 3-35) 

logistic support. Support that encompasses the logistic services, materiel, and 

transportation required to support the continental United States-based and worldwide 

deployed forces. (JP 1-02. SOURCE: JP 4-0) 

Marine Logistics Command. None. (Approved for removal from JP 1-02.) 

materiel inventory objective. The quantity of an item required to be on hand and on 

order on M-day in order to equip, provide a materiel pipeline, and sustain the 

approved US force structure (active and reserve) and those Allied forces designated 

for US materiel support, through the period prescribed for war materiel planning 

purposes. It is the quantity by which the war materiel requirement exceeds the war 

materiel procurement capability and the war materiel requirement adjustment. It 

includes the M-day force materiel requirement and the war reserve materiel 

requirement. (JP 1-02. SOURCE: JP 4-09) 

materiel release confirmation. None. (Approved for removal from JP 1-02.) 

materiel release order. An order issued by an accountable supply system manager 

(usually an inventory control point or accountable depot or stock point) directing a 

non-accountable activity (usually a storage site or materiel drop point) within the 

same supply distribution complex to release and ship materiel. Also called MRO.

(This term and its definition modify the existing term and its definition and are 

approved for inclusion in JP 1-02.) 

materiel requirements. Those quantities of items of equipment and supplies necessary 

to equip, provide a materiel pipeline, and sustain a Service, formation, organization, 

GL-18 JP 4-09 
Glossary 

or unit in the fulfillment of its purposes or tasks during a specified period. (JP 1-02. 

SOURCE: JP 4-09) 

Military Sealift Command. A major command of the US Navy reporting to 

Commander Fleet Forces Command, and the US Transportation Command’s 

component command responsible for designated common-user sealift transportation 

services to deploy, employ, sustain, and redeploy US forces on a global basis. Also 

called MSC. (JP 1-02. SOURCE: JP 4-01.2) 

military specification container. A container that meets specific written standards. Also 

called MILSPEC container. (This term and its definition modify the existing term 

“military performance specification container” and its definition and are approved 

for inclusion in JP 1-02.) 

mode of transport. One of the various modes used for a movement. For each mode, 

there are several means of transport. They are: a. inland surface transportation (rail, 

road, and inland waterway); b. sea transport (coastal and ocean); c. air 

transportation; and d. pipelines. (This term and its definition modify the existing 

term and its definition and are approved for inclusion in JP 1-02.) 

movement control. 1. The planning, routing, scheduling, and control of personnel and 

cargo movements over lines of communications. 2. An organization responsible for 

the planning, routing, scheduling, and control of personnel and cargo movements 

over lines of communications. Also called movement control center or MCC. (JP 

1-02. SOURCE: JP 3-10) 

movement control team. An Army team used to decentralize the execution of 

movement responsibilities on an area basis or at key transportation nodes. Also 

called MCT. (This term and its definition modify the existing term and its definition 

and are approved for inclusion in JP 1-02.) 

movement data. Those essential elements of information to schedule lift, obtain 

transportation assets, manage movement of forces, and report in-transit visibility of 

movements and associated forces (people, equipment, and supplies). (Approved for 

inclusion in JP 1-02.) 

movement requirement. A stated movement mode and time-phased need for the 

transport of units, personnel, and/or materiel from a specified origin to a specified 

destination. (JP 1-02. SOURCE: JP 4-09) 

movement schedule. A schedule developed to monitor or track a separate entity, 

whether it is a force requirement, cargo or personnel increment, or lift asset. The 

schedule reflects the assignment of specific lift resources (such as aircraft or ship) 

that will be used to move the personnel and cargo included in the specific movement 

increment. Arrival and departure times at ports of embarkation, etc., are detailed to 

GL-19 
Glossary 

show a flow and workload at each location. Movement schedules are detailed 

enough to support plan implementation. (JP 1-02. SOURCE: JP 4-09) 

movement table. A table giving detailed instructions or data for a move. When 

necessary it will be qualified by the words road, rail, sea, air, etc., to signify the type 

of movement. Normally issued as an annex to a movement order or instruction. (JP 

1-02. SOURCE: JP 4-09) 

national stock number. The 13-digit stock number replacing the 11-digit federal stock 

number. It consists of the 4-digit federal supply classification code and the 9-digit 

national item identification number. The national item identification number 

consists of a 2-digit National Codification Bureau number designating the central 

cataloging office (whether North Atlantic Treaty Organization or other friendly 

country) that assigned the number and a 7-digit (xxx-xxxx) nonsignificant number. 

