1

C O N T E N T S

Commander’s Message. . . . . . . . . . . . . . . . . . . . . . . 2-3

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Progress Under Strategic Plan 2002. . . . . . . . . . . . . 5

Mission and Vision Statements . . . . . . . . . . . . . . . . . 6

Core Competency . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Stakeholders and Strategic Partners . . . . . . . . . . . . 9

Strategic Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Stakeholder . . . . . . . . . . . . . . . . . . . . . . . . 12-13

Internal Processes . . . . . . . . . . . . . . . . . . . 14-15

Learning and Growth . . . . . . . . . . . . . . . . . . . . 16 

Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

SDDC Mission Map . . . . . . . . . . . . . . . . . . . . . . . 18

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Unit Locations. . . . . . . . . . . . . . . . . . . . . . . . . . . 20-25

Commander’s Message. . . . . . . . . . . . . . . . . . . . . . . 2-3

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Progress Under Strategic Plan 2002. . . . . . . . . . . . . 5

Mission and Vision Statements . . . . . . . . . . . . . . . . . 6

Core Competency . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Stakeholders and Strategic Partners . . . . . . . . . . . . 9

Strategic Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Stakeholder . . . . . . . . . . . . . . . . . . . . . . . . 12-13

Internal Processes . . . . . . . . . . . . . . . . . . . 14-15

Learning and Growth . . . . . . . . . . . . . . . . . . . . 16 

Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

SDDC Mission Map . . . . . . . . . . . . . . . . . . . . . . . 18

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Unit Locations. . . . . . . . . . . . . . . . . . . . . . . . . . . 20-25
C O M M A N D E R ’ S M E S S A G E

We are in the midst 

of a transformation that

affects all facets of our worldwide command, evolving from a traffic

management command to a surface deployment and distribution command. This transformation shifts our focus from traffic management to

our core competencies of deployment and distribution,

delivering capability and sustainment on time. While making this

transformation, the military and civilians of this command have continued to answer the call and meet the demands of the global war on

terrorism and Operations Enduring Freedom and Iraqi Freedom. 

Our new name —Military Surface Deployment and Distribution Command

(SDDC)—better reflects our renewed support to the Warfighter and

articulates our new mission of global surface deployment and distribution. The Commander, U.S. Transportation Command, endorsed our

request to change the command's name, and the Army Chief of Staff

approved it. The name was effective 1 January 2004.

2
In order to outline our strategy and to fulfill our new responsibilities as

a surface deployment and distribution command—while continuing to

perform our previous mission—we developed this Strategic Plan 2004.

It identifies and discusses key items we must manage to successfully

achieve our goals and execute our mission. The plan focuses on four perspectives—stakeholder, internal processes, learning and growth, and

resources—which we discuss along with their respective strategic goals

and objectives. 

As we continue to transform and posture ourselves for the future, we

remain cognizant of our roles and responsibilities in supporting the U.S.

Transportation Command’s Global Distribution Mission, the Army’s transformation strategy, and our ultimate stakeholder, the Warfighters. We

are committed to seeking ways to improve our ability to deliver capability and sustainment on time through robust, innovative, and efficient

surface distribution solutions. We realize our ultimate worth is measured by how well we enable the Warfighters to successfully execute

their mission.

ANN E. DUNWOODY

Major General, USA

Commanding 

3
INTRODUCTION

4

Our last strategic plan

was published in 2002,

under our previous command

name, the Military Traffic Management Command (MTMC). Since that time,

not only has our name changed to the Military

Surface Deployment and Distribution Command

(SDDC), but the environment in which we operate has

altered dramatically. Some perspectives, objectives, measures, and initiatives of MTMC Strategic Plan 2002 remain the

same, but others have been revised or deleted, and new ones have been

added, to keep pace with changes in our operating environment. 

