Army Field Manual No. 4-01.30: FM 4-1.30 Movement Control

Army Field Manual No. 4-01.30: FM 4-1.30 Movement Control

Monday, September 1, 2003
Sunday, January 30, 2005

*FM 4-01.30(FM 55-10)
Washington, DC, 1 September 2003

FM 4-01.30

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.


Definition of Movement Control
Elements of a TransportatiOn System
Basic Principles of Movement Control
The Functions of Movement Control
Other Considerations
Emerging Doctrine

Force Projection
Intratheater Unit Movement
Intertheater Unit Movement
Movement Control
Unit Movement Coordinator

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Brigade Movement Coordinator
Mobility Support Element

Strategic Movement Control Organizations Theater Joint Movement Control Organizations
The Army in an Area of Operations Transportation Command Theater Support Command Transportation Command Element Movement Control Battalion (EAC) Movement Control Teams
Corps Movement Control Staff Corps Support Command Corps Movement Control Battalion Division Support Movement Control Team Functional Relationships Movement Control Battalion and Corps Support Group Interface
Organization Division Transportation Officer Mobility Warrant Officer Division Support Command Movement Control Officer Movement Control Cell in the Division Rear Command Post Brigade Movement Control
Introduction Assess the Distribution Pattern Determine Requirements Determine Capabilities Balance Requirements Against Capabilities Planning Sequence for Reception and Onward Movement Requirements Schematic Mode Schematic Selecting a Mode Determine Critical Points Determine Check Points Determine Shortfalls and Recommended Solutions Coordinate the Program Format and Publish the Program Executing the Movement Program Preparing the Port Clearance Program
Planning for Highway Regulation Principles of Routing Methods of Scheduling Clearance Requests Coordinating Movements Diverting and Rerouting Large Unit Movements Sample Highway Regulation Plan
Supply System Interface Transportation Request Procedures

Division Transportation Request Procedures Corps Transportation Request Procedures Echelons Above Corps Transportation Request Procedures Clearance Requests Coordinating and Monitoring Movements Request for Theater Airlift Army Airlift Air Force Airlift
Container Management Container Control
General Preparation for AIT Use Unit Responsibilities AIT in Aerial Port Operations AIT in Seaport Operations AIT in Railhead Operations
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This manual describes the organizations, processes, procedures, and systems involved in the control of movements across the military spectrum. The focus of this manual is for the reader to gain an understanding of the movement control system and how it functions from the strategic to the tactical level. It focuses on the planning, controlling, and managing of the use of available modes of transport to move units, equipment, and materiel. It also describes transportation request procedures, container operations, and how transportation resources are controlled and managed.
The Chief of Staff of the Army has mandated that the Army be able to move a combat capable brigade anywhere in the world within 96 hours. To put a viable combat capability on the ground anywhere in the world in this time frame will require effective movement control.
This manual remains consistent with Army operations, logistics doctrine, and concepts currently published or in the process of being published. However, the reader is cautioned that logistics doctrine is changing — and changing rapidly. The on-going efforts to reduce the Army logistics footprint and move to the Objective Force will require doctrinal change. Users acting within the scope of their authority may vary from this doctrine in this manual when such variation will result in improved operations.
The Army's environmental strategy into the 21st century defines its philosophy and commitment in protecting and preserving the environment and natural resources for present and future generations. Sound environmental practices and considerations must be integrated into all Army documents, missions, and operations. In keeping with the Army's vision to be a national leader in environmental stewardship, commanders and leaders must ensure that all local, state, federal, and host nation laws and regulations pertaining to the environment are included in the planning process and followed to an extent consistent with operational considerations.
The proponent of this publication is the United States Army Combined Arms Support Command (CASCOM). Send comments and recommendations on Department of the Army (DA) Form 2028 to Commander, US Army Combined Arms Support Command and Fort Lee, ATTN: ATCL-T, Fort Lee, Virginia. 23801.
Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively to men.
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Chapter 1
Movement Control Overview


1-1. Movement control is the planning, routing, scheduling, controlling, coordination, and in-transit visibility of personnel, units, equipment, and supplies moving over Line(s) of Communication (LOC) and the commitment of allocated transportation assets according to command planning directives. It is a continuum that involves synchronizing and integrating logistics efforts with other programs that span the spectrum of military operationsthe strategic, operational, and tactical levels. Movement control is a tool used to help allocate resources based on the combatant commander's priorities, and to balance requirements against capabilities.
1-2. The transportation system is comprised of three distinct elements (see Figure 1-1).
These elements are mode operations (highway, rail, water, and air), terminal operations,
and movement control. Of these elements, movement control is the most critical
component of the system. A movement control system must coordinate the efforts of
transportation modes, terminals, services, commands, contractors, and host nations
during deployment, sustainment, and redeployment. The timely insertion of movement
control capability into the area of operation is critical.


Mode Operations
Terminal Operations
1s/ Movement Control

Figure 1-1. Movement Control is the Most Critical of the Three Elements of a Transportation System.
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1-3. The five basic principles of movement control provide a basis for all transportation operations (see Figure 1-2). These principles are discussed below:

Figure 1-2. Movement Control Principles

Centralized Control and Decentralized Exeution. Centralized Control means that a focal point for transportation planning and resource allocation exists at each level of comman involved in an operation. The focal point is an individual or unit that is aware of the current and future requirements of the supported force as well as the apabilities available to meet the requirements. Centralization of movement control normally occurs at the levels charged with integrating logistics suppor. Decentralized Execution of mode and terminal operations is equally important. Decentralized execution of transportation missions means terminal and mode operators remain free to assign and control the specific transportation assets that will meet the requirement. This practice enhances the flexibility to prioritize support and accomplish the mission.

Regulated Movements. Movement control authorities regulate moves to prevent terminal congestion and scheduling conflicts among Service components. Proper management of transportation assets and the transportation network is critical.

The regulation of movements has three applications. One application is the

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apportionment of cargo carrying capacities to movement requirements. The second is
the regulation of traffic through the LOCs, including MSRs. The third deals with force
projection. Transportation planners must determine which traffic and LOCs require
The free flow of goods and services will work in a non-saturated environment. However, saturation of the system normally occurs because highly mobile forces extend resupply lines. As we move to the objective force, one critical aspect is the reduction of consumption. However, the concept of support (i.e., number of distribution points, • dispersion of forces, frequency of resupply, distance of LOCs, non-contiguous area of operations, etc.) can saturate the transportation system. Inadequate transportation capabilities in relationship to the size of the force supported will require prioritization. Movement controllers must therefore regulate movements and execute the commander's priorities for use.
An additional consideration is the support the Army provides to the other Services. In joint and combined environment, regulation of transportation assets and LOCs will prevent congestion and enforce priorities. Regulation of LOC movements is critical. This is always important when US forces must share available airfields, roads, rail lines, water terminals, and inland waterways with allied forces, contractors, commercial users, and the host nation. A clear articulation of priorities is essential.

Fluid and Flexible Movements. Transportation systems must provide the uninterrupted movement of personnel, supplies, and services. To do this, the system must be capable of rerouting and diverting traffic. Maintaining flexibility is one of the biggest challenges facing transportation planners and operators in a changing battlefield with shifting conditions and priorities. The assurance of an uninterrupted flow of traffic is essential to battlefield superiority. Movement control has failed if it does not provide uninterrupted flow of traffic. To accomplish this task, the transportation system must be linked to information and communications systems, without these systems movement control cannot support the future force.

Maximum Effective Use of Carrying Capacity. This principle is simple: Keep transportation assets fully loaded and moving as much as the tactical situation permits. This includes the disciplined use of returning transportation assets to support retrograde of equipment, personnel, and supplies; and fast off-loading to return them to the system to increase capability for later operations. Transport capability that is not used one day cannot be stored to provide an increase in capability for subsequent days. Similarly, fully loaded transport equipment sitting idle is as inefficient as moving partially loaded equipment. Maximum use includes the prompt return of transportation assets to ensure their rapid availability for subsequent operations. (It also avoids demurrage, storage, and other penalty charges against the government.). Planners must temper this principle with appropriate attention to adequate equipment maintenance and crew rest.

Forward Support. Forward support is rapid delivery of supplies and personnel as far forward as possible. It is dependent on fast, reliable transportation to move supplies and personnel as far forward as the tactical situation requires and permits. The key to forward support is rapid reception and clearance at destination units. It

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is frequently necessary to temporarily augment destination units' reception and clearance capabilities to ensure success.

1-4. The functions of movement control consist of planning, allocating, routing, coordinating, and in-transit visibility (ITV). Figure 1-3 shows these functions.
Figure 1-3. Movement Control Functions
• Planning. Planning involves the known and anticipating the unknown. Anticipation means being prepared to support combat operations at decisive times and places. It demands flexibility to accommodate change, the ability to see the battlefield, and a thorough understanding of the mission and concept of operations. For movement planners, anticipation includes developing alternative plans to make up for routes and assets lost due to enemy action. Movement planners must also know thesupply distribution system, the location of supply customersupply activities, the frequency and magnitude of their transportation

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requirements, and their material and container-handling capabilities. The transportation planning function is vital to the success of military operations at all levels of command. Staff planners serve on the coordinating or special staffs at each echelon of command. Integral to staff planning is coordination with other functional planners to ensure plans are synchronized with supporting and supported commands, and that they support the concept of operation.

Allocating. The allocation function assigns transportation capability against planned transportation tasks. It is a critical function in decision making because it forces,planners to analyze and synchronize transportation tasks, capabilities, and priorities. An army's ability to marshal, transport, and distribute large quantities of materiel and personnel over the strategic, operational, and tactical levels of war can make the difference between victory or defeat. Maneuver and exploitation of tactical gains often depend on the adequacy of the forces' ability to respond to changing and competing priorities. Rapid response is required to meet emergencies and support unexpected opportunities. Frequent movement of combat forces using transport capability normally committed to other tasks, makes maintaining continuity of sustainment support a challenge. Plans are made to respond to these kinds of contingencies. When the response is demanded, the planner must have the needed information immediately available with which to make decisions on how best to meet the emergency or support the discovered opportunity. Knowledge of LOC status, MSR condition, asset location and • eligibility, are all crucial elements to the transporters decision process. The transportation planner must constantly review and adjust available capabilities to maximize the support provided. Movement control personnel allocate needs to capabilities based on priorities when there are not enough assets to satisfy all transportation demands. Movement control units require automated information system support coupled with assured communications to execute the allocation function in a timely manner.

Routing. The routing function is the process of coordinating and directing movements on Main Supply Routes (MSR) or alternate supply route, and regulating movement on LOCs to prevent conflict and congestion. When routing traffic, movement planners consider the following routing principles.

Assign highest priority traffic to routes that provide the minimum time­distance.

Consider the sustained capabilities of roads and bridges when assigning movements.

Separate motor movements from pedestrian movements.

Separate civilian traffic (vehicular or pedestrian) from military movements.

Consider consolidating shipments that can be applied to a selected route.

The routing fundamentals are balance. separation, and distribution.
¦ Balance. This fundamental matches vehicle characteristics with route characteristics. Balance ensures that traffic never routinely exceeds the most limiting feature of a route. It considers the military load classification of the vehicles, bridges, and the route. Balancing also identifies requirements for upgrading routes or ordering caution crossings for certain bridges. Planners

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should use TB 55-46-1 to obtain vehicle characteristics. Route
characteristics are obtained during the planning process using automated
information systems. maps, or route reconnaissance.
Separation. This technique allocates road space for movements to ensure that movements do not conflict. The goal of separation is to prevent congestion on regulated routes. Planners must not allocate road space or time blocks to more than one movement requirement.

Distribution. This practice uses as many routes as possible to reduce the potential for congestion and prevent deterioration of road surfaces. • Distribution also promotes passive defense by distributing and separating traffic.

Coordinating. Coordinating is where movement control units interface with units and shippers to provide transportation support. During this process, they match requirements with modes based on priorities, the principles of movement control, and the mode selection guidelines. Movement control units then task mode and terminal operators to provide support. Coordination extends to allied forces, host nations, and non-governmental agencies. Reliable communications are crucial to this process.

