07 May 2007

Deployment and Redeployment

Operations

Joint Publication 3-35
PREFACE

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1. Scope

This publication provides doctrine and principles for planning and executing deployment, joint

reception, staging, onward movement, and integration (JRSOI), and redeployment of the Armed Forces

of the United States. It explains the deployment, JRSOI, and redeployment processes, and planning

and execution considerations that may impact United States force projection operations. It discusses

the responsibilities and command relationships for supported and supporting combatant commands and

Services, and the interaction with other Department of Defense and federal agencies, foreign nations,

allies, multinational organizations, and other groups.

2. Purpose

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

(CJCS). It sets forth joint doctrine to govern the activities and performance of the Armed Forces of the

United States in 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 (CCDRs) and other joint force commanders (JFCs) and prescribes joint

doctrine for operations 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 commanders of combatant commands,

subunified commands, joint task forces, subordinate components of these commands, and the Services.
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Preface

JP 3-35

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 unless the CJCS, 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

WALTER L. SHARP

 Lieutenant General, USA

 Director, Joint Staff
SUMMARY OF CHANGES

REVISION OF JOINT PUBLICATION 3-35

DATED 7 SEPTEMBER 1999

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Consolidates Joint Publication (JP) 4-01.8, Joint Tactics, Techniques, and Procedures

for Joint Reception, Staging, Onward Movement, and Integration, and JP 3-35, Joint

Deployment and Redeployment Operations.

Discontinues the use of the term “military operations other than war” (MOOTW).

Expands on the operational/employment focus of deployment and redeployment.

Introduces the US Transportation Command deployment distribution operations center

and combatant command joint deployment distribution operations centers as key

entities in synchronizing and optimizing deployment and distribution operations.

Expands on the linkages with the Defense Transportation Regulation.

Incorporates the “joint operation planning process” in the deployment and

redeployment planning process.

Updates the terms and discussions for various operational areas as needed.

Introduces deployment and redeployment operations in the conduct of homeland

defense and civil defense.

Establishes an appendix (Appendix A) providing an overview of the “enablers”

supporting the joint deployment and redeployment operations.

Expands on global force management and force projection.

Expands on force visibility and in-transit visibility programs.

Updates the Joint Operation Planning and Execution System activities, functions, and

products.

Incorporates the construct of ‘contingency and crisis’ action planning.

Establishes a new definition for ‘force visibility’.

Modifies the definitions for ‘automated identification technology’ and ’force tracking’.
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Summary of Changes

JP 3-35

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TABLE OF CONTENTS

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PAGE

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

CHAPTER I

OVERVIEW

• Introduction .................................................................................................................. I-1

• National Defense Strategy ............................................................................................. I-3

• Global Force Management and Force Projection ........................................................... 1-3

• Integrated Planning and Execution Process.................................................................... I-10

• Integrated Employment and Deployment ........................................................................I-11

• Deployment Process and Phases .................................................................................. I-13

• Force Visibility ............................................................................................................. I-16

• Sustainment Delivery ................................................................................................... I-17

• Redeployment ............................................................................................................. I-17

• Training, Exercises, and Assessments ............................................................................ I-18

CHAPTER II

RESPONSIBILITIES

• General ........................................................................................................................ II-1

• Secretary of Defense .................................................................................................... II-1

• Chairman of the Joint Chiefs of Staff ............................................................................. II-2

• Geographic Combatant Commands .............................................................................. II-4

• Functional Combatant Commands ................................................................................ II-8

• Joint Task Forces ....................................................................................................... II-12

• Military Departments and Department of Defense Agencies......................................... II-13

• Other Government Agencies....................................................................................... II-17

• Other Transportation Partners..................................................................................... II-19

CHAPTER III

PLANNING

• General ........................................................................................................................ III-1

• Joint Planning .............................................................................................................. III-1

• General Planning Considerations.................................................................................. III-3

• Deployment Planning ................................................................................................... III-9

• Synchronizing and Balancing the Flow........................................................................ III-17

• Deployment Planning Requirements and Considerations ............................................. III-18

• Enablers.................................................................................................................... III-19
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CHAPTER IV

PRE-DEPLOYMENT ACTIVITIES

• General ....................................................................................................................... IV-1

• Sustainment................................................................................................................. IV-4

• Redeployment ............................................................................................................. IV-7

• Assemble and Marshal Forces..................................................................................... IV-7

CHAPTER V

MOVEMENT

• General ........................................................................................................................ V-1

• Movement ................................................................................................................... V-1

• Movement Control ....................................................................................................... V-4

• Force Visibility ............................................................................................................. V-8

• Redeployment ............................................................................................................ V-11

• Other Considerations ................................................................................................. V-12

CHAPTER VI

JOINT RECEPTION, STAGING, ONWARD MOVEMENT, AND INTEGRATION

• General ....................................................................................................................... VI-1

• Principles of Joint Reception, Staging, Onward Movement, and Integration................... VI-3

• Elements of Joint Reception, Staging, Onward Movement, and Integration.................... VI-6

• Reception ................................................................................................................... VI-9

• Staging...................................................................................................................... VI-20

• Onward Movement ....................................................................................................VI-22

• Integration................................................................................................................. VI-29

CHAPTER VII

REDEPLOYMENT

• General ..................................................................................................................... VII-1

• Redeployment Planning ............................................................................................. VII-1

• Pre-Redeployment Activities...................................................................................... VII-5

• Movement ................................................................................................................ VII-8

• Joint Reception, Staging, Onward Movement, and Integration .................................... VII-9
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Table of Contents

APPENDICES

A Enabler Tools ...................................................................................................... A-1

B Joint Deployment, and Joint Reception, Staging, Onward Movement, and Integration,

and Redeployment Process Map Descriptions.............................................................. B-1

C References .......................................................................................................... C-1

D Administrative Instructions ................................................................................... D-1

GLOSSARY

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

Part II Terms and Definitions .................................................................................... GL-6

FIGURES

I-1 Joint Operation Planning Activities, Functions, and Products .............................. I-5

I-2 Processes for Projecting the Joint Force............................................................ I-6

I-3 The Strategic Mobility Triad.............................................................................. I-9

I-4 Joint Operation Planning Process .................................................................... I-11

I-5 Phasing Model ............................................................................................... I-12

I-6 Deployment Phases ......................................................................................... I-15

I-7 Exercise Planning Considerations .................................................................... I-19

II-1 Responsibilities of Supported Combatant Commanders.................................... II-5

II-2 Responsibilities of Supporting Combatant Commanders ................................... II-7

II-3 Defense Logistics Agency Responsibilities ...................................................... II-16

III-1 Key Service Documents for Deployment Planning ........................................... III-2

III-2 General Planning Considerations ..................................................................... III-4

III-3 Examples of Infrastructure Assessment ............................................................ III-9

III-4 Force Tracking is Part of Force Closure........................................................ III-11

III-5 Sources of Logistic Support.......................................................................... III-13

III-6 Host Nation Negotiating Considerations........................................................ III-14

IV-1 Joint Force Pre-Deployment Activities ............................................................ IV-2

V-1 Joint Force Movement Process........................................................................ V-2

V-2 A Generic Joint Deployment Distribution Operations Center Structure .............. V-7

V-3 Force Visibility ................................................................................................ V-9

V-4 In-Transit Visibility ......................................................................................... V-11

VI-1 Joint Reception, Staging, Onward Movement, and Integration Process ............ VI-2

VI-2 Principles of Joint Reception, Staging, Onward Movement, and Integration .......VI-4
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VI-3 Elements of Joint Reception, Staging, Onward Movement, and Integration ....... VI-6

VI-4 Joint Reception, Staging, Onward Movement, and Integration Support

Considerations ................................................................................................VI-8

VI-5 Aerial Port of Debarkation Support Functions............................................... VI-11

VI-6 Seaport of Debarkation Functions................................................................. VI-13

VI-7 Port Support Activity and Port Operations Group Functions.......................... VI-15

VI-8 Reception Planning Considerations................................................................ VI-16

VI-9 Staging Force-Related Activities ................................................................... VI-21

VI-10 Intermediate Staging Base............................................................................. VI-23

VI-11 Onward Movement Challenges..................................................................... VI-24

VI-12 Critical Functions of Onward Movement ....................................................... VI-25

VI-13 Host-Nation Support to Onward Movement ..................................................VI-27

VII-1 Joint Force Redeployment Process ............................................................... VII-2

A-A-1 Enabling Tools............................................................................................. A-A-2

B-A-1 Joint Force Deployment Process.................................................................. B-A-2

B-B-1 Joint Reception, Staging, Onward Movement, and Integration Process ......... B-B-2

B-C-1 Joint Force Redeployment Process .............................................................. B-C-2
EXECUTIVE SUMMARY

COMMANDER’S OVERVIEW

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Provides an Overview of Deployment and Redeployment Operations

Details the Key Deployment and Redeployment Operations Responsibilities

Covers the Process of Deployment Planning

Discusses Predeployment Activities

Addresses the Movement Phase of Deployment

Explains Joint Reception, Staging, Onward Movement, and Integration

Provides a Discussion of Redeployment Operations

Overview

The capability to project

forces to the operational

area and rapidly integrate

them into the joint force

as directed by the joint

force commander is

essential.

The deployment, reception, and integration of US air, land,

maritime, and special operations forces in support of combatant

commander (CCDR) requirements is a series of operational events

enabled by logistics. The deployment process begins with

planning for force projection under contingency planning or in a

crisis. The operation plan (OPLAN) contains a deployment

concept and may contain time-phased force and deployment data

(TPFDD) that identifies force requirements and flows the forces

into the theater as required by the concept of operations

(CONOPS). Deployment operations enable joint forces to

conduct campaigns, major operations, and to respond to other

contingencies by securing positional advantages that contribute

to the achievement of operational and strategic objectives.

At any given time there could be multiple requirements to employ

military forces. Each operation could have a different strategic

priority, and could be of a different size and scope. To effectively

support multiple requirements, and apply the right level of priority

and resources to each, requires effective global force

management.

The joint deployment process is divided into four iterative and

often simultaneous phases: planning, predeployment activities,

movement, and joint reception, staging, onward movement, and

integration (JRSOI).
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Executive Summary

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Deployment planning occurs during both Joint Operation

Planning and Execution System contingency planning and crisis

action planning. It is conducted at all command levels and by

both the supported and supporting commanders. Deployment

planning activities include all action required to plan for the

deployment and employment of forces.

Predeployment activities are all actions taken by the joint planning

and execution community, before actual movement, to prepare to

execute a deployment operation. It includes continued refinement of

OPLANs, from the strategic to the tactical level at the supported and

supporting commands. It includes sourcing forces, completion of

operation specific training, and mission rehearsals.

Movement includes the movement of self-deploying units and

those that require lift support. It includes movements within the

continental US, deployments within an area of responsibility

(AOR), and end-to-end origin to destination strategic moves.

JRSOI, is the critical link between deployment and employment

of the joint forces in the operation area. It integrates the deploying

forces into the joint operation and is the responsibility of the

supported CCDR.

The Secretary of Defense (SecDef) is responsible for the

assignment of forces and resources to the combatant commands

to perform missions assigned to those commands. In addition,

SecDef is responsible for transportation planning and operations

within the Department of Defense (DOD). The SecDef has

designated the Under Secretary of Defense for Acquisition,

Technology and Logistics to establish policies and provide

guidance to DOD components concerning the effective and

efficient use of the defense transportation system.

As the principal military advisor to the President, National Security

Council, and SecDef, the Chairman of the Joint Chiefs of Staff is

assigned specific supervisory and joint operation planning

responsibilities in the areas of strategic direction, strategic

planning, and joint operation planning.

The Secretary of Defense.

Chairman of the Joint

Chiefs of Staff.

Responsibilities
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Executive Summary

Geographic CCDRs are responsible for coordinating with US

Transportation Command (USTRANSCOM) and supporting

CCDRs to provide an integrated transportation system from origin

to destination during deployment operations.

Supported CCDRs are responsible for deployment operations

planned and executed during joint force missions in their AORs.

Supported CCDRs have four major responsibilities relative to

deployment operations: build and validate movement

requirements based on the CONOPS; determine predeployment

standards; balance and regulate the transportation flow; and

manage effectively.

The primary task for supporting combatant commands is to ensure

that the supported CCDR receives the timely and complete support

needed to accomplish the mission. Supporting CCDRs have five

major deployment responsibilities: source, prepare, and verify

forces; ensure units retain their visibility and mobility; ensure

units report movement requirements rapidly and accurately;

regulate the flow; and coordinate effectively.

Normally, several functional combatant commands are involved in every

phase of a joint operation. Four functional combatant commands that

could be involved in deployment of the joint force are US Joint Forces

Command, US Special Operations Command, United States Strategic

Command, and USTRANSCOM.

Formation of a joint task force (JTF) may complicate deployment

planning and execution because of the diverse elements that may

come together to form the JTF. If sufficient planning time is

available prior to mission execution (contingency planning), the

joint force commander (JFC) and staff should determine specific

force requirements, logistic requirements, and personnel

replacements with recommended time-phasing based on their

CONOPS. For crisis action situations, the JTF establishing

authority (normally a combatant command) is usually required

to initiate development of the time-phased force and deployment

data supporting JTF operations.

The Military Departments retain the responsibility for organizing, training,

equipping, and providing administrative and logistics support (including

Service-unique transportation) for their respective forces. They are

also responsible for maintaining personnel trained in joint operation

planning that can participate in joint planning. These forces and other

DOD agencies may depend on common-user military transportation

Combatant commanders.

Joint task force.

The Military Departments.
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Executive Summary

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Deployment planning is

based primarily on

mission requirements and

the time available to

accomplish the mission.

When plans become

orders, the joint planning

and execution community

must address a myriad of

critical predeployment

activities.

services for unit and individual deployment operations between ports

of embarkation (POEs) and ports of debarkation (PODs).

During deployment operations, supported CCDRs are responsible

for building and validating requirements, determining

predeployment standards, and balancing, regulating, and

effectively managing the transportation flow.

Deployment planners must assess the impact of the operational

environment and threats in relationship to the mission. Joint

intelligence preparation of the operational environment must

address whether and to what degree a potential threat can interdict,

disrupt, or block deployment operations and assist in determining

what infrastructure and other support assets may be available.

The primary objective of deployment planning is to provide

personnel, equipment, and materiel when and where required by

the JFC’s CONOPS. Employment planning considerations that

directly impact deployment operations include: identification of

force requirements; commander’s intent for deployment; timephasing of personnel, equipment, and materiel to support the

mission; and closure of the forces required to execute decisive

operations. These factors guide deployment planning and help

determine mission requirements.

Predeployment activities begin when deployment, sustainment,

and redeployment requirements are validated by the supported

CCDR. Requirements validation confirms the need for the

movement requirement and provides detailed shipment data. As

the OPLAN, or selected course of action, is approved and

transformed into an operation order, the TPFDD is further refined.

Once movement requirements are documented and validated, the

effort to schedule the appropriate transportation assets can begin.

As part of the predeployment phase, deployment planners must

incorporate sustainment operations into their plans. Finally, while

many predeployment related activities equally apply to

redeployment, certain unique activities are required prior to

redeployment.

Planning

Predeployment Activities
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Executive Summary

The movement phase of deployment is composed of three

segments: movement from origin to air and/or sea POEs, POE

operations, and movement from the POE to POD.

Movement control involves planning, routing, scheduling, and

controlling common-user assets and maintaining in-transit

visibility of forces and materiel moving through the deployment

process. Movement control coordinates transportation resources

to enhance combat effectiveness and meet the deployment and

sustainment priorities of the supported CCDR. Effective

movement control during deployment operations provides the

JFC with the capability to monitor and manage deployment

execution, and adjust the flow of forces and materiel as necessary.

Innovative and integrated use of command and control systems

and information technology makes force tracking through the

entire deployment process possible. Visibility of deploying forces

and materiel is established through the logistics management

construct of asset visibility and the Global Command and Control

System-Joint common operational picture. Force tracking during

redeployment operations is vital to joint force readiness. Unit

integrity should be maintained, to the extent possible, and

commanders must have the capability to determine the exact

location of unit personnel, equipment, and materiel in the event

the redeploying force has to be diverted en route for another

mission.

JRSOI is a set of dynamic and complex processes involving

numerous organizations requiring training, continuous

coordination, and collaboration.

Reception is the process of receiving, offloading, marshalling,

and transporting of personnel, equipment, and materiel from

strategic and/or intratheater deployment phase to a sea, air, or

surface transportation point of debarkation to the marshalling area.

Staging includes the assembling, temporary holding, and

organizing of arriving personnel, equipment, and materiel into

units and forces, and preparing them for onward movement and

employment by the JFC.

Movement control

coordinates transportation

resources to enhance

combat effectiveness.

Joint reception, staging,

onward movement, and

integration is a critical

operational challenge

enabled by logistics.

Movement

Joint Reception, Staging, Onward Movement, and Integration
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Executive Summary

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Onward movement is the process of moving forces and sustainment

from reception facilities and marshalling or staging areas to tactical

assembly areas or other operating areas.

Integration is the synchronized transfer of mission-ready forces

and capabilities into the CCDR’s force.

JRSOI is the essential process that transitions deploying forces,

consisting of personnel, equipment, and materiel arriving in

theater into forces capable of meeting the CCDR’s operational

requirements.

There are three overarching principles of JRSOI:

Unity of command specifies that a single individual (the

supported CCDR) is responsible for the overall coordination of

JRSOI activities.

Synchronization links deployed personnel, equipment, and

materiel in a timely manner,which expedites buildup of mission

capability and avoids saturation at nodes and along lines of

communication, thereby enhancing survivability.

Balance applies to managing the TPFDD flow, which allows

the supported CCDR to adjust the movement schedule through

the intertheater pipeline and the intratheater network to allow a

continuous and controlled flow of forces and sustainment into

and within the AOR.

Elements. In order to achieve unity of command,

synchronization, and balance, JRSOI relies upon essential and

enabling elements, which combine in various ways under

differing circumstances to make the operations associated with

JRSOI possible. Communications systems are the means by

which the CCDR maintains unity of command to balance and

synchronize joint force activities and achieve mission success.

Commanders must ensure that requisite protection measures

are enforced consistent with the threat. JRSOI support

organizations consisting of one or more combinations of US

forces, host-nation assets, contractors, or multinational forces,

are a force multiplier because they provide the means to expedite

buildup of forces in the AOR.
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Executive Summary

Redeployment

Redeployment is the transfer of forces and materiel to support

another joint force commander’s operational requirements, or to

return personnel, equipment, and materiel to home and/or

demobilization stations for reintegration and/or out-processing.

Similar to deployment, redeployment operations encompass four

phases; these are redeployment planning, preredeployment

activities, movement, and JRSOI. Redeployment operations are

dependent on the supported CCDR’s defined end state, concept

for redeployment, or requirements to support another JFC’s

CONOPS.

This publication provides doctrine and principles for planning

and executing deployment, JRSOI, and redeployment of the

Armed Forces of the United States. It explains the deployment,

JRSOI, and redeployment processes, and planning and execution

considerations that may impact US force projection operations.

It discusses the responsibilities and command relationships for

supported and supporting combatant commands and Services,

and the interaction with other DOD and federal agencies, foreign

nations, allies, multinational organizations, and other groups.

Redeployment is moving

deployed forces and

materiel into another

theater or to home stations

on completion of the

mission.

CONCLUSION
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Executive Summary

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CHAPTER I

OVERVIEW

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“I reaffirmed what I already knew, that the US military is far ahead of other militaries

in the development of our deployment systems, technologies, and distribution

doctrine. Other militaries do not have our force projection capability. Concepts

like strategic dominant maneuver are interesting, but are not as relevant to them.

For other militaries, end-to-end distribution often means using their commercial

transportation assets to deliver supplies to forces that are in a benign area and

relatively close. They are generally in awe of our assets and force projection

capabilities.”

LTG Daniel G. Brown

Deputy Commander, US Transportation Command

An Oral History

1. Introduction

The deployment, reception, and integration of US air, land, maritime and special operations forces

in support of combatant commander (CCDR) requirements is a series of operational events enabled by

logistics. The focus of this publication is the deployment, joint reception, staging, onward movement,

and integration (JRSOI), and redeployment of forces to support joint operations. Collectively

referred to in this publication as “deployment operations,” these activities are planned and executed for

the supported commander by both the supported and supporting commanders. The capability to

project forces to the operational area (OA) and rapidly integrate them into the joint force as directed by

the joint force commander (JFC) is essential. Mission requirements define the scope, duration, and

scale of deployment operations. Deployment operations involve the efforts of numerous commands,

agencies, and processes. As such, unity of effort is paramount to ensure both effective and efficient

mission accomplishment.

a. Operational Planning. The deployment process begins with planning for force projection

under contingency planning or in a crisis. Contingency planning enables the CCDRs to define the most

probable contingencies and identify force requirements for those contingencies. The operation plan

(OPLAN) contains a deployment concept and may contain time-phased force and deployment data

(TPFDD) that identifies force requirements and flows the forces into the theater as required by the

concept of operations (CONOPS). The CONOPS, deployment concept, and TPFDD are the basis

for deployment planning which includes tailoring forces and identification of training, equipment, sustainment,

and movement requirements. Contingency planning allows advanced planning and preparation for

deployment, which enable rapid response to crises and unity of effort in execution. Actual joint force

deployment is in response to an action or event requiring force projection to accomplish

national objectives. Actions or events which could trigger the deployment process include natural

disasters, civil support, foreign humanitarian assistance, United Nations (UN) actions and

support to regional organizations (e.g., North Atlantic Treaty Organization [NATO] operations), or

joint force deployments in response to threats to national interests such as Operations ENDURING

FREEDOM and IRAQI FREEDOM. Deployment in response to a crisis is a complex process, which
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includes all actions from planning through force integration. It involves all levels of command from

strategic to tactical. Planning and execution begin with the CONOPS and the concept of deployment.

b. Operational Environment. Deployments are a combination of activities to support the JFC’s

CONOPS for employment of the joint force. Employment and deployment planning decisions are

based on the anticipated operational environment to be encountered in the area of responsibility (AOR)

or joint operations area (JOA). The JFC’s operational environment is the composite of the conditions,

circumstances, and influences that affect the employment of capabilities and bear on the decisions of the

commander. It encompasses physical areas and factors (of the air, land, maritime, and space domains)

and the information environment. Included within these are the adversary, friendly, and neutral systems

that are relevant to a specific joint operation. Understanding the operational environment helps

commanders understand the results of various friendly, adversary, and neutral actions and how this

impacts achieving the military end state. The operational environment is generally described by three

conditions: permissive, uncertain, or hostile.

(1) Permissive Environment. A permissive environment is an operational environment in

which host country military and law enforcement agencies have control, the intent, and the capability to

assist operations that a unit intends to conduct. In this situation, entry operations during deployment are

unopposed and the host country is supporting the deployment.

(2) Uncertain Environment. An uncertain environment is an operational environment in

which host government forces, whether opposed to or receptive to operations that a unit intends to

conduct, do not have totally effective control of the territory and population in the intended OA. In this

situation, entry operations during deployment are generally unopposed but could be opposed at any

point during the deployment by forces or individuals not under host government control.

(3) Hostile Environment. A hostile environment is an operational environment in which

hostile forces have control as well as the intent and capability to effectively oppose or react to the

operations that a unit intends to conduct. In this situation, the deploying force must conduct forcible

entry operations to secure a lodgment for deployment of the joint force to ensure the continuous landing

of forces and materiel and provide space for subsequent operations. Should US forces be denied

temporary physical access to a specific geographic location, then the JFC should consider the use/

formation of an intermediate staging base (ISB) in forced entry operations.

c. Deployment operations enable joint forces to conduct campaigns, major operations, and to

respond to other contingencies by securing positional advantages that contribute to the achievement of

operational and strategic objectives. This function includes moving or deploying forces into an OA and

conducting maneuver to operational depths for offensive and defensive purposes. It also includes

enhancing the mobility of friendly forces. The movement and maneuver function encompasses a number

of tasks including:

(1) Deploy, shift, regroup, or move joint formations within the OA by any means or mode (air,

land, or sea).

(2) Maneuver joint forces to achieve a position of advantage over an adversary.
I-3

Overview

(3) Provide mobility for joint forces to facilitate their movement and maneuver without delays

caused by terrain or obstacles.

(4) Control significant areas in the OA whose possession or control provides either side an

operational advantage.

(5) Conduct evacuation operations.

2. National Defense Strategy

The national defense strategy (NDS) supports the national security strategy by establishing a set of

overarching defense objectives that guide the Department of Defense (DOD) security activities and

provide direction for the national military strategy (NMS). The NDS objectives and implementing

instructions serve as links between military activities and the activities of other government agencies in

pursuit of national goals. The NDS focuses on how the military instrument of power can be used to

achieve national security objectives. The Secretary of Defense (SecDef) articulates NDS in various

venues including the quadrennial defense reviews, and the Strategic Planning Guidance. There will be a

capability within the militaryto maintain homeland defense, prevail in the war on terror and irregular

warfare, and conduct conventional campaigns. These NDS challenges require a range of military

operations, from humanitarian assistance/disaster relief, to lesser contingencies and major combat

operations. This strategy, with the resultant force structure and basing, requires the ability to

rapidly deploy and redeploy forces.

3. Global Force Management and Force Projection

At any given time there could be multiple requirements to employ military forces. Each operation

could have a different strategic priority, and could be of a different size and scope. To effectively support

multiple requirements, and apply the right level of priority and resources to each, requires effective

global force management. Although the emphasis of this publication is on overseas deployments and

redeployments, deployments within the homeland are possible in support of homeland defense and civil

support. Deployments within the homeland follow the same basic processes as those overseas; however,

the timelines can be shorter. The national importance of these missions is reflected in the elevated

movement priorities that can be invoked by the President or SecDef. Airlift movement priorities are

outlined in the Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 4120.02, Assignment of

Movement Priority. Surface transportation (commercial and organic) within the homeland can be a

viable option for units within a reasonable distance of the operational area and should be considered

when planning for and conducting these operations.

a. Global Force Management. The global force management process provides global force

visibility across OPLANS and on-going operations. Global force visibility is achieved by applying joint

force structuring processes and data elements to force planning for contingencies and crises; detailed

deployment and employment planning; and sound reporting procedures.
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JP 3-35

(1) Global force visibility is preserved through effective force and phase planning for contingencies

and crises; detailed deployment planning; and sound reporting procedures. The global force management

process enables the military to be managed in a way that allows the President and SecDef to deploy the

force where and when it is needed. It allows the Joint Staff to rapidly source the force needed for a

specific CONOPS from a global, rather than regional, perspective and to surge capabilities when

needed into crisis theaters from disparate locations worldwide. The US military‘s global presence must

be managed dynamically, ensuring that our joint capabilities are employed to the greatest effect. Under

this concept, forces are allocated to CCDRs as needed and sourced from anywhere in the world.

Supported CCDRs use an approved operational order (OPORD) TPFDD as the primary means of

communicating force requirements for an operation. The request for forces (RFF) (i.e., capabilities)

process is used to obtain additional requirements not already authorized or approved.

(2) During the initial and subsequent deployments, DOD leadership may use RFFs

and deployment orders (DEPORDs) in lieu of the TPFDD. Deployments under subsequent

DEPORDs as a result of RFFs can significantly impact the flow of forces. Commanders and their staffs

must understand the associated impact of additional force flow that had not been previously planned.

For additional information, see Global Force Management Guidance Fiscal Year (FY) 2005,

Chairman of the Joint Chiefs of Staff Manual (CJCSM )3122.01A, Joint Operation Planning and

Execution System, (JOPES) Volume I (Planning Policies and Procedures), 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).

b. Joint Force Projection. Force projection, the ability to project the military instrument

of national power, systematically and rapidly deploys and integrates joint military forces and

the concomitant sustainment material in response to requirements across the range of military

operations. Force projection allows a JFC to strategically position and concentrate forces to set the

conditions for mission success. Force projection, enabled by global force management, forward

presence and agile force mobility, is critical to US deterrence and warfighting capabilities. The

President and/or SecDef could direct CCDRs to resolve a crisis by employing immediately available

forward-presence forces. However, when this response is not sufficient or possible, the rapid projection

of forces from other locations may be necessary. Alternatively, responding to the full range of military

operations may involve the deployment of forces and materiel within or outside the United States for

humanitarian or disaster relief purposes. The requirement remains: to provide joint force capabilities that

may include Active Component (AC), Reserve Component (RC), or civilian contract service in a timely

and efficient and effective manner consistent with the CONOPS while retaining global force visibility.

(1) Joint force projection, the use of the military instrument of national power, is executed

using the JOPES. Figure I-1 outlines joint operation planning activities, functions, and products.

(2) The CONOPS is the basis for force and deployment planning. The CONOPS details the

phases of the operation, prioritizes the major missions within each phase, and identifies the forces

required to provide those capabilities needed to meet mission requirements. The missions establish the

force requirements and the prioritization determines the deployment flow of forces and support into the

theater. The missions assigned to a force will determine the pre-deployment, support, and joint force
I-5

Overview

integration requirements of that force. The CONOPS determines the size and scope of mobilization,

deployment, JRSOI, sustainment, and redeployment activities.

See Joint Publication (JP) 3-0, Joint Operations and JP 5-0 Joint Operation Planning, for additional

details.

JOINT OPERATION PLANNING ACTIVITIES, FUNCTIONS,

AND PRODUCTS

Situational Awareness

Planning Operational

Activities

Planning

Functions

Products

Execution

Plan Assessment

(Refine, Adapt,

Terminate, Execute)

Plan

Development

Concept

Development

Strategic

Guidance

IPR In-Progress Review

Approved

Mission

Approved

Concept

Approved

Plan

Warning

Order

Operation

Order

Planning

Order

Alert Order

Execute

Order

Deployment

Order

6 Month Review Cycle

IPR IPR IPR

Base Plan (BPLAN)

Concept Plan

(CONPLAN)

Operation Plan

(OPLAN)

Figure I-1. Joint Operation Planning Activities, Functions, and Products
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JP 3-35

(3) Joint force projection encompasses a range of processes, as shown in Figure I-2. The

scope of these processes is dependent upon the joint operation. Planning for and execution of these

processes normally occurs in a continuous, overlapping, and iterative sequence during each

phase and for the duration of the operation. However, each joint operation or campaign usually differs

in both sequence and scale. The following paragraphs briefly describe each process as depicted in

Figure I-2:

(a) Mobilization. Mobilization is the process of assembling and organizing national

resources to support national objectives in time of war or other emergencies by assembling and organizing

personnel and materiel for active duty military forces, activating the RC including federalizing the National

Guard, extending terms of service, surging and mobilizing the industrial base and training bases, and

bringing the Armed Forces of the United States to a state of readiness for war or other national emergency.

(b) Deployment. Deployment is the movement of forces within operational areas, the

positioning of forces into a formation for battle, and/or the relocation of forces and materiel to

desired operational areas. Deployment encompasses all activities from origin or home station

through destination, specifically including intra-continental United States, intertheater, and

intratheater movement legs, staging, and holding areas. The type and nature of deployments

vary widely according to CONOPS and the operational environment. Deployment and the deployment

process will be described more fully, later in this chapter.

PROCESSES FOR PROJECTING THE JOINT FORCE

"THE FOCUS

OF THIS

PUBLICATION"

 Mobilization

 Deployment

 Joint Reception, Staging, Onward

Movement, and Integration

 Employment

 Sustainment

 Redeployment "THE FOCUS

OF THIS

PUBLICATION"

 Mobilization

 Deployment

 Joint Reception, Staging, Onward

Movement, and Integration

 Employment

 Sustainment

 Redeployment

Figure I-2. Processes for Projecting the Joint Force
I-7

Overview

(c) Joint Reception, Staging, Onward Movement, and Integration. The last phase

of deployment, JRSOI is the responsibility of the supported CCDR. This phase comprises the essential

processes required to transition arriving personnel, equipment, and materiel into forces capable of

meeting operational requirements. JRSOI is the critical link between deployment and employment of

the joint forces. The time between the initial arrival of deploying forces and capabilities and operational

employment is potentially the period of greatest vulnerability. During this transition period, deploying

forces and capabilities may not fully sustain or defend themselves, or contribute to mission accomplishment

because some elements may not have attained required mission capability. JRSOI planning is focused

on the rapid integration of deploying forces and capabilities to quickly make them functioning and

contributing elements of the joint force.

(d) Employment. Employment planning prescribes how to apply force and/or

forces to attain specified national strategic objectives. The CONOPS establishes the phases,

missions, and force requirements of a given operation. It is developed by the JFC and the component

commanders using the joint operation planning process.

(e) Sustainment. Sustainment is the provision of personnel, logistic and other

support required to maintain and prolong operations or combat until successful accomplishment

or revision of the mission or of the national objective. Sustainment is ongoing throughout the

operation. Sustainment operations must be closely linked to the phases and mission priorities of the

CONOPS to ensure mission effectiveness without logistic shortages or excesses, which could reduce

the efficiency of the force. Sustainment requirements are projected and planned based on the phases

and missions of the operation. Consumption is monitored throughout the operation to support continuous

projection of requirements. Force projection of sustainment operations may involve the establishment

of support facilities in multiple sites outside the continental United States (OCONUS), including the

crisis area. Logistics may be split-based between several theaters (ashore or afloat) and the United

States. The location and size of the base or bases supporting the operation is a key factor in

operational reach. The sustainment function should be planned by operation phase in the CONOPS.

The forces and resources required to establish and maintain these operations should be included in the

deployment concept.

(f) Redeployment. Redeployment is the transfer of forces and material to support

another joint force commander’s operational requirements, or to return personnel, equipment,

and material to the home and/or demobilization stations for reintegration and/or out-processing.

Commanders must plan and execute redeployment in a manner that optimizes readiness, security, and

mobility of redeploying forces to meet new crises. Redeployment will be described more fully later in

this chapter.

(4) Joint Force Mobility. Mobility is the quality or capability of military forces, which

permits them to move from place to place while retaining the ability to fulfill their primary mission.

Mobility is a function of force, resource, operation, deployment, and sustainment planning. Mobility

requires standard procedures; global force visibility; integrated employment and deployment planning;
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JP 3-35

effective execution of pre-deployment actions; and movement execution supported by networked

operation planning, deployment, and transportation information systems.

(a) The contingency OPLAN and its time-phased force and deployment list (TPFDL)

structure must be designed to ensure the Services acquire, train, and equip forces to meet the most

probable operation requirements. The design must support rapid transition of the TPFDL to align forces

and missions for the phases of an actual crisis. An integration of sustainment forecasts with force

projection plans is critical to success. Force alignment to missions within phases must be documented

to enable rapid realignment with the actual mission requirements of a crisis. The OPLAN and the

TPFDL structure for an OPORD must be designed to preserve unit integrity, agility, mobility, and

security should events or conditions require execution of plan branches or sequels. The force structure

must be understood by all supporting commands and enable global force visibility to ensure unity of

effort and rapid response to actual operational events.

(b) Rapid force projection and force mobility are keystones of US NMS. Timely

response to crisis situations is critical to US deterrent and warfighting capabilities. The

timeliness of US response is a function of US forward deployed forces and prepositioned

assets, forces with organic movement capability, and adequate strategic and intratheater

mobility capability assets. Overseas presence, tailored to regional requirements, facilitates force

projection by providing needed flexibility. The combination of organic force movement and rapid

mobility capabilities, bolstered by pre-positioned assets, provides the supported JFC with

flexible mobility options that can be tailored to meet any crisis situation. Deployment operations

normally involve a combination of organic and common-user lift supported movements using land (road

and rail), sea, and air movement resources, as necessary. Successful movement depends on the

availability of sufficient transportation capabilities to rapidly deploy combat forces, sustain

them during an operation, and redeploy them to meet changing mission requirements or to

return them to home and/or demobilization stations upon completion of their mission.

(5) The Strategic Mobility Triad. Common-user airlift, sealift, and pre-positioned force,

equipment, or supplies constitute the strategic mobility triad shown in Figure I-3. Successful response

across the range of military operations depends on sufficient port throughput capacity coupled with the

availability of sufficient mobility assets to rapidly deploy combat forces, sustain them in an OA as long as

necessary to meet US military objectives, and reconstitute and redeploy them to meet changing mission

requirements or to return to home and/or demobilization stations upon completion of their mission. To

meet this challenge, United States Transportation Command (USTRANSCOM’s) transportation

component commands (TCCs), Air Mobility Command (AMC), Military Sealift Command (MSC),

and Military Surface Deployment and Distribution Command (SDDC), exercise operational control

(OPCON) of government-owned or chartered transportation assets for use by all DOD elements and,

as authorized, other agencies of the US Government or other approved users. Deployment operations

normally involve a combination of land (road and rail), sea, and air movement augmented, as necessary

by pre-positioned assets.

(a) Common-User Airlift. The pool of common-user airlift consists of designated

airlift assets from some or all of the following sources: AC and RC; the Civil Reserve Air Fleet (CRAF),
I-9

Overview

when activated; contracted commercial assets; and foreign military or civil carriers, either donated or

under contract.

For additional information, see JP 3-17,Joint Doctrine and Joint Tactics, Techniques, and Procedures

for Air Mobility Operations.

(b) Common-User Sealift. Sealift forces are those militarily useful merchant-type

ships available to DOD to execute the sealift requirements of the Defense Transportation System (DTS)

across the range of military operations. Called “common-user shipping,” these ships will be engaged in

the transportation of cargoes for one or more Services from one seaport to another or to a location at

sea in the operational area pending a decision to move the cargo embarked ashore. The sealift force is

composed of shipping from some or all of the following sources: active government-owned or controlled

shipping; government-owned reserve or inactive shipping; US privately owned and operated commercial

shipping; US privately owned, foreign flag commercial shipping; and foreign owned and operated

commercial shipping.

THE STRATEGIC MOBILITY TRIAD

PRE-POSITIONING

AIRLIFT

SEALIFT

Figure I-3. The Strategic Mobility Triad
I-10

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JP 3-35

For additional information, see JP 4-01.2, Sealift Support to Joint Operations.

(c) DOD pre-positioned force, equipment, or supplies 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. They also contribute significantly to reducing demands on

the DTS.

For additional information, see JP 4-01, Joint Doctrine for the Defense Transportation System.

(6) Operational and Tactical Deployment. There are numerous transportation resources

available to a JFC to support deployment operations. The type and number of sources vary by theater

and by missions. Normally, operational and tactical deployment is executed through a combination

of resources including: organic assets assigned to the CCDR for common transportation service;

host-nation support (HNS) negotiated through bilateral or multilateral agreements; multinational

civil transportation support organizations; or third-party logistic operations. When needed,

theater lift resources and forces may be augmented by either assigning or attaching additional assets.

4. Integrated Planning and Execution Process

JOPES and the joint operation planning process (JOPP) provide the processes, formats, and

systems which link planning for joint force projection to the execution of joint operations. Standard

processes that provide a common method for addressing force projection requirements enhance unity

of effort. JOPES and JOPP share the same basic approach and problem-solving elements, such as

mission analysis and course of action (COA) development. Planning for joint operations is continuous

across the full range of military operations using two closely related, integrated, collaborative and adaptive

processes – the JOPES and the JOPP. The joint operation process supports the systematic, ondemand, creation and revision of executable plans, with up-to-date options, as circumstances require.

A premium is placed on flexibility. The incorporation of collaboration capabilities, relational databases,

and decision-support tools promotes planning with real-time access to relevant information and the

ability to link planners and selected subject matter experts regardless of their location. The goal is

shortened planning timelines and current, high-fidelity, up-to-date plans.

a. JOPES use is directed for all joint force projections. JOPES has three operational activities:

situation awareness, planning, and execution. JOPES provides the process, structure, reports, plans,

and orders that orchestrate the joint planning and execution community’s (JPEC’s) delivery of the

military instrument of national power.

For more discussion on JOPES, see CJCSM 3122 Series, Joint Operation Planning and Execution

System (JOPES), for information on JOPES, JOPP adaptive processes see JP 5-0, Joint Operation

Planning.

b. JOPP underpins planning at all levels and for missions across the full range of military operations.

It applies to both supported and supporting JFCs and to joint force component commands when the

components participate in joint planning. This process is designed to facilitate interaction between the

commander, staff, and subordinate headquarters (HQ) throughout planning. The JOPP helps commanders
I-11

Overview

and their staffs organize their planning activities, share a common understanding of the mission and

commander’s intent, and develop effective plans and orders. This planning process applies to contingency

planning and crisis action planning (CAP) within the context of the responsibilities specified by the

CJCSM 3122 series (JOPES). JOPP also is used by joint organizations that have no specific JOPES

responsibilities. Furthermore, JOPP supports planning throughout the course of an operation after the

CJCS, at the direction of the President or SecDef, issues the execute order. In common application,

JOPP proceeds according to planning milestones and other requirements established by the commanders

at various levels. However, the CJCSM 3122 series specifies joint planning and execution community

(JPEC) milestones, deliverables, and interaction points for contingency and crisis-action plans developed

per the formal JOPES process. Figure I-4 shows the primary steps of JOPP.