Our transformation from a traffic management command to a global surface deployment and distribution command serves as the foundation for

our Strategic Plan 2004. We are refocusing our efforts from traffic

management to global surface deployment and distribution in support of

the United States Transportation Command’s (USTRANSCOM’s) new

role as the DoD’s Global Distribution Process Owner. This plan outlines

how we will make our new role as a surface deployment and distribution

command a reality. We will concentrate our efforts on providing the

greatest return on investment in support of the Warfighters,

USTRANSCOM’s Global Distribution Mission, and the Army’s transformation strategy.

In conjunction with this plan, we have updated our Mission and Vision

Statements as well as the competencies consistent with our transformation to SDDC.
5

PROGRESS UNDER

STRATEGIC PLAN 2002

In MTMC Strategic Plan 2002, we set forth a plan of action for our

objectives, which included metrics against which we could measure our

success. 

MTMC Strategic Plan 2002 serves as a foundation for SDDC Strategic

Plan 2004 in that the new plan builds upon the objectives and metrics

of the previous plan. SDDC Strategic Plan 2004 links with the Army’s

Strategic Readiness System (SRS) and institutionalizes and standardizes our metrics. As we look for ways to become a more efficient and

effective organization, we remain cognizant that we must also align our

objectives to support USTRANSCOM and Army initiatives.

AS WE LOOK FOR WAYS TO AS WE LOOK FOR WAYS TO 

BECOME A MORE EFFICIENT AND BECOME A MORE EFFICIENT AND 

EFFECTIVE ORGANIZATION, WE RE- EFFECTIVE ORGANIZATION, WE REMAIN COGNIZANT THAT WE MUST MAIN COGNIZANT THAT WE MUST 

ALSO ALIGN OUR OBJECTIVES TO ALSO ALIGN OUR OBJECTIVES TO 

SUPPORT USTRANSCOM AND SUPPORT USTRANSCOM AND 

ARMY INITIATIVES ARMY INITIATIVES. 

“

”
6

MISSION 

and VISION

STATEMENTS

Strategic Plan 2002:

To provide global surface 

transportation and traffic 

management services to meet 

National Security objectives 

in peace and war.

Strategic Plan 2002:

Provider of best value, 

end-to-end, surface 

transportation solutions...

anytime, anyplace, on time...

every time.

Strategic Plan 2004:

Provide global surface 

deployment command and control

and distribution operations 

to meet National Security 

objectives in peace and war.

Distribution...Joint Pub 4.0

Distribution is the operational process of synchronizing all 

elements of the logistic system to deliver the “right things” to the 

“right place” at the “right time” to support the Combatant Commanders.

Distribution management is the function of synchronizing and coordinating a complex 

of networks (physical, communications, information, and resources) and functional 

components (supply, transportation, maintenance, and 

logistics management). 

Strategic Plan 2004:

To be the Warfighter’s single 

surface deployment/distribution

provider for adaptive and flexible

solutions that deliver capability 

and sustainment on time.

MISSION VISION
37
8

CORE 

COMPETENCY

STRATEGIC PLAN 2002 STRATEGIC PLAN 2004

Surface 

Movements

Passenger and Personal 

Property Movements

Surface Deployment

Command and Control

and Distribution Operations

Deployment

Engineering
9

The Warfighters are our stakeholders and our customers. They are the

recipients of our goods and services and our capability to provide these

goods and services directly affects our ability to provide the

Warfighters the world-class service they need and deserve. We also

provide goods and services to our many strategic partners (see below),

whose goal—and ours—is supporting the Warfighters. We value all our

working relationships, but we focus on providing unmatched deployment

and distribution support to Warfighters and their families in both

peace and war. 

STAKEHOLDERS 

and STRATEGIC PARTNERS

SDDC STAKEHOLDERS

Customers

Warfighters

Strategic Partners

USTRANSCOM

JCS/OSD

Services

AAFES

NEXCOM

DECA

DLA

DCMA

GSA

Industry partners
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S T R A T E G I C T E R M S

Perspectives are specific focal points toward

which an organization directs

efforts. 

Goals guide an organization’s efforts toward

supporting its perspectives. 

Objectives focus on specific actions within the perspectives, and are linked to one another by cause-and-effect relationships.