Intransit Visibility. ITV is the capability to track from origin to destination,

equipment, personnel, and supplies, as they more through the transportation system. Gathering information from different sources (including automated information systems) meets the need to keep track of equipment, personnel, and supplies, as they move through the transportation system. ITV enables movement control units to answer the commanders information needs and accomplish the planning and allocation functions to support them. The United States Transportation Command (U STRANSCOM) uses the Global Transportation Network (GTN) for tracking strategic movements. Theater Transportation Commanders will use the Movement Tracking System to track movements.

1-5. In addition to the basic principles and functions of movement control, there are
several other considerations that are involved. The other considerations have a direct
bearing on how movement control is performed. They are discussed in the following

Improvising. Improvising is taking an action with assets immediately available to accomplish something that would not ordinarily be attempted with them. The key to improvising is not to limit one's thinking. Unexpected tactical opportunity, enemy action, interrupted communication lines, and unexpected weather conditions disrupt plans and require improvisation. When this happens, normal procedures are bypassed and unusual transportation actions taken. Improvising involves risk, but the risk of not improvising is greater.

Continuity. The frequent movement of combat forces using transport capability,

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normally committed to other tasks, makes maintaining continuity of sustainment support a challenge. The transportation planner must constantly review and adjust available capabilities to maximize the support provided. While it is very difficult to balance these two tasks (transport of combat forces and maintaining sustainment), it remains the goal of the transportation planner.

Peace to War. To the maximum extent possible, commanders assign transportation responsibilities, establish procedures, and train using the same organizational structure in peacetime as it will use in war. The initiation of a military operation should only represent an increase in intensity, not a shift to new structure, procedures, and systems. Movement control elements should be among the early elements deployed in the theater force. Early deployment allows for the timely establishment of a transportation system with the capability to receive and manage the onward movement of the deploying force.

Throughput. The goal of the Army transportation system is the movement of passengers and cargo from origin to destination. This goal can be achieved most efficiently when cargo and personnel proceed with minimum disruptions while in­transit. This concept of operations is called throughput. To the maximum extent possible, Army transportation planners strive to move cargo and personnel from origin to destination using throughput. If throughput cannot be accomplished, Army transportation organizations use intermodal capabilities available. Intermodality is the use of multiple modes for the same shipment.

Geographic Location. Each theater faces its own unique set of challenges when planning a transportation network and its associated movement control capability, because of varied world geography and climatology. Appendix D provides guidance for transportation and movement control managers when planning for a specific geographic area.

1-6. Hostile Environment. Transportation units must be prepared to perform their mission in an environment where the enemy's capabilities vary widely. In high- or mid­intensity conflicts, these may be modern tank, motorized, or airborne forces. In low­intensity conflicts, less mechanized but otherwise well-equipped regular and irregular forces and terrorist groups will operate against US forces. Transportation units and infrastructure will be prime targets for all threat levels. Transportation units can expect the use of nuclear, biological, and chemical (NBC) weapons on logistical facilities such as ports, airfields, supply points, and other areas where transporters must operate. One way to lower the threat level is with good intelligence. Good intelligence is critical to any military operation. Mission, enemy, terrain, troops, time available, and civilian considerations (METT-TC) is a guide for intelligence preparation of the battlefield. METT-TC components are:

Mission. The first consideration in planning a CSS mission is to know and understand the mission of the supported combat commander. What is his objective? What is his intent? What is his scheme of maneuver? What is the timeframe for achieving the objective?

Enemy. Movement planners must anticipate enemy intentions and capabilities and how they can affect CSS operations. The enemy's nature and capabilities

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should be considered in making and executing CSS plans. The enemy's air capability affects the location of critical ports, airfields, and transportation routes. It also influences the decision on conducting CSS activities at night.

Terrain (and weather). CSS commanders and staff officers must continually assess terrain over which they will operate. The availability and condition of routes and facilities are of vital interest. The transporter must determine whether port facilities, rail lines, road networks, and airfields are available and usable. He must identify potential inhibitors to mission accomplishment such as choke points on supply routes and the ability of the enemy to interdict the routes. Weather also influences decisions. Areas with rain and heavy fog will slow ground movement of personnel and supplies and make aerial resupply almost impossible. Extremely hot weather will increase requirements for water transport and cause heat-related casualties to personnel and equipment. Extremely cold weather presents an equal number of cautions. The transportation planner must keep all these considerations in mind for the whole area through which his transportation must move.

Troops. The elements over which the commander can exert the most influence are his or her troops. It is also the element which, more than any other can effect success. The commander and staff must consider the training, readiness, morale and well being of their personnel, preferably prior to engaging in combat operations. The morale and training of the troops will influence how successfully the transportation mission is accomplished. Differences in skills, experience, training, and leadership make some units more suitable for some missions than others.

Time. The amount of time available to plan and execute a transportation mission is measured by the clock and distance. Fifty miles on a first-class four-lane highway is shorter in time than 50 miles on an unimproved two-lane road. At the operational level, time for planning is probably adequate. At the tactical level, time is more critical because the situation changes rapidly as tactical situations and requirements change. The commander that has learned to most effectively use time and distance has learned something valuable.

Civilian Considerations. Civilian considerations relate to civilian populations, culture, organizations, and leaders within the area of operation (AO). Commanders consider the natural environment, to include religious and cultural sites, in all operations directly or indirectly affecting civilian populations. Operational considerations include civilian political, economic, and information matters, as well as more immediate civilian activities and attitudes.

• At the operational level, civil considerations include the interaction between military operations and the other instruments of national power. It also includes decisions relating to the use of contractors accompanying the force. The consideration of METT-TC impacts how contractors will be used in support of a military operation. These considerations assist commanders and staff planners in evaluating the risk of using contractors throughout the AO. When the commander determines the contractor's risk to be unacceptable, contractors will not be used until the risk is reduced.
¦ At the tactical level. commanders must first consider protection of the force.

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After that consideration is satisfied, commanders must then consider of the
impact of civilians on the operation -a different perspective than at the
operational level (where impact of operations on civilians is the
consideration). Even so, the tactical commander must be sensitive to
diplomatic, economic, and informational issues and concerns. The tactical
commander is rarely staffed well to handle civilian issues, unless the
mission includes that task. For instance, the presence of local population,
displaced persons, and the related need to address their control and welfare
presents resource problems. Therefore, civilian considerations and related
problems will tax command resources. When missions include civilian
considerations, as do stability operations, the civilian population is a central
feature of the mission and therefore a prime consideration of the tactical

1-7. U.S. forces seek to dominate an expanded combat zone through depth and simultaneous attack with a minimal number of deployed forces. This implies that future operations happen in a nonlinear, noncontiguous combat zone; therefore, movement control operations will face vast challenges. They will have to meet simultaneous demands across a potentially large combat zone with a reduced transportation presence. They can accomplish this only with an agile system in which the distribution flow suffers no breaks in the seams between levels and with dedicated force protection of convoys. As the Army emphasizes even more rapid deployment timeliness, the requirement to have a capable. yet limited in size, operational-level movement control element up front in the deployment sequence becomes even more critical.
1-8. The Army increasingly leverages contracted and 1-1N support assets, develops split­
based operations, and uses intermediate staging bases when they present an operational
Chapter 2

Movement Control In Force Projection Operations

2-1. Current US military strategy rests on forward presence and power projection to facilitate the accomplishment of military objectives in pursuit of US policy. Complementing overseas presence, power projection is the ability of the US to apply all the necessary elements of national power (military, economic, diplomatic, and informational) at the place and time necessary to achieve national security objectives. Credible power projection requires the capability to rapidly move sufficient military forces to terminate conflicts on terms favorable to the US and its allies. Effective and demonstrated power projection capability can deter potential adversaries, demonstrate US resolve, and if necessary, enable successful military operations anywhere in the world.
2-2. Deployments are unit movement operations, which are part of the force projection process. Deployment is the planning, preparation, and movement of forces and their support from any location to an area of operations in response to a military need.

2-3. Figure 2-1 depicts present doctrine for intratheater unit movements. Intratheater unit movements normally involve units moving from an origin location to a Tactical Assembly Area (TAA). Based on the transportation assets available and the unit movement plan, any available mode may be used for intratheater movements. How the unit moves from the origin to the TAA depends on the modes selected (e.g., a unit may move by highway directly by from its motor pool to the TAA). Some of the functions depicted in Figure 2-1 may occur at the same geographical location. For instance, if there are rail ramps in or near the motor pool, a unit moving by rail may find the origin and rail marshalling areas collocated.
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Figure 2-1. Intratheater Unit Movement.

2-4. Figure 2-2 depicts present doctrine for intertheater unit movements. Intertheater unit movements normally involve units moving from an origin location to a TAA. The strategic lift portion of intertheater unit movements is by air or sea. As in intratheater moves, all available modes can be used for intertheater moves. And depending on the facilities available and activities to be performed, staging and marshaling area functions may be collocated.

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Figure 2-2. Intertheater Unit Movement (Current Doctrine).
2-5. The military element of power projection is force projection. Force projection is
the demonstrated ability to alert, mobilize, and deploy rapidly to operate effectively
anywhere in the world. The US Army is the nation's strategic land force and the core of
US forces for joint or combined operations. The Army is developing changes to
organizational designs and their employment. Transformation of the force into lighter
and more mobile forces is driving change to the force projection doctrine.
2-6. Future intertheater unit movements may occur in the absence of Reception,
Staging, Onward movement, and Integration (RSOI) capabilities. Future movements of
Army forces may not conduct traditional RSOI in the area of operations. The RSOI
functions and may take place at an intermodal transfer point (this could be as simple as
the unit home station) as depicted in Figure 2-3, or the unit may deploy directly into the
theater in a maximum ready to fight configuration as depicted in Figure 2-4.

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Figure 2-3. Future Intertheater Unit Movement (With Intermodal Transfer).



Figure 2-4. Future Intertheater Unit Movement (Direct).

2-7. The employment of military ground forces and combat power decides the outcome of campaigns and operations. The success of these forces often depends on sound, timely deployment and sustainment support. A well-defined, integrated, transportation system is important to the success of these operations. Movement control is the most critical component of a transportation system. It is also the linchpin for all transportation actions in a theater of operations. Movement control contributes significantly toward the success (or failure) of any operation. Effective movement control of forces, units, and logistics enhances combat effectiveness. Inadequate control results in reduced efficiency and loss of potential combat power.

2-8. Deployment strategy is changing to support Army transformation efforts. It is
changing to meet the needs of a smaller force that is primarily CONUS-based. One of
the changes is the renewed emphasis on the Unit Movement Coordinator (UMC). The
UMC is usually found in the Installation Transportation Office (ITO) in CONUS, and
OCONUS; the function is normally performed by the Movement Control Team (MCT) OCONUS. However, especially in CONUS, the UMC location is the commander's discretion and can be found outside the ITO or its equivalent.
2-9. The UMC is the command technical movements expert. As such, the UMC provides advice to those in both superior and subordinate positions. The position is responsible for providing guidance and training to units and command elements relating
to preparation, maintenance, and execution of movement plans. When reviewing plans, the UMC ensures that they adequately address all aspects of logistics and are designed to meet the needs of the unit. This ensures their feasibility, and that they adequately meet the needs of the unit. UMCs coordinate and monitor unit movement via military and commercial transport and can also prepare reports and process requests for convoy
clearances and permits.

2-10. Normally located in the S4 office, the brigade movement coordinator (BMC)
coordinates the movement of personnel and equipment beyond the capability of organic
unit assets with the ITO or UMC. The BMC is the liaison between the UMO (at
battalion and company) and the ITO in CONUS locations, the MCT in OCONUS
locations; and in both locations, the UMC. BMCs are appointed to coordinate and
support brigade movement activities and to assist in the development, maintenance, and
evaluation of subordinate units' movement plans. BMC is responsible to:
2-11. The BMC provides the UMC consolidated unit movement plans via TC-AIMS II. If the BMC has access to the UMC server, the transfer is accomplished electronically, otherwise it is transferred via electronic media and hand carried to the UMC. The BMC also provides the UMC a transportation request. These documents provide the UMC with the non-organic transportation and other support requirements for the move. The UMC uses TC-AIMS II to plan the support requirements for each OPLAN to facilitate moving the units.