For more discussion on JOPES, see CJCSM 3122 Series, Joint Operation Planning and Execution

System (JOPES), and for information on JOPES and JOPP, as adaptive processes, see JP 5-0,

Joint Operation Planning

5. Integrated Employment and Deployment

Deployment operations support employment of forces. Deployment positions mission ready forces

to execute the supported commander’s OPLANs. Deployment plans align with the employment and

deliver forces when and where they are required. Employment is normally divided into a series of

phases. Within those phases, missions are identified and prioritized. Forces are selected based on their

ability to execute specific required missions. Any mission may require integrated or synchronized support

JOINT OPERATION PLANNING PROCESS

STEP 1: INITIATION

STEP 2: MISSION ANALYSIS

STEP 3: COURSE OF ACTION (COA) DEVELOPMENT

STEP 4: COA ANALYSIS AND WARGAMING

STEP 5: COA COMPARISON

STEP 6: COA APPROVAL

STEP 7: PLAN OR ORDER DEVELOPMENT

STEP 1:

STEP 2:

STEP 3:

STEP 4:

STEP 5:

STEP 6:

STEP 7:

INITIATION

MISSION ANALYSIS

COURSE OF ACTION (COA) DEVELOPMENT

COA ANALYSIS AND WARGAMING

COA COMPARISON

COA APPROVAL

PLAN OR ORDER DEVELOPMENT

Figure I-4. Joint Operation Planning Process
I-12

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JP 3-35

from one or more Service forces. Deployment processes, systems, and plans must provide the supported

commander with a joint force and the flexibility to redeploy forces as required to achieve the transition

criteria for each phase of the operation and ultimately, mission success.

a. Operation Phase Model. The operation phase model is an element of operational

design and is used to arrange operations. It assists the JFC to visualize and think through the entire

operation to define requirements in terms of forces, resources, time, space, and purpose. Phasing

(Figure I-5) enables commanders to systematically achieve objectives that cannot be attained all at

once. It can be used to gain progressive advantages and assist in achieving objectives as quickly and

effectively as possible. Phasing also provides a framework for assessing risk to portions of an operation

or campaign and planning to mitigate that risk. Phasing the operation assists in framing commander’s

intent and assigning tasks to subordinate commanders. By arranging operations and activities into

phases, the JFC can better integrate and synchronize subordinate operations in time, space, and purpose;

however, phasing is only part of a model and at any given time, the joint force will be operating across

several phases simultaneously. As such, a phase represents a definitive stage during which a large

portion of the forces and joint/multinational capabilities are involved in similar or mutually supporting

activities. During planning, the JFC establishes conditions, objectives, or events for transitioning from

one phase to another and plans sequels and branches for potential contingencies. The JFC adjusts the

phases to exploit opportunities presented by the adversary or operational situation or to react to unforeseen

conditions. The transitions between phases are designed to be distinct shifts in focus by the joint force,

STABILIZE

CRISIS

DEFINED

PREVENT

PREPARE

ASSURE FRIENDLY

FREEDOM OF

ACTION/

ACCESS THEATER

INFRASTRUCTURE

ESTABLISH

DOMINANT

FORCE

CAPABILITIES/

ACHIEVE

FULLSPECTRUM

SUPERIORITY

TRANSFER TO

CIVIL

AUTHORITY

REDEPLOY

ESTABLISH

SECURITY

RESTORE

SERVICES

SEIZE

INITIATIVE DOMINATE

ENABLE

CIVIL

AUTHORITY SHAPE DETER

Phase 0 Phase I Phase II Phase III Phase IV

Phase V

PHASING MODEL

Figure I-5. Phasing Model
I-13

Overview

often accompanied by changes in command or support relationships. Changing the focus of the operation

takes time and may require changing priorities, command relationships, force allocation, or even the

design of the OA and should be thoroughly planned to avoid loss of momentum. This challenge demands

an agile shift in joint force skill sets, actions, organizational behaviors, and mental outlooks. The operation

phase model provides a flexible model to arrange combat and noncombat stability operations. This

model can be applied throughout and across the range of military operations. Once the crisis is defined,

deter phase actions may include mobilization, tailoring of forces and other predeployment activities;

initial deployment into a theater; employment of intelligence, surveillance, and reconnaissance assets

to provide real-time and near-real-time awareness of the operational environment; and development of

mission tailored command and control (C2), intelligence, force protection, and logistic requirements to

support the JFC’s CONOPS. Predeployment activities and the initial deployment into a theater normally

occur during the deter phase, however deployment and redeployment can occur during any of the

phases. Redeployment operations, particularly for combat units, will often begin during the stabilize

phase and should be identified and planned as early as possible. The operation or campaign is concluded

when the national strategy end state is achieved and redeployment operations are complete.

For more discussion on phasing, see JP 3-0, Joint Operations.

b. Force Planning. The purpose of force planning is to identify all forces needed to accomplish

the supported commander’s CONOPS and phase the forces into the theater. It consists of determining

the force requirements by operation phase, mission, mission priority, mission sequence, and OA. It

includes major force phasing; integration planning; force list structure development; followed by force

list development. Force planning is the responsibility of the CCDR supported by the Service component

commanders, the Joint Staff J-8 as the global force manager, and Commander, United States Joint

Forces Command (CDRUSJFCOM) as the joint force provider. The primary objectives of force

planning are to apply the right force to the mission while ensuring force visibility, force mobility, and

adaptability. Force planning begins during CONOPS development. The supported commander

determines force requirements, develops a TPFDD and letter of instruction (LOI), and designs force

modules to align and time-phase the forces in accordance with (IAW) the CONOPS. Major combat

forces are selected from those apportioned for planning or allocated for execution and included in the

supported commander’s CONOPS by operation phase, mission, and mission priority. The Service

components then collaboratively make tentative assessments of the combat support (CS) and combat

service support (CSS) required IAW the CONOPS. After the actual forces are sourced, the CCDR

refines the force plan to ensure it supports the CONOPS, provides force visibility, and enables flexibility.

The commander identifies and resolves or reports shortfalls.

6. Deployment Process and Phases

a. Deployment Process. The joint deployment process is a dynamic and complicated process,

beginning when force projection planning is initiated by a strategic or operational directive and ends

when a force arrives at the prescribed destination, integrates into the joint force, and is declared ready to

conduct operations by the JFC. Deployment planning occurs during both JOPES contingency planning

and CAP. It is conducted at all command levels and by both the supported and supporting commanders.

Pre-deployment activities are all actions taken by the JPEC, before actual movement, to prepare to

execute a deployment operation. In the simplest form, the movement encompasses two primary nodes,
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JP 3-35

point of origin and destination. This simplest form occurs in the continental United States (CONUS),

operational intertheater and intratheater deployments, and during the movement of self-deploying forces.

The more complex form encompasses four primary nodes, point of origin, port of embarkation (POE),

port of debarkation (POD), and destination. In the more complex form there are three major movement

“legs,” point of origin to POE, POE to POD, POD to destination. The more complex form occurs

when forces without organic lift capability deploy from one theater to another on strategic lift capability.

The final phase, JRSOI, integrates the deploying forces into the joint operation. Joint force deployment

has numerous process stakeholders and process seams, resulting from the multitude of organizations

and functional processes involved in deployment planning and execution. Deployment stakeholders

include the supported commander, operational commanders of forces, and supporting commanders of

forces or organizations with a deployment mission. Ideally, all process stakeholders will endeavor to

ensure operational effectiveness (defined by successful mission accomplishment consistent with the

supported commander’s CONOPS and deployment efficiency (optimally phased force deployment

and sustainment delivery with economical and effective use of available resources). Process seams may

occur at functional or organizational interfaces when physical resources or information is transferred.

Friction between operational and supporting stakeholders or process seams reduces the operational

effectiveness and efficiency of the deployment process. The supported commanders reduce deployment

execution friction by:

(1) Linking deployment to employment mission and force requirements;

(2) Minimizing CONOPS changes but providing rapid dissemination of operation changes

when they occur;

(3) Effective coordination and collaboration with other process stakeholders;

(4) Requiring accurate and early reporting of movement support requirements;

(5) Following JOPES deployment procedures.

b. Deployment Phases. The joint deployment process is divided into four phases: planning,

predeployment activities, movement, and JRSOI. They are iterative and often occur simultaneously

throughout an operation. The phases as well as a depiction of the “backward” planning sequence

required in deployment planning are outlined in Figure I-6.

(1) Deployment planning occurs during both JOPES contingency planning and CAP. It is

conducted at all command levels and by both the supported and supporting commanders. Deployment

planning activities include all action required to plan for a deployment and employment of forces.

Deployment planning activities must be coordinated among the supported combatant command responsible

for accomplishment of the assigned mission, the Services, and the supporting combatant commands

providing forces for the joint force mission. Normally, supported CCDRs, their subordinate commanders,

and their Service components are responsible for providing mission statements, theater support parameters,

intertheater lift requirements, applicable host nation (HN) environmental standards, and pre-positioned

equipment planning guidance during predeployment activities. The Services are responsible to organize,

train, and equip interoperable forces for assignment to combatant commands and to prepare plans for
I-15

Overview

their mobilization when required (see Department of Defence Directive (DODD) 5100.1, Functions of

the Department of Defense and Its Major Components). Supporting CCDRs are responsible for

providing trained and mission-ready forces to the supported combatant command. Service deployment

planning activities should be coordinated with supporting combatant command planning activities to

ensure that standards specified by the supported CCDR are achieved, supporting personnel and forces

arrive in the supported theater fully prepared to perform their mission, and deployment delays caused by

duplication of predeployment efforts are eliminated.

(2) Predeployment activities are all actions taken by the JPEC, before actual movement,

to prepare to execute a deployment operation. It includes continued refinement of OPLANs, from the

strategic to the tactical level at the supported and supporting commands. It includes sourcing forces,

completion of operation specific training, and mission rehearsals. As early as possible in pre-deployment,

movement requirements are identified and lift support requirements are reported and scheduled. Personnel

and equipment movement preparation is competed and verified. Accompanying sustainment is identified

and prepared for movement.

DEPLOYMENT PHASES

INTEGRATED MISSION

CAPABLE FORCE

FUNCTION ACTIVITY

DEPLOYMENT

PROCESS

PHASES

PROCESS

OWNERS

DEPLOYMENT

PLANNING

SUPPORTED

COMMANDER,

SUPPORTING

COMMANDERS

SUPPORTED

COMMANDER,

SUPPORTING

COMMANDERS

SUPPORTED

COMMANDER,

FORCE

PROVIDER,

USTRANSCOM

SUPPORTED

COMMANDER

PREDEPLOYMENT

ACTIVITIES

MOVEMENT JOINT

RECEPTION.

STAGING,

MOVEMENT,

AND

INTEGRATION

PLANNING

SEQUENCE

EXECUTION

SEQUENCE

4

1

3

2

2

3

1

4

Figure I-6. Deployment Phases
I-16

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JP 3-35

(3) Movement includes the movement of self-deploying units and those that require lift

support. It includes movements within CONUS, deployments within an AOR, and end-to-end origin to

destination strategic moves.

(a) Though all forces are initially on the TPFDD, they may not always deploy in that

order. During the initial and subsequent deployments, DOD leadership may use RFF and DEPORD as

means to effect creation or sourcing of additional force requirements in the TPFDD. The

supported commander issues the RFF message when he determines that additional forces,

over and above those that have been previously approved by the SecDef, are required to

support military operations. Deployments under RFFs or DEPORDs can significantly impact the

subsequent flow of forces. Commanders and their staffs must understand the associated risks and

impact of additional force flow that has not been previously planned. The TPFDD validation process

ensures satisfaction of the deployment standards and controls deployments into and within the operation.

Successful deployment movements are characterized by careful planning and flexible execution. Careful

and detailed planning ensures that only required personnel, equipment, and materiel deploy, unit movement

changes are minimized, and the flow of personnel, equipment, and materiel into theater supports the

CONOPS.

(b) Deployment movement occurs in both intertheater and intratheater.

(4) The final phase, JRSOI, is the critical link between deployment and employment of the

joint forces in the OA. It integrates the deploying forces into the joint operation and is the responsibility

of the supported CCDR. Deployment is not complete until the deploying unit is a functioning part of the

joint force. The time between the initial arrival of the deploying unit and its operational employment is

potentially the period of its greatest vulnerability. During this transition period, the deploying unit may not

fully sustain itself, defend itself, or contribute to mission accomplishment because some of its elements

have not attained required mission capability. JRSOI planning is focused on the rapid integration of

deploying forces and capabilities to quickly make them functioning and contributing elements of the joint

force.

7. Force Visibility

Force visibility shows the current and accurate status of forces at the strategic and operational

level; their current mission; future missions; location; mission priority and readiness status. Force visibility

provides information on the location, operational tempo, assets and sustainment requirements of a force

as part of an overall capability for a CCDR. Force visibility integrates operations and logistics information

and facilitates global force management, and enhances the capability of the entire JPEC to adapt rapidly

to unforeseen events, to respond and ensure capability delivery. Force visibility enhances situational

awareness and is required to support force sourcing, allocation, assignment of forces; force

position; sustainment forecasting and delivery; and forecasting for future force requirements.

It is the responsibility of the JPEC.

a. Asset visibility (AV) is a subcomponent of force visibility. It provides commanders and

planners with “one stop shopping” for timely and accurate information on the location, movement,
I-17

Overview

status, and identity of units, personnel, equipment (maintenance and retrograde actions), and supplies by

class of supply, nomenclature and unit during deployment operations. AV also includes in-transit visibility

(ITV) over equipment, supplies, or personnel.

b. ITV is a component of AV. When applied to an operation, it provides visibility of deploying and

redeploying forces as well as sustainment en route to an operation or a unit. ITV, as a component of AV,

preserves the link between the in-transit force and that force’s mission within an operation phase through

the force requirement number. ITV can be divided into levels of visibility: force movements associated

with a specific operation; force movements for a specific phase, mission, and OA/destination; the

movements of a force or unit as a capability with a specific mission; visibility of a lift mission; and in the

box or item visibility. Patient movement ITV is documented utilizing the USTRANSCOM Regulating

and Command and Control Evacuation System (TRAC2ES). Movement of all non-unit personnel,

equipment, and supplies; and retrograde actions will generally not have transportation and item level

visibility unless they are included in a TPFDD.

For more information on force visibility, see Chapter V, “Movement.”

8. Sustainment Delivery

Sustainment delivery is the process of providing and maintaining levels of personnel and materiel

required to sustain combat and mission activity at the level of intensity dictated by the CONOPS.

Sustainment is ongoing throughout the entire operation and like deployment and redeployment, should

be aligned with the mission and mission priorities of each phase. Sustainment delivery must frequently be

balanced against force deployment or redeployment requirements because these operations share the

same deployment and distribution infrastructure and other resources. However, deployment and force

integration can be adversely affected by excess or insufficient sustainment support; hence operation

planning must integrate deployment and sustainment operations.

9. Redeployment

“Operation DESERT SHIELD was the fastest build up and movement of combat

power across greater distances in less time than at any other time in history. It

was an absolutely gigantic accomplishment, and I can’t give credit enough to the

logisticians and transporters who were able to pull this off.”

General H. Norman Schwarzkopf

Commander in Chief, US Central Command

(1988-1991)

Redeployment operations are normally conducted to reposture forces and materiel in the same

theater, to transfer forces and materiel to support another JFC’s CONOPS for employment, or to

return personnel and materiel to home station and/or demobilization stations upon completion of their

mission. Similar to deployment operations, redeployment planning decisions to reposture, transfer, or

return forces and materiel are based on the operational environment in the AOR or JOA at the time of

redeployment. The operational environment dictates the level of protection measures required ensuring
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JP 3-35

an uninterrupted redeployment flow, the redeployment policy of the supported CCDR, and the mobility

options needed to support the redeployment. During redeployments to support movement of the joint

force, some tactical considerations may be sacrificed for speed, control, and efficiency during movement.

These redeployments are: conducted when little or no threat is anticipated that could impede or interdict

the transportation flow; seeking the most expeditious means to rapidly move forces and materiel; and

focused on the simple movement from one location to another of forces and materiel in support of the

joint force mission. Movement at the strategic or operational level could include redeployment of the

joint force upon completion of its mission within the AOR and/or JOA. Redeployment planning

considerations and execution activities are outlined in Chapter VII, “Redeployment.”

10. Training, Exercises, and Assessments

A robust capability to deploy and redeploy in response to mission taskings is achieved by training

and exercising the Armed Forces of the United States as they are intended to employ in the most

probable operations as defined by the Joint Strategic Capabilities Plan (JSCP), with current procedures

and supporting system. The Universal Joint Task List (UJTL) outlines deployment tasks and supporting

tasks at the strategic, operational, and tactical levels of warfare for mission-essential task list development.

a. Training. The goal of individual training is to train those personnel responsible for planning and

executing deployment operations consistent with current joint deployment and redeployment doctrine.

Classroom training for JOPES operators is available through US Joint Forces Command’s (USJFCOM’s)

Joint Deployment Training Center (JDTC). Course information and scheduling is available through the

JDTC website.

For additional information, see CJCSM 3500.03A, Joint Training Manual for the Armed Forces of

the United States, CJCSM 3500.04D, Universal Joint Task List (UJTL), and CJCSI 3500.01C, Joint

Training Policy for the Armed Forces of the United States.

b. Joint and Multinational Exercises. Joint exercises offer an opportunity for joint force personnel

to plan and execute deployment operations. Exercises involving multinational forces offer an opportunity

for US forces to demonstrate their proficiency at deployment operations to support concepts of operation

involving multinational partners, while affording US planners the opportunity to benefit from learning

allied and/or coalition capabilities and limitations.

(1) Exercise Planning Considerations. When conducting deployment or redeployment

operations in exercises, fundamental considerations must be given to the items shown in Figure 1-7.

(2) Use of Modeling and Simulation. Conduct of computer assisted exercises using

modern modeling and simulation (M&S) systems and techniques to simulate execution of real world

TPFDDs may be used to identify deficiencies in real world deployment concepts and TPFDD. Deployment

exercises can also provide valuable training to joint and Service staffs and can be conducted during

exercises sponsored by the CJCS, combatant commands, or Services.

c. Assessments. Joint operation planning prepares for the use of existing capabilities to achieve

objectives defined in the NMS. Execution of the resultant plans during contingencies, joint training, and
I-19

Overview

exercises provides a measurement of the nation’s ability to successfully prosecute the NMS within the

constraints of available forces and resources. This measurement provides a means of assessing the

balance between strategy and capabilities, assessing joint force readiness, and focusing the acquisition

of additional resources and capabilities. Assessment is a vital component of joint force training and

exercise programs. M&S systems and techniques can significantly enhance assessment capability during

deployment planning and exercises. Exercise deployment operations evaluation criteria should be

measurable and compatible with the overall exercise constraints. The exercise sponsor should establish

broad objectives that can be translated into more specific objectives during exercise planning conferences

and reflected within the exercise schedule. At a minimum, the following aspects of exercise deployment

operations should be evaluated.

(1) Alignment of joint operation, operation planning and deployment doctrine with JOPES

procedures.

(2) Proper use of JOPES procedures.

EXERCISE PLANNING CONSIDERATIONS











Developing specific, measurable, and

attainable deployment and/or redeployment

exercise objectives.

Providing for sufficient deployment or

redeployment actions to support the

objectives of the exercise.

Creating as realistic a deployment or

redeployment exercise environment as

possible.

Assessing and evaluating deployment or

redeployment operation planning and

execution.

Exercising intelligence support to deployment

and redeployment operations.

Figure I-7. Exercise Planning Considerations
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(3) Effectiveness of the CCDR’s TPFDD structure in providing force visibility.

(4) The interfaces between JOPES, Service deployment systems, and the Global Transportation

Network (GTN).

(5) The interface between JOPES, Service, and USTRANSCOM deployment procedures.

(6) Intelligence support for deployment operations.

(7) Movement management plans to include C2, management of the operational environment,

and mechanism for enforcement of the CCDR’s concept of operation phase priorities at nodes.

(8) Deployment adaptability to operational events.

(9) Force protection measures employed during deployment operations.

(10) Optimal use of all available component and allied and/or coalition lift assets.

“INTERNAL LOOK was a joint exercise with all Services and component

commands represented and thoroughly integrated. . . [Exercise] INTERNAL LOOK

provided an essential common framework to participants during the war. When

actual deployments began during [Operation] DESERT SHIELD, planners would

routinely remark, “We did this on [Exercise] INTERNAL LOOK.”

Certain Victory: The US Army in the Gulf War, by Brigadier

General Robert H. Scales
CHAPTER II

RESPONSIBILITIES

II-1

“All over the ship the tension that had been slowly building up since our departure

was now approaching its climax. Even the Yellow Sea rushing past the ship’s

sides seemed to bespeak the urgency of our mission. That night, about half past

two, I took a turn around the deck. The ship was blacked out from stem to stern.

At their posts and battle stations the crew members were alert and silent, no longer

exchanging the customary banter. At the bow I stood listening to the rush of the

sea and watched the fiery sparklets of phosphorescence as the dark ship plowed

toward the target, the armada of other craft converging on the same area, all now

past the point of no return. Within five hours, 40,000 men would act boldly, in

hope that 100,000 others manning the thin defense lines in South Korea would not

die. I alone was responsible for tomorrow, and if I failed, the dreadful results would

rest on judgment day against my soul.”

Thoughts of General Douglas MacArthur in the predawn hours prior to

the Inchon landings, Reminiscences, General of the Army

 Douglas MacArthur

1. General

a. This chapter identifies the responsibilities, roles, and relationships of the commands and agencies

involved in deployment operations.

b. Basic responsibilities for commands and entities involved in joint deployment operations are

outlined in JP 1, Doctrine for the Armed Forces of the United States, JP 3-0, Joint Operations, and

JP 4-01, Joint Doctrine for the Defense Transportation System. Clearly articulating responsibilities

is the first step in fully synchronized and coordinated deployment operations supporting the range of

military operations.

2. Secretary of Defense

The SecDef is responsible for the assignment of forces and resources to the combatant commands

to perform missions assigned to those commands. In addition, SecDef is responsible for transportation

planning and operations within the DOD. The SecDef has designated the Under Secretary of Defense

for Acquisition, Technology and Logistics to establish policies and provide guidance to DOD components

concerning the effective and efficient use of the DTS. The SecDef has designated CDRUSJFCOM as

the Joint Deployment Process Owner and the Joint Force Provider for forces (except designated forces

sourced by United States Special Operations Command (USSOCOM), United States Strategic

Command (USSTRATCOM), and USTRANSCOM, and the Commander, United States

Transportation Command (CDRUSTRANSCOM) is designated DODs’ single manager for

transportation and the Distribution Process Owner.
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JP 3-35

3. Chairman of the Joint Chiefs of Staff

As the principal military advisor to the President, National Security Council (NSC), and SecDef,

the Chairman of the Joint Chiefs of Staff (CJCS) is assigned specific supervisory and joint operation

planning responsibilities in the areas of strategic direction, strategic planning, and joint operation planning.

The CJCS’s responsibilities most directly related to deployment operations include the following:

a. Prepares joint logistic and mobility plans to support strategic plans and recommends the assignment

of logistic and mobility responsibilities to the Military Services IAW those plans.

b. Provides for the preparation and review of joint OPLANs that conform to policy guidance from

the President and the SecDef.

c. Prepares joint logistic and mobility plans to support joint OPLANs, recommends the assignment

of logistic and mobility responsibilities to the Armed Forces IAW those logistic and mobility plans, and

ascertains the logistic support available to execute the CCDR’s general war and joint OPLANs. The

CJCS also will review and recommend to the SecDef appropriate logistic guidance for the Military

Services that, if implemented, will result in logistic readiness consistent with approved plans.

d. Advises the SecDef on critical deficiencies and strengths in force capabilities (including manpower,

logistic, and mobility support) identified during the preparation and review of OPLANs and assesses the

effect of noted deficiencies and strengths on meeting national security objectives, policies, and strategic

plans.

e. Prepares integrated plans for military mobilization.

f. Participates, as directed, in the preparation of multinational plans for military action in conjunction

with the other nations’ armed forces.

g. Upon assignment by SecDef, oversees the activities of the combatant commands. Such assignment

does not confer any command authority on the CJCS and does not alter the responsibilities of the

CCDRs.

h. Reviews the plans and programs of CCDRs to determine their adequacy, consistency,

acceptability, and feasibility for the performance of assigned missions.

i. Provides guidance and direction to the CCDRs on aspects of C2 that relate to the conduct of

operations.

j. Performs as the Global Force Manager to integrate the force management processes (assignment,

apportionment, and allocation of joint forces).
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Responsibilities

k. Develops a standardized joint deployment planning and execution process, with common data

elements and terms, supported by clearly delineated procedures for implementation throughout the

JPEC.

l. Establishes procedures (in coordination with the Assistant Deputy Under Secretary of Defense

[Transportation Policy], the Secretaries of the Military Departments, and the Defense Logistics Agency

[DLA]) for the submission of movement requirements by DOD user components to USTRANSCOM

and for the submission of evaluated requirements and capabilities by USTRANSCOM and the TCCs

to the CJCS.

m. Prescribes a movement priority system in agreement with Uniform Material Movement and

Issue Priority System that will ensure responsiveness to meet the needs of the CCDR.

n. Monitors the capabilities of USTRANSCOM common-user transportation resources to provide

airlift, sealift, land transportation within the US, common-user ocean terminal service, and aerial port

service based upon the requirements of CCDRs and DOD components.

o. Assigns movement priorities in support of DOD components based upon capabilities reported

by USTRANSCOM.

p. Apportions strategic lift assets through the CJCSI 3110.01, Joint Strategic Capabilities Plan

(JSCP), and CJCSI 3110.11E, Mobility Supplement to Joint Strategic Capabilities Plan.

q. Allocates strategic lift assets through the CJCS execute order to the supported CCDR.

r. If required, acts on the recommendations of the CJCS Joint Transportation Board (JTB) with

respect to the establishment of priorities and apportionment for the use of airlift, sealift, and surface

transportation capability. The JTB monitors the balance between DOD transportation requirements

and capabilities through close liaison with the CCDRs and USTRANSCOM. Once armed with CJCS

priorities, USTRANSCOM closely collaborates with the CCDR(s) and other CJCS-designated agencies

to meet President or SecDef objectives while keeping Joint Staff directorates informed. A joint

deployment distribution operations center (JDDOC), established in each geographic CCDR’s AOR

and acting in consonance with the CCDR’s priorities, uses reachback linkages to USTRANSCOM,

the DLA, USJFCOM, the Services, and other partners to synchronize and optimize the flow of forces

and sustainment in, through and out of a theater. Service participation and considerations in transportation

decision making are appropriately raised through supported Service components to the CCDR.

CDRUSTRANSCOM refers problems with recommended COAs to the JTB for resolution or

adjudication if a balance of transportation requirements and capabilities cannot be maintained.

s. Develops, implements, monitors, and assesses joint education and training programs to improve

deployment, JRSOI, and redeployment planning and execution.

t. Ensures that deployment planning and execution is assessed during all joint force operations as

well as CJCS and combatant command-sponsored joint exercises.
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JP 3-35

u. The CJCS issues prepare to DEPORDs, deployment orders, and orders for execution of

deployment operations after authorization by the SecDef.

See CJCSM 3122.01, Joint Operation Planning and Execution System, (JOPES) Volume I: (Planning

Policies and Procedures), for examples.

4. Geographic Combatant Commands

a. CCDRs operation planning responsibilities are described in the Unified Command Plan (UCP),

JP 1, Doctrine for the Armed Forces of the United States, and JP 5-0, Joint Operation Planning.

Geographic CCDRs are responsible for coordinating with USTRANSCOM and supporting CCDRs

to provide an integrated transportation system from origin to destination during deployment operations.

b. Responsibilities of Supported CCDRs. Supported CCDRs are responsible for deployment

operations planned and executed during joint force missions in their AORs. This responsibility includes

identification of the movement, timing, and sequence of deploying forces in the TPFDD, reception and

integration of supporting units and materiel arriving in theater to support the operation, and assisting

these units as required through to redeployment. Working through the US Department of State (DOS),

supported CCDRs negotiate HN diplomatic clearances and reception POD access when required, for

deploying forces. For air movements, supported CCDRs must ensure that over flight and landing

clearances are secured prior to the departure of forces from POEs. Supported CCDRs have four

major responsibilities relative to deployment operations: build and validate movement requirements

based on the CONOPS; determine predeployment standards; balance and regulate the transportation

flow; and manage effectively as reflected in Figure II-1.

(1) Build and Validate Force and Movement Requirements. Based on an approved

CONOPS, the supported CCDR builds and validates force and movement requirements. Building

force and movement requirements encompasses the supported commander providing detailed phase,

mission, mission priority, and force tracking information. This effort permits force visibility and supports

the CONOPS. To facilitate this process, the supported CCDR publishes a TPFDD LOI which provides

specific guidance for supporting CCDRs, Services and agencies. The supported CCDR validates

movement requirements for all forces and agencies deploying or redeploying in support of an operation

by phase. Expeditious and thorough validation of movement requirements requires comprehensive,

collaborative, and coordinated procedures. The supported CCDR provides validated movement

requirements to the supporting commands and DOD agencies for mission, force, training, sustainment

and transportation planning. In addition, supported geographic CCDRs also designate latest arrival and

required delivery dates to the force providers and USTRANSCOM. The supported CCDR specifies

key employment information regarding when, where, and how forces will be employed by phase.

Service component commanders play a key role in advising the supported CCDR regarding the

appropriate types and missions for the forces they provide. Employment information provided by the

supported CCDR helps to ensure JPEC actions remain consistent with the CONOPS.

(2) Determine Predeployment Standards. Supported CCDRs establish predeployment

standards for augmentation or replacement personnel and forces supporting their operations.

Predeployment standards outline the basic command policies, training, and equipment requirements
II-5

Responsibilities

necessary to prepare supporting personnel and forces for the tactical, environmental, and/or medical

conditions in theater. The Services’ and Commander, United States Special Operations Command’s

(USSOCOM’s) role is to ensure that designated forces for combatant commands are trained, maintained,

and ready IAW these predeployment standards. Predeployment standards help ensure that all supporting

personnel and forces arrive in theater fully prepared to perform their mission.

(a) Preparation for Deployment. Preparation for deployment is primarily a Service

responsibility. Specific responsibility for preparation for overseas deployment rests with the deploying

unit or Service in the case of individual augmentees or replacements. For in lieu of and joint sourcing

solutions, the resourcing of preparation and training will be IAW Service to Service memorandums of

agreement. Usually, the deploying unit commander must acknowledge completion of specified preparation

for deployment requirements to the supported command during predeployment activities. In some

instances, legal constraints may be in place that affect personnel readiness if specific training requirements

have not been completed.

(b) Predeployment Training. In addition to preparation for overseas movement,

supported CCDRs may identify mission-specific training requirements that supporting individuals or

units must complete before operational employment. This training may be conducted at home station

prior to deployment or en route to the OA, depending upon the supported CCDR’s deployment

RESPONSIBILITIES OF SUPPORTED

COMBATANT COMMANDERS









Preparation for Overseas Movement

Predeployment Training

Build and Validate Movement Requirements

Determine Predeployment Standards

Balance and Regulate the Transportation Flow

Manage Effectively





Figure II-1. Responsibilities of Supported Combatant Commanders
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Chapter II

JP 3-35

concept. The supported CCDR should, at a minimum, specify theater-unique clothing and equipment

requirements and mission-essential tasks to be trained prior to arrival in theater.

PREDEPLOYMENT PREPARATION: TWO PERSPECTIVES

“Prior to a unit’s initial deployment, there was usually time for some final training

and organization, but not always. Haste often undermined a unit’s readiness. . .

Although the 1st Cavalry [Division] had been training for two years as the 11th Air

Assault Division at Fort Benning, its members had received no jungle training

and the division was issued M16 rifles only ten days prior to its departure, resulting

in a hurried familiarization program.”

“Marines, prior to shipping out to ‘WestPac,’ returned from leave to a staging

battalion. Staging battalions provided a final bit of pre-Vietnam refresher training

and was a catchall for shots and paperwork before departure. Even Marines who

had previously been to Vietnam went through a staging battalion before returning

for another tour. . .Marine replacements went through a staging regimen that

included three weeks of refresher infantry training, instruction in topics relating to

Vietnam — such as booby traps — and the bureaucratic paper-pushing that

accompanies all military moves.”

SOURCE: A Life in a Year: The American Infantryman in Vietnam

1965 - 1972 by James R. Ebert

(3) Balance and Regulate the Force Flow. The TPFDD and the validation process,

supported by strategic, operational, and tactical movement control organizations, manage the flow of

forces and ensure effective interfaces between strategic and intratheater movements. At a minimum the

validation process must ensure adaptability to operational events and opportunities. The JRSOI processes

must support the CCDR’s requirement for flexibility in mission execution. Often, protection concerns

cause the supported CCDR to accelerate the deployment of combat units ahead of support elements.

In this situation, planning, agility, and unity of effort of the JPEC is essential to ensure no degradation of

combat effectiveness. However, to the maximum extent possible, the supported CCDRs should balance

and regulate the flow of forces with the flow of sustainment. Operational environment, available

infrastructure, protection risk assessment, and the CONOPS are major factors in determining how to

balance the flow of forces and capabilities.

(4) Manage Effectively. Supported CCDRs balance the transportation flow of the joint

force through effective employment planning. Balance is primarily a function of effective mission

prioritization, alignment of forces, force composition, and force flow but must also consider planned

theater distribution (TD) and JRSOI requirements and capabilities. Force composition and transportation

flow must accommodate mission requirements providing the supported CCDR with the operational

flexibility and freedom of action required for successful mission execution.

c. Responsibilities of Supporting Combatant Commanders. Supporting missions during

deployment of the joint force could include; the deployment or redeployment of forces to or from a
II-7

Responsibilities

supporting combatant command; sponsorship of en route basing or in-transit staging areas; or providing

sustainment from theater stocks. Regardless of the supporting mission, the primary task for supporting

combatant commands is to ensure that the supported CCDR receives the timely and complete support

needed to accomplish the mission. Supporting CCDRs have five major deployment responsibilities:

source, prepare, and verify forces: ensure units retain their visibility and mobility; ensure units report

movement requirements rapidly and accurately; regulate the flow; and coordinate effectively as shown in

Figure II-2.

(1) Source, Prepare, and Verify Forces. Supporting CCDRs are responsible to the

supported CCDR for the accurate reporting of their movement requirements data. Unit verification of

movement data must begin at the deploying unit level since the deploying unit is most familiar with what

it is deploying for the operation. Verified movement requirements data and ITV data in electronic format

is compiled at each successive level of command until received by the combatant command from its

components. Verified movement requirements data is then provided to the supported combatant

command for planning and execution.

NOTE: TPFDD validation is only performed by the supported CCDR. Certified data from supporting

commands, supporting agencies, and subordinate joint task forces (JTFs) is officially validated for

USTRANSCOM movement scheduling by the supported CCDR.

(2) Ensure units retain their visibility and mobility.

(3) Ensure units report their movement requirements rapidly and accurately.

RESPONSIBILITIES OF SUPPORTING

COMBATANT COMMANDERS











Source, Prepare and Verify Forces

Ensure Units Retain Their

Visibility and Mobility

Ensure Units Report Movement

Requirements Rapidly and

Accurately

Regulate the Support Flow

Coordinate Effectively

Figure II-2. Responsibilities of Supporting Combatant Commanders
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JP 3-35

(4) Regulate the Support Flow. Supporting CCDRs should establish a movement control

system capable of interfacing with USTRANSCOM’s Deployment Distribution Operations Center

(DDOC), and the supported CCDR’s movement control systems. The supporting CCDR’s movement

control system should regulate the transportation flow of support personnel, forces, equipment, and

materiel originating in the AOR and facilitate the flow of transient forces by securing overflight and

landing diplomatic clearances and en route basing rights and support (aircraft services, fuel). Supporting

combatant command movement control systems must be able to respond to changes or unforeseen

circumstances that develop during mission execution. For deployments to another theater, the supporting

CCDR should also establish POE support activities, which could include arrival/departure airfield control

group (A/DACG), port support activities (PSAs), port operations group (POG), or movement control

organizations to facilitate deployment operations.

(5) Coordinate Effectively. The key to success in supporting operations is effective and

responsive coordination and collaboration. This is best accomplished by establishing a collaborative

process early on and throughout deployment operations. Supporting combatant commands must remain

cognizant of the needs of the supported CCDR. Situational awareness is accomplished by supporting

combatant commands maintaining a broad operational focus, anticipating requirements, and resolving

support issues before they negatively impact joint force operations. Successful coordination by supporting

combatant commands facilitates the supported CCDR’s requirement to synchronize deployment and

employment needs of the operational mission.

5. Functional Combatant Commands

Supported CCDRs capitalize on the power inherent in joint operations by synchronizing the

complementary warfighting capabilities of all the Services and supporting commands into a unified

effort. Moreover, CCDRs are responsible for unified actions that are synchronized in time, space, and

purpose with actions of other military forces and nonmilitary organizations. Because of the numerous

process stakeholders, successful deployment operations require unity of effort. Normally, several functional

combatant commands are involved in every phase of a joint operation. Four functional combatant

commands could be involved in deployment of the joint force; USJFCOM, USSOCOM, United

States Strategic Command (USSTRATCOM), and USTRANSCOM.

a. United States Joint Forces Command. USJFCOM supports deployment operations under

its UCP responsibilities as the lead joint force integrator, leader of joint concept development, lead agent

for joint force training and the primary conventional joint force provider to CCDRs, which includes

serving as the DOD Joint Deployment Process Owner (JDPO). As JDPO, USJFCOM is responsible

for maintaining the global capability for rapid and decisive military force power projection. As the

JDPO, USJFCOM is responsible for leading the collaborative efforts of the JPEC to improve the joint

deployment and redeployment processes, while maintaining the overall effectiveness of deployment and

redeployment processes so that all supported joint force commanders and supporting DOD components

can execute military force power projection more effectively and efficiently.

(1) As the joint force trainer USJFCOM provides JTF staff training through joint operations

staff training programs and simulation-driven JTF command post exercises.
II-9

Responsibilities

(2) USJFCOM serves as an integrator of capabilities from the five Services, RC, and interagency

sources. Additionally, USJFCOM’s integration effort is primarily focused on developing and maintaining

technological interoperability among Service systems employed by joint HQ and staffs.

(3) USJFOCM also serves as the joint force provider for conventional forces. Supported by

its four Service component commands: US Army Forces Command, US Marine Corps Forces

Command, US Fleet Forces Command, and Air Combat Command, USJFCOM identifies conventional

force sourcing solutions in response to supported CCDR requirements.

(4) USJFCOM also serves as the joint deployment trainer provided by its JDTC. The JDTC

develops standardized Joint Deployment Process curricula to educate and train the DOD and select

government/nongovernmental organizations

For more information on the Joint Deployment Process Owner, see DODD 5158.5, Joint Deployment

Process Owner.

b. United States Special Operations Command. USSOCOM involvement in deployment

operations is two-fold: USSOCOM-assigned assets may be deployed or redeployed as a result of

special operation forces (SOF) mission taskings or USSOCOM may provide SOF mission support to

conventional joint force deployment.

(1) On occasion, USSOCOM may require common-user transportation assets to deploy or

redeploy SOF. Compared to conventional force operations, SOF deployment operations are relatively

small in scale. However, given the nature of most SOF missions, time constraints, planning considerations,

or special mission requirements may place unique demands on common-user transportation assets

utilized for deployment of SOF.

(2) SOF Mission Support. Several SOF mission areas could directly support joint force

deployment operations. Based on mission requirements and the operational environment, SOF could

provide the JFC with the capability to set the conditions for entry operations, conduct direct actions to

support deployment operations, or provide increased awareness of the operational environment through

special reconnaissance. Psychological operations (PSYOP) can be a significant force multiplier through

the conduct of mass communication activities that reduce the efficiency of adversary forces and create

disaffection within adversary ranks. Use of civil affairs assets can mitigate the extent to which civilian

matters negatively impact military operations, provide the JFC with a sensing of HN attitudes and

capabilities, and enhance economy of force by reducing the need to divert combat forces from essential

duties by planning for and using local resources.

See JP 3-05, Doctrine for Joint Special Operations, for additional information.

c. United States Strategic Command. The USSTRATCOM theater planning response cell

(TPRC) provides advisors for the supported CCDR. The TPRC will be provided by USSTRATCOM

upon supported CCDR request and will report as designated by the geographic CCDR. The TPRC

coordinates with the mission-planning facilities of USSTRATCOM for the utilization of nuclear weapons.
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JP 3-35

d. United States Transportation Command USTRANSCOM responsibilities include the

following:

(1) USTRANSCOM is the DOD Distribution Process Owner. As the DOD Distribution

Process Owner, USTRANSCOM oversees the overall effectiveness, efficiency, and alignment of DODwide distribution activities, including force projection, sustainment, and redeployment/retrograde

operations, and to establish the concepts of operation frameworks relating to the planning and execution

of the DOD transportation operations.