Measures communicate the outcome of an objective—they are how an

organization gauges progress.

Initiatives are actions an organization takes to achieve objectives and

goals.

Strategic Initiatives

Key actions or 

programs initiated 

to close the 

gap between current 

performance and 

desired outcomes 

(e.g., DLA, MTMC, MSC,

SD Streamlining).

Leading Indicators

Measures that provide 

an early indication of

progress toward the

strategic outcome. 

These are the 

performance drivers 

(e.g., number of 

processes reworked, 

hours spent with 

customers, employee

development).

Strategic Outcome

Measures

Measures that demonstrate progress toward 

a desired outcome. 

These are resultsoriented (e.g., cycle 

time, service quality, 

customer needs met).
STRATEGIC PLANNING

To help us achieve our vision, we will focus our strategic planning efforts

on the following perspectives: 

STAKEHOLDER

Providing world-class service and support to our customer, the

Warfighter, through collaboration with our strategic partners

INTERNAL PROCESSES

Performing key processes within the organization to meet the

Warfighter’s needs

LEARNING AND GROWTH 

Developing people, tools, and an environment that will enable our organization to learn and improve

RESOURCES

Securing the resources required to achieve organizational goals and

operations that meet our stakeholder’s needs.

Each perspective has a strategic goal supported by related objectives. By

managing and meeting these objectives, we will achieve our vision: “To be

the Warfighter’s single surface deployment/distribution provider.” 

OUR VISION: OUR VISION: 

TO BE THE WARFIGHTER’S TO BE THE WARFIGHTER’S 

SINGLE SURFACE DEPLOYMENT/ SINGLE SURFACE DEPLOYMENT/

DISTRIBUTION PROVIDER. DISTRIBUTION PROVIDER.

“

”

11
S T A K E H O L D E R

P E R S P E C T I V E

12

GOAL: 

Fulfill Warfighter needs by

employing innovative, customerfocused, best-value integrated services.

INTENT:

Our stakeholders are the Warfighters and their families.

To enable us to meet their needs, we rely on our industry partners as an integral part of our surface deployment and distribution

team.

We achieve our objective of providing surface deployment command and

control and distribution operations by giving our stakeholders a full

range of user-friendly, one-stop, single-entry, end-to-end, dependable

solutions, fully supported by automation.

We endeavor to give our stakeholders 100 percent satisfaction. We

deliver the full spectrum of surface distribution services—everywhere—with enthusiasm, diligence, dispatch, and excellence. We meet

established delivery dates, places, and conditions and provide accurate

and timely information. We deploy forces via surface modes to meet the

requirements of our customers—the Warfighters. We, along with our

industry partners, strive to continually provide our stakeholders with

the services they need using the best people with the best education,

training, and technology.
133

We continuously assess our deployment and distribution services. We

constantly communicate and collaborate with our stakeholders. We

steadily improve the quality, scope, and spectrum of services offered

and delivered to the Warfighters. We repeatedly challenge ourselves to

do more for our stakeholders and to take responsibility for our actions.

OBJECTIVES:

Provide 100% TAV and ITV: Enable SDDC and its stakeholders to see

the location and status of all assets in the end-to-end distribution system.

Provide On-Time Delivery: Ensure that Warfighters receive shipments

when promised.

Deliver Capability and Sustainment: Deliver capability, not just equipment. 

Deploy and Conduct Force Protection: Serve as the Warfighters’ single

source for deployment and distribution services and provide training

and equipment to ensure survivability of SDDC personnel and assets as

they support the Warfighters.

Champion and Office of Primary Responsibility: Operations (SDG3)
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GOAL:

A refined management culture

with capabilities that embrace a

proactive, analytical approach to global

deployment command and control and distribution operations, and deliver capabilities in support

of National Military Strategy.

INTENT:

We target key organizational processes that must be improved to

enhance our ability to meet Warfighter needs. We focus on executing,

reviewing, and assessing how we do business, identifying areas in which

we can improve, and leveraging commercial practices to increase organizational efficiency.