2-12. The MSE is a new Transportation organization recently approved to support
deployment and operational mobility for brigade, regiment, battalion and squadron
headquarters level units.
2-13. The organizational designs the MSE in three variations to support deployments
and operational maneuver in several type organizations. The basic structure that forms
the foundation of the MSE consists of a two-member team composed of an 882A CW2
Mobility Officer and an 88N30 Transportation Movement Coordinator, which provides
this element the capability to perform 24-hour operations. This team is assigned to
brigade and regimental level commands. A similar element, consisting of an 88N30
Transportation Coordinator, is assigned to battalion and squadron level headquarters.
This single person element is developed into two separate variants to support battalion
units with a Direct Combat Position Coding (DCPC of 1 and 2. The MSE provides
fielding flexibility based on availability of spaces and the current training base.
2-14. The MSE will be assigned to the S3 of the supported brigade, regiment, battalion or squadron to be fully involved in the deployment planning and force tracking process. The personnel who comprise the MSE will use automation equipment in the supported unit authorized by that unit's TOE, e.g. TC-AIMS II.
Chapter 3

Strategic Movement Control

3-1. This chapter describes strategic level movement control organizations. Movement control at the strategic level of war is primarily the responsibility of the Department of Defense (DOD). JCS Pub 4-01.3 outlines the procedures for conducting movement control in a joint environment.
3-2. Movement control is the cornerstone of strategic movements because it coordinates integration of modes and ports in executing strategic movement.
US Transportation Command (USTRANSCOM)
3-3. USTRANSCOM is the single transportation manager for DOD. It is responsible for providing global transport in support of national security objectives. It also uses Global Transportation Network (GTN) and the Joint Operation Planning and Execution System (JOPES) to manage the movement of cargo and passengers through the Defense Transportation System (DTS). Three Transportation Component Commands (TCC) are subordinate to USTRANSCOM. These TCCs are:

Military Sealift Command (MSC). Responsible for providing all strategic sealift movements.

Military Traffic Management Command (MTMC). Manages the surface transport of defense materiel and the CONUS air and surface transport of passengers.

Air Mobility Command (AMC). Responsible for providing all strategic air movements.

3-4. USTRANSCOM coordinates the efforts of these commands with the supported and supporting commanders. (See figure 3-1.)




Coordinates all activities with the supported combatant commander.

Works with the combatant commander to create water terminal force packages for situations where reliable stevedore labor or support infrastructure is needed.

Recommends SPOEs, establishes cargo-booking procedures, and manages the movement of cargo onto ships.

Operates USTRANSCOM CONUS SPOEs and some SPODs in theater.

3-7. USTRANSCOM, through the MTMC, is the DOD-designated single port manager for all worldwide DOD seaports. MTMC performs all functions necessary to support the strategic flow of the deploying force's equipment and its follow-on sustainment supply to the SPOE and transitions them to the combatant commander at the SPOD. MTMC is responsible for all phases of the theater port operational continuum, which ranges from a bare beach deployment (logistics-over-the-shore operation) to a totally commercial contract-supported deployment. In all cases, MTMC is responsible for coordinating with the combatant commander to workload the SPOD port operator in a manner that responds to the combatant commander's priorities, and to provide movement status information to the SPOD and other interested parties.
Air Mobility Command (AMC)
3-8. The US Air Force Air Mobility Command provides the airlift for strategic
deployment and sustainment operations and for other missions such as theater
aeromedical evacuation. The Air Mobility Command is also responsible for operating
some aerial ports in CONUS and some theater aerial ports. (Other aerial ports are
operated by civilian authority.) During strategic deployment, Air Mobility Command
aircraft may be augmented by aircraft from US commercial carriers, either through
contracts or activation of the Civil Reserve Air Fleet (CRAF).

State Area Command (STARC)
3-9. STARCs are state area commands. Defense Movement Coordinators (DMC) in the
state movement control centers manages military highway movements. They assign road
space for units based on port calls. monitor all DOD military movements, and
coordinate with federal and state agencies for the units' mobilization and deployment
needs. For mobilization, the STARCs and installations play an important role in military
convoy movements in CONUS. STARCs grant convoy clearances for routine convoys
that do not have special requirements (e.g., hauling ammunition).

Military Installations
3-10. Military installations play an important role in movement control. When serving as mobilization stations, coordinating installations, or supporting installations, military installations perform the following:

Prepare units for deployment.

Guide and assist assigned and supported units in preparing, maintaining, and executing unit move plans.

Process convoy clearances and special hauling permits for moves that have special requirements.

Procure transportation for movement to the POE.

Provide an Arrival/Departure Airfield Control Group (A/DACG) to the APOE and a port support activity (PSA) to the SPOE.

Provide selected logistics support to the POEs and en route deploying units as outlined in coordinated plans. Standard Operating Procedures (SOPs), or regulations.

Control units until deployed from POE.

Provide marshaling and convoy holding areas.

Serve as Point of Contact (POC) for updating unit movement data through OEL refinement.

3-11. The unit movement coordinator (UMC) is the command technical movements expert. As such, it is the principal transportation point of contact for deploying units. When reviewing plans, the UMC ensures that they adequately address all aspects of logistics and are designed to meet the needs of the unit. UMCs are located at the installation staff in CONUS and within the MCT structure OCONUS and supports
movement preparation and planning.
Federal and State Agencies
3-12. Federal and state agencies play an important role in movement control. When
directed by the President of the United States, the Federal Emergency Management
Agency (FEMA) coordinates and settles issues involving priorities and allocation of
non-industrial facilities. FEMA. as one of its many responsibilities, maintains a national
system for emergency coordination of transportation activities to include resource
mobilization policy guidance and procedures. State Departments of Transportation
(DOT) or equivalent agencies for public highways, toll roads, bridges, and tunnels
administer traffic regulations for their states and agencies.
Logistics in a Joint Force
3-13. The combatant commander exercises directive authority over logistics operations
within his area of responsibility . This authority is given to the combatant commander so
he can do the following:

Ensure the effective execution of OPLANs.

Provide effectiveness and economy in operations.

Prevent or eliminate unnecessary duplication of facilities and overlapping of functions among the components.

3-14. The theater movement plan is key to a sound movement control system. The plan
integrates the transportation capabilities of the various component commands and
produces a movement control system with centralized planning and decentralized
execution:Figure 3-2 depicts the structure of the transportation movement control
organizations in a joint command. The following paragraphs describe the transportation
and movement control capabilities of each joint force component.

:Joint Transportation' Joint Movement

I Board (JIB) Center (JMC) •


, Provisional MCB MCB
Figure 3-2. Transportation Movement Control Organizations in a Joint Command.
Army Component
3-15. The Army Component Command (ACC) provides land, intratheater water, and inland waterway transportation to the joint force. It also furnishes water, rail, and intermodal terminal operations and when necessary, logistics-over-the-shore operations. It provides land and water transportation through the Theater Support Command (TSC), Transportation Command Element (TCE), and Movement Control Battalions (MCB).
Air Force Component
3-16. The Air Force Component Command (AFCC) provides theater airlift to the joint force. The theater combatant commander exercises command authority over all theater­assigned airlift forces through the Air Force Component Commander. USTRANSCOM exercises command authority of strategic airlift forces supporting the theater.
Navy Component
3-17. The Navy Component Command (NCC) provides movement control operations using advanced logistics sites and advanced logistics support sites, or a designated fleet port representative. The Navy provides sealift for the theater, and cargo-handling and port group organizations can also provide limited port operations.
Marine Corps Component
3-18. The Marine Corps Component Command (MCCC) has a Strategic Movement Officer (SMO) organic to its air-uround task force staff. The SMO coordinates Marine Corps movement requirements with the TSC. The Marine Corps activates a Force Movement Control Center (FMCC) within theater to coordinate and provide
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transportation services to all its land-based elements. As the Marine Corps primary movement control agency within theater, the FMCC establishes liaison and communications with the Joint Movement Center (JMC) and forwards all transportation shortfalls to the TSC.
3-19. The theater commander may decide to form a JMC or a Joint Transportation
Board (JTB). The usual activities of these organizations are discussed generally below,
but since the theater commander creates them, their mission and function are totally
tailorable by the theater commander.
Joint Movement Center (JMC)
3-20. A JMC is normally established by the combatant commander. It coordinates the
employment of all means of theater transportation (including that provided by allies or
host nations) to support the concept of operations. The JMC is also the single
coordinator of strategic movements.
3-21. The JMC oversees the execution of theater transportation priorities. It is also
responsible for planning movement operations and for monitoring the overall
performance of the theater transportation system. In the absence of a JTB, the JMC is
the primary advisor to the combatant commander in the transportation apportionment
process. The JMC identifies the difference between forecasted requirements and current
capabilities of all modes to assist in the planning process.
3-22. The JMC is organized along functional lines and is designed with a peacetime
nucleus that can expand in proportion to the size of the joint forces and the desires of the
combatant commander. The theater transportation command provides the Army
resources to the JMC. A fully developed JMC will have an administrative section and
two divisions such as plans and programs and operations. The combatant commander
will first use his own staff and Service component staff personnel resources for the
nucleus of the JMC. When expanding a JMC, the combatant commander will consider
the structure of his dominant force and component-unique movement control
requirements. The combatant commander may also draw on reserve personnel to
augment the JMC. The JMC's major responsibilities include the following:

Forecasting long-term movement requirements.

Planning theater transportation by land, sea, and air (excluding bulk liquid fuel that moves by pipeline).

Apportioning transportation capability available within the command among the projected transportation tasks and components.

Receiving and validating airlift requests and coordinating with Air Mobility Command for intratheater air and USTRANSCOM for intertheater

Monitoring sea deployment and recommending changes to movement requirements in JOPES.

Coordinating all seaport operations and reviewing and validating sea channels

Monitoring container control activities of all joint force components.

Managing transportation requirements that cannot be met at lower levels in the movement control system.


Joint Transportation Board (JTB)
3-23. A theater JTB is not normally established. However, the combatant commander
may establish a JTB to review and manage policies, priorities, and transportation
apportionment, beyond the authority of a JMC. The theater transportation command
provides the Army resources if a JTB are established. The JTB may consist of
representatives from the Service components, movement control agencies, and the
command J3 (Operations). J4 (Logistics), and J5 (Plans and Policy). The combatant
commander determines who should chair the theater JTB (normally the J4). The JTB is
not a day-to-day activity. The JTB's major responsibilities include the following:

Recommend priorities.

Recommend aocation of assets.

Review priorities and policies.

Resolve conflicts between service component commands.

r-Nr-Nnimt-, A.A
Chapter 4

Operational Movement Control At Echelons Above Corps (EAC)
The weakest segment is in the theater of operations. Specifically, the hand-off of personnel, equipment and
materiel from USTRANSCOM to the [Combatant Commander) at the ports of debarkation appears to be the
"critical seam" where disruption of the deployment flow is most likely to occur.
Report of the Defense Science Board Task Force on Strategic Mobility August 1996

4-1. This chapter describes movement control functions performed by the theater support command (TSC), Army transportation command (TRANSCOM), transportation command element (TCE), movement control battalions (MCB), and movement control teams (MCT). Movement control organizations above corps are in the operational and tactical phases of wartime movement control.
4-2. Each geographic combatant commander has a Service component commander from each Service-level organization (Army, Navy, Marines, and Air Force). In order to fulfill the requirement to provide a Service component commander, the combatant commander activates an Army service component command (ASCC) headquarters.
4-3. The ASCC commander is specifically responsible for service-related U.S. Code (USC) Title 10 tasks to prepare. train, equip, administer, and provide combat service support (CSS) to Army forces assigned or attached to combatant commands. The ASCC may also have many lead service responsibilities, which entail common-user logistics (CUL) support to other services, multinational forces, government agencies (OGAs), and/or nongovernmental organizations (NGOs). (See FM 4-93.4 (63-4) for more details.)
4-4. At theater level, centralized movement control coordinates the flow of units,
personnel, and material (including sustainment) into the theater and forward
destinations. These actions are vital for processing deploying units and sustaining them
in theater. The ASCC headquarters provides command and staff supervision of
movement control units through the assigned TSC and TCE. The ASCC calls for
deployment of a TSC, or elements of a TSC, to open lines of communications (LOC) in
the theater. LOC components include facilities required to move, maintain, and sustain
theater forces. LOC components consist of the following:
Aerial ports of embarkation and debarkation.
Seaports of embarkation and debarkation.
Water, rail, and highway networks.
Host Nation (HN) resources.