The number shall be arranged as follows: 9999-00-999-9999. Also called NSN.

(This term and its definition modify the existing term “National Stock Number” and 

its definition and are approved for inclusion in JP 1-02.) 

naval advanced logistic support site. An overseas location used as the primary 

transshipment point in the theater of operations for logistic support. A naval 

advanced logistic support site possesses full capabilities for storage, consolidation, 

and transfer of supplies and for support of forward-deployed units (including 

replacements units) during major contingency and wartime periods. Naval advanced 

logistic support sites, with port and airfield facilities in close proximity, are located 

within the theater of operations but not near the main battle areas, and must possess 

the throughput capacity required to accommodate incoming and outgoing 

intertheater airlift and sealift. When fully activated, the naval advanced logistic 

support site should consist of facilities and services provided by the host nation, 

augmented by support personnel located in the theater of operations, or both. Also 

called NALSS or Naval ALSS. (JP 1-02. SOURCE: JP 3-35) 

naval forward logistic site. An overseas location, with port and airfield facilities 

nearby, which provides logistic support to naval forces within the theater of 

operations during major contingency and wartime periods. Naval forward logistic 

sites may be located in close proximity to main battle areas to permit forward staging 

of services, throughput of high priority cargo, advanced maintenance, and battle 

damage repair. Naval forward logistic sites are linked to in-theater naval advanced 

logistic support sites by intratheater airlift and sealift, but may also serve as 

transshipment points for intertheater movement of high-priority cargo into areas of 

direct combat. In providing fleet logistic support, naval forward logistic site 

capabilities may range from very austere to near those of a naval advanced logistic 

support site. Also called NFLS or Naval FLS. (JP 1-02. SOURCE: JP 3-35) 

net explosive weight. The actual weight in pounds of explosive mixtures or compounds, 

including the trinitrotoluene equivalent of energetic material, that is used in 

GL-20 JP 4-09 
Glossary 

determination of explosive limits and explosive quantity data arcs. Also called 

NEW. (JP 1-02. SOURCE: JP 4-09) 

node. 1. A location in a mobility system where a movement requirement is originated, 

processed for onward movement, or terminated. 2. In communications and computer 

systems, the physical location that provides terminating, switching, and gateway 

access services to support information exchange. 3. An element of a system that 

represents a person, place, or physical thing. (JP 1-02. SOURCE: JP 3-0) 

non-self-sustaining containership. None. (Approved for removal from JP 1-02.) 

on hand. The quantity of an item that is physically available in a storage location and 

contained in the accountable property book records of an issuing activity. (JP 1-02. 

SOURCE: JP 4-09) 

order and shipping time. None. (Approved for removal from JP 1-02.) 

order time. None. (Approved for removal from JP 1-02.) 

pallet. None. (Approved for removal from JP 1-02.) 

palletized load system. None. (Approved for removal from JP 1-02.) 

palletized load system flatrack. None. (Approved for removal from JP 1-02.) 

point of employment. In distribution operations, a physical location designated by the 

commander at the tactical level where force employment, emplacement, or 

commodity consumption occurs. (Approved for inclusion in JP 1-02.) 

point of need. In distribution operations, a physical location within a desired operational 

area designated by the geographic combatant commander or subordinate commander 

as a receiving point for forces or materiel, for subsequent use or consumption. 

(Approved for inclusion in JP 1-02.) 

point of origin. In distribution operations, the beginning point of a deployment, 

redeployment, or movement where forces or materiel are located. (Approved for 

inclusion in JP 1-02.) 

port of debarkation. The geographic point at which cargo or personnel are discharged. 