(2) Provide air, land, and sea transportation and common-user port management at air and

sea POE and/or POD for DOD across the range of military operations. Also provide air transportation

to numerous non-DOD agencies at the direction of the President or SecDef through the CJCS.

(3) RC forces are under USTRANSCOM authority only when mobilized or ordered to

active duty for other than training. This includes CRAF and National Defense Reserve Fleet lift assets.

(4) Exercise responsibility for global air, land, and sea transportation planning (contingency

and crisis action).

(5) Act as the DOD focal point for items in the transportation pipeline. Ensure effective

interfaces between the GTN and JOPES leading to force ITV.

(6) Provide ITV for all force movements supported by transportation activities and all

sustainment movements. Report all Service and transportation system interface failures during CAP

operations. Report incorrectly prepared, delayed, or frustrated cargo and personnel to the Service,

USJFCOM, and the CCDR to support operation decision-making and ensure accurate corrections

without loss of visibility.

(7) Provide DOD global patient movement in coordination with geographic combatant

commands through the DTS.

(8) Provide geographic CCDRs with coordinated transportation planning expertise required

during the contingency planning process. This includes reviewing the JSCP tasking, analyzing supported

CCDR requirements registered in the JOPES for transportation feasibility, and advising the CCDR of

changes required to produce a sustainable force deployment concept. In addition, provide plan

maintenance support to the supported CCDR as required or directed by the CJCS.

(9) Provide deployment lift estimates and total lift asset availability to the President or SecDef

and supported CCDRs for development of alternative COAs and optimal flow of forces during CAP.

USTRANSCOM will also advise supported CCDRs and the CJCS concerning use of or changes to

lift allocations.

(10) Assist the supported CCDR and ensure that validated movement requirements are routed

and scheduled IAW the CONOPS. Recommend reallocation of strategic lift assets to optimize their
II-11

Responsibilities

use and support plan execution during deployment, employment, sustainment, reconstitution, and

redeployment.

(11) Single Port Management. In addition to its other responsibilities, USTRANSCOM was

designated by the SecDef as the single worldwide manager for common-user POE and POD. Operational

experience has shown that the single port manager (SPM) is necessary to improve the planning and

execution of port management operations and ensure the seamless transfer of cargo and equipment in

any given theater. Under SPM USTRANSCOM, through AMC, operates strategic aerial ports in

theaters. Additionally USTRANSCOM, through SDDC, manages seaports of embarkation and

debarkation in any given theater. Key aspects of the SPM construct are that SDDC will: provide

planners to supported combatant commands to develop seaport management and operations

requirements; at the request of the supported CCDR, conduct seaport assessments, establish contact

with local seaport authorities, and determine availability of HNS; and deploy a seaport management cell

into theater, when required, to act as seaport manager throughout the operation.

(12) Liaison. USTRANSCOM provides liaison officers to all geographic CCDRs to assist

in coordination of strategic mobility issues. USTRANSCOM and its components may provide additional

technical experts to facilitate planning and execution on an as needed basis as requested by the supported

CCDR.

(13) Joint Mobility Control Group. The Joint Mobility Control Group (JMCG) serves as the

focal point to orchestrate and optimize DTS operations in support of the CCDRs and other customers.

The JMCG provides visibility of movement requirements and C2 of global mobility forces and other

assets.

(a) The JMCG consists of eight elements: USTRANSCOM’s DDOC; command center

elements of the three TCCs; the SDDC Joint Traffic Management Office; the Joint Intelligence Operations

Center - Transportation (JIOC TRANS); the Global Patient Movement Requirements Center; and the

Joint Operational Support Airlift Center. The JMCG provides improved customer support through

teaming of USTRANSCOM and the TCCs organized to support specific combatant command clients.

(b) USTRANSCOM’s DDOC, organized under its Operations Directorate (J-3), is

the nucleus of the JMCG. The DDOC is the single focal point for all combatant command and major

shipper customers, including the Office of the SecDef, Joint Staff, Army and Air Force Exchange

Service, DLA, and the Services. The DDOC monitors the status of planned and ongoing movements

in the DTS through GTN. GTN provides the central database for all scheduled transportation movements.

The central database for all transportation requirements is the TPFDD. Once a mission is allocated to

a validated TPFDD requirement, GTN will post this mission number into the TPFDD. USTRANSCOM

uses several systems (discussed in Appendix A, “Enablers”) to provide the decision support tools

needed to determine the best way to move requirements.

(c) Joint Intelligence Operations Center for Transportation. The mission of JIOC TRANS

is to provide decisive transportation and operational intelligence to enhance planning, movement, and

protection. It provides transportation intelligence products and services to USTRANSCOM, its

subordinate component commands, supported CCDRs, and other operational organizations. JIOC
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TRANS supports the JMCG by receiving intelligence production requirements, providing assessments

of the current military and political situation at en route and destination countries, and providing

CDRUSTRANSCOM, supported CCDRs, and other operational organizations with transportation

infrastructure information (e.g., capabilities of foreign airfields, ports, rail, road, and inland waterways)

that may be used to support routine, crisis, or contingency operations. JIOC TRANS intelligence

products assess threats to ongoing, scheduled, and projected strategic air, land, and sea movements and

provide basic transportation planning information on the physical features and operational status of

foreign transportation infrastructures. These analyses factor facility, country, and throughput data to help

determine the modes and required weights of effort of strategic lift forces allocated to accomplish

USTRANSCOM global missions.

6. Joint Task Forces

JTF Deployment and/or Redeployment Planning Responsibilities. Formation of a JTF may

complicate deployment planning and execution because of the diverse elements that may come together

to form the JTF. A significant challenge in JTF deployment operations is in building the TPFDD. This is

particularly true during crisis action situations when limited planning time prompts the development of a

fully coordinated contingency plan with TPFDD or TPFDL. For effective management of change, JTFs

should use a collaborative process and have the authority and capability to make TPFDD adjustments

on site at the point of execution.

a. Contingency Planning Responsibilities. If sufficient planning time is available prior to mission

execution, the JFC and staff should determine specific force requirements, logistic requirements, and

personnel replacements with recommended time-phasing based on their CONOPS developed during

mission analysis. Once the concept of operation is approved, planning can continue with the development

of the TPFDD or TPFDL as required, supporting JTF operations based on subordinate unit verified

movement requirements received from the Service and functional component commands. JTF-verified

TPFDD requirements are provided to the JTF establishing authority or supported combatant command

for sourcing of shortfalls, validation, and forwarding to USTRANSCOM for transportation feasibility

analysis and movement scheduling. Movement information is continually evaluated and updated to

ensure that the JTF establishing authority or supported combatant command planners and

USTRANSCOM transportation planners are using the most current and accurate TPFDD information

for scheduling transportation resources. Redeployment planning should begin early in the JTF planning

process and focus on defining the end state conditions, drafting the transition considerations, and developing

the redeployment TPFDD necessary to begin redeployment of the force when authorized.

b. CAP Responsibilities. For crisis action situations, the JTF establishing authority (normally a

combatant command) is usually required to initiate development of the TPFDD supporting JTF operations.

The JTF establishing authority provides forces for planning while the JFC, supported by the JTF

component commanders, determines the CONOPS and outlines the sequence of arrival for deploying

units. The commands sourcing the JTF components are responsible for inputting unit deployment data

in the supporting TPFDD. This is necessary because either the JTF HQ and/or the deploying JTF

components may not have access to the Global Command and Control System-Joint (GCCS-J) to

provide unit deployment data input or they may not have time to make TPFDD adjustments due to

operational time constraints. In some instances, combatant command planners may have to build the
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Responsibilities

initial TPFDD supporting JTF operations based on their best assessment of JTF needs to support the

mission for the first several days of the operation. This initial increment of forces and sustainment should

allow the JTF to perform its mission for a period of time, until the commander, joint task force (CJTF)

and staff arrive at the crisis scene and can assess the situation more thoroughly and begin making

TPFDD adjustments based on actual requirements. In this situation, the CJTF must understand that

during the first several days of the deployment the JTF must work within the constraints of the initial

TPFDD forces and sustainment increment planned by the combatant command. JTF planners should

limit adjustments to this initial TPFDD increment because TPFDD adjustments may have an operational

impact by slowing or interrupting the deployment flow. Instead, JTF planners should focus on making

adjustments to the TPFDD beginning with the day after the initial combatant command-planned TPFDD

increment. During the early days of the operation, combatant command planners must focus on

coordinating for uninterrupted support to the JTF until it is ready to assume full planning responsibility for

the operation.

See JP 3-33, Joint Task Force Headquarters for additional information.

7. Military Departments and Department of Defense Agencies

The Military Departments retain the responsibility for organizing, training, equipping, and providing

administrative and logistics support (including Service-unique transportation) for their respective forces.

They are also responsible for maintaining personnel trained in joint operation planning that can participate

in joint planning and provide JOPES inputs. These forces and other DOD agencies may depend on

common-user military transportation services for unit and individual deployment operations between

POEs and PODs. In the role of common-user military transportation services, the Army, Navy, Air

Force, Marine Corps, DLA, and other DOD agencies are all generically called shipper services. Each

Service is responsible for administrative support and performance of transportation operations assigned

by CCDRs at either their local shipping installations or throughout the theater. USTRANSCOM, as the

DOD Distribution Process Owner, is responsible for coordinating with its components and the Military

Services to ensure integration and synchronization of distribution-related requirements. In addition to

these responsibilities, logistic elements of the Services that provide key support and enable the operations

staff to execute the commander’s requirements for deployment operations are noted below.

a. US Army

(1) The Department of the Army (DA) is responsible for the assignment, preparation, and

support of Army forces necessary for employment across the range of military operations. For deployment

operations, DA is responsible for training, mobilizing, modernizing, administering, organizing, and

demobilizing Army forces. DA also establishes policy and procedures for reconstitution of the Army

and is the DOD executive agent for repatriation operations. The majority of Army combat assets cannot

self-deploy and must be transported by other DOD assets in support of joint force operations. Army

units and their sustainment requirements will be submitted by the Army Service component command

for inclusion on the joint force TPFDD by supported combatant command planners for scheduling of

common-user transportation assets. However, certain quantities of Army prepositioned stocks in unit

equipment sets, sustainment stocks, operational projects, or war reserve stocks for allies may be available

either shore-based or afloat to support Army component operations.
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(2) DA is responsible for making land transportation available in overseas areas (normally

under the combatant command’s Army Service component commander) for the other Services and for

coordinating all planning and requirements for the use of DOD-controlled land transportation equipment

and facilities. In some overseas areas, the Army Service component command (ASCC) has been

assigned common-user land transportation (CULT) responsibility for peacetime land transportation; the

ASCC will normally designate the Theater sustainment command to supervise and execute any common

user transportation requirements delegated to it. Wartime CULT requirements are the responsibility of

the CCDR, and normally the DDOC or the component assigned the mission will consolidate planned

wartime movement requirements of all component commands.

See JP 4-09, Global Distribution Management for further information on theater distribution

responsibilities.

b. US Marine Corps. For deployment operations, the Marine Corps component has a strategic

mobility officer (SMO) or an embarkation officer organic to their Marine air-ground task force (MAGTF)

staffs. SMOs coordinate Marine Corps movement requirements with the supported geographic combatant

command, the theater DDOC or its equivalent, and USTRANSCOM. The Marine Corps activates a

MAGTF deployment and distribution operations center (MDDOC) within theater to coordinate and

provide transportation services to all land-based elements of the MAGTF. As the Marine Corps

primary movement control agency within the theater, the MDDOC is responsible for establishing liaison

and communications with and forwarding all transportation shortfalls to the theater JDDOC or its equivalent,

or to the component commander. If Marine Corps forces are afloat and part of an amphibious task

force, they may be commanded by an expeditionary strike group commander. Otherwise, the command

relationships established between the commander, amphibious task force and the commander, landing

force take precedence.

c. US Navy

(1) The Navy component commanders for the geographic combatant commands

(Commander, US Pacific Fleet, Commander, US Fleet Forces Command, Commander, US Naval

Forces Europe, and Commander, US Naval Forces Central Command) are responsible for Navy

theater deployment and logistics support.

(2) In large mobilization scenarios, naval advanced logistic support sites (NALSSs) may

serve as the primary shore-based reception and transshipment points for personnel, equipment, and

materiel.

(3) In lesser mobilization scenarios, the Navy component commander may designate another

established naval activity to act in this capacity. In either scenario, the Navy component commander will

coordinate and monitor personnel deployment activities for units and individuals. They have full capability

to receive, consolidate, transfer and stow supplies and equipment.

(4) The majority of Navy combat assets self-deploy in support of joint force operations and

will be documented in the TPFDD. Forces will be validated for movement by the supported CCDR
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Responsibilities

and will move to meet latest arrival date, required delivery date, and commander’s timelines. Non selfdeploying Navy expeditionary forces including the engineering force, security forces,

expeditionary logistics, fleet hospital personnel and equipment, must be time phased to support

JFCs. Forces will be validated for movement by the supported CCDR and will move to meet

ready-to-load date, available-to-load date, earliest arrival date, latest arrival date, and CCDR’s

required date timelines.

(5) The naval forward logistic sites (NFLSs) in theater receive personnel, equipment, and

materiel transshipped through the NALSS for final delivery to the supported forces. The NALSS

coordinates with NFLSs, which are positioned as far forward in the operating area as possible to

support Navy forces. NALSSs and NFLSs also support shore-based aviation units, fleet hospitals, air

and surface cargo handlers, naval mobile construction battalions, and other shore-based logistic units.

The size and composition of NALSSs and NFLSs are dependent upon the support required and are

tailored by Navy logistic planners for the specific operation or contingency.

(6) The Fleet Numerical Meteorology and Oceanographic Center (FNMOC) can produce

the majority of centralized weather products and data to support planning for deployment of US forces.

Related products, including climatological data, are available through the Air Force Weather Agency

(AFWA).

d. US Air Force. Some Air Force mobility and SOF are capable of self-deployment, however,

the Air Force relies on common-user transportation to move support forces and sustainment cargo.

Within the Air Force forces component, the Logistics directorate is the principal coordinator of Air

Force logistics. When required, the director of logistics provides centralized direction and control of

deployment, reception, integration, employment, and redeployment of logistic and support assets. AFWA

can produce the majority of weather products, including climatological products, and data to support

planning for deployment of US forces.

e. Defense Logistics Agency. DLA is a CS agency of DOD and is controlled and directed by

the Under Secretary of Defense for Acquisition, Technology, and Logistics. DLA provides worldwide

logistic support to the Military Services, combatant commands, other DOD components, Federal

agencies, foreign governments, and international organizations (through Foreign Military Sales). DLA

responsibilities are enabled by AV initiatives. AV provides users with timely and accurate information on

the location, movement, status, and identity of units, personnel, equipment, and supplies during force

projection operations. DLA manages over 80% of the items and nearly all of the fuel and petroleum

products for military usage. During deployment of the joint force, DLA requires common-user

transportation to move, stage, and recover its logistic resources in support of joint force operations.

Supported combatant command planners are responsible for validating and entering DLA movement

requirements into the TPFDD for scheduling by USTRANSCOM. DLA has the logistic responsibilities

shown in Figure II-3.

f. Defense Intelligence Agency. The mission of the Defense Intelligence Agency (DIA) is to

satisfy the full range of foreign military and military-related intelligence requirements in support of joint

military operations across the range of military operations. In addition, DIA provides intelligence support

for Service weapons acquisition; defense policy making; and the full range of current and long term
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military intelligence products. DIA provides military intelligence for counterintelligence, manages and

operates the Defense Human Intelligence Service (including the Defense Attaché System), manages allsource DOD collection requirements, serves as national functional manager for measurement and signature

intelligence and provides functional management of military intelligence throughout the Intelligence

Community.

g. Defense Information Systems Agency. The Defense Information Systems Agency (DISA)

is a CS agency responsible for planning, engineering, acquiring, fielding, and supporting global netcentric solutions to serve the needs of the President, Vice President, the SecDef, and other DOD

components across the range of military operations. DISA core mission areas are: communications;

combat support computing; information assurance; joint C2; and joint interoperability support. It provides

guidance and support on technical and operational communications and information systems issues

affecting the Office of the SecDef, the Military Departments, the CJCS and the Joint Staff, the unified

and specified commands, and DOD. DISA ensures the interoperability of the GCCS-J, the defense

communications system, theater and tactical C2 systems, NATO and/or allied communication systems,

and those national and/or international commercial systems that affect the DISA mission. In addition,

DISA supports national security emergency preparedness telecommunications functions of the National

Communications System.

DEFENSE LOGISTICS AGENCY

RESPONSIBILITIES









Integrate materiel management and supply support for

subsistence; clothing and textiles; petroleum, oils, and

lubricants; construction materials; medical materials;

repair parts; and mapdistribution

Property and hazardous waste disposal

Deploy Defense Logistic Agency (DLA) Contingency

Support Teamfor command and control of DLA personnel

and streamline customer support to supported

combatant commander

Additional support, as required

Figure II-3. Defense Logistics Agency Responsibilities
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Responsibilities

h. National Geospatial-Intelligence Agency. The National Geospatial-Intelligence Agency

(NGA), a DOD CS agency, is a source for imagery intelligence and geospatial information during

planning and execution of deployment operations. NGA provides geospatial information and services

support including safety of navigation and safety of flight information, imagery and geospatial system

technical guidance, and staff assistance to the Military Services, combatant commands, and other DOD

components and is the focal point for imagery, imagery intelligence, and geospatial information.

For more information see JP 2-01, Joint and National Intelligence Support to Military Operations

8. Other Government Agencies

a. Department of Homeland Security. The Department of Homeland Security (DHS)

responsibilities include customs, aerial and seaport security, and infrastructure hardening and protection.

The department coordinates and leverages resources with different governmental jurisdictions at the

federal, state, and local levels. DHS coordinates the transition of multiple agencies and programs into a

single, integrated agency focused on protecting the American people and their homeland. A comprehensive

national strategy seeks to develop a complementary system connecting all levels of government without

duplicating effort. The DHS agencies that impact DOD deployment/redeployment include:

(1) Federal Emergency Management Agency. The Federal Emergency Management

Agency (FEMA) coordinates the execution of emergency preparedness actions of all Federal agencies,

including deployment of military support for defense support to civilian authorities missions. FEMA HQ

is located in Washington DC and operates with ten regional and multiple area offices across the country.

(2) US Coast Guard

(a) The US Coast Guard (USCG) is the primary US maritime agency for waterway

safety and security. The USCG, a branch of the Armed Forces of the United States, supports the

geographic combatant commands. The USCG is unique among US military forces because it has

statutory law enforcement authority.

(b) The USCG core competencies include national defense, maritime safety and security,

maritime law enforcement, and maritime environmental protection.

(c) During deployment operations supporting joint force operations, the USCG protects

military shipping at US seaports of embarkation (SPOEs) and OCONUS PODs by conducting port

security and harbor defense operations in conjunction with Navy coastal warfare forces.

(d) Major USCG cutters may be deployed to participate in maritime interception and

coastal sea control operations, enforce sanctions against other nations, and to conduct theater security

cooperation activities. The major cutters of the USCG, like Navy combatants, are self- deploying in

support of joint force operations. However, deploying port security units and stocks for sustainment

must be time-phased to support Navy component operations and scheduled for movement on commonuser transportation assets.
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(e) Movement data from port security units and sustainment stocks is validated by

supported combatant command planners and entered on the TPFDD.

(f) Port safety responsibilities in the US include the establishment, certification, and

supervision of ammunition loading operations, inspection and certification of US flag vessels in the ready

reserve fleet, and licensing additional merchant mariners to serve expanded defense shipping needs is

integral to the mobilization process.

b. Department of Health and Human Services. During natural disasters or civil emergencies,

the Department of Health and Human Services (DHHS) assists FEMA and other national agencies in

caring for the affected personnel. DHHS movement requirements and deployment and/or redeployment

support will be coordinated by FEMA.

See JP 3-26, Homeland Security, for additional information.

c. Department of Transportation. During national defense emergencies, the Secretary of

Transportation has a wide range of delegated responsibilities, including executive management of the

nation’s transportation resources in periods of crisis. The Department of Transportation (DOT) also

manages the Office of Emergency Transportation, the Federal Aviation Administration, and the Maritime

Aviation Administration Ready Reserve Force (RRF). The RRF program was initiated as a subset of

the Maritime Administration’s National Defense Reserve Fleet to support the rapid worldwide deployment

of US military forces. A key element of strategic sealift, the RRF is specifically structured to transport

Army and Marine Corps unit equipment and initial resupply for forces deploying anywhere in the world

during the critical period before adequate numbers of commercially available ships can be marshaled.

Under national defense emergency conditions and in coordination with DOD agencies and commands,

DOT:

(1) Develops systems for control of priorities and allocations for moving passengers and

materiel by civil transportation;

(2) Provides clearance authority for moving out-sized, over-sized, and hazardous military

cargo; and

(3) Apportions militarily planned and required civil transportation resources;

d. Department of State. DOS and DOD are responsible for the operation of the noncombatant

evacuation program. Deployments executed as part of a noncombatant evacuation will require

coordination with DOS representatives. DOS representatives may have access to embassy evacuation,

marshalling, and security plans for the objective country. DOS embassy personnel should have an

estimate of the number of US citizens in the country and their locations for noncombatant evacuation

redeployment planning. Additionally, DOS coordinates OCONUS overflight and landing rights, diplomatic

clearances, and visa and/or passport requirements for all deployment operations.

e. National Oceanic and Atmospheric Administration. The National Oceanic and Atmospheric

Administration is a Department of Commerce agency that has worldwide aeronautical data available
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Responsibilities

and is capable of providing backup weather services in the event that both the FNMOC and AFWA are

out of service.

f. US Customs and Border Protection. The Commissioner of Customs and Border Protection

is responsible for maintaining surveillance of illegal goods entering the United States through DTS PODs.

All forces and materiel redeploying to the United States will require US Customs inspection.

g. United States Department of Agriculture. The United States Department of Agriculture

(USDA) is responsible for maintaining surveillance of agricultural products and guarding against potential

plant or animal infestations entering the United States through DTS PODs. All forces and materiel

redeploying to the CONUS will require USDA inspection.

h. US Postal Service. The United States Post Office (USPS) supports joint force operations

through movement of essential military mail, including small class IX repair parts. Depending on the

scope of the deployment, USPS may require a significant amount of common-user airlift to support

forward-deployed forces.

9. Other Transportation Partners

The DTS relies heavily on the commercial transportation industry to perform a multitude of services

during deployment operations in peacetime and war. These commercial source capabilities span all

modes of transportation and may include the use of contracted USor foreign commercial air, maritime

assets as well as HNS within a JOA. Commercial rail, trucking, ITV assets and other transportation

services may also be contracted to support deployment operations. Deployment planners should

consider the implications of the employment of these transportation services as they plan deployment

operations.

Additional information on the commercial transportation industry may be found in the United

States Transportation Command’s “DTS Handbook”
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Intentionally Blank
CHAPTER III

PLANNING

III-1

“To successfully fight and win wars, we must make war planning our central focus.

We will develop the best possible plans using the collective wisdom available

among all military planning staffs. The products of our planning efforts must be

able to stand up to the strongest scrutiny, including the ultimate test: execution.”

General John M. Shalikashvili

Chairman of the Joint Chiefs of Staff, 1993-1997

1. General

Deployment planning is based primarily on mission requirements and the time available to accomplish

the mission. During deployment operations (deployment, JRSOI, and redeployment), supported CCDRs

are responsible for building and validating requirements, determining predeployment standards, and

balancing, regulating, and effectively managing the transportation flow. Supporting combatant commands

and agencies source requirements not available to the supported CCDR and are responsible for: verifying

supporting unit movement data; regulating the support deployment flow; and coordinating effectively

during deployment operations. This chapter discusses several other factors that may impact deployment

planning and examines considerations and procedures concerning deployment operations. Based upon

the supported CCDR’s guidance, planners must assess the AOR’s environment and determine deployment

requirements for supporting the JFC’s CONOPS. Transportation feasibility must be included in the

COA development.

For more information on JRSOI and redeployment, see Chapters VI, “Joint Reception, Staging,

Onward Movement, and Integration” and VII, “Redeployment” respectively.

2. Joint Planning

a. Contingency planning encompasses four levels of planning detail with an associated planning product at

each level.

(1) Level 1- Commander’s Estimate. This level of planning involves the least detail, but requires a

developed COA.

(2) Level 2 - Base Plan. This describes the CONOPS, major forces, concepts of support, and

anticipated timelines for completing the mission. It normally does not include annexes or a TPFFD.

(3) Level 3 - Concept Plan. A concept plan is an OPLAN in an abbreviated format that may require

considerable expansion or alteration to convert it into an OPLAN or OPORD. It includes a base plan with

annexes required by the JFC and a supported commander’s estimate of the plan’s feasibility. It may also

produce a TPFDD if applicable.

(4) Level 4 - OPLAN. A complete and detailed joint plan containing a full description of the

CONOPS, all annexes applicable to the plan, and a TPFDD.
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b. Key Service documents contribute to contingency planning and help confirm availability

of forces and resources for performing deployment operations. Service documents supporting

deployment planning are shown in Figure III-1. These documents along with the JSCP combine to

facilitate the joint planning process.

KEY SERVICE DOCUMENTS FOR

DEPLOYMENT PLANNING

Army Mobilization and

Operations Planning &

Execution System

Army Force Planning

Data and Assumption

Navy Capabilities Plan

Mobilization Plan

US Air Force War and

Mobilization Plan

Marine Corps Force

Deployment Planning and

Execution Process Manual

Coast Guard

Capabilities Manual

DOCUMENTS

Figure III-1. Key Service Documents for Deployment Planning
III-3

Planning

c. Regardless of whether contingency planning or CAP is used, joint planning determines the

requirements for joint force employment to achieve the military objectives. Once the supported CCDR’s

strategic concept is approved by the CJCS, it becomes the CONOPs upon which further planning is

developed. Planning is based on CCDR(s) and Service(s) guidance and joint doctrine. The supporting

and subordinate commanders use the supported CCDR’s CONOPS and the apportioned or allocated

combat forces as the basis to determine necessary support, including forces and sustaining supplies for

the operation (mission analysis). The supported CCDR’s staff organization is established and command

relationships are formulated to assist the commander in determining priorities and assigning tasks for

conducting deployment operations. Supported CCDRs may task assigned Service components with

the majority of responsibility for deployment operations based upon various factors (e.g., dominant

user, most capable Service). Each supporting or subordinate commander who is assigned a task in the

CCDR’s strategic concept prepares a supporting plan. The CCDR consolidates these plans to build a

recommended phasing of forces and support, and performs a transportation analysis of the entire

movement from the POE to the final destination. In essence, the supported CCDR uses the information

to validate the adequacy of the theater and determine whether the infrastructure is satisfactory for

employment of assets, forces, facilities, and supporting systems. Joint intelligence preparation of the

operational environment (JIPOE) provides the framework for determining methods of accomplishing

the assigned tasks. Following these actions, the supported CCDR, with USTRANSCOM support,

hosts the TPFDD refinement conference.

3. General Planning Considerations

Deployment planners must assess the impact of the operational environment and threats in relationship

to the mission. JIPOE must address whether and to what degree a potential threat can interdict, disrupt,

or block deployment operations and assist in determining what infrastructure and other support assets

may be available. In this case, the operational environment consists of infrastructure and information

resources. In cases where the joint operations area infrastructure is inadequate, the CCDR’s available

options include increasing the infrastructure capability, reducing the deployment flow, or extending

allowable force closure times. Additionally, planners may also improve force closure times by planning

the delivery of material and personnel into less capable aerial or seaports, fully using the capabilities of

our strategic platforms. In planning for deployment, the areas listed in Figure III-2 should be considered.

This is by no means a comprehensive listing but is provided to assist the planner.

a. Threat assessment is the first step in understanding the operational risk to deployment operations

and developing risk controls to mitigate the perceived threat. The JIPOE process assists the CCDR in

formulating planning guidance by identifying significant enemy capabilities and likely enemy COAs.

Based on the assessed threat, the CCDR must determine where to accept risk, where to focus protection

efforts, and how much of the force should be initially devoted to protection. The threat assessment

should include threats to the following:

(1) HNS

(2) Contracted support
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JP 3-35

(3) Nongovernmental organizations

GENERAL PLANNING CONSIDERATIONS

Threat location and capabilities.

Amount of host-nation support required.

Type of environment (desert, jungle, arctic).

Transshipment loading level 4 detail.

How does the combatant commander intend to exercise the statutory "directive

authority for logistics"?

What capability exists in theater to conduct effective JRSOI?

Is predeployment, deployment, and sustainment training required?

Can the host nation perform any theater LOC functions or must US capabilities be

deployed?

How will deploying forces be sustained while conducting JRSOI?

Are status-of- forces agreements adequate?

What kind of acquisition cross-serving agreements should be negotiated?

What level of in-transit visibility is there?

What throughput requirements must be met through the use of joint logistics overthe-shore operations?

Level of cooperation expected from host nation.

Is the "nation-state" intact, or will the operation be in a "failed nation-state"?

Time expected between arrival and commencement of operations.

Force protection during Joint Reception, Staging, Onward Movement, and

Integration (JRSOI).

How should the theater lines of communications (LOCs) be designed?

What capability needs to be deployed for JRSOI?

What are US requirements and capabilities to track or conduct JRSOI for allied or

coalition forces?

Are military assets sufficient to conduct JRSOI and competing requirements

(sustainment and/or noncombatant evacuation operation) in the event HN or

contractor support is lost through military or other actions?

Have required transit agreements been negotiated?

Are there any existing contracts, or is there a need for new contracts?

What kind of Allied support?

Are JRSOI operations being performed in a mature or immature theater?

Have liaison officers been identified to support JRSOI operations?

Figure III-2. General Planning Considerations
III-5

Planning

(4) Information resources

(5) PODs

(6) Pre-positioned equipment facilities

(7) Staging areas (troop and materiel)

(8) Movement routes and en route support facilities

(9) Assembly areas

(10) Other nodes deemed critical for successfully executing deployment operations (e.g.,

ISBs)

(11) Force protection

b. Protection is a critical element of all joint force deployment operations. It is an inherent

command responsibility. Fluid battlefields and the potential ability of adversaries to orchestrate asymmetric

threats against US forces require that every means be sought to protect those forces. A thorough

intelligence estimate will assist the commander in providing protection against known threats. The threat

of enemy interdiction during deployment operations, particularly for forward presence forces, presents

a special challenge to the JFC. The challenge is to protect geographically-dispersed deploying forces

(which will have limited self-protection capability while configured for deployment) and materiel transiting

the various links and nodes of the deployment process. Risk must be assessed and comprehensive

protection plans developed to address vulnerabilities and counter potential threats to forces, materiel,

infrastructure, and information systems. Comprehensive protection requires the employment of a full

array of active and passive measures and the integration and coordination of intelligence and security

programs, information operations (IO), risk management (RM) techniques, and safety programs to

increase individual awareness of potential threats. Planning for weapons of mass destruction threats

should also be considered. In addition, it is also critical to include preparations for protection of the

civilian work force and/or HNS workers.

See DODD 2000.12, DOD Antiterrorism (AT) Program, CJCS Guide 5260, Antiterrorism Terrorism

Personal Protection Guide: A Self-Help Guide to Antiterrorism, and JP 3-07.2,Antiterrorism.

c. Information Operations. Deployment operations must be coordinated with planned IO. IO

is the integrated employment of the core capabilities of electronic warfare, computer network operations,

military deception, PSYOP, and operations security, in concert with specified supporting and related

capabilities, to influence, disrupt, corrupt or usurp adversarial human and automated decision making

while protecting our own. Some of the typical IO capabilities and related activities addressed during a

deployment are as follows:
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JP 3-35

(1) Information Assurance. Information assurance is defined as measures that protect and

defend information and information systems by ensuring their availability, integrity, authentication,

confidentiality, and nonrepudiation. This includes providing for restoration of information systems by

incorporating protection, detection, and reaction capabilities. Planning and execution of deployment

operations is heavily dependent upon assured information systems. Corruption of deployment movement

data, transportation scheduling, or C2 systems would have a major, and potentially mission threatening,

impact on deployment operations.

(2) Military Deception. Deceptions during deployment operations are intended to increase

the potential for successful initiation of friendly operations by misleading the adversary as to the time and

location of the introduction of forces into the operational area, the location of the main effort, and the

command’s operational objectives.

For additional information, see JP 3-13.4, Military Deception.

(3) Psychological Operations. PSYOP efforts in support of deployment operations may

include activities emphasizing noninterference by noncombatants and assisting in deception operations.

See JP 3-13.2, Doctrine for Joint Psychological Operations.

(4) Operations Security. Deployments, particularly strategic deployment operations,

generally have large, distinct signatures. This fact makes masking the movement (or purpose of the

movement) of forces and materiel to staging bases within the AOR a critical piece of the operations

security (OPSEC) plan. Deployment signatures probably cannot be totally hidden; however, US

OPSEC may conceal such details as the composition of the forces or the time and location of the

introduction of forces into a theater.

For additional information see JP 3-13.3, Operations Security.

(5) Public Affairs. Public affairs (PA) is defined as “Those public information, command

information, and community relations activities directed toward both the external and internal publics

with interest in DOD.” PA operations assist commanders to create effects. During deployment

operations, PA activities allow a JFC to influence an adversary’s (or a potential adversary’s)

perception about the friendly force’s intent, capability, and vulnerability. PA activities will not be

used as a military deception capability or to provide disinformation to either internal or external

audiences.

See JP 3-61, Public Affairs, for further details.

(6) Civil-Military Operations. Civil-military operations (CMO) are the activities of a

commander that establish, maintain, influence, or exploit relations between military forces, governmental

and nongovernmental civilian organizations and authorities, and the civilian populace. They are conducted

across the range of military operations to address root causes of instability, assist in reconstruction after

conflict or disaster, or may be conducted independent of other military operations to support US national
III-7

Planning

security objectives. CMO can occur in friendly, neutral, or hostile operational areas to facilitate military

operations and achieve US objectives. CMO may include performance by military forces of activities

and functions that are normally the responsibility of local, regional, or national government. These

activities may occur prior to, during, or subsequent to other military actions.

See JP 3-57, Civil-Military Operations, for additional information.

d. Risk Management. Uncertainty and risk are a fundamental part of all military operations

including deployment operations. RM is a process that assists decision makers in reducing or offsetting

risk. Carefully determining the risks, analyzing and controlling as many hazards as possible, and executing

a supervised plan that accounts for those hazards and contributes to the successful application of military

force during joint force operations. The RM process provides leaders with a systematic mechanism to

aid in identifying and choosing the optimum COA based upon risk for any situation.

For additional information on RM, see JP 3-33,Joint Task Force Headquarters.

e. Safety. JFCs make safety an integral part of all joint training and operations. High-tempo

deployment operations put personnel at risk. Command emphasis, discipline, and training lessen those

risks. Safety in training, planning, and operations is crucial to successful joint force operations and the

preservation of combat power.

f. Infrastructure Assessment. Understanding the capabilities of the theater infrastructure and

the time when assets become available are essential to developing successful deployment operations.

An infrastructure assessment is key to understanding the capabilities and limitations of the AOR to

support deployment operations. It serves as a basis to determine the forces, equipment, and materiel

that must be deployed and facility upgrades required to enhance operations. Infrastructure consists of

two general categories: the physical network and the resource network.

(1) Physical Network. The type, number, and condition of facilities, transportation networks,

real estate, and modes of transportation characterize physical networks. Transportation infrastructure

strongly influences deployment operations and a robust infrastructure of modern air and seaports,

highways, railroads, and inland waterways greatly expedite the throughput of forces, equipment, and

supplies. A lesser-developed, austere, or damaged infrastructure impedes deployment operations and

may require an early deployment of support capabilities such as joint logistics over-the-shore (JLOTS),

or engineer units. The combatant command engineer and staff prepare an engineering support plan

(ESP) as part of the JOPES planning process. Development of the ESP ensures that essential civil

engineering capabilities are identified and will be provided at the required locations and at the appropriate

times to support the mobilization, deployment, JRSOI, employment, sustainment, and redeployment of

the joint force in support of joint operations. The ESP establishes theater-level requirements for facilities,

Class IV (construction materiel), and civil engineering capability in support of deployed US forces. The

Joint Engineer Planning and Execution System is a tool used to support the combatant command engineer

and staff in development of the quantitative aspects of civil engineering support planning and provides

the general requirements for the ESP appendix to an OPLAN.
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JP 3-35

Additional information on ESP can be found in JP 3-34, Joint Engineer Operations, and Appendix

6 to Annex D to Enclosure E of CJCSM 3122.03B, Joint Operation Planning and Execution System

Volume II: Planning Formats.

(2) Resource networks include personnel, organizations, materiel, and equipment

operating within the physical network of the deployment and distribution system. The total infrastructure

capacity (the actual net capability of the both physical and resource nets) establishes the fixed capacity

of the deployment and distribution system. Figure III-3 depicts examples of the infrastructure (physical

and resource networks).

g. Information Resources. Receiving detailed information concerning infrastructure and

transportation capabilities, maintaining the visibility of assets that will move on that infrastructure, and the

ability to C2 this information plays a key role for planning and working deployment operations. Information

resources can be divided into intelligence, automation network, and communications systems.

(1) The collection and maintenance of infrastructure information (intelligence) is the

purview of the Services and numerous agencies that include the DIA, the supported CCDR’s joint

intelligence operations center, USTRANSCOM’s joint intelligence operations center, and Service organic

intelligence services. The information collected and available includes information on infrastructure

capacity and condition as well as engineering capability (ports, railroads, inland waterways, roads,

airfields, bridges, off-road land tractability, power plants, and communications nodes) in most theaters.

The characteristics of roads, ports, and rail lines within the theater are sometimes available in digital

form. Such information serves as baseline data for planning. For example, the SDDC Transportation

Engineering Agency (TEA) compiles unclassified and classified data on many seaports, to include

throughput calculations and infrastructure assessments. SDDC TEA also develops and maintains detailed

transportation infrastructure networks of various theaters for use in analyzing intratheater transportation

capabilities feasibility using the Enhanced Logistics Intratheater Support Tool (ELIST).

(2) The automation network combines all of the information collection devices, automated

identification technology (AIT), and automated information systems (AISs) that either support or facilitate

the deployment process. Examples of these include ITV, joint personnel asset visibility (JPAV), and

GTN.

(3) Communications systems, including networks, are a critical infrastructure that enables

the sharing of information and distributed collaborative planning. When combined with automated

systems, and a robust communications systems. Information technology enables the efficient and effective

management that is critical to deployment operations. Effective information management including joint

force-wide culture of information sharing, in turn, enables leaders and planners to fully collaborate in

order to make sound and timely decisions regarding deployment operations. Communications systems

are intricately managed resource that require detailed planning. Initial phases of a deployment may not

have the robust communications network required for extensive use of GCCS-J, Global Combat Support

System (GCSS), GTN, and other C2 and information systems. Phasingjoint and Servicecommunications

systems into the force flow early provides a system that allows the JFC to take advantage of the

automated tools available for force and sustainment tracking. With these capabilities, the CCDR has a

potent tool for deployment and employment management.
III-9

Planning

4. Deployment Planning

a. The primary objective of deployment planning is to provide personnel, equipment, and materiel

when and where required by the JFC’s CONOPs. Planning for joint force operations is guided by the

procedures in the joint planning process. Both contingency planning and CAP procedures require

detailed analysis of the assigned mission to determine mission requirements for employment of the joint

force. Employment planning considerations that directly impact deployment operations include:

identification of force requirements; commander’s intent for deployment; time-phasing of personnel,

equipment, and materiel to support the mission; and closure of the forces required to execute decisive

operations. These factors guide deployment planning and help determine mission requirements. Adaptive

planning capabilities (such as collaboration and decision-support tools) will improve a transition from

contingency planning to CAP. The following paragraphs summarize the activities and interaction that

occur during CAP. Refer to JOPES Volume I for detailed procedures.

b. Military operations begin with an event that requires movement of forces somewhere in the

world. This can be a planned or no-notice movement. Analyzing the mission leads to the development

of COAs and selection of the desired COA, the development of orders, and their transmission, and

continues through execution.

EXAMPLE OF INFRASTRUCTURE ASSESSMENT

PHYSICAL NETWORK RESOURCES NETWORK























Airports

Seaports

Highways

Railroads

Bridges

Tunnels

Terminals

Inland Waterways

Storage Facilities

Pipelines

Communication Systems



















Aircraft

Ships

Trucks and Rail Equipment

Lighterage

Host-Nation Support

Contractors

Materials Handling

Equipment and Cargo

Handling Equipment

Civilian, Government and

Military Personnel

Automation

--

--

Figure III-3. Examples of Infrastructure Assessment
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JP 3-35

(1) Conduct Initial Mission Analysis. Based upon early information acquired, planners

assess potential scenario developments, mission requirements, and COAs. This requires a thorough

and continuous JIPOE to account for a changing operational environment.