4-5. Movement control organizations perform a vital role in establishing and supporting the theater distribution system. The theater distribution system provides the
nr-Inr,r, A n

ASCC the ability to control the reception, distribution, and retrograde of materiel and to maintain total asset visibility (TAV) through communication and information systems. The ASCC normally establishes a TSC in the theater to manage the theater level logistics effort and provide command and control to the theater level logistics units.
4-6. The Army Transportation Command, (TRANSCOM) is a one-of-a-kind multi­
component organization designed to provide worldwide planning and operational skill.
(See figure 4-2.) TRANSCOM is a major subordinate command of the Army Service
Component Command. The Army TRANSCOM has the single multi-theater role as the
transportation organization that serves the warfighting combatant commanders by
forming the link between operational and strategic transportation. The Army
TRANSCOM is the appropriate operational interface between the Defense
Transportation System and the theater distribution system. The organization can react to
all levels of the spectrum of conflict by providing transportation support in the form of
early entry modules, command cells for command and control of transportation units
and planning support to functional commands.
Figure 4-2. Army TRANSCOM

4-7. The TRANSCOM is to the Army Service Component Commander as the TCE is to the Theater Support Command Commander. That is, they work on different levels and have a different scope. They are as dissimilar as the Corps Transportation Officer is to the COSCOM.
4-8. The Army TRANSCOM provides the ASCC commander with a transportation workforce to use to support joint requirements with the combatant commander. The
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Army TRANSCOM provides a substantial number of trained transporters in the right grades to support ARCENT or J4 requirements. The TRANSCOM staff element is used to working together because they train as a unit. This provides a cohesive workforce to the ASCC commander (who does not have to strain his J4 transportation staff) to call into play as needed.
NOTE: The TRANSCOM is already helping the various ASCC with transportation planning functions during
peacetime on a daily basis, so they are prepared to join the ASCC staff seamlessly when called to serve.

4-9. The Army TRANSCOM is best employed on the battlefield by apportioning
operational modules that enable the combatant commander to turn to a single competent
organization for the management of transportation services and support. The
TRANSCOM supports the theater through the deployment of the entire TRANSCOM
headquarters, or through the deployment of modular components of staff from the
TRANSCOM. The TRANSCOM. from its fixed base in CONUS and its ability to
rapidly project into a theater. is a provider of a responsive right-sized core of subject
matter experts (SME) that can be called upon to enable transportation support to rapid
force projection throughout the phases of a campaign plan. The TRANSCOM can
provide the Army component of two joint movement control centers (JMC) at a time.
Once employed, it is built up or relocated to expedite critical or time sensitive
transportation operations based upon METT-TC. This employment capability also
includes theater watercraft operations planning and capabilities analysis or validation.
4-10. Task organization is accomplished to provide the mix needed to conduct transportation operations. The provided capability includes not only functional expertise in transportation. but also a capability to accomplish internal support for administration, logistics and special staff functions. Taken as a whole, the TRANSCOM is employed to provide all theater transportation functions required by the ASCC, land force commander, or theater level command. as dictated by METT-TC. The TRANSCOM deployable module, in short. provides flexibility and transportation specific augmentation tailored to theater commander requirements.
4-11. In short. the TRANSCOM can be built up, reorganized, or dismantled
incrementally as a crisis escalates or is eliminated over time. This flexibility allows for
the right capability at the right time and. when introduced in a time-phased manner,
minimizes the transportation logistics footprint in theater while maintaining the highest
efficiency and capability in the business of transportation and distribution of personnel
and materiel.
4-12. Prior to deployment. the TRANSCOM will concentrate on mission and readiness
tasks and on training personnel on mission essential tasks. It will provide focused
transportation training exercise. planning, execution and functional analysis of
deliberate, contingency and exercise plans. It is the only Army organization structured
with the capability to provide analytical planning and operational oversight for the entire
transportation spectrum in all AOs.
Modular Support
4-13. The Army TRANSCOM functions at the theater level as the Army piece of the
t-11 rloc)

joint transportation structure. The TRANSCOM ensures the maneuver commander gets
the priority of transportation support needed to accomplish a given mission or campaign.
The TRANSCOM provides subject matter expertise in the form of deployable modules
that are tailored and apportioned to meet the METT-TC operational requirements of a
theater commander's campaign. The TRANSCOM provides early entry modules to the
theater commander, ASCCs. and joint force commanders for theater transportation
plans, policies and procedures. Among the deployable module actions the TRANSCOM
can take are:

Provides SMEs to the Strategic Movements Center (SMC) which works with the deploying combatant commander to deconflict strategic movement priorities.

Provides tailored modules to establish the Army component of a joint movements center (JMC) at Theater level.

Provides Army transportation SMEs to a joint transportation board and other boards and centers, as needed.

Provides expertise to the conduct of other joint transportation requirements such as joint logistics-over-the-shore operations.

Provides staff augmentation for existing staff functions of the TCEs, which can include: providing for administrative support, intelligence, force protection, NBC, information management. special staff, miscellaneous logistics, mobilization, and deployment support.

Provides modules directly to the TSC, ASCC, land component commander, and the theater commander to support all operations worldwide, as required.

Planning Capabilities
4-14. The TRANSCOM is the enabler for critical planning and operational linkage for worldwide transportation operations. llome station and deployable modules can:

Perform initial crisis. contingency and deliberate planning.

Provide theater level deliberate and contingency transportation throughput analysis. movement capability assessment, development of time-phased force deployment data (TPFDD). and synchronized operations in a theater,. coordinating with USTRANSCOM and the TSC. contractors, and wartime host nation support.

Prior to mobilization and deployment, the TRANSCOM, coordinating with the TSCs, provide training and readiness oversight, exercise opportunities, and integrated operational planning focus to the TCEs.

Command and Control
4-15. The Army TRANSCOM -

Commands. controls and provides technical direction to all transportation units subordinate to the ASCC.

Provides peace time training and readiness support to non deployed TCEs.

Controls designated wartime host nation support resources, and acts as liaison with other United States and allied forces.

Coordinates military transportation support to civilian authorities and synchronizes the transportation needs of non-governmental organizations and humanitarian oruani zati ons.

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Concept of Employment
4-16. As the Army's operational level transportation planning organization, the
TRANSCOM works with the supported combatant commanders to develop and validate
theater transportation plans in support of current and future operations. The
TRANSCOM bridges the strategic and operational levels of Transportation logistics. In
this role, the TRANSCOM also provides training, readiness support, and integrated
operational planning focus to the TCEs. It is the only Army organization structured with
the capability for analytical and operational and training oversight to the entire
transportation spectrum in all areas of responsibilities (AOR). In this capacity the
TRANSCOM provides -
Coordination and operational transportation support to combatant commanders OPLAN and CONPLAN. Staff planning for coordination of transportation combat service support activities as assigned by the ASCC or joint force commander. As organized under this concept. the TRANSCOM provides all combatant commanders a centralized single source of strategic, operational, and tactical transportation expertise.

The Army core component to staff the joint movements center. Combatant commanders establish JMCs at the component level to enable the interface of strategic and theater movements. The JMC executes the combatant commander's movement priorities, deconflicts, manages, reports, and validates theater movement requirements within the AOR. The TRANSCOM can generate an Army core to a JMC to support two combatant commanders simultaneously when needed. This capability allows the combatant commander to interject the organization that was directly engaged in the writing of the transportation portions of the OPLAN.

Command. control. and staff supervision in the training and readiness of TCEs prior to deployment. Once deployed, the TCE is OPCON to the TSC or the joint force commander.

Augmentation for the TCE for prolonged contingencies or campaigns. If a campaign requires two TCEs, the TRANSCOM may deploy additional logistics, administrative or other functional structure to augment the TSC or TCE as the operational environment expands.

Modular deployable capability for the ASCC to provide information analysis, current and future transportation planning, staff linkage and horizontal and vertical staff coordination. This capability is configured as early entry modules to fill battle rostered positions within the ASCC, JMC, TSC and TCE staffs.

FM 4-01 (55-1) provides additional information on transportation services in the

4-17. The TSC is designed to he a modular organization that can deploy incrementally
into an AO to command and control various operational-level support functions. The
ASCC commander determines the composition and flow of TSC elements into an AO.
Within an AO, the ASCC determines the scope of TSC responsibilities over the array of
nrInnnA fl 1 noon
operational-level support functions, on the basis of the ASCC commander's plan and subsequent guidance. The TSC reports to the ASCC and serves as the coordinating agent with links to both the strategic and tactical levels. The ASCC commander may attach other units for specific operations. Support requirements at the operational-level vary considerably depending on the type of operations and the scale of the deployment. The usual mission of the TSC is to maximize throughput and follow-on sustainment of Army forces and other supported elements and to provide area support to the operational-level units in the area of operations. This support may include tactical-level support to early deploying units. The TSC also executes any lead Service common user logistic support requirements that the ASCC commander assigns to it. Also, the TSC can help synchronize support operations of all the ASCC's lead Service support responsibilities to the joint force. (FM 4-93.4 discusses the TSC in detail.) Within this framework, the TSC provides support to the theater and tactical level support on an area basis to units operating within and passing through its area of operations. This support might include the following:

Movement control • Field services

Materiel management • Health services

Supply • Civil military affairs

Contracting • Finance

Property disposal • Postal

Maintenance • Personnel management

Transportation • Religious services

4-18. Due to the continued emphasis on force projection operations and the desire to increase the strategic responsiveness of the Army, TSC forces will remain a vital early deploying force. As the Army emphasizes even more rapid deployment timelines, the requirement to have a capable. yet small, operational-level support element up front in the deployment sequence. becomes even more critical. The ASCC headquarters and the supporting TSC must plan to lead the opening of the AO in every possible case that offers permissive entry.
4-19. Because the TSC and its supporting organizations are of modular design, it is capable of deployino, in whole or in selected parts. Modular design provides the ASCC commander the capability of a more balanced, proportional building the support command and control structure for limited and early entry operations. What is to be deployed, and its configuration in any given situation, depends on the circumstances that must be planned for in early entry considerations. The TCE deploys with the TSC, as the senior transportation headquarters. commanding and controlling all transportation functions in theater. The RI commands and controls the transportation movement control and mode operating units in the area. The movement control section of the TCE provides movement control throughout the area. The TCE provides supervision of the movement control and mode operations efforts to maintain a seamless distribution continuum in the area and as part of the theater distribution system as a whole.
4-20. The distribution management center (DMC) coordinates the efforts of the movement control section in the 1 -CF. and the material management center (MMC). The TCE mode assets support the material movement requirements from the MMC. The TCE mode assets support the material movement requirements from the MMC.
nnnntm A 114 non4
4-21. The TCE is the senior transportation command and control headquarters in a
theater of operations when no TRANSCOM is assigned. It commands all EAC level
transportation units, (movement control, terminal, mode, etc). The TCE is responsible
for developing theater plans. policies, procedures, and programs for transportation
requirements, use of Army transportation, and terminal transfer operations. It prepares
estimates, plans, and policies for mode and terminal operations. It advises the TSC on
the effective use and operation of transportation units and services. The TCE provides
transportation policy as input to the plans and policies directorate. It also provides .
supervision for subordinate transportation units. The TCE is functionally organized to
plan for all modes of theater transportation operations. The TCE supports the Army and
provides common transportation support to joint or combined commands.
4-22. The Army executes in-theater EAC movement control through a TCE with
subordinate movement control battalions (MCB). The TCE implements the theater
priorities established by the ASCC in support of the combatant commander's concept of
the operation. The TCE is focused on transportation operations in a specific AO,
regardless of the nature of the contingency operation. This requires close direct
coordination with the ASCC deputy chief of staff for operations. It also requires close
coordination with the MMC.
4-23. The TCE organization is flexible and designed to meet the specific transportation
and movement control requirements of the theater. A detailed description of a TCE
organization is in Appendix D. The TCE uses a building block concept, which assigns
the correct mix of battalions and teams to perform its missions based upon the
Geographic characteristics of the theater.
Number of forces.
Transportation infrastructure.
Number and type of movement requirements.