This may be a seaport or aerial port of debarkation; for unit requirements; it may or 

may not coincide with the destination. Also called POD. (JP 1-02. SOURCE: JP 

4-0) 

port of embarkation. The geographic point in a routing scheme from which cargo or 

personnel depart. This may be a seaport or aerial port from which personnel and 

equipment flow to a port of debarkation; for unit and non-unit requirements, it may 

GL-21 
Glossary 

or may not coincide with the origin. Also called POE. (JP 1-02. SOURCE: JP 

4-01.2) 

preliminary movement schedule. None. (Approved for removal from JP 1-02.) 

pre-position. To place military units, equipment, or supplies at or near the point of 

planned use or at a designated location to reduce reaction time, and to ensure timely 

support of a specific force during initial phases of an operation. (JP 1-02. 

SOURCE: JP 4-0) 

prime vendor. A contracting process that provides commercial products to regionally 

grouped military and federal customers from commercial distributors using 

electronic commerce. Customers typically receive materiel delivery through the 

vendor’s commercial distribution system. Also called PV. (JP 1-02. SOURCE: JP 

4-09) 

quadruple container. A quadruple container box 57.5inches × 96inches × 96inches” 

with a metal frame, pallet base, and International Organization for Standardization 

corner fittings. Four of these boxes can be lashed together to form a 20-foot 

American National Standards Institute or International Organization for 

Standardization intermodal container. Also called QUADCON. (This term and its 

definition modify the existing term and its definition and are approved for inclusion 

in JP 1-02.) 

railhead. A point on a railway where loads are transferred between trains and other 

means of transport. (JP 1-02. SOURCE: JP 4-09) 

reception. 1. All ground arrangements connected with the delivery and disposition of air 

or sea drops. Includes selection and preparation of site, signals for warning and 

approach, facilitation of secure departure of agents, speedy collection of delivered 

articles, and their prompt removal to storage places having maximum security. 

When a group is involved, it may be called a reception committee. 2. Arrangements 

to welcome and provide secure quarters or transportation for defectors, escapees, 

evaders, or incoming agents. 3. The process of receiving, offloading, marshalling, 

and transporting of personnel, equipment, and materiel from the strategic and/or 

intratheater deployment phase to a sea, air, or surface transportation point of 

debarkation to the marshalling area. (JP 1-02. SOURCE: JP 3-35) 

redeployment. The transfer of forces and materiel to support another joint force 

commander’s operational requirements, or to return personnel, equipment, and 

materiel to the home and/or demobilization stations for reintegration and/or outprocessing. (JP 1-02. SOURCE: JP 3-35) 

repair cycle. The stages through which a repairable item passes from the time of its 

removal or replacement until it is reinstalled or placed in stock in a serviceable 

GL-22 JP 4-09 
Glossary 

condition. (This term and its definition modify the existing term and its definition 

and are approved for inclusion in JP 1-02.) 

repairable item. An item that can be reconditioned or economically repaired for reuse 

when it becomes unserviceable. (This term and its definition modify the existing 

term “reparable item” and its definition and are approved for inclusion in JP 1-02.) 

resupply. The act of replenishing stocks in order to maintain required levels of supply. 

(JP 1-02. SOURCE: JP 4-09) 

retrograde. The process for the movement of non-unit equipment and materiel from a 

forward location to a reset (replenishment, repair, or recapitalization) program or to 

another directed area of operations to replenish unit stocks, or to satisfy stock 

requirements. (Approved for inclusion in JP 1-02) 

retrograde cargo. None. (Approved for removal from JP 1-02.) 

retrograde movement. None. (Approved for removal from JP 1-02.) 

retrograde operation. None. (Approved for removal from JP 1-02.) 

retrograde personnel. None. (Approved for removal from JP 1-02.) 

seaport. A land facility designated for reception of personnel or materiel moved by sea, 

and that serves as an authorized port of entrance into or departure from the country 

in which located. (JP 1-02. SOURCE: JP 4-01.2) 

self-sustaining containership. None. (Approved for removal from JP 1-02.) 