(2) Commander’s Intent for Deployment. The supported CCDR’s intent for deployment

may be detailed in the OPLAN, deployment preparation order, DREPORD, or OPORD. The supported

CCDR’s intent for deployment may direct the sequence for deployment of units, individuals, and materiel;

identify immediate protection concerns; articulate specific force disposition requirements to support

future operations; or identify general deployment timeline requirements needed for operational success.

The supported commander’s intent for deployment should, at a minimum, clearly articulate the JFC’s

vision for how the deployment can best posture the joint force for decisive operations or operational

success.

c. Time-Phasing of Forces. Once force requirements are identified, selected forces must be

organized and time-phased to support the CONOPs.

(1) Time-phasing is the sequencing of the deployment and arrival and employment of forces

based on the organization of forces to accomplish the mission, the commander’s intent, the estimated

time required to deploy forces from their point of origin to the operational area, and actual lift availability

and port throughput for deployment. In addition to forces, support personnel, equipment, and materiel

are time-phased to support the continuous operation of the joint force until the mission is accomplished.

(2) Finding the proper balance between projecting the force rapidly and projecting the right

mix of combat power and materiel for the ultimate mission is critical. The commander must seek a

balance that provides protection, efficient deployment, adequate support, and a range of response

options to enemy activity. The availability of mobility assets is most often a constraining factor, so difficult

trade-off decisions continuously challenge supported commanders.

(3) All movement priorities and phasing are based on the supported CCDR’s required date

for the deploying force capability. Movement data on the required delivery date, time-phasing of forces,

and materiel is documented in the TPFDD. Ideally, forces and supporting materiel are time-phased in a

manner that allows the JFC to conduct decisive operations as quickly as possible. Closure of the

minimum essential force required to accomplish the mission is a major factor in determining when

decisive operations can be conducted.

d. Force Tracking. Force tracking is 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.

Force tracking is fundamental to effective force employment and C2 as depicted in Figure III-4. It

provides information on transportation closure or physical moves of forces. JFCs must be able to

continuously monitor execution of the deployment operation and quickly respond to changing situations

and unforeseen circumstances. Once basic mission requirements have been decided, joint force planners

must review force tracking options to provide the supported CCDR with the requisite C2 means to

monitor and control execution of the deployment.
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Planning

e. Force Closure. Force closure is the point in time when a supported JFC determines sufficient

personnel and equipment resources are in the assigned operational area to carry out assigned tasks.

Force closure is a function of several elements, most notably lift capacity, C2, POE and/or POD

transshipment capability, port capacity, transit time for strategic lift, receipt of overflight and landing

diplomatic clearances, and the effectiveness of deployment operations. As a planning factor, force

closure is important because decisive operations cannot begin until sufficient forces and capabilities are

available to execute the mission. Force closure includes force tracking, risk assessments, force readiness,

and mission, enemy, terrain and weather, troops and support available-time available (METT-T). The

supported commander’s force closure decision must take into account the above factors and the

commander’s ability to integrate forces. Decisions affecting transportation mode or routing made prior

to and during the early stages of a deployment may have a dramatic impact on joint force closure

timelines. For this reason, planners must give careful consideration to the selection of POE and/or

POD, scheduling of strategic lift modes, movement control, and JRSOI planning. Inherent in this

FORCE TRACKING IS PART OF FORCE CLOSURE

FORCE TRACKING is Part of FORCE CLOSURE

Origin ------ Arrival at

Designated Site

Mission Capable at

Designated Site

APOE

Factory

Fort

SPOD

AIRLIFT

SEALIFT

FOXHOLE

APOD

JOA

APOE

Factory

Fort

SPOD

AIRLIFT

SEALIFT

FOXHOLE

APOD

JOA

APOD Aerial Port of Debarkation

APOE Aerial Port of Embarkation

CONUS Continental United States

JOA Joint Operations Area

SPOD Seaport of Debarkation

SPOE Seaport of Embarkation

Figure III-4. Force Tracking is Part of Force Closure
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JP 3-35

complex process is the management of change and the ability to respond with accuracy and flexibility to

dynamic conditions.

f. Identify Host Nation, Contract, and Command Capabilities. Within each geographic

CCDR’s AOR, the US organizations available to accomplish deployment operations vary significantly.

Fundamental factors that cause this variance include geographical constraints such as the length of line of

communications (LOCs), capability of HN infrastructure, acquisition and cross-servicing agreement,

anticipated threat and mission. Each Service component possesses unique, specialized forces and

capabilities to support various aspects of deployment operations. The supported CCDR must utilize

this knowledge in assessing HN, contract, and command capabilities available to support key deployment

functions. Depending upon the existing infrastructure, the HN, contract, and command capabilities that

are available may greatly reduce the type and amount of support a CCDR must deploy from outside the

theater. The inputs include requirements for:

(1) transportation;

(2) facilities;

(3) security;

(4) communications;

(5) supplies;

(6) services (life support);

(7) labor service; and

(8) POD support and other key functions.

g. There are many sources of logistic support that may be applied to enhance deployment operations.

These sources of support may combine in various ways under differing circumstances to make operations

associated with deployment possible. How these combine will depend upon the condition of the HN

infrastructure, what agreements exist (allied or otherwise), and how or if civil augmentation programs, or

cross-Service logistics, are necessary. Figure III-5 lists some sources of logistic support for the joint

planner to consider during COA development.

(1) Host-Nation Support. When available, HNS successfully assists in executing deployment

operations. Typical items that the CCDR should negotiate with the HN are shown in Figure III-6.

Maintaining current, comprehensive base support plans and conducting periodic site surveys are critical

for validating HNS agreements required for implementing specific OPLANs and CONPLANs. If
III-13

Planning

HNS agreements do not exist, or have limited application, then the CCDR, in coordination with the

DOS, should immediately start negotiation of HNS agreements and arrangements combined with an

integrated contracting plan to obtain necessary support. It is recommended that counterintelligence

teams be included for use in screening contractors.

(2) Multinational Support. Multinational support is another force multiplier. Many

US allies have capabilities or functional units similar to US capabilities. The use of these units can

enhance deployment operations, minimize US support requirements, and ensure mission success.

The joint planner should consider complementary multinational capabilities during COA development.

However, during the planning phase, this capability should be balanced against the potential for

competition for US transportation assets to deliver those multinational units into the theater.

(3) Theater Contract Support. To optimize contractor support among Services, a

central contracting authority (CCA) should be designated. The goal of the CCA is to achieve and

maintain controls and optimize contracting resources. Contracting officers should make every

effort to ensure that clauses excusing contractor performance in the event of hostilities or war are

not included in contracts that augment US forces during contingency or combat operations. SDDC

and MSC, for example, routinely use civilian contractors to perform or augment their operations.

However, the joint planner should be aware that in some cases wartime exclusion clauses might

prevent contractor personnel from delivering goods and services.

Figure III-5. Sources of Logistic Support

SOURCES OF LOGISTIC

SUPPORT

Host Nation

Contracts

Cross-Service Logistics

Multinational

Civil Augmentation

Program

Acquisition and CrossServicing Agreements
III-14

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JP 3-35

“The shape of conflict is changing, too. It may be waged with little or no allied

backing, and with unknown host-nation support or infrastructure. Any fighting that

we do will probably occur where we are not, distant to our borders, and in a land

that cannot adequately receive our ships and planes.”

LTC Scott Conrad

Moving the Force: DESERT STORM and Beyond, 1994

CIVILIAN CONTRACTORS

One of the most dramatic lessons to come out of Operation JOINT

ENDEAVOR is that civilian contractors are an integral part of the total force,

particularly when it comes to providing logistical and engineering services

. . . LOGCAP [logistics civilian augmentation program] uses a civilian

contractor to perform selected logistics and engineering services to

augment US forces during military contingency operations . . . The Corps

[of Engineers] is also using LOGCAP in unison with Air Force RED HORSE

and Navy SEABEE construction troops. RED HORSE and SEABEE trade

specialists erect the tents while the Corps uses the LOGCAP contract to

Figure III-6. Host Nation Negotiating Considerations

HOST NATION NEGOTIATING CONSIDERATIONS

Basing Rights

Border and/or Diplomatic Clearance Procedures

Life Support

Construction and Engineering

Labor Force

Transit Authority (Land, Sea, Air)

Port of Debarkation Services

Medical Facilities and Services

Transportation Assets and Infrastructure
III-15

Planning

set up latrines, showers, heaters, dining halls, laundries, and other essential

life support facilities.

SOURCE: Corps of Engineers News Release

31 January 1996

(4) Civil Augmentation Program. Civil augmentation programs are separate Military

Department contracting options most often used when HNS is insufficient or unavailable. They employ

pre-existing contracts with US and other vendors to provide support in many areas including facilities,

supplies, services, maintenance, and transportation. Additionally, planners should consider initiating

contracting services if status-of-forces agreements do not already contain those provisions. The goals

of civil augmentation programs are to:

(a) Allow planning during peacetime for the effective use of contractor support in a

contingency or crisis;

(b) Leverage global and regional corporate resources as facility and logistic force

multipliers;

(c) Provide an alternative augmentation capability to meet facility and logistic services

shortfalls; and

(d) Provide a quick reaction to contingency or crisis requirements.

Information concerning the logistics civilian augmentation program (Army), global contingency

construction capabilities contract program (Navy) and Air Force contract augmentation program

may be found in the applicable Service publications, JP 4-0, Joint Logistic Support, JP 3-34, Joint

Engineer Operations, and JP 4-10, Contracting and Contractor Management.

CONTRACTING — OPERATION JOINT ENDEAVOR

Supporting operations in the Balkans for Operation JOINT ENDEAVOR

would have required a much more robust combat support and combat

service support military organization had it not been for the use of logistics

civilian augmentation program (LOGCAP) . . . LOGCAP has provided much

of the critical logistics and engineering services, with costs exceeding $460

million for the first year’s effort. Use of LOGCAP allowed the deployed

combat units to focus on critical operational missions and the deployed

engineering units to focus on horizontal construction.

On 26 November 1995, Brown & Root (the LOGCAP contractor) was

activated to provide an intermediate staging base at Kasposvar and Taszar,

Hungary...The initial work focused on renovating old communist barracks

to bring them to minimum standards for use by US soldiers. Then working
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JP 3-35

with the soldiers, the contractor’s staff braved the same harsh weather

and site conditions to provide warm tents, hot food, and adequate sanitary

facilities during the start-up of operations throughout the theater.

After establishing the intermediate staging base, the contractor was tasked

to support the 1st Armored Division’s Task Force Eagle by setting up and

operating camps in Croatia and Bosnia . . . In order to complete all the

Bosnia camps by March 1996, Brown & Root was integrated with Army

engineer units, Navy Seabees, and Air Force Red Horse engineers on a

fast-tracked scenario. Specifically, Brown & Root’s tasks were to —

• Setup 12 camps

• Provide flooring materials for the Army, Navy, and Air Force engineer

units charged with setting up all other camps.

• Upgrade camps to meet the Army’s sustaining base standards, replacing

soft-side, canvas tents with hardback tents or modular buildings (in areas

with the harshest conditions).

• Provide all basic life-support services, such as food services, laundry,

water delivery, garbage collection, and shower and sanitary facilities.

• Provide other logistics services such as transportation and cargo

handling, vehicle maintenance and washing, port operations, road repair

and maintenance, and storage yards.

SOURCE: Lieutenant Colonel Nicholas J. Kolar, Jr.

LOGCAP: Providing Vital Services to Soldiers

The Engineer Professional Bulletin, March 1997

h. Prepare and Send Deployment Directives. At this point in the planning process the supported

CCDR has nearly completed the deployment planning process map’s first functional area of mission

analysis. Now the supported CCDR begins to give specific deployment guidance in the form of directives.

These directives clarify the support that selected Services and nations should expect. Examples of the

types of support directed by the supported CCDR may include information from the following agreements.

(1) Common-User Logistics. The term “common user logistics” defines materiel or service

support shared with or provided by two or more Services, DOD agencies, or multinational partners to

another Service, DOD agency, non-DOD agency, and/or multinational partner in an operation.

(2) Acquisition and Cross-Servicing Agreements. While HNS agreements provide US

pre-negotiated support for potential war scenarios, acquisition and cross-servicing agreements (ACSAs)

provide the legal authority for the US military and other nation armed forces to exchange logistic goods
III-17

Planning

and services during contingencies. Unlike HNS agreements, transactions under this program must be

reimbursed, replaced in kind, or an exchange of equal value must take place.

5. Synchronizing and Balancing the Flow

Because JOPES is the system used to allocate and sequence movement assets, it is essential that

movement data inputs are accurate. The TPFDD is a computer-supported database portion of an

OPLAN. It contains time-phased data for moving personnel, equipment, and materiel into a theater.

The TPFDD reflects the requirements that strategic and intratheater lifts are assigned against to ensure

that the full scope of deployment requirements are identified and satisfied. Successful execution of the

CCDR’s plan depends on integrating deployment operations within JOPES. Planners are advised to

consider sustainment when planning force projection and to include the sustainment requirement in the

time-phased flow.

For a detailed explanation of the joint planning process, its components, and their functions, see

CJCS Manual 3122.01, Joint Operation Planning and Execution System (JOPES) Volume I: Planning

Policies and Procedures.

a. Confirm Deployment Data. Data is confirmed prior to entry into JOPES via the TPFDD.

TPFDD refinement manipulates and confirms force flow data until the updated information is entered

into JOPES.

b. TPFDD. The TPFDD establishes the flow of units into the theater. The supported CCDR must

carefully balance the force mix and arrival sequence of combat forces and CSS units to ensure that

deployment support and throughput requirements can be met. Service components responsible for

deployment operations must validate and continuously review the TPFDD to determine its mission

support requirements and request changes to its support force structure. As with any dynamic process,

external changes in the environment, as well as those within the force, necessitate corresponding changes

to the flow of forces (personnel, equipment, and materiel). The following recommended changes to the

deployment force structure are requested by the Service component responsible to maintain balance

and synchronization (IAW CCDR guidance) to accomplish the mission.

(1) Evaluate TPFDD Movement Requirements. The command continuously evaluates

the mission capabilities of inbound units to ensure that deployment mission requirements can be met in a

timely manner.

EMPLOYMENT DRIVES DEPLOYMENT

At the conclusion of the planning phase of Operation JOINT ENDEAVOR,

the Task Force Eagle (TFE) commander envisioned a deliberate, balanced

deployment. The TFE lead force package augmented the Corps’ national

support element in establishing the intermediate staging base in Hungary.

The task force would then follow with an engineer heavy force package to

conduct a river crossing and open the lines of communications into Bosnia.
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JP 3-35

It was not until the fourth force package that any substantial combat power

would move into the TFE area of operations. With the signing of the General

Framework Agreement for Peace (GFAP), the implementation requirements

of the peace agreements required the immediate entry of a sizable combat

force. To meet the unanticipated demands of the GFAP timeline, a “minimum

essential force” was created, using a mix of employment capabilities and

minimum logistic assets. Comprised mainly of Cavalry, Armor and Engineer

assets, the force was re-sequenced to lead the task force deployment. This

late — and significant — adjustment minimized the early deployment of

combat service support assets and reflected the GFAP requirement to

rapidly establish a significant and viable military presence. It also tended

to desynchronize a wide range of deployment activities including reception,

staging, onward movement, and integration as well as movement control.

SOURCE: Initial Impressions Report

Task Force Eagle Initial Operations,

Operation JOINT ENDEAVOR, May 1996

(2) Recommend TPFDD Changes. All assigned units supporting theater deployment

operations report through the chain of command on status of unit (personnel and equipment) capability

to perform assigned missions. The command HQ makes TPFDD change recommendations to the

supported CCDR based on assigned unit capability, deployment requirements, and projected missions

to ensure that sufficient capability is present in theater to maximize support of deployment operations.

c. Analyze capabilities. Dependable transportation feasibility analysis relies on accurate analysis

of strategic lift capability and throughput capability. Port throughput data should consider not only port

offload capability, but also the theater’s ability to move and sustain forces away from the port. Matching

the strategic TPFDD flow to the theater’s reception, staging, and onward movement capability should

prevent port saturation and backlogs that slow the build-up of mission capability. Intratheater

transportation feasibility may significantly impact upon port-to-port flow. It may show required changes

to the type and sequence of strategic lift. It could also reveal whether the number, type, and sequence

of units supporting deployment operations are adequate to deliver planned capabilities to the CCDR.

d. Review historical data. Theater infrastructure is studied during the concept development

phase before the TPFDD is developed. Meanwhile, CCDRs can use historical data for a feasibility

study of the flow of the TPFDD which can be based on the supporting Services components input. If

historical data cannot be used, separate TPFDDs specifically for this type of analysis can be built

without placing undue pressure on the sourcing units that are actually working on collecting real data.

6. Deployment Planning Requirements and Considerations

a. During deployment planning, all of the requirements to support related activities need to be

addressed. These requirements can be broken down into two broad categories: operational and support.

Operational requirements include training, protection, and communications systems that support the
III-19

Planning

visibility of the deployment process. Support requirements include transportation, infrastructure, HNS,

sustainment, and land management. Deployment requirements should appear in all planning documents

and OPLANs. The planner must ensure an early investment of strategic lift for deployment support

capabilities to enable an increased flow of forces into the theater.

b. Loading Considerations for Deployment. Planning deployments is based primarily on the

commander’s CONOPS for employment. These factors determine the entry operations, deployment

concept, and mobility options required to posture a joint force in the theater. An important consideration

in posturing forces is to determine how deploying forces should be configured when they arrive in

theater. This determines how deploying forces should be loaded for deployment. The manner in which

units are loaded is an important factor in determining reception requirements as well as the amount of

time units must be supported at the reception and staging areas. Three loading methods are described

below.

(1) Combat loading is the loading of personnel, equipment, and supplies in a manner designed

to conform to the anticipated tactical operations of the organization embarked. Each individual item is

stowed so that it can be unloaded at the required time. Combat loading is desirable when deploying

units must integrate into the force quickly, but is generally the least efficient method for maximizing

strategic lift capacities. In cases where strategic lift is constrained, greater use of combat loading may

delay force closure. Combat loading includes employing the loading methods of vertical and horizontal

stowage and dispersion (spread loading), in order to support the landing plan and to effect selective

unloading when required. “Selective unloading” is the controlled unloading and movement ashore of

specific items of cargo from assault shipping at the request of the landing force commander.

(2) Unit loading places units with their equipment and supplies in the same vessels, aircraft,

or land vehicles. This method may be more efficient in utilizing strategic lift than combat loading and

maintains unit integrity better than administrative loading.

(3) Administrative loading maximizes troop and cargo space without regard to tactical

considerations. However, equipment and supplies must be unloaded and sorted before they can be

integrated into the joint force and employed by the JFC.

7. Enablers

Enablers are advanced planning and execution tools that assist combatant command planners to

monitor, plan, and execute mobilization, deployment, employment, sustainment, and redeployment of

US forces. The enhanced C2 inherent in the use of these tools provides the commander with the

readiness, deployment, tracking, intelligence, theater movement, and employment details critical to effective

deployment operations.

See Appendix A, “Enablers,” for additional details on deployment support tools and enablers.
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CHAPTER IV

PRE-DEPLOYMENT ACTIVITIES

IV-1

“To a conscientious commander, time is the most vital factor in his planning. By

proper foresight and correct preliminary action, he knows he can conserve the

most precious elements he controls, the lives of his men. So he thinks ahead as

far as he can. He keeps his tactical plan simple. He tries to eliminate as many

variable factors as he is able. He has a firsthand look at as much of the ground

as circumstances render accessible to him. He checks each task in the plan with

the man to whom he intends to assign it. Then — having secured in almost every

instance his subordinates’ wholehearted acceptance of the contemplated mission

and agreement on its feasibility — only then does he issue an order.”

General Mathew B. Ridgway

The Korean War, 1967

1. General

The deployment process begins with planning for force projection under contingency planning or in

a crisis. When plans become orders, the JPEC must address a myriad of critical pre-deployment

activities. This chapter discusses the activities that begin when deployment, sustainment, and redeployment

requirements are validated by the supported CCDR. Requirements validation confirms the need for the

movement requirement and provides detailed shipment data. As the OPLAN, or selected COA, is

approved and transformed into an OPORD, the TPFDD is further refined. Once movement requirements

are documented and validated, the effort to schedule the appropriate transportation assets begins. As

part of the predeployment phase, deployment planners must incorporate sustainment operations into

their plans. While many pre-deployment related activities equally apply to redeployment, the later part

of this chapter will highlight activities required prior to redeployment. Figure IV-1 is the joint force

deployment process map. See Annex A to Appendix B for more detail.

a. Requirements Validation and Sourcing. Movement requirements developed during

deployment planning must be validated prior to deployment execution. Validation confirms the need for

the movement requirement, shipment configuration, dimensions, and routing and ensures that all parties,

including the chain of command, are cognizant of the requirement. Movement requirements are validated

during execution planning by the supported CCDR who validates all joint force movement requirements

for USTRANSCOM movement scheduling. During execution planning, the President/SecDef approved

COA or OPLAN is transformed into an OPORD by the supported CCDR. Actual forces, sustainment,

and strategic mobility resources are identified and the CONOPs is described in OPORD format.

TPFDD refinement that began during deployment planning continues with updated information entered

into JOPES. Concurrently, the supporting commanders prepare to source applicable force requirements

and verify personnel and cargo details to ensure that the TPFDD reflects accurate OPORD movement

requirements. Changes to joint force movement requirements occurring after the supported CCDR

validates the TPFDD must be coordinated through the supported CCDR, who revalidates the approved

changes prior to any action by USTRANSCOM.
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b. TPFDD Refinement. For both global and regional operation plan development, the process

consists of several discrete phases of TPFDD review and analysis that may be conducted sequentially

or concurrently, in whole or in part. TPFDD refinement supports force planning, sustainment planning,

transportation planning, shortfall identification, and transportation feasibility analysis. Refinement consists

of three phases: Forces, Logistics, and Transportation, with shortfall identification associated with each

phase. These three phases are collectively referred to as TPFDD refinement.

See CJCSM 3122.01A, Joint Operation Planning and Execution System (JOPES) Volume I (Planning

Polices and Procedures) for additional information on TFPDD refinement.

c. Time-Phased Force Deployment Data Letter of Instruction. The TPFDD LOI provides

planning and execution instructions to the supported combatant command’s components,

supporting combatant commands, and supporting agencies as they refine, verify, and manifest

their portion of the joint force TPFDD. The intent of the supported CCDR’s supplemental TPFDD

LOI is to eliminate confusion, facilitate parallel planning, collaboration, and expedite TPFDD refinement

JOINT FORCE PRE-DEPLOYMENT ACTIVITIES

PRE-DEPLOYMENT ACTIVITIES

PRE-DEPLOYMENT ACTIVITIES

PRE-DEPLOYMENT ACTIVITIES

Assemble and Marshal Forces

Prepare the Force (Personnel, Supplies, and Equipment) Schedule Movement

Move to POE Conduct POE Operations Move to POD

Analyze Mission Structure Forces Joint Functional

Areas

Validate Deployment

Data

MOVEMENT

Figure IV-1. Joint Force Pre-Deployment Activities
IV-3

Pre-deployment Activities

by providing component commands, supporting commands, and agencies with a single set of instructions

for TPFDD input and management. Use of the TPFDD LOI ensures that actual OPORD movement

requirements are properly documented and validated for transportation scheduling.

For additional information see CJCSM 3122.02C,Joint Operation Planning and Execution System

(JOPES) Volume III (Crisis Action Time-Phased Force and Deployment Data Development and

Deployment Execution). This manual outlines the standard TPFDD LOI that will be used by the

joint planning and execution community for all planning and execution scenarios. Supported

CCDRs provide additional supplemental guidance for their AOR.

d. Actions of the Supported Combatant Commander. Firm force requirements and priorities

are identified during planning following COA selection. Once this occurs, the supported CCDR notifies

the JPEC and supporting commands and agencies to source the unsourced force requirements. This

signals force-providing organizations and supporting commands and agencies to provide or update

specific unit movement data in JOPES for the first increment of movement (normally, the first 7 days of

air movement and the first 30 days of sea movement). It also prompts Service logistic 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 any critical sourcing or resource shortfalls or limitations.

When the above actions have been completed, the supported CCDR reviews and validates the lift

requirements within the specific TPFDD movement window and notifies USTRANSCOM that the

movement requirements are ready for lift scheduling. USTRANSCOM develops transportation schedules

to accommodate these requirements after verifying transportation feasibility. Accuracy of TPFDD

movement 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.

e. Actions of Supporting Combatant and Service Component Commanders. Supporting

commanders providing forces will identify and task specific units for employment and provide unit

movement requirements in JOPES to allow lift scheduling for all elements involved in the deployment.

Accuracy is imperative to ensure effective support and to optimize efficiency of lift. It is also very

important during this process that supporting combatant and Service component commanders ensure

the timely coordination of hazardous materiel data with USTRANSCOM. Service component

commanders continue working with their Service and major commands to identify and update estimated

sustainment requirements. Service components and supporting combatant commands also schedule

movements for self-deploying forces (organic moves) so that the JFC has visibility of all deploying

forces.
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The Invasion of Sicily - World War II

“Perhaps the most difficult problem which faced the subordinate formations

of the Army arose from continually varying estimates of availability of craft

and shipping.”

Field Marshal Viscount Montgomery of Alamein

(on planning for the invasion of Sicily July 1943)

f. Schedule Movement. Movement scheduling is an iterative process at every level of supported

and supporting commands to transport, move, or deploy the right forces (unit related personnel and

equipment) and sustainment (non-unit related personnel, supplies and equipment) to the right place at

the right time.

For additional information see Chapter V, “Movement.”

2. Sustainment

a. As part of the predeployment phase, deployment planners must incorporate sustainment operations

into their plans. Sustainment is directed at providing and maintaining levels of personnel and materiel

required to sustain planned joint force activity at the desired level of intensity for the duration of the

operation. Sustainment operations begin nearly simultaneously with deployment operations and include

the movement of replacement supplies, equipment, and personnel. Conducting this planning in a

collaborative environment allows USTRANSCOM to gain and maintain visibility on all known strategic

movement requirements, facilitating responsive support by the strategic mobility triad. In its capacity as

DOD’s Distribution Process Owner, USTRANSCOM will collaborate with sustainment providers like

DLA and the Services to ensure sustainment requirements are planned and integrated with force projection

requirements. Preplanned sealift supporting sustainment requirements is also a part of predeployment

activities. Any preplanned sealift support that occurs is a benefit to the supported commander, as it does

not detract from the deployment of forces and capabilities by intertheater airlift.

b. The supported commander establishes the policy, procedures, priorities, and LOCs

for sustainment activities. The commander will immediately begin to submit demand-based or “pull”

sustainment requirements for Services to resupply their forces in theater. In the absence of the

commander’s specific guidance and requirements, each of the Services will sustain their forces using

Service methodologies, which may include initially “pushing” sustainment to its forces. Sustainment

supplies do not always follow the designated deployment LOCs since some supplies (petroleum, oils,

and lubricants [POL] and ammunition) require special handling facilities and could result in significant

disruption of port activities. Optimizing port throughput will be a primary factor in balancing pull

and push sustainment procedures.
IV-5

Pre-deployment Activities

OPERATION JOINT ENDEAVOR

“For the first few weeks of the deployment, the time-phased force

deployment data changed an average of 14 times per day. The result was

confusion about what was to be loaded on the aircraft at the aerial ports of

embarkation. Army units showed up unexpectedly at the aerial port of

embarkation for air transportation, and aircraft arrived at airfields for units

that were not there.”

SOURCE: Operation JOINT ENDEAVOR

Description and Lessons Learned

(Planning and Deployment Phases)

c. Sustainment Movement. Sustainment intertheater lift is handled differently than deployment

intertheater lift. Time-phased deployment requirements are developed, sourced, refined, and validated

in JOPES for USTRANSCOM movement scheduling. Intertheater airlift for the deployment phase of

an operation is requested through the JOPES process. Normally, some sustainment is planned as part

of the deployment TPFDD developed in JOPES. However, as the operation progresses, intertheater

sustainment airlift becomes more requirements-based. Channel service or express service airlift is the

normally planned method for the movement of sustainment by air. This process involves sustainment

moving on predetermined channels that are established IAW existing regulations.

For additional information see JP 4-01, Joint Doctrine for the Defense Transportation System,

and JP 4-01.2, Sealift Support to Joint Operations.

d. Unit-Related and Non-Unit-Related Supplies and Equipment. Supply and support

requirements of deploying forces consist of two major categories: unit-related supplies and

equipment and non-unit-related supplies and equipment. Unit-related supplies and equipment

include a unit’s organic equipment, basic load, and accompanying supplies. Unit-related supplies

and equipment are configured (palletized or containerized) and documented for deployment by the

unit. Unit planners enter movement data for unit-related supplies and equipment in the TPFDD.

Non-unit-related supplies and equipment include all supply sustainment support requirements that

are not identified for a specific unit. They include pre-positioned war reserve stock, sustaining

supplies, and resupply. Non-unit-related supplies and equipment are configured and documented

as cargo increment numbers (CINs) for deployment by the sourcing organization and provided for

distribution in theater by the supported combatant command’s logistic agencies. AMC uses CINs

to allocate non-unit-related supplies and equipment sustainment lift.

e. Non-unit-related Personnel. Non-unit-related personnel (NURP) are any active

duty personnel from any Service (including RC members accessed onto active duty),

DOD civilians, contract civilians, and Red Cross personnel who deploy as individuals or

as a small group of individuals without a unit. NURP consists of individual military manpower

alerted for deployment to serve as individual unit fillers to bring undermanned units to authorized

manning levels and casualty replacements in theater. NURP are normally moved via commercial

transportation from losing organizations to designated CONUS replacement locations. The Services

designated organizations to coordinate strategic lift requirements with USTRANSCOM for
IV-6

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JP 3-35

movement of NURP from the United States into theater based on deployment shelf requirements

incorporated into the TPFDD during planning. Shelf requirements are integrated into transportation

and reception plans and used to determine the number and location of CONUS replacement

centers and aerial ports of embarkation (APOEs) required to support the deployment.

f. Ammunition. SDDC provides routing instructions for movement of all classes of

ammunition entering the DTS. In a contingency operation, select units may be designated to deploy

through select commercial ports with their ammunition basic load. A potential deployment constraint

(particularly in HN ports) related to movement of ammunition is net explosive weight. Port safety

requirements may restrict the amount of ammunition or other hazardous materials that may move through

the port at any given time. Discharge of ammunition at the foreign PODs requires prior coordination

with HN authorities to certify the port for ammunition handling and storage, or to obtain the necessary

waivers to discharge ammunition through commercial ports. Similar authorization may be necessary for

storage of ammunition at ISBs.

DEPLOYMENT: WORLD WAR II

“To deploy these forces overseas was another great matter. Although the

US merchant marine ranked second only to Great Britain’s and the country

possessed an immense shipbuilding capacity, the process of chartering,

assembling, and preparing shipping for the movement of troops and military

cargo took time. Time was also needed to schedule and organize convoys,

and owing to the desperate shortage of escort vessels, troop movement

had to be widely spaced. Convoying and evasive routing, in themselves,

greatly reduced the effective capacity of shipping. Moreover, vast

distances separated US ports from the areas threatened by Japan, and to

these areas went the bulk of forces deployed overseas during the months

immediately following Pearl Harbor. Through March 1942, as a result, the

outflow of troops to overseas bases averaged only about 50,000 per month,

as compared with upwards of 250,000 during 1944, when shipping was fully

mobilized and plentiful and the sea lanes were secure.

There seemed a real danger early in 1942, however, that German U-boats

might succeed in reducing transatlantic deployment to a trickle — not so

much by attacking troop transports, most of which could outrun their

attackers, as by sinking the slow cargo ships on which the forces overseas

depended for support. Soon after Germany’s declaration of war, the Uboats struck at the virtually unprotected shipping lanes in the western

Atlantic, and subsequently extended their attacks to the Gulf of Mexico

and Caribbean areas and the mouth of the St. Lawrence. During the spring

of 1942 tankers and freighters were torpedoed in plain view of vacationers

on east coast beaches. . . .”

SOURCE: American Military History, Army Historical Series

g. For CONUS deployment situations, if a unit is scheduled to move through a commercial

seaport with basic load munitions, SDDC must be notified early on to process the necessary
IV-7

Pre-deployment Activities

DOD explosive safety waivers and USCG permits. The following information must be provided

for waiver and permit purposes: DOD identification code; national stock number; DOT proper shipping

name; hazard class, storage compatibility, and fragment distance; UN identification number; round

count; net explosive weight; and shipping configuration (e.g., vehicle upload, containerized). SDDC

must also activate DOT Exemption 3498 before actual movement of uploaded vehicles can commence.

Additionally, all hazardous materials (including ammunition) shipments must be prepared and documented

IAW DOD 4500.9-R, Defense Transportation Regulation, Parts II and III and other governing regulations.

h. For OCONUS ports, the geographic CCDR will assign waiver and clearance responsibilities to

one of the combatant command’s component commands.

3. Redeployment

Mission Requirements. Redeployment of joint force assets may be required at any point during

mission execution. Redeployments are planned and executed based on mission requirements and are

normally conducted to either reposture forces and materiel in the same theater, to transfer forces and

materiel to support another JFC’s operational requirements or, most often, to return personnel, equipment,

and materiel to the home and/or demobilization station upon completion of the mission. All systems and

procedures used during deployment operations apply to redeployment operations. One key difference

is that redeployment operations involving the movement of forces to locations other than home station or

demobilization site may focus on reestablishing joint force readiness in addition to redeployment

mission requirements. Moreover, redeployments must be planned and executed in a manner that

provides for the timely and efficient return of individuals, units, and materiel to facilitate their use in new

contingencies.

For further information see Chapter VII, “Redeployment.”

4. Assemble and Marshal Forces

Assembly and marshaling involves bringing together people, supplies, and equipment in preparation

for final movement. Support functions are established and positioned to expedite and control the

movement and throughput of the force through the deployment pipeline.
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CHAPTER V

MOVEMENT

V-1

“Operation DESERT SHIELD was the fastest build up and movement of combat

power across greater distances in less time than at any other time in history. It

was an absolutely gigantic accomplishment, and I can’t give credit enough to the

logisticians and transporters who were able to pull this off”

GEN H. Norman Schwarzkopf, Commander

US Central Command, 27 Feb 1991, Riyadh, Saudi Arabia

1. General

a. Validated movement requirements developed during the planning phase and scheduled for

movement during the pre-deployment phase must now be physically moved from origin to the designated

aerial/sea ports of debarkation (APODs/SPODs). The movement phase of deployment is composed

of three segments: movement from origin to APOEs/SPOEs, POE operations, and movement from the

POE to POD. Figure V-1 is the joint force deployment process map, which includes movement. See

Annex A, “Joint Deployment Process Map Description” to Appendix B, “Joint Deployment, Joint

Reception, Staging, Onward Movement, and Integration, and Redeployment Process Map Descriptions”

for more detail.

b. This chapter discusses each of these movement segments in greater detail as well as tracking and

controlling the movement of forces and materiel through the deployment process. Movement control

involves planning, routing, scheduling, and controlling common-user assets and maintaining ITV of forces

and materiel moving through the deployment process. Properly resourced and executed movement

control assists commanders in force tracking and provide the capability to adjust the flow as necessary.

It also enhances JRSOI of personnel, equipment, and supplies moving over LOCs IAW command

directives and responsibilities. Force visibility provides AV for deploying units and supplies and allows

for a more responsive supply system. Lastly, since change is an inevitable part of deployment operations,

this chapter stresses the need for planners to anticipate adjustments and manage the impact of changes

to avoid disrupting or impeding the deployment and sustainment flow.

2. Movement

The three segments of the movement phase are described below.

a. Movement from origin to POE.

(1) Validated movement requirements developed during deployment planning and scheduled

during predeployment activities must now be physically moved (by some mode of transportation) from

origin to the designated APOEs/SPOEs). USTRANSCOM and its components select APOEs/SPOEs

based on the mission, port capabilities, location, and mode characteristics. Airlift and sealift schedules

are prepared by USTRANSCOM and coordinated with the supported CCDR. AMC and SDDC
V-2

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JP 3-35

provide call forward instructions to the transportation or traffic management offices that are responsible

for scheduling deployment movements using procedures outlined in the Defense Transportation Regulation.

(2) Equipment of deploying forces may be transported to the POE by commercial rail, truck

or inland waterway. Using the planning factors developed in the earlier stages of the deployment

process the base/installation transportation office requests the necessary DOD and commercial

transportation assets (i.e., rail cars, trucks, and containers) to meet movement requirements.

(3) Surface Movement

(a) Military Convoy

1. In CONUS, units may convoy to the POE. The unit reviews policy and guidance

for public highway use in CONUS and convoy procedures that apply during peacetime, mobilization,

Figure V-1. Joint Force Movement Process

JOINT FORCE MOVEMENT PROCESS

PRE-DEPLOYMENT ACTIVITIES

PRE-DEPLOYMENT ACTIVITIES

PRE-DEPLOYMENT ACTIVITIES

Assemble and Marshal Forces

Prepare the Force (Personnel, Supplies, and Equipment) Schedule Movement

Move to POE Conduct POE Operations Move to POD

Analyze Mission Structure Forces Joint Functional

Areas

Validate Deployment

Data

MOVEMENT
V-3

Movement

and deployment. Procedures for highway movement OCONUS (to include Hawaii and Alaska) are

found in local command regulations and policies.

2. Organic convoy operations are not visible to USTRANSCOM during peacetime

movement. CONUS convoy movements are the responsibility of the respective Service and must be

scheduled consistent with SDDC call forward instructions or AMC published strategic lift schedules to

ensure correct arrival times at assigned POEs.

For further information on organic convoy operations, see DOD 4500.9-R, Defense Transportation

Regulation, Part III, Mobility, Appendix F, Permits for Military Movements on United States

Public Highways and Army Convoy Operations and Procedures.

(b) Commercial Movement. Unit vehicles and equipment that are not convoyed to the

POE using military transport normally move by commercial rail or truck.

(c) Rail. In CONUS the deploying unit determines its movement requirements and submits

them through command channels to the installation transportation officer (ITO) (US Army)/ traffic (US

Air Force)/transportation (US Marine Corps/US Navy) management office (TMO). The ITO/TMO,

in coordination with SDDC, can obtain both commercial and military rail assets based on unit requirements.

ITO/TMO personnel validate railcar requirements based on unit rail load plans and the shipping

configuration of the items to be deployed. The ITO/TMO maximizes the available loading space to

efficiently use rail assets and to reduce the carrier’s transportation charges.

(d) Commercial Truck. The unit movement officer forwards requirements for commercial

trucks to the ITO/TMO who validates the requirement and coordinates the commercial transport with

SDDC.

For further information on commercial movement, see DOD 4500.9-R, Defense Transportation

Regulation, Part II, Cargo Movement, Chapter 201, General Cargo Movement Provisions and

Chapter 203, Shipper, Transshipper, and Receiver Requirements and Procedures.

b. POE Operations.

(1) Aerial Port of Embarkation. APOE operations are divided into four areas: marshaling

area, alert holding area, call-forward area, and ready line/loading ramp area. Operating within these

areas is the deploying unit, the A/DACG, the contingency response element, and the load teams.

Movement and documentation of equipment and personnel to the APOE may be in preparation for

movement by commercial charter aircraft. If this is the case, actions at the APOE will be IAW commercial

carrier instructions and joint Federal travel regulations.

For further information on activities at the APOE, see DOD 4500.9-R, Defense Transportation

Regulation, Part III, Mobility, Chapter 303, Deployment Activities.

(2) Seaport of Embarkation
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(a) SDDC is the DOD-designated single port manager for all worldwide common user/

commercial seaports. Units deploy equipment and supplies by sea through a port that is generally

commanded or contracted by SDDC. Where SDDC does not have a transportation terminal battalion

or other contractual agreements, a SDDC deployment support team may temporarily operate the

SPOE.

(b) USTRANSCOM, through SDDC, directs the deployment of units and sustainment

through SPOEs according to the TPFDD. The port call message identifies the earliest/latest dates the

unit must arrive at the SPOE for movement processing and vessel loading and gives the unit special

instructions for a successful deployment to the SPOE. USTRANSCOM’s responsibilities include:

evaluate movement requirements and coordinating vessel selection between SDDC and MSC; prepare

and issue port call messages; receive PSAs and direct their activities; receive, stage, and transship unit

equipment in the port; establish and direct port communications, safety, physical security policies and

procedures; and develop stow plans, supervise vessel loading, inspect vessel readiness, and provide

documentation.

For further information on sealift movements, see DOD 4500.9-R, Defense Transportation Regulation,

Part III, Mobility, Chapter 303, Deployment Activities, Chapter 305, Redeployment, and Appendix

C, Sealift Sources.

c. Movement from POE to POD. Transit times and other limitations associated with movement

to POD differ by port, mode, and cargo type. Each has to be evaluated during planning and managed

closely during execution. A smooth and coordinated flow of requirements through ports is essential.

USTRANSCOM can provide planning assistance for transload and transshipment operations and

factors.