4-24. The TCE plans and coordinates reception and onward movement so units, personnel, and materiel are received in the theater and delivered to destinations with minimum delays. It also coordinates and maintains the status of shipments into the theater and their delivery to destinations.
4-25. The TCE's mission is to provide movement management services and highway traffic regulation to coordinate personnel and materiel movement into, within, and out of the theater. It coordinates with allied nations, I-INs, other Service component movement control organizations. and USTRANSCOM or its components as needed. As the senior movement control (MC) oruanization. the TCE does the following:

Coordinates with the DMC to balance the existing transportation capabilities of the distribution system with the day-to-day and projected operational requirements.

Manages transportation flow capability by maintaining visibility of resources that are being transshipped at transhipping nodes.

Coordinates the use of road networks.

Monitors the movement of personnel. equipment and supplies from their arrival into theater until their delivery to destinations.

Plans and coordinates reception and onward movement so that units, personnel, and materiel are received in the theater and delivered to destinations.

Develops procedures and programs for transportation requirements, uses of Army transportation, and terminal transfer operations.

Supports US, allied nations. and HN forces as required.

Prepares movement and port clearance plans and programs, including reception and onward movement.

Prepares estimates, plans. and policies for movement control, mode operations, and terminal operations.

Conducts liaison with higher and lower movement control organizations, FIN transportation agencies. commercial agencies, transportation mode operators, and customers.

Maintains status of movement capabilities.

Commands and controls movement control battalions (Figure 4-3).

Commands and controls assigned mode transportation groups and battalions (Figure 4-3).

Commands and controls rail and terminal operation units (Figure 4-3).

Serves as the functional transportation command and control headquarters for a corps when a corps acts as the ASCC for a JTF.

Supports the transportation requirements of its MCBs and a corps MCB.

Develops theater movement control procedures.

Coordinates the movement of major units.

Prepares and recommends policies to control, regulate, and expedite the movement of intermodal assets (leased containers, flatracks, 463L pallets, and so forth) within the theater.

Recommends site selection for transportation activities (MCBs, MCTS, truck units, trailer transfer points. transshipment locations, air terminals, railheads, pipeline take-off points. and inland waterway terminals).

Selects the transportation mode suited for each movement and coordinates cargo transfer operations.

Exchanges reports and plans with USTRANSCOM and Military Traffic Management Command. These include traffic and port analyses and reports on emergency situations that miuht curtail service over any portion of the transportation system.

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TCE Alta

HHC N .21P.10,
II TalOr
Rail TML

Figure 4-3. Transportation Command Element 4-26. The TRANSCOM provides reach capability to the deployed TCE for additional staff support as needed. Figure 4 -4 shows the TCE organized along internal functional lines.
Transportation Command Element (TCE)
Plans& Ors Auto/Commo TransportOps Tml Ops Watercraft M vt Cntrl Ops Hwy Reg Admin Log
Hwy Ops Air Ops Mvt Ops
Rail Ops
Figure 4 -4. TCE Organization.

4-27. The MCB (EAC) commands. controls, and supervises MCTs. An MCB will have
as many subordinate MCTs as needed to operate in its AO, based on factors such as
number of customers; air terminals. rail terminals, and sea ports; and MSRs. The
battalion provides asset visibility and maintains in-transit visibility of tactical and
nontactical moves within the TCE defined geographical area. To decentralize execution
of its transportation management and movement control functions, the TCE may divide
the AO into transportation movement regions each with an MCB. The number of
customers served. number of modes and nodes, and the geographical size of the AO
influence the size of the regions. MCBs (EAC) provide command and control of
movement control functions in these regional areas, and are responsible to the TCE for
the management of movement matters that take place in their respective regions. The
MCB (EAC) is organized as shown in figure 4-5. The MCB is responsible to the TCE
for the control and management of movement control activities that take place in their
respective regions. The TCE determines which specific functions the MCB will
perform. Some responsibilities of ivICBs are as follows:

Coordinates with corps MBs, HN transportation agencies, transportation mode operators, and customers.

Assists in planning and executing plans for the reception, staging, onward movement. and retrograde of personnel, equipment and sustainment supplies. This includes actions associated with marshaling and staging areas.

Monitors, manages. and executes the TCE's movement and port clearance plans and programs.

Monitors the use of trailers. containers, and flatracks located in its AOR. Coordinates with users to expedite return of these assets to the transportation system.

Applies and meets the priorities provided by the TCE. Performs highway regulation functions in its AOR to prevent congestion. Balances transportation assets with requirements according to directed priorities. Advises the ICE on the need for cross leveling.

Coordinates with HN authorities for cargo transfer locations and for transportation support.

Dorman, fli QRPR


Figure 4-5. MCB (EAC) Organization

4-28. The battalion and its subordinate teams provide area movement control support
for all units in an area assigned by the TCE. The TOE for the MCB (EAC) is at
Appendix D.
4-29. MCTs are attached to MCBs in the theater to decentralize execution of
movement responsibilities on an area basis or at essential transportation nodes. The
various sizes and capabilities of the MCTs provide flexibility in assignment based on
anticipated workload.
4-30. The mission of MCTs is movement control of personnel, equipment, sustainment
supplies and the coordination of hulk fuel and water transportation at pipeline and take­
off points. To this end. the MCTs contribute to development of procedures, documents,
and practices to facilitate local movement. MCTs are the common point of contact for
mode operators and users of transportation. Their role is to expedite, coordinate, and
monitor traffic moving through the transportation system. When requested or directed
to, MCTs participate in shipment planning for the activities they serve. MCTs can also
provide field assistance in container control. To carry out their responsibilities, the
MCTs rely heavily on close coordination with mode operating units and users of
4-31. The MCT's duties and functions will depend on the immediate situation. MCTs duties include:
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Processing movement requests and arranging transport for moving personnel, equipment. and sustainment supplies.

Processing convoy clearance requests and special hauling permits.

Selecting the mode (air. rail. inland waterway, or highway) for unprogrammed moves.

Commit the mode assets.

Maintaining communication with the transport services, shippers, receivers, and if applicable. HN movement control agencies.

Keeping a status of and advising the movement control battalions, as applicable, on the location of units. installations. and pipeline take-off points; transportation' requirements; availability of modes of transport; shipper and receiver capabilities; trends of asset use capacity and the general transportation movements' situation in their areas.

Assisting the unit commanders and service representatives on transportation matters.

Assisting in carrying out the movement program and directives from higher headquarters.

Enforcing movement priorities.

Investigating delays in moving personnel or materiel. Providing transportation reference data and intelligence.

Assisting in highway regulation by forwarding movement bids and providing technical advice to units in movement planning.

Coordinating movement from origin to final destination and inbound clearing movements when required.

Monitoring and reporting on the use and disposition of controlled vehicles, 463L pallets, Palletized Load System Sideless Container (PLSSC), and containers for which the TCE is responsible.

Maintaining surveillance of accountable containers and chassis for other services and commercial carriers and ensuring that they are promptly returned to the appropriate transport system.

4-32. Movement control battalions will assist the TCE in selecting the sites where the MCTs will operate. Site selection w ill consider the number and types of MCTs available, location and types of customers requiring service, location of major shipper and receiver activities. and location of mode operators. Ideally, MCTs should be centrally located for close coordination with customers and mode operators. An additional consideration is that MCTs operating away from their headquarters will require logistical support from other units.
4-33. The four types of MCTs operating at EAC are as follows:
Port movement
Area movement
Movement regulating
Cargo documentation

A more detailed description of oruanization MCTs can be found in Appendix D.
Port Movement Control Teams (Port MCT)
nnnnnA n1Q9S:27
4-34. Port MCTs are positioned at air terminals or seaports within the theater to coordinate expeditious clearance of personnel and cargo. This is the principal MCT that coordinates transportation requirements for movement of units as they arrive in theater. Responsibilities include scheduling, controlling, and coordinating movements. It is responsible for ITV of personnel. unit equipment, and sustainment supplies moving over the node. It includes tasking of assigned modes and terminal assets according to command planning directives. The port MCT expedites the port clearance of Army cargo and personnel by completing the following:

Assists in preparing plans for expeditious handling and loading of freight.

• Provides technical transportation expertise at air or sea terminals on a 24-hour • basis.

Informs the TCE of the progress of shipments.

Corrects congestion areas or conditions that reduce movement capability.

Ensures prioritized shipments designated by movement programs or other
directives are made.

Receives requests from shippers and allocates movement capabilities to fulfill movement requirements. including non-programmed requirements for which local release is authorized.

Submits requests for transport capacity for movement not contained in movement programs or other directives for which local release has not been authorized.

Determines the ability of consignee to accept shipment through the destination MCT.

Coordinates, prepares and distributes movement instructions to shippers,
consignees, and transport services.

Coordinates the arrival. spotting. loading, unloading, dates and times, that are mutually acceptable to the shipper, consignee and transport service.

Ensures packing. marking and documentation procedures, to include international requirements, are complied with.

Provides technical expertise for efficient and expeditious handling, loading, and unloading of transport equipment.

Monitors the before movement of convoys to ensure equipment or cargo is loaded for one destination.

Ensures convoy vehicles are properly marked.

Ensures cargo is properly marked and containers have working AIT tags.

Requests escorts and communications for shipments of classified materials.

Maintains asset visibility and communicates with the destination control element on any deviations which may assist the consignee in receiving shipment.

Enforces embargoes and priorities that have been established by proper

Communicates with installations on impending arrivals of all movements.

Regulates movements hound to or from the installation or area by granting or refusing . clearances to local installations originating or receiving documents.

Assists arriving personnel through customs and immigration at air and sea ports of entry.

Area Movement Control Teams (Area MCT)
4-35. Area MCTs coordinate transportation support for movement requirements of theater storage areas. corps storage areas. supply support activities, and medical supply points in a given geographical location and non-divisional units operating in a division
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area. Responsibilities include scheduling, controlling, and coordinating movements. They are also responsible for the ITV of personnel, unit equipment, and sustainment supplies moving along LOCs. This includes tasking of assigned modes according to command planning directives. The Area MCT performs movement control functions for movements within an assigned geographic area by performing the following:

Validates transportation requirements and coordinates transportation support, and inbound clearance for moving units, personnel, and cargo.

Arranges movement to personnel. equipment, and sustainment supplies.

Coordinates transportation movements, diversions, and transfers of units, cargo, and personnel.

Provides technical expertise to transportation users within its assigned geographic area of responsibility.

Provides intransit visibility of unit equipment and sustainment cargo movements.

Processes convoy clearance and special hauling permits.

Maintains custody of accounts for. and issues transportation requests, warrants, bills of lading or tickets for travel on commercial or military railways.

Furnishes travel information and obtains passenger accommodations for persons traveling on official business in military or commercial rail equipment.

Maintains familiarity with schedules, services, facilities, rates, fares, and charges of commercial rail carriers and provides such information to US sponsored travelers.

Supervises the operation of a consolidated and distribution facility.

Obtains schedules for special military trains.

Arranges for provisioning of military passenger trains originating in or transiting the area.

Prepares passenger manifests.

Assists arriving personnel through customs and immigration at rail ports of entry.