Service-unique container. Any 20- or 40-foot International Organization for 

Standardization container procured or leased by a Service to meet Service-unique 

requirements. Also called component-owned container. (JP 1-02. SOURCE: JP 

4-09) 

shelter. An International Organization for Standardization container outfitted with liveor work-in capability. (JP 1-02. SOURCE: JP 4-09) 

shipping configuration. None. (Approved for removal from JP 1-02.) 

single port manager. Through its transportation component commands, the US 

Transportation Command is the Department of Defense-designated single port 

manager for all common-user aerial and seaports worldwide. The single port 

manager performs those functions necessary to support the strategic flow of the 

deploying forces’ equipment and sustainment from the aerial and seaport of 

embarkation and hand-off to the combatant commander in the aerial and seaport of 

debarkation. The single port manager is responsible for providing strategic 

GL-23 
Glossary 

deployment status information to the combatant commander and to manage 

workload of the aerial port of debarkation and seaport of debarkation operator based 

on the commander’s priorities and guidance. The single port manager is responsible 

through all phases of the theater aerial and seaport operations continuum, from a 

unimproved airfield and bare beach deployment to a commercial contract supported 

deployment. Also called SPM. (JP 1-02. SOURCE: JP 4-01.2) 

618th Tanker Airlift Control Center. The Air Mobility Command direct reporting unit 

responsible for tasking and controlling operational missions for all activities 

involving forces supporting US Transportation Command’s global air mobility 

mission. The Tanker Airlift Control Center is comprised of the following functions: 

current operations, command and control, logistic operations, aerial port operations, 

aeromedical evacuation, flight planning, diplomatic clearances, and weather. Also 

called 618th TACC. (JP 1-02. SOURCE: JP 3-17) 

spoke. The portion of the hub and spoke distribution system that refers to transportation 

mode operators responsible for scheduled delivery to a customer of the “hub.” (JP 

1-02. SOURCE: JP 4-09) 

staging. Assembling, holding, and organizing arriving personnel, equipment, and 

sustaining materiel in preparation for onward movement. The organizing and 

preparation for movement of personnel, equipment, and materiel at designated areas 

to incrementally build forces capable of meeting the operational commander’s 

requirements. (JP 1-02. SOURCE: JP 3-35) 

staging area. 1. Amphibious or airborne - A general locality between the mounting area 

and the objective of an amphibious or airborne expedition, through which the 

expedition or parts thereof pass after mounting, for refueling, regrouping of ships, 

and/or exercise, inspection, and redistribution of troops. 2. Other movements - A 

general locality established for the concentration of troop units and transient 

personnel between movements over the lines of communications. Also called SA. 

(JP 1-02. SOURCE: JP 3-35) 

stock control. None. (Approved for removal from JP 1-02.) 

stuffing. Packing of cargo into a container. (JP 1-02. SOURCE: JP 4-09) 

supply chain. The linked activities associated with providing materiel from a raw 

materiel stage to an end user as a finished product. (JP 1-02. SOURCE: JP 4-09) 

supply chain management. A cross-functional approach to procuring, producing, and 

delivering products and services to customers. The broad management scope 

includes subsuppliers, suppliers, internal information, and funds flow. (This 

definition and its definition modify the existing term and its definition and are 

approved for inclusion in JP 1-02.) 

GL-24 JP 4-09 
Glossary 

supply point. None. (Approved for removal from JP 1-02.) 

supply support activity. Activities assigned a Department of Defense activity address 

code and that have a supply support mission, i.e., direct support supply units, missile 

support elements, and maintenance support units. Also called SSA. (JP 1-02. 

SOURCE: JP 4-09) 

support. 1. The action of a force that aids, protects, complements, or sustains another 

force in accordance with a directive requiring such action. 2. A unit that helps 

another unit in battle. 3. An element of a command that assists, protects, or supplies 

other forces in combat. (JP 1-02. SOURCE: JP 1) 

Surface Deployment and Distribution Command. A major command of the US Army, 

and the US Transportation Command’s component command responsible for 

designated continental United States land transportation as well as common-user 

water terminal and traffic management service to deploy, employ, sustain, and 

redeploy US forces on a global basis. Also called SDDC. (JP 1-02. SOURCE: JP 

4-09) 

sustainment. The provision of logistics and personnel services required to maintain and 

prolong operations until successful mission accomplishment. (JP 1-02. SOURCE: 