3. Movement Control

a. Movement control involves planning, routing, scheduling, and controlling common-user assets

and maintaining ITV of forces and materiel moving through the deployment process. Successful

employment of military forces depends on assured and timely deployment and support. Movement

control coordinates transportation resources to enhance combat effectiveness and meet the deployment

and sustainment priorities of the supported CCDR. Effective movement control during deployment

operations provides the JFC with the capability to monitor and manage deployment execution, and

adjust the flow of forces and materiel as necessary. USTRANSCOM facilitates this effort by providing

movement summaries of TCC and organic movements from departure to final destination in theater in

coordination with the supported and supporting commanders. USTRANSCOM provides analysis of

deployment execution to the Joint Staff, supported combatant commands, and supporting commands

and agencies. This analysis includes progress reports, status, problems, port workloads, daily movement

statistics, and resolution of problems encountered with common-user transportation means. In addition,

movement control must be coordinated and synchronized with JRSOI and a TD plan that describes the

in-theater network and system for distribution management. JRSOI focuses on building mission-capable

forces as quickly as possible. TD focuses on establishing a distribution management structure and

battlefield architecture to maintain visibility and control over forces and materiel arriving for employment

in-theater.
V-5

Movement

b. Organization for Movement Control. The supported CCDR has a wide range of options

for performing movement control. These options include directing subordinate JFCs and Service

components to perform their own movement control or creating a fully integrated joint organization.

Regardless of the movement control option selected, the geographic CCDR should task organize the

movement control function commensurate with the mission, scope of operations, and geography of the

operational area. Normally, the geographic CCDR delegates OPCON of the various parts of the

transportation system to the most-capable Service components, but retains the authority to set priorities

and apportion and allocate resources and makes the final determination of transportation mode and

sources. The geographic CCDR exercises this authority through a theater - joint transportation board,

JDDOC or assigns the responsibility to a staff element (normally the command’s senior logistic staff

officer) that coordinates closely with the operations staff.

c. Strategic Movement Control. Effective strategic movement control requires the

coordinated efforts of USTRANSCOM, supporting CCDRs, the supported geographic CCDR,

and their components. Strategic movement control begins with identifying total joint force movement

requirements and translating those requirements into logistic terms (e.g., barrels, short tons, square feet,

passengers). These movement requirements are documented on the appropriate TPFDD and scheduled

for strategic deployment in the sequence and priority validated by the supported geographic CCDR.

Contingency planning focuses on time-phasing movements and assigning transportation resources to

support operations for a set period. Crisis action strategic movement control follows the basic process

of contingency planning. The fundamental difference is the reduced amount of time available to reach

allocation, scheduling, identification of threats to transportation assets en route to the debarkation ports,

en route access or overflight status, and other execution decisions. Early identification of the force and

its movement requirements in a collaborative environment are key to rapid crisis action movement

planning and execution.

(1) USTRANSCOM uses the TPFDD to analyze the flow of forces and cargo from

their points of origin to final destination in theater. They distribute the apportioned strategic

transportation resources and make adjustments, as necessary, to ensure the unimpeded flow of forces

and materiel to the final destination in theater. During this process, CDRUSTRANSCOM follows

CJCS guidance and coordinates major decisions with the supported CCDR.

(2) Upon initial execution of an OPORD’s TPFDD, and until the situation stabilizes or the

theater matures, CDRUSTRANSCOM and the supported geographic CCDR may have to exercise

direct control of movement operations. Repetitive or cyclic validations of projected movement

requirements (both mode and destination) may be necessary. In addition, ascertaining transportation

asset availability through an accurate TPFDD is critical to optimizing strategic mobility resources and

keeping the chain of command appraised of deployment progress.

For additional information on TPFDD analysis and transportation planning, see JP 5-0, Joint

Operation Planning,and CJCSM 3122.01A, Joint Operation Planning and Execution System, (JOPES)

Volume 1, Planning Policies and Procedures.
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JP 3-35

d. USTRANSCOM Deployment Distribution Operations Center. The USTRANSCOM

DDOC directs the global air, land, and sea transportation capabilities of the DTS to meet national

security objectives provided by DOD. The DDOC fuses capabilities of multi-modal deployment and

distribution operations, intelligence, force protection, capacity acquisition, resource management and

other staff functions to collaboratively provide distribution options to the warfighter. 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 through

their support teams. The support team construct provides better upfront planning through collaboration

with the supported commander and other key stakeholders. This allows the process to stay in step with

commander’s intent as the operation unfolds, makes the movement processes easier and more responsive,

and increases visibility of all movement requirements. This geographical orientation of support teams

enables a holistic view of all warfighter requirements, provides opportunity to conduct thorough

transportation analysis, reduces correspondence management, leverages collaboration technologies,

and enables aggregation of requirements within movement windows.

e. Joint Deployment Distribution Operations Centers. The integration of intertheater and

intratheater movement control is the responsibility of the supported combatant command and

USTRANSCOM. Subsequently, each CCDR has a JDDOC. The JDDOC is a CCDR movement

control organization designed to synchronize and optimize national and theater multi-modal resources

for deployment, distribution, and sustainment. The JDDOC is normally placed under the control and

direction of the combatant command J-4, but may also be placed under other command or staff

organizations. The JDDOC’s strength is the ability to reach back to the national partners

(USTRANSCOM, USJFCOM, DLA, Army Materiel Command, Joint Munitions Command, Army

Field Service Command and the individual Services) to address and solve issues for the supported

commander. The DDOC and JDDOC collaborate to link strategic deployment and distribution processes

to operational and tactical functions in support of the warfighter. This improves the speed and agility of

deploying forces, increases effectiveness and efficiency of supply distribution and enhances the ability to

meet constantly changing requirements. Figure V-2 depicts the generic organizational structure for a

JDDOC.

f. Theater Movement Control. The supported geographic CCDR controls intratheater

movement. Theater movement control plans should provide the supported geographic CCDR with the

highest practicable degree of influence or control over movement into, within, and out of theater. The

same movement control options used for strategic movement control should be applied to perform

theater movement control. Regardless of the option selected, the theater movement control system

must allow the supported geographic CCDR the capability to plan, apportion, allocate, coordinate,

deconflict transportation requirements, and track the forces and materiel in theater. Moreover, the

theater movement control plan must coordinate incoming strategic movements with the TD plan and

theater JRSOI operations.

g. Theater Distribution. TD is the flow of personnel, equipment, and materiel within theater to

meet the CCDR’s requirements. Effective TD calls for a comprehensive in-theater distribution system

that is seamlessly integrated with strategic, operational, and tactical logistic systems. The intent of TD is

to deliver critical supplies, under positive control and through a highly visible distribution pipeline, from

source to ultimate user. The transition from supply to distribution-based sustainment reduces the need
V-7

Movement

for layered stockpiles, reduces logistic management personnel in theater, and provides more effective

and responsive support to deployed forces. The end result is reduced costs and efficiencies realized in

the areas of transportation utilization, supply requisitioning, and theater stockage.

A GENERIC JOINT DEPLOYMENT DISTRIBUTION

OPERATIONS CENTER STRUCTURE

DIV Divisions

DLA Defense Logistics Agency

EXEC OFF Executive Officer

INFO Information

IT Information Technology

ITV In-Transit Visibility

JDDOC Joint Deployment Distribution

Operations Center

OPS Operations

REQM'TS Requirements

SYS System

SUPPORT

ELEMENT

MISSION

DIVISION

SUSTAINMENT

DIVISIONS

INFO AND

SYSTEM

INTEGRATION

DIV

COMBINED OPS

INTEGRATION

DIV

REQM'TS

BRANCH

DLA

BRANCH

ITV

BRANCH

SURFACE

BRANCH

SERVICE

BRANCH

SYS

INTEGRATION

BRANCH

AIR

BRANCH

SUPPORT

BRANCH

EXEC OFF

IT

ADMIN

LESSONS/

ASSESSMENT

DIRECTOR

JDDOC

DEPUTY

JDDOC

NATIONAL

PARTNERS

Figure V-2. A Generic Joint Deployment Distribution Operations Center Structure
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Chapter V

JP 3-35

For additional information on theater movement control and theater distribution see JP 4-09,

Global Distribution Management.

4. Force Visibility

a. Innovative and integrated use of C2 systems and information technology makes force tracking

through the entire deployment process possible. Visibility of deploying forces and materiel is established

through the logistics management construct of AV and the GCCS-J common operational picture (COP).

AV is a capability that provides origin-to-destination force tracking and industry-to-end user, in-theater

AV. AV is possible through integration of the capabilities provided by AIT, ITV, and the information

systems and decision support tools comprising the GTN, GCSS-Joint, and the Web Scheduling and

Movement Sub-system of JOPES. Control of the deployment process is exercised through the C2

capabilities of GCCS-J.

For additional information on the COP see CJCSI 3151.01A, Global Command and Control

System Common Operational Picture Reporting Requirements.

b. Unit Movements. Unit moves involve various combinations of assets to transport personnel,

unit-related supplies, and equipment. Except for very small units, it is usual for a unit to be transported

as several separate shipments. Force tracking is focused on maintaining visibility of separate unit shipments

from origin to destination. Force tracking includes monitoring the elements of a unit until they are

reassembled under the commander’s control as a mission-capable force and continues until all units that

constitute the specified force assemble and transfer of authority to the supported commander is affected.

c. Asset Visibility. AV provides the capability to determine the identity, location and status of

equipment, and supplies by class of supply, nomenclature, and unit. It includes the ability to determine

the status of personnel and patients. It provides visibility over equipment maintenance and retrograde

actions. It also includes the capability to act upon that information to improve the overall performance

of the DOD logistic practices supporting operations. AV is the foundation upon which DOD-wide AV

is based, requiring horizontal integration of supply and transportation activities and one-time data capture.

AV includes in-process, in-storage, and in-transit visibility. The function of performing AV is a shared

responsibility among deploying forces, supporting commands and agencies, USTRANSCOM, and the

supported CCDR. DLA, as Executive Agent for Integrated Data Environment AV and USTRANSCOM

with GTN, work collaboratively to ensure supply and in-transit data is shared and fused resulting in a

complete seamless picture for end-users. This includes deployment and sustainment operations. Through

AV, commanders and staffs can determine whether specific items of supply are readily available in the

logistic system or must be deployed with the unit. Total visibility results from integration of requirements

and information systems from four areas; requisition tracking, visibility of assets in-storage or in-process,

visibility of assets in-transit, and asset management within the theater of operations. In each case, a

specified “data repository” serves as a central hub for asset information and visibility.

(1) Requisition Tracking. The logistics on-line tracking system provides visibility over the

status of requisitions. This system also provides status information to GTN to enable it to provide

accurate status information when a requisition is in-transit.
V-9

Movement

(2) Assets In-Storage or In-Process. The automated information system (AIS) of each

inventory control point will provide visibility of assets that are in-storage or in-process (defined as assets

being procured or repaired). AV includes the following inventory levels, as described in DOD 4140.1-

R DOD Supply Chain Materiel Management Regulation:

(a) US Army. Direct support authorized stockage lists.

(b) US Marine Corps. Installation supply and Marine expeditionary force support activities.

(c) US Navy. Shipboard and major shore station allowances.

(d) US Air Force. Logistics readiness squadron.

(3) ITV, as a component of force visibility, preserves the link between the in-transit force and that

force’s mission within an operation phase through the unit line number (ULN). See Figure V-3 on force visibility.

FORCE VISIBILITY

FORCE VISIBILITY









Capability

Mission

Location

Readiness

ASSET VISIBILITY

IN-TRANSIT VISIBILITY









Equipment

Supplies

Maintenance

Readiness









Operation Support

Permanent Change of

Station Moves

Peacetime Supply Shipping

Exercises

-- Forces

-- Sustainment

Figure V-3. Force Visibility
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JP 3-35

d. In-Transit Visibility. ITV refers to the capability to track the identity, status, and location of

DOD units, and non-unit cargo (excluding bulk petroleum, oils, and lubricants), and passengers; medical

patients; and personal property from origin to consignee or destination across the range of military

operations as part of AV.

(1) ITV at the strategic and operational level is a function of JOPES. A TPFDD identifies all

the movements associated with a specific operation. Operation ITV, phase and mission ITV, and force

requirement visibility are provided by a well-structured TPFDD. Structuring the TPFDD to provide

ITV at this level is the responsibility of the supported commander. This level of visibility is required to

monitor and project force closure. This level of visibility is enabled by accurate movement requirements

reporting; compliance with transportation procedures and schedules; and properly prepared personnel/

cargo accompanied by accurate shipping documents. Effective interfaces between JOPES, Service

deployment systems and transportation systems are essential. During execution of a crisis action

deployment, all deviations should be reported to the Service, global force manager, and the supported

commander immediately to minimize operation impact and to ensure rapid resolution of process, training,

or interface failures. See Figure V-4 on ITV.

(2) Accurate Data. Use of JOPES is directed. ITV begins with the use of JOPES and

depends upon accurate, disciplined adherence to force validation and manifesting is essential for unit

tracking. Accurate reporting begins with the deploying force. Deploying forces are responsible for

confirming accurate force data. The supported CCDR validates the force flow and data to

USTRANSCOM. USTRANSCOM is responsible for ensuring the accuracy and timeliness of data

IAW DOD 4500.9-R, Defense Transportation Regulation into its systems, Global Air Transportation

Execution System (GATES), and Worldwide Port System (WPS).

(3) Force tracking. USTRANSCOM is responsible for tracking forces and equipment

embarked on strategic lift using unit line numbers and transportation control numbers. GTN is the

central repository for visibility of assets in-transit from origin to destination, including all military, government,

and vendor documented shipments. GTN’s database contains shipment status information, booking

information, passenger reservation information, aircraft and ship manifests, personal property data,

medical patient’s information, and vessel and aircraft scheduling data. GTN provides the capability to

track unit movements and sustainment operations globally by integrating the automated movement control

systems used by the Services, DOD agencies, and USTRANSCOM. GTN integrates the automated

movement control systems used by the Services, DOD agencies, and USTRANSCOM, providing the

capability to track unit movements and sustainment operations globally.

e. Automated Identification Technology. AIT enables the capture of current and accurate

source data through the use of various technologies such as; bar codes, optical memory cards, radio

frequency identification tags, and satellite/communication links. AIT integration with logistics information

systems is key to the AV effort.

f. Joint Personnel Asset Visibility. JPAV gives users access to an integrated database containing

information on units and individuals. JPAV, an integral part of AV, provides cross-Service integration of

various Service personnel data bases, giving the supported combatant command access to and visibility

of personnel resource data for individuals deploying to, employed in, or leaving the AOR and/or JOA,
V-11

Movement

through the use of C2 systems, satellite communications, and information technology. The databases

contain basic identifying information on individuals, such as name, rank, social security number, and

Service component. Military skill identifiers, qualifications, and other personnel resource data needed

to support personnel tracking and readiness assessments are also contained in these databases. The

integrated JPAV database is updated frequently from various sources, including TPFDD, Service

component personnel systems, transportation manifesting systems, and casualty reporting and tracking

systems.

5. Redeployment

Force tracking during redeployment operations is vital to joint force readiness. Redeployment is

not complete until the joint force has completed movement through the redeployment pipeline and

emerged at the prescribed destination. Unit integrity should be maintained, to the extent possible, and

IN-TRANSIT VISIBILITY

OPERATION/FORCE

JOINT PHASE AND MISSION

UNIT/FORCE

REQUIREMENT

TRANSPORTATION

IN-THE-BOX





Operation/Force:

Joint Phase/Mission:

The ability to

see all in-transit forces with

their Combat Support and

Combat Service Support that

are task against an operation

plan/order, while they are

deploying, redeploying or

rotating and distinguish those

forces from forces in-transit to

other operations.

Ability

to distinguish all units/

components aligned against a

specific phase of an operation

by mission and







Unit/Force Requirement:

Transportation:

In-the-Box:

Ability to distinguish all parts of a force

requirement/ capability as an entity during movement.

Ability to track individual transportation/ movement

missions from origin to destination.

Ability to identify the contents of a container in-transit

and in port

Figure V-4. In-Transit Visibility
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JP 3-35

commanders must have the capability to determine the exact location of unit personnel, equipment, and

materiel in the event the redeploying force has to be diverted en route for another mission. Redeployment

force tracking uses the same systems and procedures discussed for deployment operations. Again,

GTN and GCCS-J provide the information systems and decision support toolsnecessary to track the

force during the redeployment process.

For more information on redeployment, see Chapter VII, “Redeployment.”.

6. Other Considerations

a. Management of Change. Effective deployment execution involves successfully coping with

change. More specifically, timely and responsive deployment operations are a direct function of the

executing command’s ability to manage changes in joint force organization, phasing, employment sequence,

or circumstance and maintain control of deployment execution. Whenever possible, efficient use of

scarce resources should be the goal. Managing change in a dynamic environment is best accomplished

in a collaborative manner. Optimizing the deployment process is a combat multiplier that enhances joint

force effectiveness.

b. Deployment Changes. TPFDD and movement schedule changes during deployment execution

are inevitable. Changes in mission requirements, operating environment, or unanticipated circumstances

may cause the JFC to modify the organization of forces, command relationships, phasing, or sequence

of force employment. Late decisions or changes regarding transportation modes or routing, LOCs, or

POEs and/or PODs supporting deployment may have a significant negative impact on the operation,

and may cause delayed satisfaction of requirements, delayed movements, bottlenecks at deployment

nodes, and increased transportation costs. More importantly, an impeded deployment may jeopardize

mission success.

c. Managing the Impact. Since changes during deployment execution are inevitable, planners

must anticipate adjustments and manage the impact of changes to avoid disrupting or impeding the

deployment flow. Prior planning is the key. Management of change is possible if changes are held to a

minimum and require supported combatant command approval. Planners must also:

(1) Understand and anticipate changes;

(2) Provide resources at critical sites to ensure timely reporting of changes;

(3) Develop flexible, responsive steps, at all levels, to capture and properly document changes;

(4) Synchronize all aspects of the required change (e.g., adjusted deployment flow may

require different staging or support); and

(5) Ensure that requested changes are consistent with the commander’s intent and CONOPs.

d. Movement in Support of Homeland Defense and Civil Support. Deployments within the

homeland follow the same processes as outlined in the preceding paragraphs however the timelines can
V-13

Movement

be extremely compressed. The national importance of these missions is reflected in the elevated movement

priorities that can be invoked by the President or Secretary of Defense. USTRANSCOM can quickly

assemble aircraft and flight crews for operations where expedited passenger movement is required.

Surface transportation (commercial and organic) can be a viable option in those situations where the

distance between the home station and the operational area is relatively short.

For more information on deployment within the homeland, see JP 3-27, Homeland Defense and

JP 3-28,Civil Support and CJCSI 4120.02, Assignment of Movement Priorities.
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JP 3-35

Intentionally Blank
CHAPTER VI

JOINT RECEPTION, STAGING, ONWARD MOVEMENT, AND INTEGRATION

VI-1

“Future force projection missions, like those throughout history, will demand welldeveloped operational and logistical planning, force mix, appropriate sequencing

into and out of a theater, and a constant requirement for soldier and unit versatility.

Such missions will require leaders and units that can operate in ambiguity and

have the agility to adapt and adjust. Set piece thinking does not fit force projection.

All of these requirements will occur in a joint or combined environment.”

General Frederick M. Franks, Jr.

Commander, VII Corps, Gulf War

August 1989-June 1991

1. General

a. This chapter presents an overview of the final phase of deployment; JRSOI. This chapter

defines the segments, describes the principles and identifies the essential elements of JRSOI as they

support and enhance the JFC’s ability to employ joint force capabilities to achieve desired outcomes.

As with deployment, JRSOI is a critical operational challenge enabled by logistics. JRSOI is a set of

dynamic and complex processes involving numerous organizations requiring training, continuous

coordination, and collaboration. Process seams and friction may occur at functional or organizational

interfaces when physical resources and information are transferred. The deployment process, of which

JRSOI is a part, requires continuous planning that begins with the requirement to deploy forces and ends

when units are assembled in the theater and are integrated into the joint forces as a capability fully

prepared for employment by the JFC. JRSOI processes described in this chapter are applicable to

both deployment and redeployment. Figure VI-1 is the joint reception, staging, onward movement, and

integration process map. See Annex B, “JRSOI Process Map Description” to Appendix B, “Joint

Deployment, Joint Reception, Staging, Onward Movement, and Integration, and Redeployment Process

Map Descriptions” for more details.

b. Segments of JRSOI

(1) The ability to execute a mission largely depends on the speed with which deploying forces

assemble at the required location and the application of the capability once it is made available to the

JFC. JRSOI is the essential process that transitions deploying forces, consisting of personnel, equipment,

and materiel arriving in theater, into forces capable of meeting the CCDR’s operational requirements.

(2) Maintaining effectiveness and promoting efficiency in JRSOI facilitates preparation for

operations by providing adequately resourced, mission-capable forces to execute the CCDR’s mission.

The four segments of JRSOI are described below.

(a) Reception operations include all those functions required to receive and clear

personnel, equipment, and materiel through the POD.
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JP 3-35

(b) Staging assembles, temporarily holds, and organizes arriving personnel, equipment,

and materiel into forces and capabilities and prepares them for onward

movement and tactical operations.

(c) Onward Movement is the process of moving forces, capabilities, and accompanying

materiel from reception facilities, marshalling areas, and staging areas to tactical assembly areas (TAAs)

and/or operational areas or other theater destinations.

(d) Integration is the synchronized transfer of capabilities into an operational commander’s

force prior to mission execution.

Figure VI-1. Joint Reception, Staging, Onward Movement, and Integration Process

JOINT RECEPTION. STAGING. ONWARD MOVEMENT,

AND INTEGRATION PROCESS

RECEPTION STAGING

STAGING ONWARD MOVEMENT

Assemble and Marshal Forces Onward Movement

Conduct Tactical Assembly Area Operations Complete Force Integration

Prepare the Force (Personnel,

Supplies, and Equipment)

Conduct Port of Debarkation

Operations

Joint Functional

Areas

INTEGRATION
VI-3

Joint Reception, Staging, Onward Movement, and Integration

c. The supported CCDR is responsible for JRSOI. This includes all actions required to

make arriving units operationally ready and the integration of them into the joint force. The

capability of strategic lift to move personnel, equipment, and materiel to the reception points (e.g., the

PODs) must be matched by the capability to receive and process the force. The CCDR must have

visibility of the deployment flow to control the rate as well as the sequencing and processing of deploying

forces. Although the CCDR is responsible for JRSOI and other facets of logistics support, this does not

relieve supporting commanders of responsibility for detailed oversight of the deployment flow and

coordinating changes with the supported commander, when appropriate.

d. JRSOI is an integral part of an operation that enables the assembly of required capabilities for

application by the JFC. Successful JRSOI requires command emphasis in planning, training, and

synchronization in a collaborative environment. Even self-sustaining units that arrive in-theater are heavily

dependent on external support until they are reunited with their equipment and become operational. As

deploying units assemble, efforts focus on preparing for future operations and integrating into the joint

force.

e. JRSOI provides a common framework to focus joint and Service component capabilities on

land, at sea, and in the air into a coherent operation. The context of each JRSOI process may vary

reflecting the nature of the operation, METT-T, and civilian considerations. However, deploying forces,

regardless of Service, normally undergo some form of reception, staging, onward movement and

integration. For example, a fighter squadron and other self-deploying forces may complete JRSOI in a

few hours at the reception point or aerial port. Other units may require 30 days or longer to complete

the entire process.

2. Principles of Joint Reception, Staging, Onward Movement, and Integration

a. There are three overarching principles of JRSOI as depicted in Figure VI-2. These principles

can assist commanders and their staffs in the planning and execution of JRSOI. CCDRs should consider

these principles when planning JRSOI operations.

UNITY OF COMMAND

“Unity of command is the interlocking web of responsibility which is a

foundation for trust, coordination, and the teamwork necessary for unified

military action. It requires clear delineation of responsibility among

commanders up, down, and laterally.”

JP 1, Doctrine for the Armed Forces of the United States

b. Unity of command specifies that a single individual is responsible for the overall

coordination of JRSOI activities. This individual is the supported CCDR of the theater in which the

deploying force flows. The CCDR adjusts resources based upon the deployment flow into the theater.

The CCDR also controls the movement of forces in the AOR, provides support to personnel arriving

into the theater, and centrally coordinates the efforts of all other key players in the JRSOI process to

include supporting CCDRs.
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JP 3-35

c. Synchronization links deployed personnel, equipment, and materiel in a timely manner.

A well-synchronized flow expedites buildup of mission capability and avoids saturation at nodes and

along LOCs, thereby enhancing survivability. Synchronization requires detailed joint planning, timely

and predictable airflow and seaflow, visibility of assets moving through the distribution pipeline, and the

ability to adjust movement schedules. Synchronization occurs when the right units, equipment, supplies,

and capabilities arrive in the correct order at the appropriate locations, and supporting activities are

coordinated in such a fashion to operate in consonance with one another so that the tempo of force

deployment, planning, and execution is uninterrupted. This enhances C2 and helps maintain unit integrity.

Managing the timing of the TPFDD flow up to the point of movement is a key activity for ensuring that

the arrival time of personnel, equipment, and materiel coincide. Force planners and supporting TCCs

must ensure that unit integrity is a dominant consideration when planning unit and equipment deployment

and/or movement increments to their supporting transportation load plans and movement schedules.

Figure VI-2. Principles of Joint Reception, Staging,

Onward Movement, and Integration

PRINCIPLES OF JOINT

RECEPTION, STAGING,

ONWARD MOVEMENT AND

INTEGRATION

UNITY OF

COMMAND

SYNCHRONIZATION

BALANCE
VI-5

Joint Reception, Staging, Onward Movement, and Integration

d. Balance applies to managing the TPFDD flow. Managing the TPFDD allows the

supported CCDR to adjust the movement schedule for units as mission requirements or

conditions change. AV further provides users with timely and accurate information on the location,

movement, status, and identity of units, personnel, equipment, and supplies. Balance is especially

relevant to the relationship between deployment and theater distribution. To achieve balance, the flow

through the intertheater pipeline and the intratheater network must be regulated and integrated to allow

a continuous and controlled flow of forces and sustainment into and within the AOR. Supported

CCDRs regulate the transportation flow by ensuring that adequate support and reception assets, effectively

coordinated through a theater reception plan, are available or deployed early in the movement schedule

to facilitate JRSOI. Continuous flow (balance) is improved by minimizing handling, the number of

transfer points, and the number and variety of carriers. Saturation can be avoided, survivability enhanced,

and balance achieved by ensuring that personnel, equipment, materiel, and information flow are directed

at a rate that can be accommodated at every point along the entire network, from origin to destination.

The operational environment, concept of the operations, and available infrastructure are major

considerations in determining how to balance the transportation flow and sequence the arrival of combat

and CS forces in theater.

SYNCHRONIZATION

DESERT STORM synchronization required detailed joint planning, timely

and predictable airflow and seaflow. In December, the primary cause of

overcrowding (in the vicinity of [ports of debarkation]) was a lack of unit

integrity in the sea flow. Property of individual units was frequently

dispersed among multiple ships. An analysis of 19 randomly selected combat

arms and combat support battalions indicate that, on average, a battalion’s

equipment arrived on seven vessels over a period of 26 days. On average,

combat service support battalions came into port on 17 vessels over a

period of 37 days. As an example of one extreme, all the equipment of the

121st Signal Battalion of the 1st Infantry Division (M), one of the lead units

from [the continental United States], arrived on two ships within three days

of each other. At the other extreme, gear belonging to the 143d Signal

Battalion and 1st Maintenance Battalion from Europe was spread over 17

and 26 ships respectively, docking over periods of 25 and 45 days

respectively. The disruption of throughput operations caused by dispersion

of unit property on multiple ships was further exacerbated when single

ships were loaded with partial unit sets bound for two different ports. The

failure to synchronize airflow and sea flow and not maintain unit integrity

contributed to excessively long stays in port by soldiers awaiting equipment.

The consequent over concentration in the staging area strained available

reception capability and provided the enemy a vulnerable target over an

extended period.

SOURCE: 1st Infantry Division (Forward)

DESERT SHIELD/STORM After Action Report, 30 May 1991
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JP 3-35

3. Elements of Joint, Reception, Staging, Onward Movement, and Integration

a. In order to achieve unity of command, synchronization, and balance, JRSOI relies upon essential

and enabling elements as shown in Figure VI-3. These elements combine in various ways under differing

circumstances to make the operations associated with JRSOI possible.

b. Communications systems are the means by which the CCDR maintains unity of

command to balance and synchronize joint force activities and achieve mission success. Joint

forces operate in diverse environments and conduct a variety of operations as part of multinational or

interagency teams. Rapid force projection, extended LOCs, and potential forcible entry prior to

establishing operations in logistical bare-based areas require a communications system infrastructure (to

include AV) that is interoperable, flexible, responsive, mobile, disciplined, survivable, and sustainable.

(1) JRSOI operations require effective communication systems with responsive leaders and

managers. Communication systems must link the supported CCDR, supporting CCDRs, Service

components, deploying units, JRSOI support organizations, and the tactical commanders who will

integrate the deploying forces and capabilities into their commands. Reporting and information

systems must provide accurate, relevant, and timely information to the appropriate staffs and

leaders to plan, integrate, direct, and execute their assigned part of the JRSOI operation.

For more information see CJCSM 3150.16B, Joint Operation Planning and Execution System

Reporting Structure (JOPESREP), Volume 1.

(2) Effective communication systems must be responsive to the supported CCDR for

deployment and JRSOI management. The supported CCDR must be able to influence the outcome

ELEMENTS OF JOINT RECEPTION, STAGING,

ONWARD MOVEMENT, AND INTEGRATION

ESSENTIAL ELEMENTS ENABLING ELEMENTS

Communication Systems

Force Protection

Support Organizations and

Structures

Host Nation Support

Multinational Support

Contract Support

Figure VI-3. Elements of Joint Reception, Staging, Onward Movement, and Integration
VI-7

Joint Reception, Staging, Onward Movement, and Integration

of the deployment. To do this, the commander must know what force capabilities are available and

what capabilities will be available in the future. METT-T influenced changes may cause certain units to

be in high demand or needed for immediate employment. Communications systems must enable JRSOI

C2 elements to locate these units and divert resources to expedite their onward movement.

For detailed joint communication systems planning guidance, see JP 6-0, Joint Communications

Systems.

c. Commanders must ensure that requisite protection measures are enforced

consistent with the threat. For JRSOI, the challenge is to protect those forces configured for

deployment that are geographically dispersed and possess limited self-protection capability. Risk

must be assessed and comprehensive protection plans developed to address vulnerabilities and to

counter potential threats to forces, infrastructure, and information systems. Effective and efficient

JRSOI operations can reduce force vulnerability by ensuring that units quickly complete the process.

Balance and synchronization ensure that forces do not remain static in vulnerable situations and is

facilitated by:

(1) Coordinating the flow (achieving balance) so personnel, equipment, and materiel

arrive nearly simultaneously;

(2) Minimizing the force footprint by time-phasing units so that those elements required

to conduct JRSOI deploy initially;

(3) Synchronizing theater reception, staging, and onward movement capabilities to prevent

bottlenecks; and

(4) Exercising the ability to control and adjust the TPFDD flow and movement schedules

(unity of command).

For additional protection information see JP 3-10, Joint Security Operations in Theater, JP 3-

13.4, Operations Security, and JP 3-07.2 Antiterrorism.

d. JRSOI support organizations can consist of one or more combinations of the following: US

forces, HN assets, contractors, or multinational forces. These organizations are a force multiplier because

they provide the means to expedite buildup of forces in the AOR. Normally, US forces are deployed to

support JRSOI operations if the required capability does not exist in the AOR. The necessity to deploy

US forces may be reduced if reliable support can be obtained through one of the other sources. To

execute JRSOI operations, planners should consider requirements shown in Figure VI-4, and integrate

required forces and capabilities early into the deployment process. As units arrive in the AOR, they are

in a deploying status with little or no operational capability and will most likely require support. Their

requirements should be met until the units assemble and become operational and have been integrated

into the gaining command. The list in Figure VI-4 is self-descriptive; however, other Services encompass

life support requirements such as meals, water, shelter, sanitation, trash removal, and support elements

for operating marshalling and staging areas, and reporting movements to the DOD ITV visibility system.

Sustainment of JRSOI is provided by organizations such as Army sustainment brigades, Air Force aerial
VI-8

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JP 3-35

port squadrons and contingency response elements, MAGTF logistics combat element (LCE), Navy

advanced base functional components and DLA’s contingency support teams. Another important

consideration is that organizations with JRSOI support functions may perform other functions

simultaneously (e.g., sustainment, retrograde).

e. HNs can provide valuable resources to support JRSOI operations. HNS may include

support operations at reception facilities, air and naval operating bases, staging facilities, and support

areas, and may encompass a wide variety of commodities and services concerning supplies, medical,

transportation, facilities, communications, rear area operations, petroleum, military police, prisoners of

war and internees, and civil labor. HNS can reduce the need for early arriving forces and materiel to

support JRSOI, shrink strategic lift requirements, and minimize the in-theater logistic footprint. In addition

to established HNS agreements normally limited to use in war, this support can also be arranged using

existing ACSAs or, at the local level, by directly contracting for support and services. HN capabilities

should be assessed and validated as early on in the deployment process as possible. In contingency

operations, an enormous saving in manpower, units, and equipment is possible by maximizing HNS.

This is particularly true in the areas of transportation and specialized equipment.

f. Multinational support has been a traditional strong point for successful JRSOI.

Historically, the United States has relied upon its allies to assist during major worldwide contingencies

and smaller regional emergencies. This support has ranged across the spectrum of JRSOI operations.

Complementary and unique multinational capabilities should be considered during planning.

JOINT RECEPTION, STAGING, ONWARD MOVEMENT,

AND INTEGRATION SUPPORT CONSIDERATIONS

Supply

Transportation

Civil Engineering Support

Personnel Services

Maintenance

Security

Health Services

Other Services

Figure VI-4. Joint Reception, Staging, Onward Movement, and Integration

Support Considerations
VI-9

Joint Reception, Staging, Onward Movement, and Integration

g. Contracting support is another force multiplier and, like HNS, should be planned and

coordinated in advance of an actual deployment. Normally, HNS will be considered first before a

decision is made to contract for required support. The supported CCDR should ensure the early deployment

of contracting, financial management, and legal personnel to accomplish necessary contracting actions. In the

context of JRSOI, contract support is the use of foreign or US civilian personnel and/or equipment to perform

a function, such as offloading vessels or transporting supplies forward. Using contractor personnel reduces the

need for US military personnel.

For further information on contracting support see JP 4-0, Doctrine for Logistic Support of Joint Operations,

JP 4-08, Joint Doctrine for Logistic Support of Multinational Operations, and JP 3-33 Joint Task Force

Headquarters.

4. Reception

“Aerial port of debarkation control in joint operations is complex. It requires

personnel with special skills, available in sufficient numbers at the earliest

opportunity.”

Operation UPHOLD DEMOCRACY (1994-1996)

Joint After-Action Report

a. This section describes reception operations at theater PODs and other reception nodes. Reception is

the process of receiving, offloading, marshalling, and transporting of personnel, equipment, and materiel from

strategic and/or intratheater deployment phase to a sea, air, or surface transportation point of debarkation to the

marshalling area. When the President/SecDef directs deployment of military forces into a theater, their ultimate

success substantially depends on how well the process of receiving that force in-theater is executed.

b. Reception must be considered in the planning and CONOPs development. Reception begins with the

arrival of deploying forces and equipment into a JOA. During major strategic deployment, the preponderance

of personnel arrive in-theater via strategic airlift and most equipment and materiel arrives by strategic sealift.

Exceptions to this rule include time-sensitive equipment such as C2 assets and other items identified as critical

combat capabilities. Deployment is most often strategic, i.e., intertheater, but can be intratheater. In some cases,

intertheater and intratheater airlift will compete for available APOD space and services.

DESERT SHIELD RECEPTION

Although personnel were usually flown to the Gulf, most equipment and

supplies were sent by sea. Close coordination among the entire

transportation network was necessary to ensure that airlifted personnel

reached the theater near the date their equipment was scheduled to arrive.

Arrival of personnel before their equipment would increase the burden on

the Saudi infrastructure. It also would expose troop concentrations in the

port areas to possible enemy attack by ballistic missiles, aircraft, and

terrorists.

SOURCE: Conduct of the Persian Gulf War

DOD Final Report to Congress, April 1992
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c. An effective interface between the phases of strategic movement to POD and reception is crucial

to the overall success of the JRSOI process. Reception capacity, should include at a minimum, strategic

lift and delivery capabilities and the overall throughput capabilities of the port. This enables the port to be

cleared in an efficient manner. The transition to theater responsibility can be facilitated by USTRANSCOM

TCCs in conjunction with the Services and/or joint forces operating the air and sea PODs. Although the

primary focus of reception is to receive, offload, marshal, and transport deploying forces, the reception

process inevitably shifts from receiving sustainment materials, replacement equipment, and personnel to

ultimately supporting redeployment operations of in-theater forces. At PODs, these activities may

occur simultaneously with two-way traffic into and out of the theater. In all cases, detailed planning,

force tracking, and the principles of movement control as described in Chapter V, Movement, of this

publication are essential to the overall success of reception.

d. Seaport and aerial port capacities and throughput capabilities significantly influence the speed

with which forces can be deployed, the order in which forces must be deployed and, to a large extent,

the types of units that can be deployed. Port efficiency or throughput is a function of the operational

environment and the level of port modernization (developed versus undeveloped). Some instances may

necessitate improving or constructing port facilities to meet operational requirements. In addition to the

PODs and nodes, several other facilities and areas support the reception process.

e. Marshallingis another essential component of the reception process that facilitates port clearance.

The timely movement of personnel, equipment, and materiel to a common assembly or holding area

gives the commander the first opportunity to reassemble mission capability. This very important task of

assembling forces is often complicated by the fact that units may arrive in-theater at separate PODs and

at different times. To further enhance port clearance, the CCDR must designate marshalling areas that

support unit re-assembly without impeding the arrival ports for follow-on units.

f. DOD uses the single port manager approach for most APOD and seaport of debarkation

(SPOD) operations. As outlined in the UCP and USTRANSCOM command arrangements agreement,

USTRANSCOM has the mission to provide worldwide common-user aerial and seaport terminal

management and may provide terminal services by contract. Thus USTRANSCOM, through AMC

and SDDC, will normally manage common-use aerial ports and seaports respectively for the CCDR.

In areas not served by a permanent USTRANSCOM presence, USTRANSCOM will deploy an

AMC mission support element including aerial port expertise. If mobile C2 is also required, a mission

support team or contingency response group (CRG) will deploy as well as an SDDC port management

cell to manage the ports in concert with the designated port operator. Based on availability of fixed-port

terminals or operational environments or requirement, the port manager may also serve as the port

operator.

g. The APOD serves as the primary port of entry for deploying personnel, as well as for early entry

forces and capabilities airlifted into theater. APODs may be operated in conjunction with the HN.

(1) APOD Functions. Numerous operational and support functions occur at the APOD.

Primary operational functions are to receive, offload, marshal, provide essential field services, and
VI-11

Joint Reception, Staging, Onward Movement, and Integration

transport deploying forces and capabilities. Tasks include offloading cargo (both equipment and materiel),

clearing personnel through air terminals, accomplishing movement control, and maintaining ITV. In

addition to operational functions, there are APOD support functions as listed in Figure VI-5.

(2) APOD Service Capabilities. Various organizations provide the operational capabilities

needed for APOD reception. For example, AMC through its air mobility squadrons and/or aerial port

flights and CRGs provides much of the operational and logistic support needed to receive arriving

aircraft; Navy overseas air cargo terminal units unload aircraft and operate air cargo and passenger

airheads. Through its cargo transfer capability, the Army provides the required support to interface with

the CRG and begin the staging and onward movement phases for the deploying personnel, equipment,

and materiel. When performing this mission, the Army element is often referred to as the A/DACG.

Marine Corps units may also be given the A/DACG mission. In addition, HNS, provided under the

AERIAL PORT OF DEBARKATION

SUPPORT FUNCTIONS

SUPPORT

FUNCTIONS AT

APOD

Hazardous Cargo

Handling

Transportation Resources

Maintenance

Materials Handling

Equipment

Transient Aircraft

Servicing

Air Defense

Command and

Control

Equipment

Refueling

Airfield

Management

Personnel

Security Medical

APOD Aerial Port of Debarkation

Figure VI-5. Aerial Port of Debarkation Support Functions
VI-12

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JP 3-35

provisions of an existing agreement or contracted port services, may be used to free up finite reception

assets and minimize the logistic footprint at the APOD. Close coordination with HNS activities is

necessary to balance the operational requirements of all organizations competing for limited resources.

(3) APOD Infrastructure Optimization. Various factors can impede APOD reception,

but the overriding considerations for any airfield operation are parking maximum (aircraft) on the ground

(MOG) and working MOG. Parking MOG is the number of aircraft that can fit, or be parked, on the

ground. Working MOG pertains to how many parked aircraft can be worked based on available

personnel, materials handling equipment (MHE), and ramp space. Optimally, working MOG equals

parking MOG. But this is seldom the case, since parking MOG usually exceeds working MOG.