Movement Regulating Team (MRT)
4-36. The mission of an •IZT is to operate in separate sections employed throughout the AO in essential locations to observe. assess, and report progress of tactical and nontactical movements along MSRs. These teams also implement movement schedule changes as necessary to coordinate the movement of authorized traffic, resolve movement conflicts, and provide first destination reporting points. On a round-the-clock basis, the functions of this unit are:

To observe, assess. and report progress of tactical and non-tactical transportation movements along main supply routes.

To adjust movement schedules as necessary, to coordinate the movement of authorized traffic.

To implement changes in unit moves or vehicle/convoy routings.

To divert cargo and resolve movement problems.

To provide first destination reporting points.

Cargo Documentation Team
4-37. The Mission of the Cargo Documentation Team is to provide cargo documentation for the transshipment of cargo in water, air, motor, and rail terminals. The Cargo Documentation Team supports onward movement of combat units and
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sustainment operations. On a round-the-clock basis, the functions of the cargo documentation team are:

Performs documentation required to load, discharge or transship 500 short tons of general cargo or 480 containers daily in a water, rail, intermodal, or air terminal.

Assists in the coordinated defense of the unit's area or installation.

DODDOA 019890

Chapter 5

Movement Control In The Corps

5-1. The corps combines the operational and tactical levels of war. In this environment,
both unit and sustainment transport moves must be coordinated and executed to ensure a
continuous flow of available transportation assets, infrastructure, and Line of
Communications (LOCs). Particular attention must be directed to coordinating
movements that occur concurrently.
5-2. Movement planning is conducted by the corps G3 and G4 staffs, and by the corps
support command (COSCOM) support operations staff. (See figure 5-1.) The corps G3
plans and directs maneuver and recommends corps priorities. The G4, in coordination
with the Corps Transportation Office (CTO) and COSCOM support operations staff,
recommends logistical support priorities. The CTO receives technical support from the
COSCOM Movement Control Battalion (MCB) and the transportation support branch of
the COSCOM support operations staff.
G3 .G4
.• CTO )
i NN .


...... • • ...

MCB••• •••



Figure 5-1. Corps Transportation Command and Control
5-3. The COSCOM provides logistical support to the corps and an integrated distribution system in the corps area. It does this through the coordinated planning of the
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COSCOM staff, subordinate Corps Support Group (CSG), and its materiel management and movement control units. The corps MCB centralizes movement control and highway regulation to support corps operations.
5-4. Within the corps headquarters. the movement control staff consists of the G3, G4, and CTO. Each of their duties is described below.

G3 Plans, Operations, and Training. The G3 plans and directs movement and maneuver of combat units through or within the corps area. This may require rapidly projecting these forces over extended distances on main supply routes (MSRs). The G3, coot dinating with the G4, establishes priorities for using MSRs for movements and maneuver. Maneuver will normally have priority over movements. However. maneuver must be well coordinated with movements to prevent route congestion. enforce movement priorities, and provide continuous logistical support. MCB movement planners assist the G3 in planning the movement of combat forces. The G3 air allocates Army aviation support. The G3 also coordinates with the CTO and MCB for unit movement, force tracking, and maneuver planning.

G4 Logistics. The G4 plans for the logistical support of the corps, and directs the execution of the plans. The G4, using the recommendations of the CTO, establishes plans and implements logistical support priorities for movement. These priorities become the basis of the corps distribution plan developed by the COSCOM support operations staff, the movement program and highway regulation plan prepared h . the Highway Traffic Division of the MCB in coordination with CTO. and the traffic control plan prepared by the Provost Marshal (PM).

Corps Transportation Officer. The CTO is a special staff officer who works for the corps Chief of Stafl (Cot'S). The CofS has the option of placing the CTO under the staff supervision of the G3 or G4. The CTO assists the G3 with transportation planning durinu unit movement and maneuver planning. The CTO assists the G4 in the areas of logistic and unit movement requirements, and prepares transportation portion of corps plans and orders. The CTO also assesses the impact for transportation requirements and highway regulation in the corps area. This may include support of reception and onward movement of forces, replacement operations. and reconstitution. The MCB works directly with the CTO establishing moi ements and highway regulation. The CTO assesses the overall effectiveness of the corps movement programs and recommends the type of transportation units and assets required to accomplish the corps mission. Other CTO duties include the following:

¦ Coordinate transportation planning with theater Transportation Command Element (TCE). COSCOIVI support operations staff, and division and separate brigade transportation officers to determine requirements.
• Plan, coordinate_ and monitor large or special movements in conjunction with the MCB.

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Guide and assist major subordinate commands and units transiting the corps area.

Recommend road repair priorities and improvements for the road network in the corps area in coordination with the corps engineer.

Assess and recommend requirements for host nation transportation support (INNS).

5-5. The COSCOM is a multifunctional support command at the corps level.
COSCOM operations are the focal point for tactical logistics support to the corps. Both
the corps MCB and transportation mode operating units are assigned to the corps and
attached to the COSCOM.
NOTE: As the Army moves toward the objective force, redesign of some CSS organizations is occurring. This is
true of the COSCOM. As this FM is written, the COSCOM is undergoing the careful scrutiny needed to ensure
that its new organizational design is one that provides the support needed by the objective force.
5-6. Transportation Support Branch. The transportation support branch is a planning
staff that integrates and coordinates transportation planning with all other support
operations provided by the COSCOM. This branch is under the supervision of the
DCSO. The transportation support branch executes planning responsibilities vested in
the DCSO for the movement function. These responsibilities include the following:

Preparing and coordinating plans. policies, and programs to support transportation. movement control. highway regulation, and cargo transfer operations.

Preparing movement management policies for the COSCOM.

Preparing estimates. plans. and recommending policies for mode operations, and terminal operations.

Developing input for corps movement annexes and transportation estimates.

Reviewing corps orders for transportation supportability, specified, and implied tasks.

Coordinating plans for throughput from theater to the tactical level, intermodal operations, and trailer transfer operations.

Coordinating with the COSC'OM procurement support branch on the acquisition and use of host nation (HN) transportation resources based on the corps movement program or other planning documents.

Developing and recommending locations of transportation nodes and units to support the distribution system and corps movement program.

Preparing changes in allocation of transportation units based upon changes in the distribution plan or to influence the corps battle.

Advising the COSCOM deputy commander for support operations on the effective use and operation of transportation units.

In coordination with the MC B. reviews materiel distribution plans to ensure that the existing transportation infrastructure can support them.

Developing input to the transportation portion of contingency plans.

Recommending requirements to construct, improve, or maintain transportation

DODDOA 019Fi9n

5-8. The MCB commands and controls its functional divisions. It also commands, allocates, and supervises the operation of attached or assigned movement control teams (MCTs) and movement regulating teams (MRTs). The MCB and its attached teams require personnel, administrative, food service, and maintenance support from other COSCOM units.
5-9. The command section and headquarters detachment normally collocate with elements of the plans, programs. and Operations (PP&O) section and the highway traffic section. These two sections may also provide personnel to other locations in the corps area based on mission requirements. Portions of the highway traffic section may collocate with the corps rear command post (CP) operations cell. The CP operates on a 24-hour basis normally with two 12-hou• shifts. Personnel staffing per shift is based on anticipated workload. The Corps' MCB and MMC must be collocated to allow the close coordination between movement and materiel managers that is essential to making distribution based logistics work.

Detachment Headquarters. The detachment headquarters provides or coordinates administrative and logistics support for the MCB and its attached teams.

Plans, Programs, and Operations Section. The PP&O section is responsible for surface. logistics air. rail. barge movements, and container management. If assigned. the Air Mobility Command liaison officer will operate in this section. This section coordinates support and maintains the status of transportation activities throughout the corps. This section also does the following:

Develops and implements the corps movement program based on movement requirements submitted by corps major subordinate commands and the COSCOM.

Performs Force Tracking for the G3 and provides ITV for critical shipments moving to the Corps AO.

Coordinates and monitors the status of inbound and outbound movements from the corps rear area.

Plans support for reception and onward movement.

Performs transportation planning according to priorities established by the corps G3 and (i4 in coordination with the COSCOM DCSO. Provides planners to assist the CTO during initial planning stages of each operation.

Programs and commits transportation assets to meet movement requirements according to corps priorities.

Coordinates transportation support and maintains status of transportation activities throughout the corps.

Recommends reallocation or relocation of transportation units or transportation assets to meet exceptional movement requirements.

Coordinate policy and procedures with the joint movements' center when the corps is the Army component of a joint force

Maintains liaison with theater. joint, combined, and adjacent corps movement control activities.

Coordinates with Corps MMC to provide ITV on shipments moving within the Corps area on the Movement Program.

Constantly assess and determine support requirements for corps movement

DODDOA 019295

control operating units and facilities.

Highway Traffic Section (HTS). The HTS performs highway regulation within the corps area. It coordinates with the TCE, other MCB highway traffic sections, DTOs. and appropriate HN authority. for any movements that originate in the corps area, but which terminate outside the corps. This section also does the following:

¦ Provides highway regulation planning assistance to the corps G4 and CTO to designate main supply routes (MSRs) and establish control measures to support the concept of operations.
• Develops highway regulation plans.
Provides transportation route overlays and traffic circulation plans to support corps OPLANs.

Coordinates with the corps G2. engineer, PM, and military police (MP) for route classification and selection.

Coordinates placement of MRTs.

Collects. processes. and distributes information on MSR status.

Plans, routes. schedules. and manages traffic according to command priorities.

Issues movement credits for approved movements.

Provides instruction for diversion or rerouting based upon the condition of MSRs, enemy activity. or congestion.

Coordinates large unit movement tables with other movements and maneuvers.

¦ Coordinates enforcement of Highway Regulation Plans with the PM, MP brigade. and FIN.
• Tracks movements of convoys: maintains status of movements to include current position or last reported checkpoint.

Movement Control Teams. The corps MCB commander positions teams throughout the corps area to extend his control to critical transportation nodes, facilities. or operatinu. units. Allocation of teams includes the following:

• One MCT per CSG and division and at each critical transportation node in the corps area. and at air. rail. and sea ports.
¦ MRTs at key transportation nodes and other critical locations on MSRs to expedite surface movements. •
• Corps also has an MCT not found at EAC. The Division Support MCT as allocated one per division.

5-10. The mission of division support MC Is is to augment the division transportation
officer (DTO). The DTO in the division structure is limited in the manning required to
conduct the full range of transportation support planning, programming, and operations
required for combat operations. This team provides movement control functions on a
24-hour basis. They assist the DTO in scheduling, controlling, and coordinating
movements. They also maintain ITV of personnel, unit equipment, and sustainment
DODDOA 019896 supplies moving in a division area. On a round-the-clock basis, the functions of the division support movement control team are:

Execute highway regulation in the division area for all non-tactical movements to plan and coordinate use of main supply routes.

Plan and coordinate use of main supply routes within the Division.

Operate first destination reporting point.

Provide technical expertise to transportation users in the Division area.

Provide intransit visibility of unit equipment and sustainment cargo movements in a Division area.

Provide movement control support to tactical road marches and division movements.

Provide additional capability to the movements control officer for support of operations.

5-11. The functional relationships of the corps MCB to the TCE, HN, and other staffs and headquarters are shown below:
• Transportation Command Element. The TCE provides guidance and technical assistance to the corps MCB. The TCF. provides movement programs, policies, and procedures established by the Army Service Component Command (ASCC). Close working relationships and direct communications between the corps MCB and the TCE are required. The TCF also coordinates theater plans with the corps MCB to ensure unity of elThrt. The TCE provides additional MCTs to the corps MCB when the corps MCB requires additional movement control capabilities to meet operational requirements of the theater army.

NOTE: The corps MCB furnishes the corps commander's priorities to the TCE and must coordinate corps
personnel and materiel movements with the TCE. The corps MCB provides the TCE corps reception and
processing capabilities.

Host Nation. The I IN may provide transportation assets, facilities, movement control. and highway regulating capabilities to the corps area. These arrangements and plans are normally coordinated between the COSCOM staff and HN authorities. The corps MCB then implements these plans and interfaces with HN movement control.