JP 3-0). 

synchronization. 1. The arrangement of military actions in time, space, and purpose to 

produce maximum relative combat power at a decisive place and time. 2. In the 

intelligence context, application of intelligence sources and methods in concert with 

the operation plan to ensure intelligence requirements are answered in time to 

influence the decisions they support. (JP 1-02. SOURCE: JP 2-0) 

table of allowance. An equipment allowance document that prescribes basic allowances 

of organizational equipment, and provides the control to develop, revise, or change 

equipment authorization inventory data. Also called TOA. (JP 1-02. SOURCE: JP 

4-09) 

tactical assembly area. An area that is generally out of the reach of light artillery and 

the location where units make final preparations (pre-combat checks and 

inspections) and rest, prior to moving to the line of departure. (JP 1-02. SOURCE: 

JP 3-35) 

tare weight. The weight of a container deducted from gross weight to obtain net weight 

or the weight of an empty container. (JP 1-02. SOURCE: JP 4-09) 

theater distribution. The flow of personnel, equipment, and materiel within theater to 

meet the geographic combatant commander’s missions. (JP 1-02. SOURCE: JP 

4-09) 

GL-25 
Glossary 

theater distribution management. None. (Approved for removal from JP 1-02.) 

throughput. 1. In transportation, the average quantity of cargo and passengers that can 

pass through a port on a daily basis from arrival at the port to loading onto a ship or 

plane, or from the discharge from a ship or plane to the exit (clearance) from the port 

complex. Throughput is usually expressed in measurement tons, short tons, or 

passengers. Reception and storage limitation may affect final throughput. 2. In 

patient movement and care, the maximum number of patients (stable or stabilized) 

by category, that can be received at the airport, staged, transported, and received at 

the proper hospital within any 24-hour period. (JP 1-02. SOURCE JP 4-02) 

time-definite delivery. The consistent delivery of requested logistics support at a time 

and destination specified by the receiving activity. Also called TDD. (This term and 

its definition modify the existing term and its definition and are approved for 

inclusion in JP 1-02.) 

time-phased force and deployment data. The Joint Operation Planning and Execution 

System database portion of an operation plan; it contains time-phased force data, 

non-unit-related cargo and personnel data, and movement data for the operation 

plan, including the following: a. In-place units; b. Units to be deployed to support 

the operation plan with a priority indicating the desired sequence for their arrival at 

the port of debarkation; c. Routing of forces to be deployed; d. Movement data 

associated with deploying forces; e. Estimates of non-unit-related cargo and 

personnel movements to be conducted concurrently with the deployment of forces; 

and f. Estimate of transportation requirements that must be fulfilled by common-user 

lift resources as well as those requirements that can be fulfilled by assigned or 

attached transportation resources. Also called TPFDD. (JP 1-02. SOURCE: JP 5-0) 

time-phased force and deployment list. Appendix 1 to Annex A of the operation plan. 

It identifies types and/or actual units required to support the operation plan and 

indicates origin and ports of debarkation or ocean area. It may also be generated as a 

computer listing from the time-phased force and deployment data. Also called 

TPFDL. (JP 1-02. SOURCE: JP 4-05) 

traffic management. The direction, control, and supervision of all functions incident to 

the procurement and use of freight and passenger transportation services. (JP 1-02. 

SOURCE: JP 4-09) 

transportation component command. The three component commands of United 

States Transportation Command: Air Force Air Mobility Command, Navy Military 

Sealift Command, and Army Surface Deployment and Distribution Command. Each 

transportation component command remains a major command of its parent Service 

and continues to organize, train, and equip its forces as specified by law. Each 

transportation component command also continues to perform Service-unique 

missions. Also called TCC. (JP 1-02. SOURCE: JP 4-01.6) 

GL-26 JP 4-09 
Glossary 

transportation feasibility. A determination that the capability exists to move forces, 

equipment, and supplies from the point of origin to the final destination within the 

time required. (This term and its definition modify the existing term and its 

definition and are approved for inclusion in JP 1-02.) 