Service and HN operators must ensure that their activities do not reduce MOG capacities.

(4) APOD Joint Use. Another consideration is ownership and management of the APOD

facility. The APOD may be controlled and/or operated by various HN military and civilian organizations.

Additionally, other military and commercial activities may compete for limited facilities. These competing

requirements may complicate unity of command and may limit or reduce facility throughput capacities

available for reception of forces. To overcome this obstacle, clear C2 relationships must be established

by the JFC for all APODs and JRSOI functions.

JOINT ENDEAVOR

In Operation JOINT ENDEAVOR, the Army established a heliport to

reassemble helicopters that were shipped by air. The heliport occupied a

portion of an airfield, which affected the number of aircraft that could be

parked on the field. This reduced the throughput of the airfield and

consequently slowed the deployment, an Army decision that impacted the

strategic flow.

SOURCE: Operation JOINT ENDEAVOR (1995- )

Draft Lessons Learned

h. Seaport of Debarkation. The SPOD is perhaps the most important because of its enormous

throughput potential as it receives deploying forces and sustainment from surface vessels. Historically,

90 percent of a deploying force’s equipment and materiel are delivered to the theater via strategic sealift.

There are three types of seaports that can function as an SPOD: fixed, which are improved, world class

ports such as Dammam, Saudi Arabia or Pusan, Korea; unimproved or degraded ports such as those

found in Somalia and Haiti; and bare beaches where fixed facilities are unavailable.

(1) SPOD Functions and Responsibilities. Responsibility for essential SPOD functions is

shared between HN seaport organizations and US DOD organizations such as MSC and SDDC,

military terminal service units, and contractors. Shown in Figure VI-6 are examples of essential SPOD

functions.
VI-13

Joint Reception, Staging, Onward Movement, and Integration

SEAPORT MANAGEMENT

Through its Army component, Military Surface Deployment and Distribution

Command (SDDC), US Transportation Command (USTRANSCOM) provides

the single port manager for all common-user seaports worldwide. When

necessary, in areas where SDDC does not maintain a manned presence, a

port management cell may be established to direct water terminal (i.e., fixed,

unimproved facility, and/or bare beach) operations, including the work

loading of the port operator based on the combatant commander’s priorities

and guidance. Depending on the situation, the geographic combatant

commander may also request, in their command arrangement agreement

with USTRANSCOM, SDDC to operate some or all water terminals in the

theater.

JP 4-01.6, Joint Logistics Over-the-Shore

SEAPORT OF DEBARKATION FUNCTIONS































Seaport Management

Cargo Offloading, Documentation, and Clearance

Berthing and Chandler Services

Ship Arrival and Departure Coordination

Coordination for Transportation for Onward Movement

Movement Control from Seaport of Debarkation to

Marshalling Area

Hazardous Cargo Handling

Port Support Activity

Transient Ship Services

Field Services

Medical Support

Contract and Demurrage

Holding Area Operations

Maintenance and Logistic Support for Arriving Forces

Port Security and Force Protection

Figure VI-6. Seaport of Debarkation Functions
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(2) SPOD operations are normally conducted at established fixed water terminal facilities

such as a sea or inland water port. Pre-positioned port opening packages are an option available to the

CCDR through the different Service’s pre-positioned equipment located either in-theater or afloat.

Pre-positioned port opening packages may be capable of operating a water terminal and providing the

necessary capability to receive forces.

(3) SPOD water terminals include both seaports and inland water facilities capable of receiving

deep draft vessels, coastal vessels, and barges. Many established terminals will have a transportation

infrastructure in place such as railways, highways, inland waterways, and adjacent airfields. Although

terminal facilities will vary, many will already be equipped to handle roll-on/roll-off vessels, containers,

general and bulk cargo, and lighterage.

(4) JLOTS is an option available to receive the force when debarkation at an established port

is impractical or not available. In addition, JLOTS may also provide increased capability to operational

fixed ports. JLOTS operations are operations in which Navy and Army logistics over-the-shore (LOTS)

forces conduct LOTS operations together under a JFC. JLOTS operations are conducted over

unimproved shorelines, through fixed ports not accessible to deep draft shipping, and through fixed

ports that are inadequate without the use of JLOTS capabilities. JLOTS operations should be considered

when port throughput capacity or reception capability is inadequate to support planned joint force

operations, or to augment port reception capability to handle the surge of major combat forces during

the early stages of deployment operations. The magnitude of JLOTS operations extends from the

reception of ships for offload through the onward movement of equipment and materiel to inland marshalling

and staging areas.

For further information on JLOTS see JP 4-01.6, Joint Logistics Over-the-Shore (JLOTS).

(5) The SPOD will contain facilities and organizations, both military and civilian, to perform

many of the APOD functions described earlier. One of the key organizations for SPOD operations is

the PSA and/or POG. It is a temporary organization that aids the port commander in receiving, processing,

and clearing cargo. The PSA is under the OPCON of the single port manager at common-user seaports.

For seaports not designated as common-user seaport, the geographic CCDR will designate the port

manager, whereas the POG remains under the OPCON of the LCE and/or landing force support party.

PSA and POG functions are shown in Figure VI-7.

i. Transportation systems are crucial to the timely and efficient reception of deploying forces at the

SPOD. The supported commander should consider all available resources, geography, transportation

capabilities, climate and seasonal changes, and distance between LOC nodes as well as projected

requirements for movement of the forces from the SPOD. When selecting a SPOD, the supported

commander should consider the transportation infrastructure as well as the capacity of the port to handle

potential throughput and surges of deploying forces. A robust rail, road, airport, and inland waterway

system will be vital in efficiently receiving and moving the force to staging areas.
VI-15

Joint Reception, Staging, Onward Movement, and Integration

j. Reception Considerations. In order to support operations at the APOD and SPOD, there are

conditions that support the JRSOI process that should be considered. The CCDR should determine

the type of support units and the composition and/or method of sustainment support necessary to carry

out reception. The CCDR may consider most capable Service or dominant user options when configuring

the support structure. Figure VI-8 illustrates some reception planning considerations.

(1) Economy of Resources. CCDRs should tailor their reception operations to provide

efficiency and economy as well as eliminating duplication of limited resources among the Services. The

decision by the JFC to establish a joint reception center maximizes use of scarce resources. Efficient

resource management of limited transportation assets and reception facilities assists in optimizing reception

throughput. Discharge workload should not exceed POD throughput capacity. An option that may

accomplish this is a time-phased build-up of reception capabilities. At the same time, however, reception

forces must be configured in such a way that they are capable of handling potential surge capacities of

strategic deployment and provide intermodal services for transshipment of arriving cargo and supplies.

(2) Command and Control. C2 functions are essential to the successful reception of forces

into an operational area and are the responsibility of the supported CCDR. Prior to commencement of

deployment and reception operations, the JFC should develop an in-theater structure for executing C2

of JRSOI operations. This structure must address the integration of USTRANSCOM assets into the

PORT SUPPORT ACTIVITY AND

PORT OPERATIONS GROUP FUNCTIONS















Receiving

Correcting

Serving

Assisting

Providing

Assisting

Providing

and Staging Unit Equipment in Marshaling

Areas

Configured Equipment and Cargo Deficiencies

as Vehicle Operators

in the Servicing of Self-Deploying Aircraft

Necessary Maintenance and Recovery

Capability

the Port Commander with Cargo Accountablity

for Security of Sensitive and Classified Cargo

Figure VI-7. Port Support Activity and Port Operations Group Functions
VI-16

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JP 3-35

overall C2 for JRSOI to be an efficient operation. Some C2 assets may be pre-positioned in theater,

geographically in close proximity to the region, or afloat on MSC or maritime pre-positioning force

vessels. Successful execution of a reception operation involves a centralized C2 structure (unity of

command), a decentralized execution strategy, and disciplined (synchronized and balanced) movement

control. The following C2 functions (mission and situation dependent) are examples of what may be

required to successfully execute reception functions at APODs and SPODs:

(a) Maintain unity of effort for all primary and secondary LOC nodes.

(b) Coordinate, control, and monitor US airlift and sealift operations into APODs and

SPODs.

(c) Designate marshalling area.

(d) Provide personnel and cargo clearance of arriving forces.

(e) Provide for personnel, equipment, and materiel accountability.

(f) Determine whether a security risk category (SRC) is to be designated as a joint risk

category.

(g) Provide movement control of arriving personnel, equipment, and materiel.

RECEPTION PLANNING CONSIDERATIONS

Economy of Resources

Communications

Transportation

Host-Nation Support

Command and Control

Force Protection

Supply and Services

Contractor Support

Figure VI-8. Reception Planning Considerations
VI-17

Joint Reception, Staging, Onward Movement, and Integration

(h) Provide visibility over arriving and departing personnel and cargo by input of AV

source data into appropriate AIS.

(i) Perform liaison with HN military and civilian officials for coordinating required clearances

and support.

(j) Coordinate and control loading and offloading from aircraft and ships.

(k) Coordinate and control personnel and cargo movements from PODs via surface

and air to planned holding areas.

(l) Monitor and manage the TPFDD.

(m) Coordinate and control movement of noncombatants.

(n) Provide clearance for intratheater airlift cargo movements.

(o) Provide distribution management for the theater and arriving unit command structures

of all arriving personnel, equipment, and materiel.

(p) Provide intermodal services for transshipment of arriving cargo and supplies.

(q) Provide, coordinate, and control construction in support of personnel and cargo

movement.

(r) Provide life support facilities.

(3) Communications. Effective communications and collaboration, vertically and horizontally,

is essential for JRSOI due to the complexity of the operation. Timely and reliable communications

should be continuous among all JRSOI participants, both supporting and supported. The following

communications functions may be required to successfully execute JRSOI operations:

(a) Establish links between LOC nodes.

(b) Use automation technology. Communications should utilize advanced technologies

that will be both an enabler and force multiplier of the reception process. The automated information

systems and the COP described in Appendix A (pages A-2 and A-7, respectively) are crucial to ensure

that the commander has access to interactive decision quality information (integrated, real-time, AV,

etc.) on personnel, installations, finances, and equipment/material. The entire JRSOI process, especially

reception, should leverage the power of automation. Through GCSS programs, AV can track as well

as manage the flow of forces in-theater and through the numerous PODs. Establishing a reliable network

to disseminate this valuable information to all Services involved in the reception phase must be a priority

for those units with GCSS and GTN capabilities.
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JP 3-35

(c) Provide liaison officers (LNOs). Effective liaison among the Service components

and with HN agencies is paramount in order for effective communication to occur during the entire

reception operation.

(d) Monitor GTN and JOPES to provide real time force tracking information of deploying

forces and non-unit replacement personnel. Monitor AV and GTN to provide real-time tracking of

non-unit sustainment items for all organizations and activities.

(e) Provide for reliable and compatible two-way communications between joint forces.

(4) Protection. Deploying forces as well as intertheater airlift and sealift assets may be the

most vulnerable during loading or discharge. The threat must be considered in light of the concentration

of forces within the limited confines of a POD. As units move forward to secondary LOC nodes, they

remain vulnerable until fully integrated into a mission-capable force. Protection capabilities and/or

measures should be integrated into the reception plan. The CCDR is responsible for providing the

assets needed to protect the force throughout the entire reception process. Protection functions should

include but are not limited to:

(a) Providing theater air defense.

(b) Maintaining coastal, harbor, and inland waterway defense.

(c) Providing APOD and SPOD facility defense.

(d) Providing military police support.

(e) Establishing joint security coordination center for security oversight.

(f) Preparing for the effects of noncombatant evacuation operations on JRSOI operations.

(g) Providing protection against weapons of mass destruction threats, and

(h) Protect Lines of Communications.

For further information on security operations see JP 3-10, Joint Security Operations in Theater.

(5) Transportation. All three elements of a transportation system (mode operations, terminal

operations, and movement control) should be integrated early into the TPFDD flow to provide adequate

reception capabilities for the deploying forces. These elements may be RC assets that must be mobilized

and flow early in the TPFDD. Essential to any JRSOI mission is an executable plan that facilitates

intratheater transportation between nodes. The primary transportation nodes and the extended LOCs

should be mutually supportive of the principle of unit integrity. To transition from strategic intertheater

deployment to in-theater reception, the following transportation functions may be required:
VI-19

Joint Reception, Staging, Onward Movement, and Integration

(a) Place port opening force packages at PODs providing hand-off of deploying

personnel, equipment, and materiel.

(b) Employ movement control principles. Movement control coordinates all aspects of

transportation; modes, nodes, and terminals. It includes Service-unique capabilities, HNS, and supporting

commands.

(c) Have a support element for offloading of arriving forces.

(d) Provide intratheater air and surface transportation assets.

(e) Manage and monitor the TPFDD.

(f) Establish theater LOC nodes and links required to meet the anticipated transportation

and throughput capacities. Allow for sufficient coordination to ensure timely movement of cargo and

equipment through the port to minimize port congestion.

(g) Identify, assess, and provide for required physical transportation capacities and

capabilities (ports, airfields, rail and road networks, littoral and inland waterways, and communications

infrastructure).

(6) Supply and Services. Supply and services compete for limited strategic lift resources as

the priority is on receiving and moving the force forward into the theater. However, sustainment of the

force while transitioning into the theater cannot be forgotten, and neither can the resources that will be

required to sustain reception. The CCDR must provide arriving personnel, equipment, and materiel

with required life support and field services until unit personnel are reunited with their supplies and

equipment and become self-sufficient. These services may be RC assets that must be mobilized and

flow early in the TPFDD. The following are typical categories of support that may be provided to

sustain newly arriving forces in-theater:

(a) Field and life support services such as food, water, lodging, and sanitation.

(b) Maintenance and operator support for deploying equipment, vehicles, helicopters,

and aircraft.

(c) Munitions storage and handling.

(d) Petroleum products storing and handling.

(e) Medical support and evacuation.

(f) Mortuary affairs services.

(g) Frustrated cargo storing, handling, and processing.
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(7) HNS as a potential force multiplier should be planned and coordinated well in advance of

an actual deployment. This can best be accomplished through coordination with the US country team

(ambassador and staff), if one exists within country. The effect of a well-planned HNS agreement

should be a reduction of the US military logistic footprint in-theater and a concurrent reduction in the

need for early deployment of supporting units. Some HNS considerations include:

(a) Augmenting reception capabilities early in the deployment cycle with dedicated units

if civilian or military HNS are not available at APODs and/or SPODs to quickly throughput combat

forces.

(b) Analyzing the PODs and in-theater transportation infrastructure capacity.

(c) Anticipating limited materiel, key services, and HNS in-country.

(8) Contractor Support for materiel requirements is another force multiplier and, like HNS,

should be planned and coordinated in advance of an actual deployment. Normally, HNS will be

considered first before a decision is made to contract for required support. The supported CCDR

should ensure early deployment of contracting, financial management, and legal personnel to accomplish

the contracting actions. Contracts will not be without cost, nor should deploying forces expect to have

unlimited access to local facilities and resources. In most cases, military forces will have to share and

compete with HN military, civil, and commercial operations for scarce resources and facilities.

“As we have learned many times, the US can ship supplies and materiel to an

objective area much more effectively and efficiently than the objective area can

unload and distribute those supplies.”

LTG (Ret.) Joseph M. Heiser

A Soldier Supporting Soldiers, 1992

5. Staging

a. General. This section describes the staging process and the activities performed in theater

staging areas (SAs). Staging includes the assembling, temporary holding, and organizing of arriving

personnel, equipment, and materiel into units and forces, and preparing them for onward movement and

employment by the JFC. During staging, deploying forces have limited mission capability and may not

be self-sustainable. The CCDR must provide facilities, sustainment, life support, and protection until

deploying units regain their combat or mission capability. Three essential force-related activities that

occur during staging are described in Figure VI-9.

b. A major focus during JRSOI and specifically during staging is building capabilities required by

the JFC. Mission success requires:

(1) Defining combat capability.

(2) Defining logistic capability and sustainability.
VI-21

Joint Reception, Staging, Onward Movement, and Integration

(3) Defining how to track and visualize combat power.

(4) Establishing an incremental building of combat power.

(5) Prioritizing and adjusting the flow as needed.

(6) Managing and supervising the unit’s progress.

(7) Developing a complementary tracking system that applies to combat operations as well as

JRSOI.

c. Force tracking aids in predicting the unit’s arrival time in theater and incremental build of

mission capability. The supported CCDR’s staff supports the operational commander in force tracking

by providing visibility of deploying forces and materiel through the capability of AV. Force tracking

includes the following steps:

(1) Elements are monitored until they are reassembled.

(2) Unit commander reestablishes control of the unit.

(3) Unit becomes capable of sustaining itself.

(4) Unit can perform assigned missions.

(5) Unit completes onward movement and integration.

STAGING FORCE-RELATED ACTIVITIES







Units Assemble Into a Mission-Capable Force

Units of the Force Prepare to Conduct Their Missions

The Force Prepares for Onward Movement (If Required)

and Subsequent Integration Into the Theater Operation

Figure VI-9. Staging Force-Related Activities
VI-22

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JP 3-35

d. Staging Areas. Staging areas (SAs) are specific locations along the LOC. The CCDR usually

designates specific locations for staging in order to provide space and focus resources to support staging

operations. SAs provide the necessary facilities, sustainment, and other support to enable units to

become mission-capable. The size of the deployment and location of the PODs and marshalling areas

may necessitate multiple SAs.

(1) In selecting the location of the SAs, the CCDR visualizes where to strategically concentrate

forces to enter the OA. The CCDR evaluates the location of TAAs or OAs, geographic constraints,

availability of organic and HN assets, transportation infrastructure, distance to the ports, and protection

considerations. These factors, along with the physical dimensions of the theater, ultimately determine the

location of the theater SAs.

(2) The size of the SA is influenced by numerous variables, including the anticipated flow of

forces in-theater, space available, and threat. The TPFDD is an important tool for the CCDR to use in

understanding the requirements for SAs.

(3) Intermediate Staging Base. The theater operational situation may necessitate the

establishment of an ISB outside of the combat zone or JOA prior to inserting the forces. If established,

the ISB is an initial theater staging facility. Deploying forces debark from strategic lift, reassemble, and

prepare to accomplish assigned missions. The theater may not have the physical infrastructure to

support JRSOI and will require the use of air and sea bases outside the region. ISBs serve as a principal

staging base in order to secure a lodgment to project the force for the rapid delivery of combat power

to an AOR and can perform selected operational-level tasks. An ISB is also used to transition from

intertheater lift to intratheater lift to increase the number of points of entry available to the force to

mitigate anti-access measures. ISB force projection is depicted in Figure VI-10.

“Movement is the essence of strategy. This is true even though strategy is not

confined to the military art: the implementation of every political decision requires

movement. It may be messages that move, or men, or money or munitions.”

Stephen B. Jones

“Global Strategic Views” in The Impact of Air Power, 1959

6. Onward Movement

a. General. This section describes systems and processes for accomplishing the onward movement

of deploying forces. Onward movement is the process of moving forces and sustainment from reception

facilities and marshalling or SAs to TAAs or other operating areas. Rail, road, inland or coastal waterway,

and/or air can be used to accomplish this movement.

b. Some challenges to onward movement are illustrated in Figure VI-11.

c. Efficient onward movement of personnel, equipment, and materiel requires a balanced, integrated

system of node operations, movement control, mode operations, and cargo transfer operations. The
VI-23

Joint Reception, Staging, Onward Movement, and Integration

onward movement process encompasses support to all Service components of a joint operation, and

often includes HNS. As in all JRSOI activities, onward movement of personnel, equipment, and materiel

is prioritized according to the CCDR’s needs. Onward movement is complete when force elements are

delivered to the designated location at the designated time.

d. Onward Movement Functions. Key elements of the onward movement process are speed

of movement and information flow. Speed of movement is vital for protection and mission accomplishment.

Information flow encompasses locations and capabilities of forces, projected and actual arrival times at

en route and final destinations, and component commands’ ability to effect the movement. Successful

onward movement of deploying forces can be viewed in the context of seven critical functions as

depicted in Figure VI-12 and explained below.

(1) Movement Control. Movement control is the planning, routing, scheduling, and control

of personnel and cargo movements over LOCs. JP 4-0, Joint Logistic Support, authorizes a CCDR

INTERMEDIATE STAGING BASE

AOR Area of Responsibility ISB Intermediate Staging Base

Strategic

Deployment

Theater of

Operations

Operational

Movement

Combatant

Command

AOR

Continental

United States

ISB

Figure VI-10. Intermediate Staging Base
VI-24

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JP 3-35

to establish a joint movement control organization. To ensure a fully integrated and responsive

transportation system, the CCDR should consider assigning responsibility for theater transportation

movement control to a single joint organization, the JDDOC. This JDDOC must be equipped with

sufficient communication and automation capability to ensure adequate interface between strategic and

theater transportation systems and the CCDR’s staff. The CCDR may also choose to use one of the

existing movement control centers of the Service components. The Army has various movement control

organizations while the Marine Corps has movement control centers (MCCs) planned for all deploying

units from the Service component level down to the battalion and squadron level. They are the MAGTF

MDDOC, the MAGTF movement control center, and the unit movement control centers.

(a) If a joint movement control organization is established using assets from

multiple Services, it must conduct joint training to ensure that personnel understand and can

operate movement control equipment and C2 processes. The geographic CCDR should taskorganize the movement control functions commensurate with the mission, size, and geography of the

OA.

“Inadequate control of movement, whether into or out of a theater, results

in waste, reduced logistic efficiency and consequently, a loss of potential

combat power.”

JP 4-0, Doctrine for Logistic Support of Joint Operations

(b) The ITV systems provide a capability vital to coordinated onward movement. They

provide a means to track units, personnel, equipment, and materiel en route from reception areas to SAs

and forward to the assembly areas. The physical capabilities and limitations of the distribution network,

along with the effects of combat, can limit the ability to execute onward movement as planned. Thus,

ITV information is critical to successful execution of onward movement to include location, characteristics,

ONWARD MOVEMENT CHALLENGES









Establishing the Distribution Network

Enemy Interdiction

Reporting Procedures

Movement Control

Figure VI-11. Onward Movement Challenges
VI-25

Joint Reception, Staging, Onward Movement, and Integration

and capacities of roads, aerial ports, and rail lines, combined with current status of highway regulation,

traffic circulation and surface distribution plans, and movement programs.

OPERATION JOINT ENDEAVOR

At the time of execution, the rail deployment plan was based on an

invalidated deployment rate (20 trains per day). At the planned rate of

movement, the division could deploy the bridge opening package, open

the ground lines of communications, accomplish the transfer of authority,

and begin enforcement of the ZOS [zone of separation] by D+30. As the

deployment began, it rapidly became apparent that the rail LOC [line of

communications] would only throughput about half of the planned

deployment rate. As a result, ad hoc force tailoring decisions had to be

made to compensate for the reduced rail lift capacity.

SOURCE: Initial Impressions Report

Operation JOINT ENDEAVOR (1995- )

(2) Communications. Movement control elements must be equipped with sufficient

communication and systems to ensure adequate interface between strategic and theater transportation

systems and the combatant command’s staff. They should be skilled in coordinating and directing

theater transportation operations in support of unit movements and/or logistic resupply operations.

(3) Transportation. Nodes, main supply routes (MSRs), and HN assistance should be

coordinated to maximize the speed of movement. Close coordination is essential for minimizing congestion

CRITICAL FUNCTIONS OF ONWARD MOVEMENT















Movement Control

Communications

Transportation

Supply and Services

Host-Nation Support

Acquisition Cross-Service Agreements

Force Protection

Figure VI-12. Critical Functions of Onward Movement
VI-26

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JP 3-35

because in most cases the Services, allied units, and the HN populace will be using the same networks.

It is essential that capacities and capabilities of the transportation network are balanced against the

movement requirements so that nodes and routes are neither saturated nor underutilized. As previously

explained, the designated movement control element is responsible for coordinating the use of all theater

transportation resources with USTRANSCOM and its TCCs, other combatant commands, and the

HN.

(4) Supply and Services. En route support nodes along the theater LOC provide security,

life support, refueling, limited vehicle maintenance, and vehicle recovery. The size of the support centers

will be based upon the available facilities, length of route, and volume of equipment and personnel

transiting the sites. Various types of en route facilities that support onward movement include:

(a) Aircraft en route support sites.

(b) Convoy support sites.

(c) Trailer transfer points.

(d) POL transfer points.

(e) Pre-positioned equipment sites.

(f) Pre-stock supply points.

(g) Railheads.

(h) Of the above listed facilities, convoy support sites are among the most critical and

provide the bulk of en route support during onward movement. Services provided by convoy support

sites may be tailored based upon such factors as distance between LOC nodes; number and location of

support bases; and MSRs’ congestion, condition, and protection. Convoy support sites usually provide

support in the following areas:

1. Administration and communications.

2. Refueling.

3. Dining and billeting.

4. Latrines.

5. Laundry and showers.

6. Vehicle recovery and maintenance.

7. Medical.
VI-27

Joint Reception, Staging, Onward Movement, and Integration

8. MHE and cargo-handling equipment (CHE).

9. Security (force protection).

(5) HNS resources and facilities are important to the successful employment and deployment

of forces. HNs can often provide a variety of services through their national agencies and can support

onward movement in a wide range of categories. Some of these categories are shown in Figure VI-13.

(6) ACSAs provide US pre-negotiated support for potential war scenarios. ACSAs provide

the legal authority for the US military and armed forces of other nations to exchange logistic goods and

services. Transactions under this program must either be reimbursed, replaced in kind, or exchanged

for equal value, which may not always be the case with HNS agreements.

(7) Protection. Protection is critical to onward movement because it minimizes enemy

opportunities to inflict serious losses and delays. The threat of enemy interdiction to onward movement

of forces presents a special challenge to the commander. The CCDR must assume that interdiction of

the LOCs will form an integral part of enemy strategy and must plan operations to preclude them from

impacting onward movement.

HOST-NATION SUPPORT TO

ONWARD MOVEMENT













Combat Service Support (Food, Water, Lighting,

Billeting, Showers, and Latrines)

Security

Communications

Materials and Cargo Handling

Ground Transportation (Buses, Line Haul, and

Heavy Lift)

Convoy, Road, Rail, and Diplomatic Clearances

Figure VI-13. Host-Nation Support to Onward Movement
VI-28

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JP 3-35

(a) Geographical CCDRs are faced with many asymmetrical threats as they conduct

tactical convoy operations on today’s nonlinear, noncontiguous battlefield. Recent combat operations

have evolved by introducing diversified threats that range from vehicle-borne improvised explosive

devices (IEDs) to complex ambushes employing IEDs, rocket-propelled grenades, and small arms.

(b) Tactical convoys are combat operations. Although contact with enemy organized/

uniformed ground forces may not be anticipated, security against anti-US forces, enemy sympathizers,

and IEDs must be maintained and the convoy must be prepared to take immediate action against an

enemy threat. To accomplish this, tactical convoys require additional planning and coordination beyond

normal line-haul operations today’s operational environment. One of the main enemy tactics of the

nonlinear operational environment is to target the convoy’s LOC, supplies, and other government resources.

To defeat this tactic, each tactical convoy must be prepared to take the necessary actions in the face of

ambush and defeat enemy forces once contact is gained thus retaining the initiative and deterring future

attacks.

ARAB-ISRAELI WAR

During the 1973 Arab-Israeli War, an Israeli commando team of 12 men and a

jeep-mounted recoilless (RCL) rifle were inserted at 2400 hours along the

Baghdad-Damascus Highway about 100 km north of Damascus, near a bridge

crossing a deep ravine. The bridge was rigged for demolition, ambush

positions were laid out covering the bridge approaches, with hasty

minefields covering the ambush positions. At dawn, an Iraqi tank brigade,

moving on transporters, began crossing the bridge. After several vehicles

had crossed, the bridge was destroyed, and the exits from the bridge

approaches interdicted by the RCL, thus isolating the convoy on the road.

The immobilized vehicles were then destroyed by aircraft on-call, and by

commandos using satchel charges. In this manner, approximately 50 Iraqi

tanks were destroyed, and the road remained closed for several days

(during a critical part of the war), due to fear of additional ambushes.

SOURCE: 1973 War Lessons Learned

For further information, see Field Manual (FM) 4-01.45, Marine Corps Reference Publication

(MCRP) 4-11.3H, Navy Tactics, Techniques, and Procedures (NTTP) 4-01.3, Air Force Tactics,

Techniques, and Procedures (Instruction) (AFTTP[I]) 3-2.58, Multi-Service Tactics, Techniques,

and Procedures for Tactical Convoy Operations.

(c) Protecting the LOCs. The JFC is responsible for LOC security. It may be necessary

to commit combat capabilities to secure LOCs to ensure that the incremental build of combat power is

not interrupted. In addition, alternatives such as rerouting or mode substitution may be required, i.e., air

and sea LOCs to replace or supplement ground LOCs, if preventive and preemptive measures fall

short.
VI-29

Joint Reception, Staging, Onward Movement, and Integration

“When the enemy assesses our forces, he values only those forces which the

logistics community has ready for combat, or can get ready in time, and then

sustain for a requisite period of time.”

General Felix M. Rogers, USAF

In Military Air Power, The CADRE Digest of

Air Power Opinions and Thoughts, 1990

7. Integration

a. General. This section describes the integration process and key integration requirements to

successfully unite deploying forces into the theater command structure. Integration is the synchronized

transfer of mission-ready forces and capabilities into the CCDR’s force. Integration may take hours or

days. The complexity and time required for integration depends on the size, contingency conditions,

coordination and planning. C2, communications, and security are the priority of effort during the integration

phase. Integration is complete when the receiving commander establishes C2 over the arriving unit and

the unit is capable of performing its assigned mission. Force tracking, which occurs as the force builds

combat power, culminates in force closure as reported by the commander of the unit. Force closure is

defined as “the point in time when a supported JFC determines that sufficient personnel and equipment

resources are in the assigned operational area to carry out assigned tasks.”

(1) During execution, the deploying force commander reports that the levels of readiness

prescribed by the supported CCDR have been achieved and that integration into the higher HQ is

imminent. The supported CCDR is concerned with the following:

(a) Location of the forces.

(b) Capability of the forces.

(c) Projected and actual arrival time at destination.

(d) Commander’s capability to effect the movement.

(e) Additional transportation needed (modes, quantities).

(2) By definition, integration is the final element of JRSOI and is normally accomplished

concurrently with other force projection and JRSOI tasks. It can occur anywhere along the JRSOI

continuum and is normally the last JRSOI element to be completed. There are two major prerequisites

to integration; the unit must be mission-capable and must be integrated into the C2 processes of its

higher HQ.
VI-30

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JP 3-35

MISSION CAPABILITY COMPONENTS

Operational Capability

Mobility and Survivability

Logistic Capability

 Communication Capability

(3) Tracking the components of building mission capability as a precursor to integration is

essential for overall mission success. In order to track mission capabilities, the components of mission

capabilities must be known and are listed below.

INTEGRATION CHALLENGE

The integration challenge is to seamlessly integrate cohesive, missioncapable units into the gaining command.

b. Monitoring mission capability, early and continuous coordination, and planning can help reduce

integration time. Units can establish predeployment liaisons to exchange information, standard operating

procedures (SOPs), and communication networks, as well as plan for and prioritize an in-theater

incremental buildup of combat power. Once established, the liaison is maintained to update information

(intelligence, situation, mission, deployment timeline) to expedite the in-theater integration.

c. Integration Functions. Unlike the functions described in reception, staging, and onward

movement, the emphasis during integration is on C2 and communications of personnel, equipment, and

materiel as they enter the theater and prepare for integration. Critical to this is the COP as described in

Appendix A. Force tracking of mission capability components helps predict when in-country integration

can begin and how long it will take to complete. Protection is still critical but may be easier as security

forces reestablish their military capability during staging and onward movement. However, to accomplish

integration of the force, the logistic support should be transferred from JRSOI supporting organizations

to the gaining command.

(1) Upon notification of deployment, a liaison between the deploying unit and receiving HQ

should be established to enhance integration. This liaison is conducted through formal liaison teams

attached to the arriving and receiving HQ (the preferred method) or remotely through communication

channels. The size and make-up of the liaison teams are based on the mission and operational conditions.

(2) Effective liaison enhances the commander’s confidence in planning, coordinating, and

executing integration. Subordinate commanders may use an LNO to obtain necessary information such

as common coordination measures; tactics, techniques, and procedures; SOPs; rules of engagement;

terms; symbology; and exercises.
CHAPTER VII

REDEPLOYMENT

VII-1

“Wars never end cleanly and this one was no exception. The cease-fire occurred

more quickly than anyone had expected. The postwar process that had existed

only in concept was now imminent. Even before Schwarakopf and the Iraqi

delegation had finished at Safwan on March 3, troops had begun “smelling the

barn,” while the media, politicians, and loved ones in the United States up the

drumbeat to return soldiers home.”

Certain Victory: The US army in the Gulf War

by Brigadier General Robert H. Scales

1. General

Redeployment is defined as the transfer of forces and materiel to support another joint force

commander’s operational requirements, or to return personnel, equipment, and materiel to home/

demobilization stations for reintegration/out-processing. This chapter describes the major activities

inherent in moving deployed forces and materiel from their current deployed locations into another

theater for employment or to home/demobilization stations on completion of the mission. Similar to

deployment, redeployment operations encompass four phases; these are redeployment planning, preredeployment activities, movement, and JRSOI. Redeployment operations are dependent on the

supported CCDR’s defined end state, concept for redeployment, or requirements to support another

JFC’s CONOPs. Figure VII-1 is the joint reception, staging, onward movement, and integration

process map. See Annex C , “Joint Redeployment Process Map Description” to Appendix B, “Joint

Deployment, Joint Reception, Staging, Onward Movement, and Integration, and Redeployment Process

Map Descriptions” for more detail.

2. Redeployment Planning

a. Redeployment planning is the responsibility of the losing supported commander or the gaining

supported commander when the redeployment is to a new operational area. Operational employment

normally ends with termination or transition of the joint force mission. Operations terminate when stated

national strategic end state conditions or objectives are achieved. Transition occurs when control of the

ongoing mission is transferred to another organization or when a change of mission is brought about by

changing circumstances or objectives. Decisions made concerning the termination of operations, separation

of belligerents, withdrawal timetables, residual forces and reserve stocks to remain in the host country

will shape the pace and nature of the redeployment.

b. Planning Considerations. Planners must take into consideration a multiple number of issues

that will directly influence their redeployment planning. The following issues have already been covered

in Chapter III, however specifics relating directly to redeployment are discussed below.

(1) Intelligence Preparation. Identification of the threats to forces as they assemble and

stage for redeployment can be obtained by the JTF joint intelligence operations center and the theater
VII-2

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JP 3-35

joint intelligence operations center for redeployment planning. The primary intelligence objective during

redeployment planning is to determine the threat to redeploying forces. Again, the nodes and links

in the redeployment process represent numerous potential targets for an adversary. In addition, perceived

threats to the redeployment mission must be evaluated in terms of the existing operational environment

and the results of any cease-fire or political negotiations. These factors shape the pace and nature of the

redeployment. Based on the assessed threat, the JFC must determine where to accept risk, where to

focus protection efforts, and how many joint force assets must be dedicated to the protection

mission.

(2) Protection. Protection is as important during redeployment operations as during any

other stage of a joint operation. The operational environment is a key indicator in determining the

level of protection measures required to ensure an uninterrupted redeployment flow. The time between

redeployment preparation and operational employment at the new destination or return to the home

JOINT FORCE REDEPLOYMENT PROCESS

REDEPLOYMENT ACTIVIES

REDEPLOYMENT ACTIVIES MOVEMENT

Prepare the Force

(Personnel, Supplies,

and Equipment)

Joint Functional

Areas

Schedule Movement Assemble and Marshal Forces Conduct POE

Operations

Refine Deployment

Data Analyze Mission Structure Forces

MOVEMENT

Conduct Destination Reception Conduct POD

Operations

Prepare to Receive

the Force

FORCE EMPLOYMENT OR DEMOBILIZATION

Move to POE

Move to POD

Figure VII-1. Joint Force Redeployment Process
VII-3

Redeployment

and/or demobilization station is potentially a period of great vulnerability for the redeploying unit

commanders should closely evaluate protection measures during redeployment planning to

provide for the security of the command and reduce the vulnerability of redeploying elements to acts of

violence, terrorism, or war. Local security remains the foremost protection concern. As the joint

force assembles for redeployment, commanders must continuously enforce active and passive protection

measures until the redeployment mission is complete.

(3) Information Operations. Several IO capabilities and related activities may be required

to support redeployment. Typical IO capabilities and related activities addressed during redeployment

are as follows:

(a) Military Deception (if required). Deception operations may be required to support

redeployment, depending upon the nature of the current operational mission or the post-redeployment

mission. Deceptions during redeployment operations may be intended to disguise the purpose of

recent joint force operations or to increase the potential for successful friendly operations by misleading

the adversary as to the time and location of the relocation of forces in theater or their introduction

into another theater.

(b) Operations Security. Redeployments, like deployments, have large, distinct

signatures. This fact makes masking the movement (or purpose of the movement) of forces and

materiel to staging bases in the AOR and/or JOA a critical piece of the OPSEC plan.

Redeployment signatures probably cannot be totally hidden; however, for protection reasons, such

details as force composition, movement schedules, troop and equipment concentration sites, and the

time and location of destination arrival may be concealed.

(c) Public Affairs. PA activities provide the means for the JFC to keep Service

members, their families, and the American public informed about joint force operations,

particularly as redeployment and demobilization draws near. Previous experience has shown that the

Armed Forces of the United States often receive great pressure from Congress, families of deployed

Service members, and the American public at large at the completion of operations to rapidly return

deployed Service members to their home and/or demobilization stations. Redeployment and demobilization

are a public relations and Service member information challenge that requires creative planning and

execution. PA activities targeted at the appropriate audiences will reduce Service member frustrations

and public relations problems.

(d) Civil-Military Operations. CMO facilitate redeployment operations by minimizing

civilian interference with US military operations and planning and coordinating with local civilian

authorities for the use of in-country facilities and resources. CMO maysupport protection operations

by planning for and using civil police to augment security forces or to provide a conduit for information

of intelligence value from the local populace.

(4) Infrastructure Assessment. Depending upon the LOCs, ports, and airfields selected

to support redeployment, infrastructure information such as detailed port and airfield facilities and

throughput information should be readily available. This information must be updated to reflect any
VII-4

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JP 3-35

changes to or loss of port or airfield facilities or throughput capacity based on acts of war, terrorism, or

vandalism occurring during operations.

(5) Force Health Protection. The force health protection construct provides health support

to Service members throughout their military service, to include comprehensive health surveillance and

services during the redeployment phase of operations.

Standardized procedures for conducting redeployment health surveillance are detailed in the

Joint Chiefs of Staff Memorandum, Update Procedures for Deployment Health Surveillance and

Readiness, Feb 2002.

(6) Personnel Services Support. Personnel services support levels must be planned for

and conducted during individual and unit redeployment to enable the tracking and accountability of

personnel.

(7) Force Tracking. Force tracking during redeployment operations is vital to joint force

readiness. Redeployment is not complete until the joint force has completed movement through the

redeployment pipeline and emerged at the prescribed destination. Unit integrity should be maintained, to

the extent possible, and commanders must have the capability to determine the exact location of unit

personnel, equipment, and materiel in the event the redeploying force has to be diverted en route for

another mission. Redeployment force tracking uses the same systems and procedures discussed for

deployment operations. Again, GCCS-J provides the information systems and decision support tools

necessary to track the force during the redeployment process.

c. The supported commander’s guidance for redeployment is normally detailed in the redeployment

plan or it may also be articulated in the command redeployment policy. The commander’s guidance

directs the sequence for redeployment of units, individuals, and materiel and provides guidance on

responsibilities and priorities for recovery and reconstitution. It also provides guidance on transition

requirements during mission handover, directs personnel accountability and actions processing, and

addresses HNS.

(1) The sequence of movement for redeploying personnel, equipment, and materiel is

determined based on the following operational factors: the redeployment mission; the operational

environment and associated protection concerns; the supported CCDR’s guidance or redeployment

policy; and mission handover or recovery requirements. Effective joint operation planning melds these

factors into the redeployment concept to develop a movement sequence that is operationally sound,

transportation feasible, and meets the commander’s guidance.

(2) Priorities and guidance for recovery activities are outlined in the redeployment

OPLAN or in the supported CCDR’s redeployment policy. Recovery activities are focused on returning

the joint force to full readiness while preparing for redeployment and returning control of HN territory

and infrastructure to civil or other authorities. Recovery activities may include: assembling unit elements

of the joint force for accountability and maintenance; downloading and repackaging ammunition and

war reserve materiel (WRM); disposal operations, such as recovery of battle-damaged equipment;

decontamination; marking, recovering, and disposing of hazards, such as unexploded ordnance; proper
VII-5

Redeployment

disposal of joint force-generated hazardous wastes; or repairing critical HN life support infrastructure

(e.g., water purification, sewage treatment, electrical power, or medical). The supported CCDR

establishes priorities and provides guidance to accomplish these tasks as expeditiously as possible,

consistent with other joint force mission requirements.