Corps Provost Marshals and Military Police. The corps PMs and MPs integrate movement control and highway regulation plans into the MP battlefield circulation control plan. They provide traffic control on MSRs and enforce highway regulation plans. They reroute and divert traffic as required by the tactical situation or as directed by the corps MCB. They also provide reports to the MCB on the status of MSRs.

Division and Separate Brigade Transportation Officers. Division and separate brigade TOs coordinate with the corps MCB and the CSGs through the supporting

DODDOA 019897 CSG MCT to obtain transportation assets to meet division requirements beyond the division's organic capability. Thee also provide input to the MCB to coordinate the corps movement control and highway regulation plan.

5-12. CSGs are subordinate commands of the COSCOM. CSGs provide responsive logistics support to corps units. whether those units are employed in the corps rear area, a division rear area. or in support of a separate brigade. The COSCOM tailors its CSGs to meet the needs of the supported force. The basic mission of the CSG will vary depending on whether the CSG is employed as a forward CSG behind a division, or as a rear CSG to support the corps rear area. Transportation units are assigned (in the tailoring process) to the CSGs to facilitate distribution. The CSGs must be responsive to the direction of the MCB when tasked to provide transportation support.
5-13. Forward CSGs are the primary source of logistics support for corps organizations in their AO. This includes corps forces in the division forward area and the armored cavalry regiment area during covering force operations. They also provide backup support to the division. It provides this support through its subordinate multifunctional corps support battalions (CSB). Each CSB in a forward CSG has truck companies (normally I itihtimedium truck companies or medium truck companies operating PLS) assigned to support local haul transportation requirements in its assigned geographic area. The CSG coordinates support among transportation units and conventional ammunition and petroleum units. The CSG also supports other movement requirements in its area on a mission basis. Normally. one CSB will be located in the division rear. The CSG commander may task force organize the CSBs to weight support as needed.
5 -14. The rear CSG focuses on supporting the corps and providing reinforcing support to the forward CSGs. The rear CSG consists of functional battalions and one or more multifunctional CSBs. The rear CSG's transportation battalion provides corps-wide transportation line haul support. Depending on its organization, its truck companies move cargo. unit equipment. and ammunition and relocate heavy maneuver forces. The cargo transfer companies operate either a hreakbulk or container operation at air, rail, motor, intermodal, and water terminals.
5-15. An additional transportation battalion is located in the rear CSG for command and control of the combat heavy equipmcn! transporter (HET) companies. The HET companies are assigned to corps to provide operational and tactical mobility to the heavy force. [sing the HET to displace heavy armored forces, either tactically or operationally. increases the maneuver commander's capability to quickly and efficiently shift his forces on the battlefield to attain and keep the initiative: It also keeps the forces available in a high state of operational readiness.
5-16. The forward and rear CSGs and their subordinate CSBs have support operations
sections with transportation support branches. Within the rear CSG, the transportation
support branch tasks transportation units of the transportation battalion based on
commitments from the area MCT collocated with the rear CSG headquarters. Based on
local command policy, the MCT may send commitments directly to the transportation
battalion. In the forward CSGs. the transportation support branch tasks the
transportation units of its CSBs based on commitments for the area MCT collocated with the CSG headquarters and may also reallocate transportation units among its subordinate CSBs. The CSB transportation support branch does the following:

Places truck companies in routine support of ammunition and petroleum

Matches requirements against capabilities.

Reports assets availability to the area MCT.

Tasks subordinate truck companies for mission support.

5-17. The MCB collocates an area MCI \\ ith each CSG HQ to commit CSG transportation assets to execute the movement program, fill validated requirements in the CSG, and monitor transportation asset use, availability, and readiness of CSG transportation assets. This MCT remains under the command and control of the MCB. The area MCT will also maintain asset visil)ility, including containers and trailers in their area, through the CSO support branches. It will request additional transportation support and coordinate backhaul from the corps MCB.
DODDOA 019899

Chapter 6

Movement Control In The Division

Division transportation forges the other logistics functions into a network dedicated to supporting the division commander's scheme of maneuver and support operations.
6-1. Movement planning and execution in the division is a staff responsibility, not vested in operational units as found at corps and echelons above corps (EAC). The division transportation officer (DTO), division support command (DISCOM) distribution management center (DMC), and the DISCOM movement control officer (MCO) coordinate and control division transportation operations. This includes the control of any movement of non-divisional units in the divis;on area. Because the G3 plans and directs maneuver; the G3 (air) allocates aviation assets to combat service support (CSS); the G4 (through the DTO and DISCOM) supports operations, plans, and movements; close coordination between the G3, G4, DTO, and DISCOM, is absolutely essential to accomplishing the division mission.
6-2. Movement and maneuver of combat, combat support, and CSS forces in support of maneuver operations are normally given priority over other movements. Other CSS traffic is usually assigned a lower priority. Planning and regulating movement requires close coordination among the division staff and the commanders and staffs of the brigades, battalions, and companies. (Figure 6-1).

*S. ••
...W .
• _.*
DMC •...... DTO
DI SC OM ..• .


MCO .•

F SB s • o• •



Figure 6-1. Command and Coordination of Division Transportation.
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6-3. Movement control planning and transportation management functions are the responsibility of the DTO. The DTO is a special staff officer involved in the movement of units and maneuver elements. (Movement control of sustainment and other distribution moves is routinely handled by the DISCOM MCO.) The composition of the division transportation office varies with the type of division, however, it has an MCT from the corps MCB attached to support routine DTO functions. (See paragraph 6-7.)
6-4. Within the brigade HQ, the S4 staff performs transportation functions. The S4 staff (which includes the brigade movement coordinator) does the following:

Establishes main supply routes (MSRs) in the brigade area in coordination with the DTO and DISCOM DMC.

Coordinates with the DTO and conducts highway regulation for movements that cross the brigade rear boundary.

Coordinates with the forward support battalion (FSB) support operations section for transportation support when requirements exceed the organic capability of the brigade.

6-5. Divisional combat and combat support (CS) battalions and squadrons do not have separate transportation staffs. The battalion S4 staff performs transportation functions with help from the support platoon leader of the headquarters company. Their table(s) of organization and equipment (TOEs) provide vehicles to support limited transport requirements, such as resupplying their companies. The battalion S4 staff requests transportation support and movement clearances from its brigade S4.
6-6. FSBs for the new Stryker Brigade Combat Teams (SBCT) have transportation management personnel on the battalion staff The role of the transportation management cell is to coordinate and monitor all cargo related movements (specifically logistics packages) in and out of the brigade support area. It includes synchronizing movement and maintaining integrated end-to-end visibility of the transportation network and assets at the brigade level. It serves as the committing authority for all common-user land transportation assets within the SBCT. Transportation operations and movement control is a CSS staff responsibility that must be integrated with tactical movements, which are managed and approved by the SBCT S3. The SBCT S4 retains overall staff responsibility for highway regulation and supply route establishment, accomplished within the S3's priority of movement and traffic circulation plans. The movements officer and movements NCO coordinate with the supply and services officer on a constant basis. The movements officer controls the employment of BSB surface transportation assets, maintains in-transit visibility of all commodities, movements, and units inbound, outbound, and within the SBCT area of operation (AO). These assets include the transportation platoon's 14 trucks and trailers, and the fuel and water platoon's 14 fuelers and six trucks for bulk water distribution. The movements officer also has access, through the SBCT S4, to CSS transportation assets above the brigade echelon.
6-7. Brigades and separate units depend on the DISCOM to provide transportation support when requirements exceed their organic capabilities. Each brigade, depending upon the type of division, receives logistical support from an FSB in the brigade support
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area (BSA). The movement control noncommissioned officer (MCNCO), in the support
operations office of the FSB, is the brigade S4's point of contact (POC) for DISCOM
transportation support. The FSB MCNCO forwards requirements to the DISCOM MCO.
The DISCOM MCO coordinates tasking of truck assets assigned to the transportation
motor transport (TMT) company assigned to the main support battalion (MSB) in the
division support area (DSA). (See paragraph 6-12.)

6-8. The DTO, as a special staff officer, is a staff planner who advises the commander
and coordinates support with the division G3 and G4 on tactical moves and operations.
The DTO coordinates with the G4 on logistical and administrative matters, and also
provides guidance on transportation matters to all other staff sections and commanders.
The DTO provides the formal link between the division and the corps transportation
office (CTO), and is normally located in the division rear command post (CP). The DTO
has four primary functions: advisory, planning, coordination, and technical assistance.

Advisory. The DTO, as the division staff transportation expert, advises the commander and staff on transportation matters. The DTO recommends division priorities for transportation and movement to support division plans and orders. The DTO recommends the allocation of division transportation assets and the establishment of MSRs and provides the DISCOM DMC and MCO with policies and priorities. The DTO assists the G4 in preparing, updating, and maintaining the transportation portion of the logistics estimate.

Planning. The DTO participates in the decision-making process as a member of the division planning staff. The DTO conducts concurrent planning with the staff to integrate movement and maneuver. This includes providing movement control expertise for planning tactical road marches and for preparing movement orders and movement tables. The DTO develops the deployment, movement, and highway regulation portions of the division operation plans (OPLANs) and operation orders (OPORDs).

Coordinating. The DTO coordinates with other division staff offices, subordinate staffs, the provost marshal (PM), division engineer, the CTO, and corps movement control battalion (MCB). DTO movement control efforts require close coordination with the DISCOM MCO.

Technical Assistance. The DTO is the focal point for transportation technical guidance and assistance for the staff. The Mobility Warrant Officer assigned to this office and the one assigned to the MCT, attached to support the DTO, provide a depth of technical expertise needed for this role. The DTO provides technical assistance in planning for unit movement by all modes. The DTO provides technical assistance to the divisional units for movement training which includes preparing vehicles for transport, developing load plans, loading and securing vehicles on railcars and Air Force aircraft, and convoy procedures.

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6-9. The mobility warrant officer (MWO) (MOS 882A) provides deployment training and execution expertise. The mobility warrant officer is the commander's key staff officer for deployment planning, execution, advice, coordination, and training. The mobility officer is a movement technician who manages and controls the flow of Army Transportation during unit movement operations. The mobility officer plans, organizes, and supervises the movement of Army personnel and equipment. The MWO coordinates movement operations issues with joint, Army, and commercial agencies, and provides technical interpretation and guidance on the implementation and use of transportation automation systems. The MWO also coordinates training of unit personnel, and advises and assists commanders and staffs on the elements of unit movement operations.
6-10. The division support MCT is an element of the corps movement control battalion that is attached to the DTO to augment and provide support to the DTO operations. The mission of the division support MCT is solely to augment the DTO. It does not perform the usual functions of an MCT. This team provides the DTO support needed on a 24­hour basis.
6-11. The DISCOM commander is the principal logistics operator of the division and units of the DISCOM provide division-level logistics support to all organic and attached elements of the division. While the division G4 has staff responsibility for logistics planning, and develops division-level logistics plans, policies, and procedures, the DISCOM commander must make them a reality. Therefore, the relationship between the division G4 and the DISCOM commander must be extremely close for either to succeed.

DISCOM S3. The S3 is the principal staff advisor to the DISCOM commander. The S3 plans and directs movement and maneuver of DISCOM units within the division area. To accomplish this task, the S3 coordinates with the DTO, as do all other organizations making unit moves in the division's AO.

DISCOM S4. The S4 is responsible for all logistics matters pertaining to DISCOM units. (The S4 is not concerned with division-level logistics.) The S4 submits transportation requests for DISCOM administrative moves and submits requests for highway clearances to the MCO.

DISCOM Distribution Management Center. A DMC is located within the DISCOM support operations staff. While the DISCOM DMC operates at a smaller scale than the TSC DMC, the basic functions are essentially the same. The DISCOM DMC is the center responsible for providing timely distribution information and accurate logistics information to the DISCOM commander and the DISCOM staff. The DISCOM DMC coordinates the distribution plan with the DTO, MCO, and the DISCOM materiel management center (DMMC) and monitors distribution operations. The DISCOM DMC focuses on the distribution lines of communication (LOC) as they extend into the division area. The

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DISCOM DMC also monitors the establishment of the distribution system within
the division to include lateral redistribution and retrograde.