I N T E R N A L P R O C E S S E S

P E R S P E C T I V E
15

OBJECTIVES:

Trained and Ready Organizations: Ensure ready organizations with

trained leaders, personnel, and resources (e.g., funding, personnel,

equipment, etc.) capable of supporting National Military Strategy.

Conduct Deployment Engineering: Provide deployment engineering solutions, policy guidance, research, analytical expertise, and tools to support the Warfighter.

Sustain a Trained and Professionally Developed Workforce: Enhance

organizational performance by developing people to ensure retention of

a competent, motivated, and committed workforce.

Force Protection: Minimize threats to SDDC personnel, assets, and

cargo through robust force protection processes and procedures.

Equip Our Units: Identify, define, and prioritize equipping needs that

must be resourced to enable current and future missions.

Obtain Stakeholder Feedback: Determine whether our stakeholders

perceive that our deployment/distribution services provide them with

best value.

Champion and Office of Primary Responsibility: Command

Transformation Integration Office (SDTI)
L E A R N I N G A N D

G R O W T H P E R S P E C T I V E

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GOAL:

The right people, at the right

place, at the right time, with the

right tools within the right environment.

INTENT:

We recruit, train, and retain a workforce that is skilled,

empowered, and able to achieve the organizational goals required

to provide world-class support to the Warfighters. We realize this

type of workforce by providing leadership, challenging work assignments, state-of-the-art technology, and training that allow us to grow

trained, knowledgeable professionals who are able to effectively operate in any environment in which we must operate.

OBJECTIVES: 

Develop Optimal, Effective Tools and Solutions: Achieve a common

understanding of requirements, constraints, and available technological

and contractual tools to enable us to provide effective stakeholderaccepted solutions.

Develop and Recruit a Workforce with the Highest Level of Expertise

and Knowledge: Attract and retain a premier workforce with the right

skill sets, designed to provide optimal service support that produces

results for the Warfighter.

Champion and Office of Primary Responsibility: Personnel & Logistics

(SDG1/4)
RESOURCES 

PERSPECTIVE

GOAL: 

Secure and execute resources to develop an organization that supports the

Warfighter while effectively managing costs and maximizing benefits in the

most efficient manner. 

INTENT: 

We develop an efficient, effective, and relevant organization by securing all

necessary resources—fiscal, equipment, and enablers—and using them prudently. We involve staff proponents in planning, programming, and budgeting to ensure consensus on command requirements and their prioritization.

We continually review and assess performance to ensure we meet our cost

management goals and maximize benefits.

OBJECTIVES:

Secure Financial Resources: Forecast requirements, plan and analyze programs, and define budget objectives to enable the command to obtain

financial resources, better manage costs, and predict revenue.

Secure Equipment and Enablers: Forecast requirements, plan and analyze

programs, and program requirements to enable the command to obtain

equipment and enablers.

Champion and Office of Primary Responsibility: Resource Management (SDG8)

17
18

Surface Deployment Command and Control and Distribution Operations

Provide 100%

TAV and ITV

CORE

COMPETENCY

“Provide global surface deployment command and control and distribution operations to meet National Security objectives in peace and war”

SDDC MISSION MAP

READINESS TRANSFORMATION

Provide On-Time

Delivery

Trained and Ready

Organizations

Conduct Deployment

Engineering

Sustain a Trained

and Professionally

Developed Workforce

Obtain

Stakeholder

Feedback

Force 

Protection

Develop Optimal, Effective Tools 

and Solutions

Secure Financial Resources

RESOURCES

LEARNING AND

GROWTH INTERNAL PROCESSES STAKEHOLDER MISSION

Secure Equipment and Enablers

Develop and Recruit a Workforce with

the Highest Level of Expertise and

Knowledge

Equip Our

Units

Deliver Capability

and Sustainment

Deploy and Conduct 

Force Protection

20

HEADQUARTERS

Alexandria, VA

OPERATIONS CENTER

Fort Eustis, VA 

MAJOR SUBORDINATE 

COMMANDS

Transportation Engineering Agency (TEA), 

Newport News, VA

597th Transportation Group (Terminal), 

Military Ocean Terminal, Sunny Point 

(MOTSU), Southport, NC

598th Transportation Group (Terminal), 

Rotterdam, Netherlands

599th Transportation Group (Terminal), 

Wheeler Army Airfield, Oahu, HI

CONUS TERMINAL 

COMMANDS

California

834th Transportation Battalion, Concord

Florida

832nd Transportation Battalion, Jacksonville, 

(effective May 2004)