(3) Mission handover occurs prior to redeployment and is based on termination or transition

plans developed during the joint operation planning process. Termination of joint force military operations

may involve handover of continuing humanitarian or nation-building operations to civil authorities or

other organizations. Alternatively, transition of military operations may involve transferring control of the

ongoing mission to another organization or a change of mission brought about by changing circumstances

or objectives. Regardless of the circumstance, mission handover should provide for the seamless

transfer of responsibilities to the appropriate authorities or organizations prior to redeployment. Effective

mission handover requires detailed planning, coordination, and rehearsals. Once handover is complete,

the priority of effort for units not returning to home station and/or demobilization locations is on recovery

and reconstitution in preparation for the next joint force mission.

(4) Environmental considerations. The potential impact of national, HN, and international

environmental laws, regulations, conventions, and treaties on redeployment operations should be

considered early in the planning process. The requirements may have an impact on the priority of

recovery activities, mission handover procedures, movement sequencing, and other redeployment

decisions.

3. Pre-Redeployment Activities

a. Force redeployment requirements are mission based and developed throughout the joint operation

planning process. The supported CCDR adjusts the basic TPFDD LOI as necessary to plan and

execute redeployment operations IAW established movement priorities. Forces and materiel will often

not redeploy in the order used for deployment because of continuing operational missions or transition

requirements. Generally, unit movement requirements are based on actual deployment movements

minus those items of equipment that were destroyed, captured, lost, or transferred to in-theater war

reserve stocks.

b. Identification of support activities. In order to conduct effective and efficient redeployment

operations, specific individuals, units, equipment, and supplies must be identified and allocated to support

the redeployment operation. Additionally, the supported CCDR must identify an organizational structure

early in the planning process to control and execute the redeployment. Medical care, life support, and

other services, as well as supplies and materiel, must be provided to redeploying units and organizations

until redeployment is completed. HN and contract support play a vital role in redeployment operations.

Coordination must be made for various support functions, to include convoy support centers,

communications, MHE, POE support, and other key support functions. As the redeployment operation

progresses, support is incrementally scaled down as the size of the force awaiting redeployment gets

smaller. Once all redeploying equipment has been processed, the designated senior logistic support

element ceases operations and redeploys by strategic airlift.
VII-6

Chapter VII

JP 3-35

c. Priority for redeployment. After completion of operational requirements, forces may move to

designated SA to prepare for redeployment. Forces designated to support follow on operations begin

recovery and reconstitution. Redeployment preparation includes reestablishing unit integrity and

accountability of individuals and equipment prior to redeployment. Redeploying units, or their parent

commands, are responsible for actions and support of redeployment staging areas. Staging area actions

include:

(1) Turn-in of excess supply stocks and pre-positioned equipment.

(2) Reconstituting and cross leveling of supplies and equipment.

(3) Identify requirements for pallets, flatracks, and containers.

(4) Repacking and loading provided assets for movement.

d. Structure the Force. Preparation for redeployment is the first step in either returning

deployed forces to operational readiness in preparation for follow on missions or preparing to return

deployed forces to home station or demobilization site. Recovery and reconstitution prepares the force

for the next crisis and begins in theater, immediately upon completion of operational requirements.

Preparation for redeployment includes performing all required personnel, supply, and inspection activities

necessary to redeploy personnel, equipment, and materiel and/or restore the joint force’s capability to

conduct future operations.

(1) Personnel actions. After completion of operational activities, personnel actions are

initiated, as required. Required individual personnel actions may include: medical screening; processing

decorations and awards; processing fitness or evaluation reports; and updating or completing personnel

and finance records. Completion of these actions must be planned and coordinated with ongoing

redeployment activities and executed in an expeditious and thorough manner because of their impact on

morale and unit readiness.

(2) Redistribution of supplies and materiels. Redistribution is a key factor in redeploying

and reconstituting supplies and materiel for future operations. Significant national resources are invested

in supplies and materiel to support joint operations. Following are some of the guidelines for redistribution:

(a) Non-unit redeployed equipment and supplies are redistributed according to plans

developed by the Joint Staff and the Services with input from the CCDRs.

(b) A significant amount of sustainment material may be intransit when a requirement is

reduced. This material must be diverted or redirected as required. Discipline in maintaining intransit AV

will facilitate this part of redeployment planning. Forces waiting for redeployment should consume

theater stocks and materiel/distribution management centers should cease requisitioning from outside

the theater, to the extent possible.

(c) Priority of effort is generally for forces committed to approved OPLANs. However,

political agreements or commitments in a combined operation may alter redistribution efforts. Other
VII-7

Redeployment

recipients may include host countries, Service materiel commands, DLA, and Government Services

Administration distribution centers.

(d) In the redistribution process, equipment may be available for foreign military sales or

grant programs, such as excess defense articles, to support national interests and policies.

(e) During this process, procedures should be established for the proper management of

hazardous and other waste products. The safe retrograde and long-term disposition of equipment with

residual contamination requires a thorough understanding of the associated risks and the minimum

requirements necessary to mitigate those risks. This information allows detailed planning for equipment

consolidation sites and decontamination assets required by the chemical, biological, radiological, and

nuclear retrograde support element. The safety of service and transport personnel is of foremost concern

during the retrograde of equipment with potential residual or low-level contamination.

(3) Documenting retrograde cargo. Commanders must ensure that cargo documentation,

accountability, and accuracy is as thorough as possible. The rush to return to the home/demobilization

station will bring about severe problems unless command emphasis is placed on accurately marking and

documenting retrograde cargo. Of particular concern are the accurate identification, labeling, and

handling of hazardous material. Unit movement data provided to TCCs must be correct in order to

properly document cargo to prepare manifests for redeployment. Maintaining unit integrity during

redeployment is as critical to readiness as it is during deployment. ITV of the cargo must be maintained

to facilitate diversion en route, if required.

(4) Conducting required inspections. Supported commanders are responsible for

establishing a military customs inspection program (MCIP) to ensure that redeploying personnel,

equipment, and materiel are in compliance with customs and agricultural requirements for their

redeployment destination. US Customs clearance and USDA inspection and wash-down of all personnel,

equipment, vehicles, and retrograde cargo redeploying to the United States is IAW DODD 5030.49,

DOD Customs and Border Clearance Program. Foreign requirements for forward presence forces

returning to the home station must be determined and inspections coordinated with the HN. An approved

MCIP must be in place prior to redeployment to clear personnel, cargo, and battle-damaged equipment

returning to the United States for disposition.

(5) TPFDD. Redeployment operations are executed utilizing the JOPES process. Normally,

redeployment TPFDDs are developed with the redeployment plan during force employment planning

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. USTRANSCOM develops the redeployment strategic movement

schedule after receiving the validated TPFDD from the supported CCDR.
VII-8

Chapter VII

JP 3-35

4. Movement

a. Requirements validation. Movement execution begins with validation of the movement

requirements in JOPES. 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 to their higher commands that verify total unit movement requirements to

the supported CCDR. The supported CCDR receives component redeployment data, merges this

data into the redeployment TPFDD, and makes adjustments to the redeployment flow as necessary.

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 unresolved transportation conflicts with the supported CCDR for resolution.

The end result of this process is a supported CCDR approved redeployment TPFDD that units use to

prepare for movement.

b. Schedulemovement. Movement scheduling is an iterative process conducted at every level of

command with the objective of getting the right personnel, equipment, and materiel to the right

place at the right time. Once validated TPFDD requirements are received from the supported

CCDR, strategic lift assets are scheduled and registered in JOPES. These movement schedules are

also utilized by commands supporting redeployment operations for movement planning, coordination,

and execution. After strategic lift schedules are developed, units and/or installations receive call forward

messages from USTRANSCOM elements in theater directing movement to APOEs and SPOEs in

designated time windows. Redeploying commands assess their ability to meet strategic lift schedules,

make adjustments, and plan unit moves accordingly. Lift shortfalls and available lift are identified to the

TCCs. Prior to redeployment, movement control elements confirm movement clearances with HN

agencies.

c. Redeployment movements are governed by the supported CCDR’s policy for redeployment,

the theater movement control plan, and the orders generated by theater movement control agencies.

(1) Movement to POEs. Some units may move to POE with organic lift assets. However,

the majority of redeploying units generally require a combination of organic and theater transportation

assets. Organic lift movements are normally coordinated by the redeploying unit’s transportation managers

and controlled by the established theater movement control architecture. The theater movement control

agency is responsible for management of common-user movements to the POEs as well as synchronization

and integration of intertheater lift with intratheater lift to ensure an optimum flow of forces and sustainment

into and out of the theater.

(2) Conduct POE operations. Activities at the POE focus on marshalling, capturing ITV

data, and loading individuals, units, equipment, and materiel on designated transportation assets. POE

operations begin the strategic leg of the redeployment process and are managed by USTRANSCOM

elements in theater. Essential actions are accomplished at the POE to complete and finalize all unit

movement responsibilities. The result is the load and launch of the strategic conveyance. Critical

information is provided to C2 and forward support elements to facilitate efficient onward movement of
VII-9

Redeployment

the force to the POE. Personnel, cargo, and equipment are staged and sequenced in the established

departure POE unit marshalling areas. Inspections are conducted within the departure POE alert holding

area and/or call forward areas IAW the Defense Transportation regulations and joint procedures and

policies. This includes safety, customs, and agricultural inspections and equipment wash down. Cargo

and personnel are loaded on lift platforms provided by USTRANSCOM. Reports are provided with

status of units, cargo, personnel, lift, terminals, and loading operations. Additionally, reports are submitted

to track the departure of individual lift and associated loads.

(3) Movement to PODs. Strategic movement from POE to POD is controlled by

USTRANSCOM. Force tracking during redeployment operations is vital to joint force readiness.

Redeployment is not complete until the joint force has completed movement through the redeployment

pipeline and emerged at the prescribed destination. Unit integrity should be maintained, to the extent

possible, and commanders must have the capability to determine the exact location of unit personnel,

equipment, and materiel in the event the redeploying force has to be diverted en route for another

mission. Redeployment force tracking uses the same systems and procedures discussed for deployment

operations.

5. Joint Reception, Staging, Onward Movement, and Integration

a. POD Operations. Responsibility for JRSOI from a POD during redeployment operations is

determined by the post-redeployment mission of the redeploying force. Redeployment for further

employment will involve JRSOI in the new AOR and/or JOA. Redeployment to the home and/or

demobilization station or point of origin for return to peacetime positioning or demobilization will involve

POD JRSOI coordinated and executed by the Services and USTRANSCOM for common-user

PODs and by the respective Service or unit for forces redeploying by organic assets to non commonuser PODs.

b. Onward movement by common-user or commercial lift from a common-user surface POD to

the home and/or demobilization station or point of origin is arranged by SDDC in conjunction with

Service and/or the force-designated movement control center (MCC) or element. Onward movement

from AMC APODs is the responsibility of AMC, and from commercial and/or non-AMC military

APODs onward movement is the responsibility of the personnel assistance points or ITO and/or traffic

management office responsible for the geographic area of those ports.

c. Conduct destination reception.

(1) Destination reception includes all actions necessary to fully recover the unit to include its

assigned personnel and equipment. Locations are designated by receiving commands.

(2) Demobilization of RC forces is considered during redeployment planning and should

provide for the expeditious return, reintegration, and out- processing of RC personnel based on Service

demobilization plans and policies. However, consideration must be given to the supported commander’s

immediate post operations requirements. The supported commander’s post operations mission and
VII-10

Chapter VII

JP 3-35

priorities should take precedence over all other redeployment planning. When units or individuals

redeploy, reintegration processing must be done prior to returning active duty members to their permanent

duty stations or demobilizing RC members. Reintegration includes medical and security debriefs, clothing

and equipment turn-in, and update of personnel and finance records.

For more information on JRSOI, see Chapter VI, “Joint Reception, Staging, Onward Movement,

and Integration.”
APPENDIX A

ENABLER TOOLS

A-1

1. General

Commanders and staffs at the JTF level and above must have the capability to successfully conduct

deployment operations; i.e., to plan, execute, and monitor each deployment. The CCDR uses a variety

of enablers, including processes, systems, and equipment to manage movement flow, obtain AV, and

achieve balance and synchronization. Deployment enablers provide that capability in the form of processes,

systems, and equipment providing commanders with the flexibility in adapting to changing situations.

Enablers are processes, systems, and equipment that facilitate accomplishment of the assigned

mission. Rapid forceprojection operations require enablers thatimprove deployment and redeployment

planning and execution, thereby improvingoverall mission response time, and alsopossess the necessary

flexibility to adapt tochanging situations. Deployment andredeployment enablers required to support

joint force operations include interoperablejoint and Service systems and procedures,robust supporting

facilities and infrastructure,and agile information management andcommunications systems. This appendix

describes select enabling tools that allow the commander to:

a. Conduct planning (Planning)

b. Provide C2 (Execution)

c. Maintain accurate deployment information (Situational Awareness)

2. Automated Information Systems

The goal of automated information systems is to provide the CCDR with increased situational

awareness. Automated C2 systems are used to exchange information among the CCDRs, national

partners, the Service HQ, and Service and functional component commands. The exchange, processing,

and analysis of data and information are continuous throughout mission execution. Necessarily the

systems must be interoperable. Interoperability is the condition achieved when information or

services can be exchanged directly and satisfactorily between user systems and equipment.

It is a function of commonality, compatibility, and standardization of equipment and systems and

standardization of procedures.

See JP 6-0, Joint Communications System, for additional information on interoperability.

3. The Joint Operation Planning and Execution System

JOPES comprises the system applications that are used to monitor, plan, and execute mobilization,

deployment, employment, sustainment, and redeployment activities associated with joint operations.
A-2

Appendix A

JP 3-35

4. The Global Command and Control System – Joint

a. GCCS-J is the DOD’s computerized system of record for strategic C2 functions. GCCS-J

enables warfighters to plan, execute, and manage military operations. The system helps JFCs synchronize

the actions of air, land, maritime, space, and special operations forces. It has the flexibility to be used in

a wide range of operations ranging from actual combat to humanitarian assistance. GCCS-J provides

CCDRs a complete picture of the operational environment and the ability to order, respond, and coordinate

communications system information. GCCS-J is a comprehensive automated communications systems

designed to improve the JFC’s ability to manage and execute joint operations. GCCS-J 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-J supports

the exchange of information from the President/SecDef to CCDRs and their components. GCCS-J

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) WebPlanner. WebPlanner is the environment supporting and providing access to integrated

sets of planning and execution components that support the joint military planning process.

(2) Force Deployment Management Tool. The force deployment management tool

provides the capability to query and retrieve force information from a Global Status of Resources and

Training System (GSORTS) database and assign selected forces to specified and implied tasks to

support a COA.

(3) Defense Collaborative Tool Suite. The Defense Collaborative Tool Suite provides

audio conferencing, video teleconferencing, shared spaces, white boards, shared applications, and chat,

which can significantly enhance the planning process.

(4) JOPES Editing Tool (JET). JET provides the capability to create, add, modify, delete,

and generate deployment-related information contained in a TPFDD. It offers the ability to retrieve

records using any characteristics that exist in ULN details. It does not provide the ability to tailor an

output report, view non-TPFDD DTS movements, or review more than the rudimentary details more

than one requirement at a time. JET can perform TPFDD editing on multiple ULNs based on information

retrieved.

(5) Rapid Query Tool (RQT). RQT provides a powerful, relatively quick, read-only

capability to develop many user-defined formatted and tabular reports that focus directly on TPFDD

related issues. RQT cannot track any non-TPFDD movements in the DTS. Saving a snapshot as a

quick reference file saves time in retrieval of a snapshot at the cost of not capturing any TPFDD changes

made since the snapshot was taken. RQT offers the ability to save the full report and its format as a Data

File, retrieving it in another application or e-mailing it to any SECRET Internet Protocol Router Network

(SIPRNET) recipient as a Word document, Excel spreadsheet, or ASCII file.

(6) Web JOPES Information Trace (JSIT). Web JSIT provides a quick means to find

details, dual tasking, and scheduling and movement data on specific TPFDD requirements. Information
A-3

Enabler Tools

must be in the TPFDD and moving through the DTS and output reports cannot be tailored. A user will

need to be familiar with the TPFDD and ULN or force module identification number requirements

which can only be viewed one record at a time.

b. Global Combat Support System. GCSS provides end-to-end information interoperability

across CS functions and between CS and C2 functions in support of combatant command and JTF CS

requirements. GCSS is a query application that provides real-time read only information on DOD CS

and CSS activities for use in C2 functions. It builds on existing technology, products, procedures, and

integration strategies. The primary objective for GCSS is to provide a fused and CS/CSS picture of the

operational environment to the warfighter as a whole. The GCSS CCDR/JTF application is focused on

supporting the combatant command and JTF levels. The intent is to supply the commanders with readonly access to authoritative comprehensive CS/CSS information from various CS databases and

accurately portrays CS status. GCSS operates on the global command and control system (GCCS)

common operating environment (COE) platform and is not Service specific. The COP-combat support

enhanced (CSE) and Web Portal applications reside within the secure COE and use various Microsoft

and GCCS tools to project, save, or transfer query results either through GCCS or Windows applications.

(1) GCSS Portal. GCSS Portal is a web-based application that provides a browser view of

similar data available on COP-CSE, and other web-based resources. GCSS Portal resides on the

SIPRNET that functions as a gateway to various web-based resources for the GCSS community. The

Portal uses the WebCOP application to display objects from the results of queries or plotting vessels

and aircraft on a map like COP-CSE.

(2) WebCOP. WebCOP provides COP map functionality to the Portal. WebCOP provides

a real-time view of vessel, aircraft, seaport, and airfield locations, along with plotted unit symbols from

a TPFDD. WebCOP is accessed from the Tools tab of the GCSS Portal.

(3) COP-Combat Support Enhanced. COP-CSE plots sites, vessels, aircraft, and units to

a world map where further drill downs on the objects can be accomplished.

c. 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-J COP may include relevant information from the

tactical to the strategic level of command. COP provides commanders an understanding of the disposition

of friendly and enemy forces. 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 NSC. The CCDR has control of the data and information

overlays within the CCDR 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.

d. Deployment Visualization Tool. The deployment visualization tool (DVT) is a GCCS segment

that can monitor forces through TPFDD for an operational area. 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

 T
A-4

Appendix A

JP 3-35

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 Geo-Spatial and Temporal Views. DVT provides integrated geo-spatial

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 views of data by color-code, what is planned, in-transit, and arrived. 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, DOD Readiness Reporting System, for additional information.

f. Global Decision Support System (GDSS). GDSS is the worldwide C2 system for execution

of airlift and air refueling across the range of military operations. GDSS contains essential information

used to monitor and manage all in- progress DOD air mobility missions throughout the world, including

all active duty, Air Force Reserve, Air National Guard, and commercial airline aircraft on AMC airlift

missions, plus all operational DOD air-refueling missions. GDSS has automated tools to track aircraft

and aircrew movement and aid the decision-making process. In addition, GDSS provides the control

center with C2 information from the AMC Deployment Analysis System and Command and Control

Information Processing System the wing-level C2 planning and execution system.

g. Global Transportation Network. GTN is the system of record for ITV data for shipments

moving within the DTS. 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

JPEC. 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-J. 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 Air Logistics Information System, Consolidated

Air Mobility Planning System (CAMPS), Worldwide Port System (WPS), Transportation Coordinator’s

- Automated Command and Control Information System 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
A-5

Enabler Tools

with 128-bit encryption.

h. Single Mobility System (SMS). SMS is a web-based application, both SIPRNET and

Non-Secure 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 GDSS2. SMS provides requirements planners and unit scheduler’s 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 phases in SMS: Air Mobility,

Sea Mobility, and Land Mobility.

(1) Air Mobility. The Air Mobility phase 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 HQ can use SMS as a tool to display missions.

(2) Sea Mobility. The Sea Mobility phase provides visibility over sealift requirements through

SDDC’s Integrated Booking System and WPS, and MSC’s Integrated Command, Control, and

Communications reporting system. SMS also offers a sealift assets database, a voyage finder, port

locator, and a shipping cost calculator.

(3) Land Mobility. The Land Mobility phase provides visibility over hazardous materials.

The arms, ammunition, and explosives (AA&E) movement link in SMS allows access to the database

that tracks and records positions for movement of SRC cargo in the US, inclusive of AA&E.

i. Joint Flow and Analysis System for Transportation (JFAST). 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.

(1) TPFDD Analysis. TPFDD Analysis is used to review a TPFDD to determine which

records qualified for analysis, analyze records that did not qualify, and identify requirements that missed

the latest arrival date.

(2) 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.
A-6

Appendix A

JP 3-35

(3) Transportation Analysis. The transportation analysis function includes model setup,

execution, and output analysis for land, air, and sea modes of military transportation.

j. 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.

k. Transportation Coordinator’s Automated Information for Movement System II (TCAIMS II). TC-AIMS II is a joint AIS for unit move and ITO and transportation management office

functionality. TC-AIMS II integrates fielded Service-unique systems and selects functions from systems

to provide day-to-day traffic management capabilities and to support deployment, redeployment, and

sustainment of US forces from within, and to, installations and overseas theaters of operations. Integration

of systems for TC-AIMS II include: the Marine Corps MAGTF Deployment Support System II and

Transportation Coordinator’s Automated Information for Movement System; the Air Force Cargo

Movement Operations System; and the Army Transportation Coordinator-Automated Command and

Control Information System, and Department of the Army Movements Management System-Redesign

System.

l. Joint Force Requirements Generator II. The joint force requirements generator II (JFRG

II) is a TPFDD editing application designed to satisfy deployment planning and execution requirements

at both home stations and remote command centers. JFRG II can: Import and JOPES executable

TPFDDs, enabling the uploading and refinement of existing JOPES plans, of the creation and download

of new TPFDDs. It can be used to modify and update reference data, generate a data trouble reports,

and maintain interfaces with JOPES and TC-AIMS II. It is used to build force structures to meet

mission, source required forces, develop and assess phasing/travel mode, compute sustainment

requirements, and estimate airlift and sealift requirements.

m. 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. Additionally,

the DCAPES enables senior Air Force decision-makers to rapidly adjust operations plans to

accommodate everchanging scenarios.

n. Port Simulation Model (PORTSIM). PORTSIM is a time-stepped, discrete event simulation

of SPOE and SPOD during a force deployment. PORTSIM provides scenario-specific, force clearance

profiles and reports on the use of port assets. PORTSIM can determine a port’s reception, staging,

clearance, and throughput capabilities. The model identifies systems or infrastructure constraints and

provides port-specific, time-phased force clearance profiles. PORTSIM interfaces with the integrated
A-7

Enabler Tools

computerized deployment system (ICODES), calculates the impact of JLOTS, incorporates 2- and 3-

dimensional visualization for training, and interfaces with ELIST to facilitate theater analysis.

o. Integrated Computerized Deployment System. 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

and checks for access and hazard violations. ICODES can automatically attempt to maintain unit

integrity in stow plans it develops. Once stow plans are completed, ICODES automatically generates

ship manifests and templates cargo items onto ship drawings. ICODES can produce customized

reports which detail both the process of constructing stow plans and results of the process, and builds a

database that provides details on the availability of external ship ramps and the facilities for ports around

the world.

p. Global Status of Readiness and Training System. GSORTS is an internal management

tool used by the CJCS, Services, combatant commands, CS agencies, and the Office of the Secretary

of Defense. GSORTS indicates the level of selected resources and training status required to undertake

the missions for which a unit was organized or 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 international organizations involved in military operations.

q. Base Resource and Capability Estimator (BRACE). The BRACE is the planning tool to

model military air terminal operations. BRACE simulates airfield on loading, 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 JFAST.

r. USTRANSCOM Regulating and Command and Control Evacuation System. TRAC2ES

is an automated decision support tool that functions as a single C2 system that can be used in peacetime

and contingencies. It provides visibility of in-theater patients requiring evacuation, available transportation

assets, available hospital beds (by medical specialty), and patient ITV. TRAC2ES accommodates

three modes of operation: deliberate planning, forecasting, and reactive replanning at both the intertheater

and intratheater level.
A-8

Appendix A

JP 3-35

Intentionally Blank
ANNEX A TO APPENDIX A

ENABLERS

A-A-1

Commanders and staffs at the JTF level must have the capability to plan, execute, and monitor

the deployment operations. Deployment enablers provide that capability in the form of processes,

systems, and equipment. Enablers also provide Commanders with the necessary flexibility to

assist in adapting to changing situations that they will encounter. This appendix describes selected

enabling tools that allow the commander to:

a. Conduct planning (Planning)

b. Command and Control (Execution)

c. Maintain accurate deployment information (Situational Awareness)

This annex provides descriptions of select tools available to the CJTF for use in planning, executing

and monitoring a force deployment. Figure A- A-1 is a matrix of the available tools. It is intended as a

quick reference for the staff officer looking for the right tool to solve the problem at hand.

ENABLING TOOLS

ELEMENTS OF THE TABLE

Tool:

Purpose:

Feature(s):

Function(s):

Proponent:

User(s):

Training:

Automated System Title.

Short description of what the system does.

Unique capability of the system.

Functions the system performs (Planning, Execution, Situational Awareness).

Check indicates system has this capability.

Who is responsible for the system?

At what level is the system used. (JTF, CCDR, JS, Intermediate Headquarters, JPEC

wide)

Who provides training?
A-A-2

Annex A to Appendix A

JP 3-35

ENABLING TOOLS

TOOL

FUNCTIONS

PURPOSE FEATURE(S) PROPONENT USER(S) TRAINING

Global

Command

ad Control

System-Joint

(GCCS-J)

Adaptive

Course of

Action

(ACOA)

Provides

procedures,

outlines

processes

and suite of

information

systems for

planning and

execution

Conduct

distributed

planning and

decision

making

Joint Chiefs

of Staff

Joint Chiefs

of Staff

Provides

Guidance &

Procedures

and

Information

Systems

Architecture

Near realtime

collaboration

capability

JTF, CCDR,

JS, Intermediate

Headquarters,

Services

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

USJUFCOM

Joint

Deployment

Training

Center

(JDTC)

JDTC

PLANNING

EXECUTION

SITUATIONAL

AWARENESS

GCCS-J MODULES

JOPES

Editing Tool

(JET)

Rapid

Query Tool

(RQT)

Web

JOPES

System

Informatio

n Trace

(WJSIT)

Global

Combat

Support

System

(GCSS)

Create, add,

modify,

delete, and

generate

deployment

information

Develop

user defined

formatted

reports

TPFDD

information

moving

through the

DTS

Provide

integrated

CS/CSS

picture

Provides

details, dual

tasking,

scheduling

and

movement

COP map

functionality,

plots sites,

vessels,

aircraft, units

Joint Chiefs

of Staff

Joint Chiefs

of Staff

Joint Chiefs

of Staff

DISA

Retrieve

records

using ULN

data

characteristics

JTF, CCDR,

Intermediate

Headquarters,

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

JDTC

JDTC

JDTC

JDTC

Figure A-A-1. Enabling Tools
A-A-3

Enablers

ENABLING TOOLS (cont.)

TOOL

FUNCTIONS

PURPOSE FEATURE(S) PROPONENT USER(S) TRAINING

GCSS Portal Gateway to

web-based

resources

Uses DISA

WebCOP to

display

objects

JTF, CCDR,

Intermediate

Headquarters,

Planners

JDTC

PLANNING

EXECUTION

SITUATIONAL

AWARENESS

GCCS-J MODULES

Common

Operational

Picture

(COP)

Readiness

Assessment

System

Output Tool

(RAS OT)

Global

Decision

Support

System

(GDSS)

Global

Transportation

Network

(GTN)

Deployment

Visualization

Tool

(DVT)

Provides

disposition

of friendly

and enemy

forces

Retrieval

and analysis

of Global

Status or

Resources

and Training

System data

C2 system

for

execution of

strategic

airlift and air

refueling

Provide

global

transportation

management,

and ITV

Plot actual

and planned

deployment

data

DISA

Joint Chiefs

of Staff

Air Mobility

Command

(AMC)

USTRANSCOM

DISA

Graphic

display of

friendly,

hostile, and

neutral units,

overlays, and

tracks

Provide

personnel,

equipment

readiness

information

Track aircraft

and aircrew

movement

Organize

and display

transportation asset

information

Display

TPFDD

information

graphically

JTF, CCDR,

Intermediate

Headquarters,

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

Airlift

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

JDTC

JDTC

USTRANSC OM

USTRANSCOM

JDTC

Figure A-A-1. Enabling Tools (cont.)
A-A-4

Annex A to Appendix A

JP 3-35

ENABLING TOOLS (cont.)

TOOL

FUNCTIONS

PURPOSE FEATURE(S) PROPONENT USER(S) TRAINING PLANNING EXECUTION SITUATIONAL AWARENESS

GCCS-J MODULES

Single

Mobility

System

(SMS)

Joint Flow

Analysis

System for

Transportation

(JFAST)

Enhanced

Logistics

Intratheater

Support Tool

(ELIST)

Transportation

Coordinator's

Automated

Information

for

Movement

System II

(TC-AIMS II)

Joint Force

Requirements

Generator II

(JFRG II)

Provide

visibility of

common user

air, sea, and

land transportation assets

Compares

TPFDD

requirements

to lift

capability

Planning and

modeling

system for

deployment

analysis

Provide dayto-day traffic

management

capabilities

Build force

structure

USTRANSCOM

USTRANSCOM

SDDC TEA

US Army

USMC

Collect

plane, ship

and truck

movement

data from

other

systems

Rapid

planning and

replanning of

INTERtheater

transportation

Rapid

planning and

replanning of

INTERtheater

transportation

Integrates

fielded

Serviceunique

systems and

select

functions

Modify and

update

reference

data,

interface

with JOPES

and TCAIMS II

JTF, CCDR,

Intermediate

Headquarters,

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

USTRANSCOM

USTRANSCOM

and

JDTC

USTRANSCOM

TRADOC

Deployment

Training

Facility (DTF)

USMC

EWTG

LANT

Figure A-A-1. Enabling Tools (cont.)
A-A-5

Enablers

ENABLING TOOLS (cont.)

TOOL

FUNCTIONS

PURPOSE FEATURE(S) PROPONENT USER(S) TRAINING PLANNING EXECUTION SITUATIONAL AWARENESS

GCCS-J MODULES

Deliberate

and Crisis

Action

Planning

Segments

(DCAPES)

Port

Simulator

(PORTSIM)

Integrated

Computerized

Deployment

System

(ICODES)

Global Status

of Resources

and Training

System

(GSORTS)

Base

Resource and

Capability

Estimator

(BRACE)

Integrated

command and

control,

planning, and

execution

monitoring

information

Determine

seaport

reception,

staging,

clearance,

and

throughput

capabilities

Develop ship

stow plans

Indicates

status of unit

resources and

training

Model military

air terminal

operations

US Air Force

SDDC TEA

USTRANSCOM

USTRANSCOM USTRANSCOM

Joint Chiefs

of Staff

Identify and

source

personnel,

equipment,

sustainment

capabilities

Identifies

infrastructure

constraints,

interfaces

with ICODES

and ELIST

Generate

ship

manifests,

produce

customized

reports

Unit

identification,

location,

assignment,

and resource

information

Estimate

throughput

capability,

validate

maximum on

ground

JTF, CCDR,

Intermediate

Headquarters,

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

JTF, CCDR,

Intermediate

Headquarters,

Planners

Airlift

Planners

US Air Force

SDDC TEA

RADOC

Deployment

Training

Facility

(DTF)

Figure A-A-1. Enabling Tools (cont.)
A-A-6

Annex A to Appendix A

JP 3-35

Intentionally Blank
APPENDIX B

JOINT DEPLOYMENT, AND JOINT RECEPTION, STAGING, ONWARD MOVEMENT,

AND INTEGRATION,AND REDEPLOYMENT PROCESS MAPDESCRIPTIONS

B-1

Annex A Joint Deployment Process Map Description

B JRSOI Process Map Description

C Joint Redeployment Process Map Description
B-2

Appendix B

JP 3-35

Intentionally Blank
ANNEX A TO APPENDIX B

JOINT DEPLOYMENT PROCESS MAP DESCRIPTION

B-A-1

1. Analyze Mission

Military operations begin with an event that requires movement of forces to somewhere in the

world. This can be a planned or no-notice movement. The process begins with development of COAs,

includes selection of the desired COA, and ends with the development of orders and their transmission.

a. Receive Initial Notification. Units receive informal notification of impending operations.

b. Conduct Initial Mission Analysis. Based on early information acquired, planners assess potential

scenario developments, mission requirements, and COAs.

(1) Evaluate Deployed Location Requirements, Capabilities, and available WRM. Planners

collect intelligence on theater terrain, weather, infrastructure, and pre-positioned equipment and/or supplies.

(2) Review Installation Capabilities and Support Requirements. Deployment installations

assess the operational tempo, movement requirements, facilities, equipment, and deploying force support

requirements.

c. Receive Warning Order. Formal notification is received which directs deployment planning and

preparation.

d. Receive TPFDD Guidance. Supported CCDR tailors basic TPFDD LOI as necessary to plan

and execute specific mission. Force providers add guidance to subordinate HQ as necessary.

2. Structure Forces

A critical step in planning military operations is to identify all forces required to meet the mission.

Force structuring includes establishing the command structure, tasking assigned forces (including AC

and RC or other assigned forces) and ends with a defined force to accomplish mission objectives.

a. Source, Tailor, and Prioritize Force Structure. Deploying units are sourced and task organized

to meet mission requirements and to fill supported combatant command, JTF, or component force

requirements. Combatant commands, JTFs, or components prioritize force flow within the overall

structure based on operational needs and strategic lift limitations.

(1) Develop Deployment Data. Deploying units provide passengers (PAX) and/or equipment

lists for TPFDD refinement.
B-A-2

JP 3-35

JOINT FORCE DEPLOYMENT PROCESS

Move to POE

Conduct

Movement

Control

Operations

Arrive and

Report

Status

Assemble

and

Sequence

Loads

Conduct

Inspections

and Complete

Final

Passenger

and/or Cargo

Documentation

Submit

Departure

Reports

Load

and Lift

Status

Report

PREDEPLOYMENT ACTIVITIES

PREDEPLOYMENT ACTIVITIES

PREDEPLOYMENT ACTIVITIES MOVEMENT

Joint Functional

Areas Analyze Mission Validate Deployment D

Schedule Movement

Assemble and Marshal Forces Move to POE Conduct POE Operations 

Structure Forces

Joint

Processes

Prepare the Force (Personnel, Supplies, and Equipment)

Evaluate Deployed

Location Requirements,

Capabilities, and Available

War Reserve Materiel

Review Installation

Capabilities and

Support

Requirements

Review Initial

Notification

Conduct Initial

Mission Analysis

Receive

Warning

Order

Receive

TPFDD

Guidance

Source, Tailor, and

Prioritize Force Structure

Establish

Command

Relationships

Refine and

Submit

Deployment Data

Receive Sup

Combata

Command

Approved T

Phased Forc

Deployment 

(TPFDD

Develop Deployment Data

Verify Accompanying

Supplies

Identify

Containers, Flat

Racks, Material &

Cargo Handling

Equipment,

Pallets, & Local

Transportation

Requirements

Conduct

Movement

Coordination

and Support

Meeting

Develop

Initial Load

and/or Stow

Plans

Identify and

Resolve

Shortfalls

and/or

Limitations

Activate Deployment

Command and

Control and Support

Organizations

Receive

Strategic

Movement

Schedule

Receive

Military

Surface

Deployment

and

Distribution

Command

Port Call

Build 

Publ

Sched

Eve

Conf

Movem

Cleara

Assess Lift

Schedule

Conduct Unit

Inspection,

Load

Equipment,

and Prepare

Establish

Support

Organizations

at Port of

Entry (POE)

Assemble

Personnel

and Cargo

Sequence

Loads

Figure B-A-1. Joint Force Deployment Process
B-A-3

Joint Deployment Process Map Description

(2) Verify Accompanying Supplies. Ensure that units identify planned accompanying supplies.

b. Establish Command Relationships. Joint Staff confirms supported command, supporting

combatant command, and agency relationships by message for a given operation.

c. Flow Requirements. The supported CCDR identification of a requirement should not be influenced

on how or when requirements can be moved. Too many times the ability (or inability) to flow requirements

has actually changed the requirement itself. Though flow can always be adjusted, what the CCDR

deems “required for mission accomplishment” should not. Bottom line is that it is a requirement, and it

must be moved. Proper planning will permit the time needed to develop transportation COAs.

3. Validate Deployment Data

Execution procedures are used by combatant command components, supporting combatant

commands, and providing organizations to confirm to the supported commander and USTRANSCOM

that all information records in a TPFDD are not only error-free for automation purposes, but also

accurately reflect the current status, attributes, and availability of units and requirements. Unit readiness,

movement dates, passengers, and cargo details should be confirmed with the unit before validation

occurs.

a. Refine and Submit Deployment Data. Force structure must be further described in terms of

deployment data to facilitate logistic planning, movement, and sustainment. The result of this process is

the development of the TPFDD. The TPFDD translates operational requirements into logistic terms

(i.e., how much, when, and where) to deploy, prioritize, and schedule the flow of the force into the

theater.

b. Receive Supported CCDR-Approved TPFDD. Supported CCDR receives Service component

force requirement and deployment data and merges this data into its TPFDD. The supported combatant

command then reviews, analyzes, and prioritizes flow as necessary and sends the end product to

USTRANSCOM for a transportation feasibility review. The completed review is coordinated with the

supported combatant command for resolution of transportation conflicts. The end result of this process

is the supported CCDR-approved TPFDD. Deploying units prepare for movement based on this

TPFDD. Changes may occur during deployment, and incremental changes affecting units are implemented

as required.

4. Prepare the Force (Personnel, Supplies and Equipment)

Multiple actions, events, and activities must be accomplished to get the force ready to deploy.

Planned requirements (represented by the TPFDD) are communicated to tasked units and supporting

agencies, which take actions to prepare and organize the actual people, supplies, and equipment for

movement. This process also includes getting support organizations prepared to conduct deployment

operations.
B-A-4

Annex A to Appendix B

JP 3-35

5. Schedule Movement

Movement scheduling is an iterative process at every level of supported and supporting commands

to transport, move, or deploy the right people, supplies, and equipment to the right place at the right

time.

a. Receive Strategic Movement Schedule. As received from validated TPFDD requirements,

strategic lift assets are scheduled and registered in JOPES. These movement schedules are utilized by

commands in support of movement planning, coordination, and execution.

b. Receive SDDC Port Call. As strategic sealift schedules are being developed, units and/or

installations receive SDDC deployment support command call forward messages directing movement

to SPOEs in designated windows. For amphibious operations and other self-deploying units, SDDC

port calls do not apply.

c. Assess Lift Schedule. Commands assess ability to meet strategic lift schedules. Allocation of

ULNs to carriers is accomplished in JOPES. ULN lift shortfalls and available lift are identified to the

TCCs.

d. Build and Publish Schedule of Events. Movement instructions are published IAW JOPES

carrier schedules and priority of force movement.

e. Confirm Movement Clearances. Movement control elements confirm movement diplomatic

and ground movement clearances with HN, state, and governmental agencies.

6. Assemble and Marshal Forces

Assembly and marshalling involves bringing together people, supplies, and equipment in preparation

for final movement. Support functions are established and positioned to expedite and control the

movement and throughput of the force through the deployment pipeline.

a. Assemble Personnel and Cargo. Conducted within home and/or intermediate marshalling areas

in support of movement preparations.

b. Conduct Unit Inspection, Load Equipment, and Process Documentation. Preparations and

inspections for movement operations are completed. Documentation is married up with cargo and

equipment. Note: This also includes the labeling of cargo/equipment with proper military shipping labels

and affixing radio frequency identification tags and/or other automated identification technologies.

c. Sequence Loads. Loads are staged and sequenced in support of movement to POEs based

upon priority of force movement schedules.

d. Establish Support Organizations at POE. POEs deployment support organizations, identified in

subparagraph 4.a. above, are established in support of movement operations.
B-A-5

Joint Deployment Process Map Description

7. Move to POE.

a. Movement to the designated POEs is conducted IAW movement instructions.

b. Conduct Movement Control Operations. Movement control elements coordinate, monitor,

and report movement IAW movement instructions.

8. Conduct POE Operations

Port operations begin the strategic leg of the deployment pipeline. Essential actions are accomplished

at the POE to complete and finalize all unit movement responsibilities. The result is the load and launch

of the strategic conveyance. Critical information is provided to C2 and forward support elements to

facilitate efficient onward movement of the force to the POD.

a. Arrive and Report Status. Arrival of forces and equipment at the designated departure POEs.

Arrival reporting is done by the deployment support organizations and unit as directed.

b. Assemble and Sequence Loads. Personnel, cargo, and equipment are staged and sequenced in

the established departure POE unit marshalling areas.

c. Conduct POE Inspections and Complete Final PAX and/or Cargo Documentation. These

inspections are conducted within the departure POE alert holding area and/or call forward areas IAW

the Defense Transportation regulations and joint procedures and policies.

d. Load Lift and Report Status are conducted within the departure POE loading ramp areas.