transportation priorities. Indicators assigned to eligible traffic that establish its 

movement precedence. Appropriate priority systems apply to the movement of 

traffic by sea and air. In times of emergency, priorities may be applicable to 

continental United States movements by land, water, or air. (JP 1-02. SOURCE: JP 

4-09) 

transportation system. All the land, water, and air routes and transportation assets 

engaged in the movement of US forces and their supplies across the range of military 

operations, involving both mature and immature theaters and at the strategic, 

operational, and tactical levels of war. (JP 1-02. SOURCE: JP 4-0) 

traverse racking test load value. None. (Approved for removal from JP 1-02.) 

unity of effort. Coordination and cooperation toward common objectives, even if the 

participants are not necessarily part of the same command or organization-the 

product of successful unified action. (JP 1-02. SOURCE: JP 1) 

unstuffing. The removal of cargo from a container. (JP 1-02. SOURCE: JP 4-09) 

validation. 1. A process associated with the collection and production of intelligence 

that confirms that an intelligence collection or production requirement is sufficiently 

important to justify the dedication of intelligence resources, does not duplicate an 

existing requirement, and has not been previously satisfied. 2. A part of target 

development that ensures all vetted targets meet the objectives and criteria outlined 

in the commander’s guidance and ensures compliance with the law of armed conflict 

and rules of engagement. 3. In computer modeling and simulation, the process of 

determining the degree to which a model or simulation is an accurate representation 

of the real world from the perspective of the intended uses of the model or 

simulation. 4. Execution procedure used by combatant command components, 

supporting combatant commanders, and providing organizations to confirm to the 

supported commander and United States Transportation Command that all the 

information records in a time-phased force and deployment data not only are error 

free for automation purposes, but also accurately reflect the current status, attributes, 

and availability of units and requirements. (JP 1-02. SOURCE: JP 3-35) 

GL-27 
Glossary 

GL-28 JP 4-09 

Intentionally Blank 
JOINT DOCTRINE PUBLICATIONS HIERARCHY JOINT DOCTRINE PUBLICATIONS HIERARCHY

JP 1-0 JP 2-0

PERSONNEL

JP 5-0 JP 6-0

INTELLIGENCE

COMMUNICATION

PLANS SYSTEMS

JP 1

JOINT

DOCTRINE

JP 3-0

OPERATIONS

Maintenance

Approval Development

Initiation

JOINT

DOCTRINE

PUBLICATION

ENHANCED

JOINT

WARFIGHTING

CAPABILITY

JP 4-0

LOGISTICS

STEP #4 - Maintenance









JP published and continuously

assessed by users

Formal assessment begins 24-

27 months following

publication

Revision begins 3.5 years after

publication

Each JP revision is completed

no later than 5 years after

signature

STEP #3 - Approval STEP #2 - Development

STEP #1 - Initiation







JSDS delivers adjudicated matrix to JS J-7

JS J-7 prepares publication for signature

JSDS prepares JS staffing package

JSDS staffs the publication via JSAP for

signature













LA selects Primary Review Authority (PRA) to develop the

first draft (FD)

PRA/USJFCOM develops FD for staffing with JDDC

FD comment matrix adjudication

JS J-7 produces the final coordination (FC) draft, staffs to

JDDC and JS via Joint Staff Action Processing

Joint Staff doctrine sponsor (JSDS) adjudicates FC

comment matrix

FC Joint working group













Joint Doctrine Development

Community (JDDC) submission to

fill extant operational void

US Joint Forces Command

(USJFCOM) conducts front-end

analysis

Joint Doctrine Planning Conference

validation

Program Directive (PD) development

and staffing/joint working group

PD includes scope, references,

outline, milestones, and draft

authorship

Joint Staff (JS) J-7 approves and

releases PD to lead agent (LA)

(Service, combatant command, JS

directorate)

All joint publications are organized into a comprehensive hierarchy as shown in the chart above.

is in the Logistics series of joint doctrine publications. The diagram below illustrates an overview of the

development process:

Joint Publication

(JP) 4-09