954th Transportation Company, 

Cape Canaveral

New Jersey

956th Transportation Company, Fort Monmouth

South Carolina

841st Transportation Battalion, Charleston

Texas

842nd Transportation Battalion, Beaumont

Washington

833rd Transportation Battalion, Seattle

OCONUS TERMINAL COMMANDS, OFFICES, AND

DETACHMENTS

Azores (Portugal)

Azores Detachment, Lajes Field, 

Terceira Island

Bahrain

831st Transportation Battalion, Manama

Germany

950th Transportation Company, Bremerhaven

Rhine River Detachment, Mannheim

SDDC Personal Property Office—Europe, 

Stuttgart 

Contract Support Office, Bremerhaven

UNIT LOCATIONS
OCONUS TERMINAL COMMANDS, OFFICES, AND

DETACHMENTS (CON’T.)

Greece 

953rd Transportation Company, Piraeus

Guam

SDDC Field Office-Guam

Italy

839th Transportation Battalion, Livorno

Japan

835th Transportation Battalion, Naha, Okinawa

836th Transportation Battalion, Yokohama

Ocean Cargo Clearance Authority—Pacific, 

Yokohama

Universal Service Contract Quality Assurance 

Office—Yokohama

Kuwait

Kuwait Detachment, Kuwait City

Puerto Rico

Contract Support Office—

Puerto Rico, Guaynabo

Qatar

Qatar Detachment, Doha

Saudi Arabia

Saudi Arabia Detachment, Dhahran

South Korea

837th Transportation Battalion, Pusan

The Netherlands

838th Transportation Battalion, Rotterdam

Ocean Cargo Clearance Office—North, 

Rotterdam

Turkey

840th Transportation Battalion, Izmir

United Kingdom

951st Transportation Company, Ipswich

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22

RESERVE UNITS

Alabama

1184th Transportation Terminal Battalion, 

Mobile

California

502nd Transportation Detachment 

(Contract Supervision), Sherman Oaks

900th Transportation Detachment 

(Cargo Documentation), Sherman Oaks

639th Transportation Detachment 

(Automated Cargo Documentation), Vallejo

1394th Deployment Support Brigade, 

Oceanside/Camp Pendleton

1397th Transportation Terminal Brigade, 

Vallejo

6632nd Port Security Company, Vallejo

Connecticut 

1205th Transportation Railway Operating 

Battalion, Middletown

Delaware

421st Transportation Detachment 

(Contract Supervision), Dover

Florida

1186th Transportation Terminal Brigade, 

Jacksonville

1156th Transportation Detachment 

(Contract Supervision),

Daytona Beach

Florida (con’t)