Load lift reports are submitted as directed between the POE support agencies, unit, and component

forces.

e. Submit Departure Reports. Departure Status reports are submitted by the deployment support

organizations IAW Service guidance to the command element(s) in support of JOPES reporting

requirements.

9. Move to POD

Movement to the designated PODs is conducted IAW movement instructions.
B-A-6

Annex A to Appendix B

JP 3-35

Intentionally Blank
ANNEX B TO APPENDIX B

JRSOI PROCESS MAP DESCRIPTION

B-B-1

1. Conduct Port of Debarkation Operations

a. The deploying force will arrive in the theater at APODs and SPODs. Reception is the

process of expeditiously offloading, marshalling, and transporting equipment, personnel, and materiel

to complete the strategic deployment phase to a sea, air, or surface transportation POD. Reception

operations at the POD include all those functions necessary to receive and clear unit personnel and

equipment through the POD.

b. Receive Personnel and Cargo. Personnel and cargo are offloaded at terminals. The

support organization analyzes ITV data to determine how and where the arriving personnel and

cargo are to be moved to appropriate holding areas. Status reports are provided to higher HQ.

The units are advised of the general situation and may be tasked for personnel to work on various

work parties (i.e., drivers for off-loading, PSA, security, cargo off-load).

c. Process Personnel and Cargo for Movement and Prepare Documentation. Personnel and

cargo are received and processed for movement. Unit personnel and cargo may move on unit

equipment and/or common-user transportation. Appropriate documentation is prepared for

subsequent movement.

d. Move to Staging Area. Unit personnel and cargo will usually move to an SA. In some

situations, unit personnel and cargo may move directly to the TAA. If movement is to an SA,

preparations begin there for onward movement to the TAA. In certain instances, the POD, SA,

and TAA may be collocated; however, this is not recommended.

e. Conduct Movement Control Operations. Movement control elements coordinate, monitor, and

report movement IAW movement instructions. The movement control system also establishes procedures

with HN, commercial contractors, and allied forces on the use of available transportation resources.

2. Prepare the Force (Personnel, Supplies, and Equipment)

a. Units arrive at the SA and begin preparations for movement to the TAA. Staging is the

assembling, temporary holding, and organization of arriving personnel and materiel into units and

forces, followed by preparation for onward movement and tactical operations. Support activities

in the SA provide life support until units become self-sustaining. In the SA, C2 organizations are

stood up to monitor status, receive reports, prioritize movement, provide local security, monitor

throughput of subordinate units, and forward status to higher HQ. The force is prepared for

movement to the TAA. Equipment and cargo, including WRM, are received, accounted for, and

distributed. Units prepare for onward movement by assembling, processing, and accounting for

personnel; performing maintenance and operations checks on equipment; and verifying and/or

modifying load plans for movement from the SA to TAA. When the unit has received its movement

mission, adequate intelligence, and is task-organized in accordance with command guidance, it

makes final movement preparations and departs the SA.
B-B-2

JP 3-35

JOINT RECEPTION, STAGING, ONWARD MOVEMENT, AND INTEGRATION P

Receive

Personnel

and Cargo

Process Personnel and

Cargo for Movement and

Prepare Documentation

Move to

Staging Areas

Establish

Command

and Control

(C2), Security,

and Unit Area

Coordinate

Support

Requirements

Assemble

and Process

Personnel

Receive

Equipment,

War Reserve

Materiel, and

Supplies

Cond

Trainin

Perf

Equip

Opera

Che

Conduct

Movement

Control

Operations

Process Personnel and

Cargo for Movement

and Prepare

Documentation

Establish C2,

Security, and

Unit Area

Coordinate

Support

Requirements

Conduct Force

Assembly and

Accountability

Integrate

Command,

Control,

Communications

Systems with

Gaining

Command

Integrate with

Combat Service

Support

Conduct Field

Training

Exercise and

Rehearsals

Co

M

Rea

Move to

Tactical Area

Coordinate

Movement Security

Requirements

Report Status

Report Status

Report Status

Conduct

Movement

Control

Operations

RECEPTION STAGING

STAGING

INTEGRATION

Joint Functional

Areas Conduct Port of Debarkation Operations

Joint

Processes

Prepare the Force (Personnel, Supplies, and Equipme

Assemble and Marshal Forces

Conduct Tactical Assembly Area Operations Complete Force Integration

Onward Movement

Figure B-B-1. Joint Reception, Staging, Onward Movement, and Integraton Process
B-B-3

JRSOI Process Map Description

b. Establish C2, Security, and Unit Area. C2 and command post operations are established and

liaison elements are sent to higher, adjacent, external, and subordinate organizations as the mission

requires. C2 is established with higher HQ and units maintain close coordination with higher HQ as they

make final preparations. Units ensure that security operations are established IAW the security plan.

c. Report Status. Units continuously monitor the status of preparation in key operational and

logistic areas as they prepare for the mission and report status to higher HQ. Movements and the status

of units and forces should be reported from all nodes where JRSOI operations are being conducted.

d. Coordinate Support Requirements. Coordination is established with the SA support activities

to provide logistic support and services.

e. Assemble and Process Personnel. Units prepare for onward movement by assembling, processing,

and accounting for personnel. Personnel are accounted for and processed IAW command guidance,

JRSOI directives, and unit standing operating procedure. Units are task-organized to execute the

mission based on combatant command guidance and the operational environment.

f. Receive Equipment, WRM, and Supplies. Units receive their equipment, equipment augmentation,

WRM, and supplies as required. Equipment, cargo, and supplies are received, accounted for, and

distributed IAW logistic guidance. Units perform maintenance and operational checks on equipment.

g. Conduct Training and Perform Equipment Operability Checks. Training is conducted in key

mission-essential tasks. Equipment is checked to ensure that it is combat ready and mission capable.

3. Assemble and Marshal Forces

a. Assembly and marshalling involves bringing together people, supplies, and equipment in

preparation for onward movement. Onward movement is the process of moving units and accompanying

materiel from reception facilities and marshalling or staging areas to TAAs or other theater destinations,

moving arriving non-unit personnel to gaining commands, and moving arriving sustainment materiel from

reception facilities to distribution sites. Support functions are established and positioned to expedite and

control the onward movement of the force to the TAA.

b. Process Personnel and Cargo for Movement and Prepare Documentation. Load plans are

developed and checked to ensure that essential equipment and supplies can be transported. External

movement requirements are identified and movement requests are submitted.

c. Sequence Loads. Loads are sequenced to ensure the most efficient use of available transportation

assets. Safety and security of the force are also considered when making decisions during sequence

planning.

d. Coordinate Movement Security Requirements. Units ensure that security operations are

established IAW the security plan and monitor the movement.
B-B-4

Annex B to Appendix B

JP 3-35

4. Onward Movement

a. The unit moves to the TAA IAW movement and security instructions.

b. Move to TAA. Units depart SAs for the TAA.

c. Conduct Movement Control Operations. A movement control element coordinates movement

requirements with the security force and confirms that movement clearances have been approved.

Departure, en route, and arrival status are monitored and reported.

5. Conduct Tactical Assembly Area Operations

a. The TAA is a location designated by the CCDR where units will transfer authority to their gaining

commands and from which they can be integrated into the force and be tactically employed. Units arrive

at the TAA and continuously monitor the status of preparation in key operational and logistic areas as

they prepare for the mission. Coordination is also made for TAA security operations. Unit reports to

higher HQ ready for operations when JRSOI operations are completed.

b. Establish C2, Security, and Unit Area. C2 or command post operations are established and

liaison elements are sent to higher, adjacent, external, and subordinate organizations as the mission

requires. C2 is established with higher HQ, and units maintain close coordination with higher HQ as

they make final preparations.

c. Report Status. Units continuously monitor the status of preparation in key operational and

logistic areas as they prepare for the mission and report status to higher HQ. Movements and the status

of units and forces should be reported from all nodes where JRSOI operations are being conducted.

d. Coordinate Support Requirements. Coordination is established with the TAA support activities

to provide logistic support and services.

e. Conduct Force Assembly and Accountability. Units perform a final unit assembly accountability

of equipment, supplies, and personnel and report status to the gaining and losing command.

6. Complete Force Integration

a. Integration is the process of establishing force projection units into coherent operational units

under the C2 of the supported CCDR. The JRSOI process ends when the unit commander has

reported ready for operations and the unit integrates with its higher HQ. The unit is integrated with

logistics and operational components of the gaining command and completes any final command directed

training and activities before being committed to operational missions.

b. Integrate Communications Systems with Gaining Command. Communications systems are

completely integrated between the gaining command, supporting commands, units, JRSOI organizations,

and commanders at all levels to facilitate the timely and accurate exchange of critical information. The

receiving commander must establish positive C2 over the arriving unit in the TAA.
B-B-5

JRSOI Process Map Description

c. Integrate CSS. The unit establishes direct support relationships with various support elements in

the CSS structure to include supply, services, maintenance, and medical.

d. Conduct Field Training Exercises and Rehearsals. Units conduct field training exercises and

rehearsals as part of final training preparation.

e. Confirm Mission Readiness. Commanders report their units status IAW the readiness criteria

established by the supported CCDR and confirm when ready to execute their assigned missions.
B-B-6

Annex B to Appendix B

JP 3-35

Intentionally Blank
ANNEX C TO APPENDIX B

JOINT REDEPLOYMENT PROCESS MAP DESCRIPTION

B-C-1

1. Analyze Mission

a. Redeployment operations will normally begin when the unit is notified that its mission is

complete or when it has received orders to redeploy to another theater in support of other missions.

b. Receive Initial Notification. Units receive informal notification of impending redeployment

via any communication means.

c. Conduct Initial Mission Analysis. Based on early information acquired, planners assess

current tactical situation and unit status and conduct preliminary analysis of redeployment mission

requirements.

d. Receive Warning Order and TPFDD Guidance. Formal notification received which directs

redeployment planning and preparation. The supported CCDR tailors basic TPFDD LOI as

necessary to plan and execute redeployment operations. Unit commanders provide additional

guidance to subordinate HQ as necessary.

e. Identify HN, Contract, Command Capabilities, and Support Requirements. Commanders

at all levels assess HN, contract, command capabilities, and support requirements for movement,

to include facilities, security, supply and services, and equipment processing and turn-in. Additionally,

the requirements for customs, environmental protection, and agricultural inspections are reviewed.

2. Structure Forces

a. A critical step in planning is to identify all forces selected to redeploy, as well as the forces

that will support the operation. Redeploying forces receive guidance on reconstitution and

reorganization, including equipment disposition. Support force structuring includes establishing the

command structure and assigning redeployment tasks to forces, and ends with a defined force to

accomplish redeployment mission objectives.

b. Move to TAA. Upon completion of tactical operations and based on combatant command

guidance, the unit will move to designated TAA.

(1) Conduct Reconstitution and Reorganize. Upon arrival in the TAA, units conduct

recovery and reconstitution; reorganization; and await movement instructions from their supporting

movement control element or higher HQ.

(2) Process Personnel and Equipment. Units account for and process personnel, identify

and process excess equipment, clean, decontaminate, pack and load unit equipment IAW customs

and/or agriculture guidance, and develop initial unit movement data.
B-C-2

JP 3-35

JOINT FORCE REDEPLOYMENT PROCESS

Receive

Initial

Notification

Identify Host Nation,

Contract, and Command

Capabilities and Support

Requirements

Move to Tactical

Assembly Area

Tailor and

Prioritize Force

Structure

Refine and Submit

Redeployment Data

Establish Support

Organizations

Conduct

Movement

Coordination and

Support Meeting

In

a

W

Coordinate Host

Nation and

Contract Support

Requirements

Receive Supported

Combatant

Commader-Approved

Time-Phased Force

and Deployment Data

(TPFDD)

Identify Containers,

Flat Racks, Material &

Cargo Handling

Equipment, Pallets, &

Local Transportation

Requirements

Develop

Redeployment

Data

Process Personnel and

Equipment

Conduct Reconstitution

and Reorganize

Conduct

Initial

Mission

Analysis

Receive

Warning

Order

and

TPFDD

Guidance

Conduct

Movement

Coordination and

Support Meeting

Receive

Strategic

Movement

Schedule

Receive Personnel

and Cargo

Submit Arrival

Reports

Conduct Unit

Reception

Process

Personnel and

Equipment for

Movement

Arrive

Destination

Process

Personnel and

Conduct Unit

Reception

Demobilization of

Reserves

Report Status

and Submit

Departure

Reports

Identify Installation

Support

Requirements

Receive Military

Traffic

Management

Command Port Call

Build and Publish

Schedule of

Events

Move Into

Staging Area

Conduct Unit

Inspection,

Load

Equipment,

and Prepare

Establish

Support

Organizations

at Port of

Confirm Movement Entry (POE)

Clearances

Assemble

Personnel

and Cargo

Sequence

Loads Assess Lift Schedule

Coordinate

Transportation

for Onward

Movement

Complete Unit

Inspections and

Process Movement

Documents

Identify Equipment Status to Include War

Reserve Materiel (WRM) and Excess Materiel

Prepare Installation

to Receive

Equipment

Establish Support

Organizations at

POE and

Installation

Move to POE

Conduct

Movement

Control

Operations

REDEPLOYMENT ACTIVITIES

REDEPLOYMENT ACTIVITIES MOVEMENT

MOVEMENT FURTHER EMPLOYMENT OR DEMO

Joint Functional

Areas Analyze Mission Structure Forces

Joint

Processes

Prepare the Force (Personnel, Supp

and Equipment) Refine Deployment Data

Schedule Movement Assemble and Marshal Forces

Prepare to Receive the Force Conduct Port of Debarkation Operations Conduct Destination Rece

Arrive and

Report

Status

Assemble

and

Sequence

Loads

Conduct

Inspections

and Complete

Final

Passenger

and/or Cargo

Documentation

L

Rep

an

D

Move to POE Conduct POE Operations

Move to POD

Move to

POD

Figure B-C-1. Joint Force Redeployment Process
B-C-3

Joint Redeployment Process Map Description

c. Tailor and Prioritize Force Structure. Redeploying and supporting units are task-organized to

meet redeployment mission requirements and to fill combatant command, JTF, or component force

requirements. Combatant commands, JTFs, or components prioritize force flow within the overall

structure based on operational needs and strategic lift limitations.

d. Develop Redeployment Data. Redeploying units provide PAX and/or equipment lists for

TPFDD refinement.

e. Identify Equipment Status to Include WRM and Excess Materiel. Redeploying units must

assess equipment status and coordinate the turn-in of WRM and excess equipment IAW Service HQ

turn-in or disposition instructions.

3. Refine Redeployment Data

a. Units confirm readiness, movement available dates, PAX, and cargo details to higher commands.

Combatant command components and supporting commanders provide confirmation to the supported

commander, who validates to USTRANSCOM that the data in the TPFDD is error-free and accurately

reflects the current status, attributes, and availability of units and requirements.

b. Refine and Submit Redeployment Data. The redeployment force structure must be further

described in terms of redeployment data to facilitate logistics planning, movement, and sustainment. The

result of this process is the development of the TPFDD. The TPFDD translates operational requirements

into logistic terms (i.e., how much, when, and where) to deploy, prioritize, and schedule the flow of the

force out of the theater to home station or to another operational location.

c. Receive Supported CCDR-Approved TPFDD. The supported CCDR receives Service

component force requirements and/or redeployment data and merges this data into its TPFDD. The

supported CCDR then reviews, analyzes, and re-prioritizes flow as necessary and sends the end product

to USTRANSCOM for a transportation feasibility review. The completed review is coordinated with

the supported CCDR for resolution of transportation conflicts. The end result of this process is the

supported CCDR-approved TPFDD. Redeploying units prepare for movement based on this TPFDD.

Changes may occur during redeployment and incremental changes affecting units are implemented as

required.

4. Prepare the Force (Personnel, Supplies, and Equipment)

a. Multiple actions, events, and activities must be accomplished to get the force ready to redeploy.

Planned requirements (represented by the TPFDD) are communicated to tasked units and supporting

agencies, who take action to prepare and organize the actual people, supplies, and equipment for

movement. This process also includes getting support organizations prepared to conduct redeployment

operations. Preparations are made to process WRM and excess materiel.

b. Establish Support Organizations. Task organize to support requirements for movement control

elements (e.g., A/DACG, MCCs, POGs, CRG).
B-C-4

Annex C to Appendix B

JP 3-35

c. Conduct Movement Coordination and Support Meeting. Commands at all levels review planning

and execution status and assign tasks to resolve support issues.

d. Identify Containers, Flat Racks, MHE, CHE, Pallets, and Local Transportation Requirements.

Supporting activities receive container and/or 463L pallet requirements from units, assess capability to

meet these requirements, and determine MHE and/or CHE requirements to move containers and pallets

from storage sites to unit areas.

e. Coordinate HN and Contract Support Requirements. HN and contract support play a vital role

in redeployment operations. Coordination must be made for various functions to include convoy support

centers, communications, MHE, POE support, and other key support functions.

f. Turn-in WRM and Excess Materiel. Units must clean, process, and turn-in WRM and excess

materiel IAW Service disposition instructions.

g. Develop Initial Load and/or Stow Plans. Based on anticipated types of lift, units develop initial

load and/or stow plans.

5. Schedule Movement

a. Movement scheduling is an iterative process at every level of supported and supporting commands

in order to get the right people, supplies, and equipment to the right place at the right time.

b. Receive Strategic Movement Schedule. As received from validated TPFDD requirements,

strategic lift assets are scheduled and registered in JOPES. These movement schedules are utilized by

commands in support of movement planning, coordination, and execution.

c. Receive SDDC Port Call. As strategic sealift schedules are being developed, units and/or

installations receive SDDC area command call forward messages directing movement to SPOEs in

designated windows. For amphibious operations, SDDC port calls do not apply.

d. Assess Lift Schedule. Commands assess ability to meet strategic lift schedules. Allocation of

ULN(s) to carriers is accomplished in JOPES. ULN lift shortfalls and available lift are identified to the

TCCs.

e. Build and Publish Schedule of Events. Movement instructions are published in support of

JOPES carrier schedules and priority of force movement.

f. Confirm Movement Clearances. Movement control elements confirm movement diplomatic

and ground movement clearances with HN, state, and governmental agencies.
B-C-5

Joint Redeployment Process Map Description

6. Assemble and Marshal Forces

a. Assembly and marshalling involves bringing together people, supplies and equipment in preparation

for movement. Support functions are established and positioned to expedite and control the movement

from TAA to SAs and throughput of the force through the redeployment pipeline.

b. Move to SA. Upon receipt of movement instructions from higher HQ and the supporting

movement control element, forces are moved to the SA.

c. Assemble Personnel and Cargo. Personnel and cargo assembly is conducted within the SA and/

or intermediate marshalling areas in support of movement preparations.

d. Conduct Unit Inspection, Load Equipment, and Prepare Documentation. Preparations and

inspections for movement operations are completed. In preparation for agricultural inspections, units

wash down equipment either in the SA or at the POE. Documentation is prepared and attached to

cargo and equipment.

e. Sequence Loads. Loads are staged and sequenced in support of movement to POEs based

upon priority of force movement schedules.

f. Establish Support Organizations at POE. POE redeployment support organizations, identified in

subparagraph 4.b above, are established in support of movement operations.

7. Move to POE

a. Movement to the designated POEs is conducted IAW movement instructions.

b. Conduct Movement Control Operations. Movement control elements coordinate, monitor,

and report movement IAW movement instructions.

8. Conduct POE Operations

a. Port operations begin the strategic leg of the redeployment process. Essential actions are

accomplished at the POE to complete and finalize all unit movement responsibilities. The result is the

load and launch of the strategic conveyance. Critical information is provided to C2 and forward support

elements to facilitate efficient onward movement of the force to the POE.

b. Arrive and Report Status. Arrival of forces and equipment at the designated POEs. Arrival

reporting is completed in accordance with Service guidance.

c. Assemble and Sequence Loads. Personnel, cargo, and equipment are staged and sequenced in

the established departure POE unit marshalling areas.

d. Conduct Inspections and Complete Final PAX and/or Cargo Documentation (Safety, Customs,

and Agricultural). Inspections are conducted within the departure POE alert holding area and/or call
B-C-6

Annex C to Appendix B

JP 3-35

forward areas IAW the Defense Transportation regulations and joint procedures and policies. This

includes safety, customs, and agricultural inspections and equipment wash down.

e. Load Lift, Report Status, and Submit Departure Reports. Cargo and personnel are loaded on

lift. Reports are provided with status of units, cargo, personnel, lift, terminals, and loading operations.

Additionally, reports are submitted to track the departure of individual lift and associated loads.

9. Prepare to Receive the Force

Prepare Installation to Receive Equipment. Support organizations analyze ITV data to determine

how and where the arriving equipment is to be moved to appropriate holding areas. Support organizations

review reporting procedures to higher HQ. Redeploying units are advised of the general situation while

supporting units may be tasked for personnel to support various work parties (e.g., drivers for offloading, PSA, security, cargo off-load).

10. Move to POD

Movement to the designated PODs is conducted IAW movement instructions.

11. Conduct POD Operations

a. POD operations include all actions taken to download and process unit personnel and equipment

at an aerial or SPOD and may include customs and agricultural inspections.

b. Receive Personnel and Cargo. Passengers, unit equipment, and cargo are downloaded, moved

to temporary holding areas, and consolidated for movement to final destination. Units may assist with

download and movement of equipment. Customs and agricultural inspections may be conducted if they

were not conducted at the POE, were considered inadequate, or to meet other requirements.

(1) Submit Arrival Reports. Redeployment support organizations submit arrival reports.

(2) Conduct Unit Reception. Unit reception will normally include a formal welcome by a flag

officer or designated representative, a reception with band, and other morale-boosting activities for

returning units.

c. Coordinate Transportation for Onward Movement. Support organizations arrange transportation

of personnel and equipment from POD to installation and support noncommercial movements.

d. Process Personnel and Equipment for Movement. Support organizations process and coordinate

movement documentation (e.g., manifests, government bills of lading) for the materiel and equipment

that flows through the POD.
B-C-7

Joint Redeployment Process Map Description

e. Complete Unit Inspections and Process Movement Documents. Unit personnel moving organic

vehicles, helicopters, or other unit cargo perform required maintenance, repairs, and safety inspections.

Units also coordinate required movement clearances.

f. Report Status and Submit Departure Reports. Units provide higher HQ and the Service

component with unit status and departure reports.

12. Conduct Destination Reception

a. Destination reception includes all actions necessary to fully recover the unit to include its assigned

personnel and equipment. Reserve components return to demobilization stations. Locations are designated

by receiving commands.

b. Arrive Destination. Receiving installations provide assistance, as required, to include personal

property assistance, equipment processing and storage, and providing MHE and commercial

transportation assets.

c. Conduct Unit Reception. Unit reception may include a formal or informal ceremony which may

be a follow-on to the reception at the POD.

d. Process Personnel and Equipment. Installations and units conduct personnel and equipment

processing operations.

e. Demobilization of Reserves. Reserve units and individuals are demobilized and returned to

home station.

f. Prepare for Future Missions. Upon complete recovery of unit personnel and equipment, units

can begin preparation for future missions.
B-C-8

Annex C to Appendix B

JP 3-35

Intentionally Blank
APPENDIX C

REFERENCES

C-1

The development of JP 3-35 is based upon the following primary references:

1. US Government Publications

a. Global Force Management Guidance FY 2005.

b. Title 10 United States Code.

c. Unified Command Plan.

2. DOD Publications

a. DODD 2000.12, DOD Combating Terrorism Program.

b. DODD 5030.49, Customs Inspections.

c. DODD 5100.1, Functions of the Department of Defense and its Major Subordinate

Components.

d. DOD 4140.1-R, DOD Material Management Regulation.

e. DOD 4500.9-R, Defense Transportation Regulation Part I, Passenger Movement.

f. DOD 4500.9-R, Defense Transportation Regulation Part II, Cargo Movement.

g. DOD 4500.9-R, Defense Transportation Regulation Part III, Mobility.

h. DOD 4500.9-R, Defense Transportation Regulation Part IV, Management and Control

of Intermodal Containers and System 463L Equipment.

3. CJCS Publications

a. CJCSI 3110.01C, Joint Strategic Capabilities Plan (JSCP).

b. CJCSI 3141.01C, Responsibilities for the Management and Review of Contingency Plans.

c. CJCSI 3151.01A, Global Command and Control System Common Operational Picture

Reporting Requirements.

d. CJCSI 3500.2C, Joint Training Master Plan.

e. CJCSI 5120.02, Joint Doctrine Development System.
C-2

Appendix C

JP 3-35

f. CJCSM 3122.01, Joint Operation Planning and Execution System Vol I: (PlanningPolicies

and Procedures).

g. CJCSM 3122.02, Crisis Action Time-Phased Force and Deployment Data Development

and Deployment Execution.

h. CJCSM 3122.03, Joint Operation Planning and Execution System Volume II: (Planning

Formats).

i. CJCSM 3150.05, Joint Reporting Structure, Situation Monitoring Manual.

j. CJCSM 3500.03A, Joint Training Manual for the Armed Forces of the United States.

k. CJCSM 3500.04D, Universal Joint Task List.

l. CJCSM 3500.04A, Universal Joint Task List Version 3.0.

m. JP 1, Doctrine for the Armed Forces of the United States.

n. JP 1-0, Personnel Support to Joint Operations.

o. JP 2-0, Intelligence Support.

p. JP 2-01.3, Joint Intelligence Preparation of the Operational Environment.

q. JP 2-03, Geospatial Intelligence Support to Joint Operations.

r. JP 3-0, Joint Operations.

s. JP 3-05, Doctrine for Joint Special Operations.

t. JP 3-07.2, Antiterrorism.

u. JP 3-08, Interagency, Intergovernmental Organization and Nongovernmental Organization

Coordination During Joint Operations, Volumes I and II.

v. JP 3-10, Joint Security Operations in Theater.

w. JP 3-11, Operations Chemical, Biological, Radiological, and Nuclear Environments.

x. JP 3-13, Information Operations.

y. JP 3-13.2, Psychological Operations.
C-3

References

z. JP 3-13.3, Operations Security.

aa. JP 3-13.4, Military Deception.

bb. JP 3-16, Multinational Operations.

cc. JP 3-17, Joint Tactics, Techniques, and Procedures for Air Mobility Operations.

dd. JP 3-18, Joint Doctrine for Forcible Entry Operations.

ee. JP 3-33, Joint Task Force Headquarters.

ff. JP 3-34, Joint Engineer Operations.

gg. JP 3-57, Civil-Military Operations.

hh. JP 3-61, Public Affairs.

ii. JP 4-0, Joint Logistic Support.

jj. JP 4-01, Joint Doctrine for the Defense Transportation System.

kk. JP 4-01.2, Sealift Support to Joint Operations.

ll. JP 4-01.5, Joint Tactics, Techniques, and Procedures for Transportation Terminal

Operations.

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

nn. JP 4-02, Health Service Support.

oo. JP 4-05, Joint Mobilization Planning.

pp. JP 5-0, Joint Operations Planning.

qq. JP 6-0, Joint Communications System.

4. Army Publications

a. FM 55-1, Transportation Operations.

b. FM 55-10, Movement Control.

c. FM 55-65, Strategic Deployment.
C-4

Appendix C

JP 3-35

d. FM 100-17, Mobilization, Deployment, Redeployment, Demobilization.

e. FM 100-17-3, Reception, Staging, Onward Movement, and Integration.

5. US Marine Corps Publications

a. Marine Corps Warfighting Publication 3-32, Maritime Prepositioning Force Operations.

b. H-2E-3119, Joint Maritime Prepositioning Force Staff Planning.

c. MCO P3000.17A, Maritime Prepositioning Force (MPF) Planning and Policy Manual.

d. OH 4-11, Maritime Prepositioned Deployment.

6. US Navy Publications

a. Navy Doctrine Publication (NDP) 4, Naval Logistics.

b. NDP 5, Naval Planning.

c. Navy Warfighting Publication (NWP) 3-02.3, Maritime Prepositioning Force (MPF)

Operations.

d. NWP 4-01, Naval Transportation.

e. NWP 4-01.1, Navy Expeditionary Shore Based Logistics Support & RSOI Operations.

7. US Air Force Publications

a. Air Force Doctrine Document (AFDD) 2-4, Combat Support.

b. AFDD 2-6, Air Mobility Operations.

c. Air Force Instruction 10-403, Deployment Planning and Execution.

8. Multi-Service Publications

a. FM 4-01,45, MCRP 4-11.3H, NTTP 4-01.3, AFTTP(I) 3-2.58, Multi-Service Tactics,

Techniques, and Procedures for Tactical Convoy Operations.

b. Joint Chiefs of Staff Memorandum, Updated Procedures for Deployment Health Surveillance

and Readiness, February 2002.
APPENDIX D

ADMINISTRATIVE INSTRUCTIONS

D-1

1. User Comments

Users in the field are highly encouraged to submit comments on this publication to the United States

Joint Forces Command, Attn: 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 United States Joint Forces Command. The Joint Staff

doctrine sponsor for this publication is the Director for Logistics (J-4).

3. Suppression

This publication supersedes JP 3-35, 7 September 1999, Joint Deployment and Redeployment

Operations and JP 4-01.8, 13 June 2000, Joint Tactics, Techniques, and Procedures for Joint Reception,

Staging, Onward Movement, and Integration

4. Change Recommendations

a. Recommendations for urgent changes to this publication should be submitted:

TO: CDRUSJFCOM NORFOLK VA/JWFC/

INFO: JOINT STAFF WASHINGTON DC//J4-JDD/J7-JEDD//

Routine changes should be submitted to the Director for Operational Plans and Interoperability (J7), JEDD, 7000 Joint Staff Pentagon, Washington, DC 20318-7000.

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.

c. Record of Changes:

CHANGE COPY DATE OF DATE POSTED

NUMBER NUMBER CHANGE ENTERED BY REMARKS

______________________________________________________________________

______________________________________________________________________

______________________________________________________________________
D-2

Appendix D

JP 3-35

5. Distribution of Publications

Local reproduction is authorized and access to unclassified publications is unrestricted. However,

access to and reproduction authorization for classified joint publications must be IAW DOD Regulation

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 at

http://www.dtic.mil/doctrine (NIPRNET), and http://nmcc20a.nmcc.smil.mil/dj9j7ead/doctrine/

(SIPRNET), or on JDEIS at http://jdeis.js.mil (NIPRNET), and http://jdeis.js.smil.mil (SIPRNET).

b. Only approved joint publications and joint test publications are releasable outside the combatant

commands, Services, and Joint Staff. Release of any classified joint publication to foreign governments

or foreign nations must be requested through the local embassy (Defense Attache Office ) to DIA

Foreign Liaison Office, PO-FL, Room 1E811, 7400 Pentagon, Washington, DC 203301-7400.

c. JEL CD-ROM. Upon request of a JDDC member, the Joint Staff J-7 will produce and deliver

one CD-ROM with current joint publications. This JEL CD-ROM will be updated not less than semiannually and when received can be locally reproduced for use within the combatant commands and

Services.
GLOSSARY

PART I — ABBREVIATIONS AND ACRONYMS

GL-1

AA&E arms, ammunition, and explosives

AC active component

ACSA acquisition and cross-servicing agreement

A/DACG arrival/departure airfield control group

AFWA Air Force Weather Agency

AIS automated information system

AIT automated identification technology

AMC Air Mobility Command

AOR area of responsibility

APOD aerial port of debarkation

APOE aerial port of embarkation

ASCC Army Service component command

AV asset visibility

BRACE Base Resource and Capability Estimator

C2 command and control

CAMPS Consolidated Air Mobility Planning System

CAP crisis action planning

CCA central contracting authority

CCDR combatant commander

CDRUSJFCOM Commander, United States Joint Forces Command

CDRUSTRANSCOM Commander, United States Transportation Command

CHE cargo-handling equipment

CIN cargo increment number

CJCS Chairman of the Joint Chiefs of Staff

CJCSI Chairman of the Joint Chiefs of Staff instruction

CJCSM Chairman of the Joint Chiefs of Staff manual

CJTF commander, joint task force

CMO civil-military operations

COA course of action

COE common operating environment

CONOPS concept of operations

CONUS continental United States

COP common operational picture

CRAF Civil Reserve Air Fleet

CRG contingency response group

CS combat support

CSE combat support enhanced

CSS combat service support

CTP common tactical picture

CULT common-user land transportation
GL-2

Glossary

JP 3-35

DA Department of the Army

DDOC deployment and distribution operations center

DEPORD deployment order

DHHS Department of Health and Human Services

DHS Department of Homeland Security

DIA Defense Intelligence Agency

DISA Defense Information Systems Agency

DLA Defense Logistics Agency

DOD Department of Defense

DODD Department of Defense directive

DOS Department of State

DOT Department of Transportation

DTS Defense Transportation System

DVT deployment visualization tool

ELIST enhanced logistics intratheater support tool

ESP engineer support plan

FEMA Federal Emergency Management Agency

FNMOC Fleet Numerical Meteorology and Oceanographic Center

FY fiscal year

GATES Global Air Transportation Execution System

GCCS Global Command and Control System

GCCS-J Global Command and Control System-Joint

GCSS Global Combat Support System

GDSS Global Decision Support System

GSORTS Global Status of Resources and Training System

GTN Global Transportation Network

HN host nation

HNS host-nation support

HQ headquarters

IAW in accordance with

ICODES integrated computerized deployment system

ICSF integrated command communications system framework

IED improvised explosive device

IO information operations

ISB intermediate staging base

ITO installation transportation officer

ITV in-transit visibility

J-3 operations directorate of a joint staff

J-4 logistics directorate of a joint staff
GL-3

Glossary

J-7 operational plans and interoperability directorate of a joint staff

JDDOC joint deployment distribution operations center

JDPO joint deployment process owner

JDTC Joint Deployment Training Center

JET Joint Operation Planning and Execution System (JOPES)

editing tool

JFAST Joint Flow and Analysis System for Transportation

JFC joint force commander

JFRG joint force requirements generator

JIOC TRANS Joint Intelligence Operations Center - Transportation

JIPOE joint intelligence preparation of the operational environment

JLOTS joint logistics over-the-shore

JMCG Joint Mobility Control Group

JOA joint operations area

JOPES Joint Operation Planning and Execution System

JOPP joint operation planning process

JP joint publication

JPAV joint personnel asset visibility

JPEC joint planning and execution community

JRSOI joint reception, staging, onward movement, and integration

JSCP Joint Strategic Capabilities Plan

JSIT Joint Operation Planning and Execution System (JOPES)

information trace

JTB Joint Transportation Board

JTF joint task force

LCE logistics combat element

LNO liaison officer

LOC line of communications

LOI letter of instruction

LOTS logistics over-the-shore

M&S modeling and simulation

MAGTF Marine air-ground task force

MCC movement control center

MCIP military command inspection program

MDDOC MAGTF deployment and distribution operations center

METT-T mission, enemy, terrain and weather, troops and support availabletime available

MHE materials handling equipment

MOG maximum (aircraft) on ground

MSC Military Sealift Command

MSR main supply route

NALSS naval advanced logistic support site
GL-4

Glossary

JP 3-35

NATO North Atlantic Treaty Organization

NDS national defense strategy

NFLS naval forward logistic site

NGA National Geospatial-Intelligence Agency

NIPRNET Non-Secure Internet Protocol Router Network

NMS national military strategy

NSC National Security Council

NURP non-unit-related personnel

OA operational area

OCONUS outside the continental United States

OPCON operational control

OPLAN operation plan

OPORD operation order

OPSEC operations security

PA public affairs

PAX passengers

POD port of debarkation

POE port of embarkation

POG port operations group

POL petroleum, oils, and lubricants

PORTSIM port simulation model

PSA port support activity

PSYOP psychological operations

RAC-OT readiness assessment system - output tool

RC Reserve Component

RFF request for forces

RM risk management

RQT rapid query tool

RRF Ready Reserve Force

SA staging area

SDDC Surface Deployment and Distribution Command

SecDef Secretary of Defense

SIPRNET SECRET Internet Protocol Router Network

SMO strategic mobility officer

SMS single mobility system

SOF special operations forces

SOP standing operating procedure

SPM single port manager

SPOD seaport of debarkation

SPOE seaport of embarkation

SRC security risk category
GL-5

Glossary

TAA tactical assembly area

TC-AIMS II Transportation Coordinator’s Automated Information for

Movement System II

TCC transportation component command

TD theater distribution

TEA Transportation Engineering Agency

TMO transportation management office

TPFDD time-phased force and deployment data

TPFDL time-phased force and deployment list

TPRC theater planning response cell

TRAC2ES transportation command regulating and command and control

evacuation system

UCP Unified Command Plan

UJTL Universal Joint Task List

ULN unit line number

UN United Nations

USCG United States Coast Guard

USDA United States Department of Agriculture

USJFCOM United States Joint Forces Command

USPS United States Postal Service

USSOCOM United States Special Operations Command

USSTRATCOM United States Strategic Command

USTRANSCOM United States Transportation Command

WPS Worldwide Port System

WRM war reserve materiel
Unless otherwise annotated, this publication is the proponent for all terms and definitions found in the

glossary. Upon approval, JP 1-02 will reflect this publication as the source document for these

terms and definitions.

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.

(Approved for inclusion in JP 1-02.)

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, multi-packs, 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. (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 commonuser sealift for which users reimburse the transportation accounts of the Transportation Working

Capital Fund. (JP 3-35)

force closure. The point in time when a supported joint force commander determines that sufficient

personnel and equipment resources are in the assigned operational area to carry out assigned

tasks. See also closure. (JP 3-35)

force movement control center. None. (Approved for removal from 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. (This

term and its definition modify the existing term and its definition and are approved for inclusion in JP

1-02.)

force visibility. The current and accurate status of forces; their current mission; future missions; location;

mission priority; and readiness status. Force visibility provides information on the location, operational

tempo, assets, and sustainment requirements of a force as part of an overall capability for a combatant

commander. (Approved for inclusion in JP 1-02.)

GL-6 JP 3-35

PART II — TERMS AND DEFINITIONS
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. (This term and its definition

modify the existing term and its definition and are approved for inclusion in JP 1-02.)

logistic and movement control center. None. (Approved for removal from 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 forwarddeployed 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 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 3-35)

port support activity. A tailorable support organization composed of mobilization station assets that

ensures the equipment of the deploying units is ready to load. The port support activity operates

unique equipment in conjunction with ship loading operations. The port support activity is

operationally controlled by the military port commander or terminal transfer unit commander. Also

called PSA. (This term and its definition modify the existing term and its definition and are approved

for inclusion in JP 1-02.)

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 out-processing. (JP 3-35)

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 3-35)

Glossary

GL-7
GL-8

Glossary

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 3-35)

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 3-35)

total asset visibility. None. (Approved for removal from JP 1-02.)

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. 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. 3. 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. (This

term and its definition modify the existing term and its definition and are approved for inclusion in JP

1-02.)
Assessments/

Revision

CJCS

Approval

Two

Drafts

Program

Directive

Project

Proposal

J-7 formally staffs with

Services and combatant

commands

Includes scope of project,

references, milestones, and

who will develop drafts

J-7 releases Program

Directive to Lead Agent.

Lead Agent can be Service,

combatant command or

STEP #2

Program Directive

The combatant commands receive

the JP and begin to assess it during

use

18 to 24 months following

publication, the Director J-7, will

solicit a written report from the

combatant commands and

Services on the utility and quality of

each JP and the need for any

urgent changes or earlier-thanscheduled revisions

No later than 5 years after

development, each JP is revised

STEP #5

Assessments/Revision



ENHANCED

JOINT

WARFIGHTING

CAPABILITY

Submitted by Services, combatant commands, or

Joint Staff to fill extant operational void

J-7 validates requirement with Services and

combatant commands

J-7 initiates Program Directive

STEP #1

Project Proposal

All joint doctrine and tactics, techniques, and procedures are organized into a comprehensive hierarchy as

shown in the chart above. is in the series of joint doctrine

publications. The diagram below illustrates an overview of the development process:

Joint Publication (JP) 3-35 Operations

JOINT DOCTRINE PUBLICATIONS HIERARCHY JOINT DOCTRINE PUBLICATIONS HIERARCHY

JP 1-0 JP 2-0 JP 3-0

PERSONNEL

JP 4-0 JP 5-0 JP 6-0

INTELLIGENCE OPERATIONS LOGISTICS COMMUNICATIONS

SYSTEMS PLANS

JOINT

DOCTRINE

PUBLICATION

Lead Agent forwards proposed pub to Joint Staff

Joint Staff takes responsibility for pub, makes

required changes and prepares pub for

coordination with Services and combatant

commands

Joint Staff conducts formal staffing for approval

as a JP

STEP #4

CJCS Approval

Lead Agent selects Primary Review Authority

(PRA) to develop the pub

PRA develops two draft pubs

PRA staffs each draft with combatant

commands, Services, and Joint Staff

STEP #3

Two Drafts





























JP 1

JOINT

DOCTRINE