194th Transportation Detachment 

(Contract Supervision), Daytona Beach

352nd Transportation Detachment 

(Contract Supervision), Jacksonville

1159th Transportation Detachment 

(Contract Supervision), Orlando

195th Transportation Detachment 

(Contract Supervision), Orlando

76th Transportation Detachment 

(Contract Supervision), Orlando

499th Transportation Detachment 

(Cargo Documentation), Gainesville

508th Transportation Detachment 

(Cargo Documentation), Orlando

509th Transportation Detachment 

(Contract Supervision), Panama City

518th Transportation Detachment 

(Cargo Documentation), Gainesville

640th Transportation Detachment 

(Automated Cargo Documentation), Tampa

Georgia

164th Transportation Detachment (Contract

Supervision), Fort McPherson

388th Transportation Terminal Battalion, 

(Cargo Documentation), Decatur

1188th Transportational Terminal Battalion,

Decatur
Illinois

226th Transportation Detachment 

(Cargo Documentation), Highland Park

944th Transportation Detachment 

(Cargo Documentation), Bartonville

Iowa

4249th Port Security Company, Pocahontas

Kansas

77th Transportation Detachment 

(Contract Supervision), Manhattan

Louisiana

1190th Deployment Support Brigade, 

Baton Rouge

1192nd Transportation Terminal Brigade, 

New Orleans

342nd Transportation Detachment 

(Cargo Documentation), Baton Rouge

585th Transportation Detachment 

(Cargo Documentation), Fort Polk

Maryland

1176th Transportation Terminal Brigade, 

Baltimore

417th Transportation Detachment 

(Contract Supervision), Baltimore

468th Transportation Detachment 

(Contract Supervision), Fort Meade

200th Transportation Detachment 

(Cargo Documentation), Baltimore

202nd Transportation Detachment 

(Automated Cargo Documentation), Baltimore

Massachusetts

1173rd Transportation Terminal Battalion, 

Brockton

Mississippi

1181st Transportation Terminal Battalion, 

Meridian

Missouri

455th Transportation Detachment 

(Contract Supervision), St. Louis

526th Transportation Detachment 

(Contract Supervision), Springfield

510th Transportation Detachment 

(Cargo Documentation), Belton

527th Transportation Detachment 

(Cargo Documentation), Belton

530th Transportation Detachment 

(Cargo Documentation), Belton

New York

1174th Transportation Terminal Battalion, 

Flushing

1179th Deployment Support Brigade,

Fort Hamilton

23
24

New York (con’t)

1302nd Port Security Company, Orangeburg

139th Transportation Detachment 

(Cargo Documentation), Flushing

873rd Transportation Detachment 

(Cargo Documentation), Fort Wadsworth

North Carolina

1355th Transportation Railway Operating 

Company, Southport

166th Transportation Detachment 

(Cargo Documentation), Fort Bragg

394th Transportation Detachment 

(Cargo Documentation), Fort Bragg

400th Transportation Detachment 

(Cargo Documentation), Fort Bragg

407th Transportation Detachment 

(Cargo Documentation), Fort Bragg

Pennsylvania

1185th Transportation Terminal Brigade, 

Lancaster

South Carolina

1182nd Transportation Terminal Battalion, 

Charleston

1189th Transportation Terminal Brigade, 

Charleston

596th Transportation Detachment 

(Cargo Documentation), Charleston

630th Transportation Detachment 

(Contract Supervision), N. Charleston

Texas

564th Transportation Detachment 

(Cargo Documentation), Fort Hood

628th Transportation Detachment 

(Cargo Documentation), Fort Hood

369th Transportation Detachment 

(Contract Supervision), Houston

614th Transportation Detachment 

(Automated Cargo Documentation), Houston

Virginia

408th Transportation Detachment 

(Cargo Documentation), Fort Eustis

91st Transportation Detachment 

(Cargo Documentation), Fort Eustis

276th Transportation Detachment 

(Automated Cargo Documentation), 

Fort Story

358th Transportation Detachment 

(Automated Cargo Documentation), 

Fort Eustis

491st Transportation Detachment 

(Automated Cargo Documentation), 

Fort Eustis

629th Transportation Detachment 

(Automated Cargo Documentation), 

Fort Eustis
Washington

1395th Transportation Terminal Brigade, 

Seattle

355th Transportation Detachment 

(Contract Supervision), Fort Lewis

643rd Transportation Detachment 

(Automated Cargo Documentation), Spokane

652nd Transportation Detachment 

(Automated Cargo Documentation), Seattle

Wisconsin

343rd Transportation Detachment 

(Cargo Documentation), Fort McCoy

REGIONAL STORAGE 

MANAGEMENT OFFICES

(RSMOs)

Central RSMO, Topeka, KS

Northwest RSMO, Fort Monmouth, NJ

Southeast RSMO, Forest Park, GA

Western RSMO, Concord, CA

25