6-12. The MCO is the link between the division transportation mode operators and the
division users of transportation. The MCO is normally located in the division rear with
6-13. The MCO provides movement management support to the division by controlling the division's motor transport assets employed in distribution support. Movement management includes planning, coordinating, and controlling the allocation and use of available transportation resources to fulfill the commander's distribution movement requirements. There must be close working relationship between the MCO and the following:



DTO (and its attached MCT)

Supporting corps and area MCTs

Support operations section of the DISCOM MSB

Support operations section of the DISCOM FSB

Operations office of the PM

6-14. The MCO commits MSB/DSB TMT company assets. The MCO coordinates with the supporting area MCTs to get transportation resources when requirements exceed capabilities. If the requirement for additional transportation is excessive, the MCO coordinates the request through the DTO. The MCO ensures the accountability and return of throughput assets, including containers and pallets. The MCO requests aviation assets (from the air assets G3 (Air) allocates for CSS purposes) to support logistical requirements
6-15. The MCO develops the division distribution program in coordination with the
DMC. The MCO coordinates with the DMMC to determine and plan for the
transportation of materiel. The DMMC has visibility over materiel distribution
requirements that will require either transportation assets or movement clearance. The
MCO coordinates with the G1 for personnel movement requirements. The MCO also
maintains close coordination with division units to project transportation and movement
requirements. The MCO also does the following:

Advises the DISCOM commander and staff on transportation matters.

Enforces division priorities in tasking transportation assets and seeks to resolve priority conflicts and competition by employing alternate modes and times or requesting support from corps or area MCTs.

Maintains information on the status of transportation assets allocated to support movement requirements to include additional transportation assets placed in direct support (DS), attached, or allocated for CSS operations.

Coordinates transportation movements in the division rear with the FSBs, MSB/DSBs, and other units as required.

Monitors the status of containers, flatracks, pallets, and trailers in the division area. Reports their availability for retrograde.

Provides transportation intelligence data to the DISCOM DMC and the DTO. This data is usually obtained through contact with the transport mode operators. These operators are movement control teams, dispatchers, truck drivers, pilots, and users of surface and air transportation facilities.

Coordinates with units to ensure adequate materials handling equipment (MHE) and container handling equipment (CHE) are available for loading and unloading.

Assists the brigade movement coordinator in preparing unit movements.

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6-16. The division rear CP is usually collocated with the DISCOM CP in the DSA. The DTO, its MCT, and the MCO normally collocate and the combined elements comprise the movement control cell. The collocation of these elements in the rear CP enables a coordinated transportation effort. To accomplish this mission, the DTO prepares the highway regulation and traffic circulation plan for the division road network. The MCO plans and controls division transportation assets and develops the division movement program.
6-17. The movement control cell personnel maintain situation maps and overlays of the road networks that reflect current information on the following:

Traffic disruptions


Surface conditions

Regulation and control measures



6-18. Movement control cell personnel coordinate with the G3, G2, air defense
artillery, aviation, chemical fire support element, PM, and signal cells of the division
rear CP for current information on enemy activity such as conventional or chemical
strikes on MSRs, bridges, and tunnels that could interrupt movement. Close
coordination with the other cells is necessary to coordinate movement and maneuver,
ensure support of current operations. The movement control cell coordinates with the
appropriate cells to accomplish all the functions and activities that are the responsibility
of the separate offices.

6-19. The Force XXI brigade includes a movement control NCO as the link between
the brigade transportation mode operators and the brigade users of transportation. The
movement control NCO controls the brigade's common user motor transport assets
employed in distribution support. Movement management includes planning,
coordinating, and controlling the allocation and use of available transportation resources
to fulfill the commander's distribution movement requirements.
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6-20. The Stryker Brigade Combat Team has a Mobility Warrant Officer and a movement control NCO in the brigade. The Mobility Support Element will support other brigades, regiments, and battalion/squadrons for deployment and operational mobility.
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Chapter 7

Developing A Movement Program


7-1. This chapter is for the movement managers at all command levels. It explains how to develop a movement program. Developing a movement program requires the direct coordination of coordinating staff officers, material managers, movement managers, and mode operators.
7-2. A movement program is a command directive prepared by planners in the transportation command element (TCE), movement control battalion (MCB) at echelons above corps (EAC), MCB (Corps), and division transportation officer (DTO) at division. To plan an integrated distribution system, these planners must coordinate with the following:

Deputy chief of staff for logistics (DCSLOG/G4).

TSC distribution management center (DMC) and support operations staff

Corps support command (COSCOM) and support operations staff

Materiel management centers (MMC)

Mode operators to plan an integrated transportation system.

Joint transportation board (JTB)

Joint movement center (JMC)

Deputy chief of staff for operations (DCSOPS/G3)

7-3. The movement program is used to preplan anticipated transportation requirements for movement and flow of units, personnel, materiel, and sustainment supplies. During the movement planning process, movement planners allocate available transportation resources based on the commander's priorities.
7-4. Implementing the commander's priorities is a responsibility of logisticians at each level of command. The movement program supports the commander's priorities by establishing what requirements can be resourced given available transportation assets, units, and infrastructure. Doing this effectively uses these assets and identifies competing requirements and shortages.
7-5. An effective movement program is vital for successful support of combat operations. Therefore, supported units must provide accurate data when developing transportation requirements and inform movement planners of current and projected operating sites. Movement planners must be flexible because requirements often change based on changes in priority, unit locations, asset availability, and conditions of the LOCs. Therefore, supporting movement plans should have fully developed alternatives based on likely courses of action. The TCE MCBs and the Corps MCB must also be resourced with sufficient movement control teams (MCTs) and communications equipment to provide adequate movement control and operational flexibility.
7-6. The movement program serves as an authority to commit transportation assets. It
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authorizes the MCTs to issue transportation movement releases (TMR), directs mode
operators to furnish assets, arrange commercial movements, and alerts receiving units to
accept programmed shipments so that they can unload transportation assets promptly.
There are nine basic steps used to develop a movement program. These steps are as follows:

Step One. Assess the distribution pattern.

Step Two. Determine requirements.

Step Three. Determine transportation capabilities.

Step Four. Balance the requirements against the capabilities.

Step Five. Determine Critical Points.

Step Six. Determine Check Points.

Step Seven. Determine shortfalls and recommended solutions for handling the shortfalls.

Step Eight. Coordinate the movement program.

Step Nine. Publish and distribute the program.

7-7. The distribution pattern is a complete logistics picture that shows the locations of ports, locations of supply, locations of consignees, maintenance activities, nodes, and transportation activities. It is the tool by which planners know where support should normally flow and where it may be diverted as operational needs dictate. The distribution pattern constantly evolves as the theater develops. The commander's concept of operations, number, types, and locations of in-place and incoming units guide development of the distribution pattern and their time phased arrival in theater. The distribution pattern delineates throughput and interzonal transportation requirements directly affecting the coordination and preparation of movement programs.
7-8. Movement planners use the distribution pattern to develop the transportation
network. The network consists of the complete system of routes pertaining to all modes
of transportation available in the theater. Movement planners study intelligence and
engineer information on the area of operation (AO) to determine the capabilities of
transportation networks. They analyze the enemy situation to determine existing or
potential threats to movement. Concurrently, they determine the suitability and
feasibility of moving supplies and personnel over those transportation networks. Based
on these studies, movement planners recommend locations for transportation units and
modes to make full use of the transportation networks.
7-9. Movement planners in the TCE and corps MCB coordinate with the TSC and
COSCOM regarding the positioning of transportation units and supply activities. These
units are positioned so that their capabilities will enhance the distribution system.
7-10. Movement planners also coordinate with shippers and receivers to determine
their capability to receive, handle, and load by various transportation modes. This
capability is based on the availability of materials handling equipment (MHE), container
handling equipment (CHE), ramps, labor, storage capacity, and other factors that affect
transportation services. This information is necessary to efficiently schedule
transportation and prevent congestion.
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7-11. Having accurate requirements is the key to developing an effective movement
program. Forecasts must be submitted far enough in advance for the transportation and
supply systems to adjust their resources to carry out the program.
7-12. Movement planners use planning periods for forecasting requirements. The length of these periods is based upon the number and frequency that changes are
experienced or anticipated. A 14-day planning period is desirable to allow a firm
forecast of requirements for the current 7-day period and a tentative forecast for the
succeeding 7-day period. This method provides a basis on which to operate during the
current period and a tool for planning during the succeeding period. With a 14-day
planning period, a new planning cycle is initiated every seven days. The availability of
an integrated information system that integrates movement and supply information
increases the accuracy of forecasts. It also allows for more accurate movement
7-13. Materiel movement requirements are developed and grouped in terms of classes of supply, estimated weight and cube, required delivery date (RDD), priority, origin, and destination. Special handling requirements such as refrigerated cargo, hazardous cargo, and controlled or sensitive cargo should also be identified.
7-14. Personnel movement estimates are grouped by category such as troops, civilians, patients, and prisoners of war.
7-15. Major subordinate commands must provide their movement requirements that
exceed organic transportation capability for inclusion in the movement program.
Requirements should be identified as indicated in paragraphs 7-13 and 7-14.

7-16. Movement planners at each command level determine the capabilities of the
transportation mode operators in their AO. They obtain from mode operators the
characteristics and capabilities of the following:

Number of transportation units and their equipment available to support common­user movement requirements.

Total number of host nation (I-IN) transportation assets allocated to support common-user movement requirements (including commercial, rail, inland waterways, and coastal shipping).

Number of third country and US-contracted assets.

Reception, material handling, and in-transit storage capabilities.

7-17. Theater airlift and airdrop may be planned for if the JTB or JMC apportions assets for logistics air movement operations to the theater. The TSC will allocate apportioned airlift based on command priorities. Movement planners should realize that requirements normally exceed allocated airlift. They should also take advantage of
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opportune lift.
7-18. Movement planners must update capabilities with changes as they occur and adjust movement programs accordingly.
7-19. When developing transport capabilities, planners must use planning factors or experience based on the type of equipment, availability of MHE and CHE, weather, and terrain. Planners should obtain planning factors from mode operators or from planning publications such as FM 4-01.40 (FM 55-30). Figures 7-1 through 7-4 reflect capabilities data, truck capacities and technical data for the divisional and non-divisional truck companies. This data can be used when developing transport capabilities
I Division TC Truck Company TOE Capability Data,
55288F000 31 30 22 235 412 1664 22 3,4
55158L000 34 10 135 174 801 3
55168L000 34 8 143 245 984 3
55178L000 28 7 117 200 804 3
55188L000 31 28 22 226 396 1597 22 3,4
55288F000 29 24 18 212 370 1491 18 3,4
55158L000 32 10 127 164 921 3
55168L000 32 8 135 231 930 3
55178L000 27 6 110 189 760 3
55188L000 29 26 18 213 374 1510 18 3,4
55288F000 26 22 18 191 333 1344 18 3,4
55158L000 29 9 115 148 830 3
55168L000 29 7 122 209 838 3
55178L000 24 6 99 171 685 3
55188L000 26 24 18 192 337 1361 18 3,4

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All data rounded to nearest whole number

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TMT Companies normally do not perform Line or Local Haul missions as normally defined in doctrine; they are organic to the division.

These units normally do not transport ammunition.

HETs used for evacuation missions - one tank per HET.

Figure 7-1. Divisional TC Truck Company TOE Capability Data
Availability Rate and Capacity Data for Trucks in TC Divisional Truck unit TOEs

55288F000 TMT CO, DSB, FXX1 DIV 1,2
5T CARGO 36 0.859 0.812 0.732 2.97 5.00 20
PLSviTTLR 33 0.905 0.801 0.722 4.79 8.62 35
HET 24 0.916 0.75 0.75 1 3
55158L000 TMT CO, MSB, ABN DIV 1,2
2.5T CARGO 40 0.859 0.812 0.732 2.50 2.50 18 •
TRAC/STLR 12 0.847 0.801 0.722 4.79 8.62 35
55168L000 TMT CO, MSB, AASLT DIV 1,2
5T CARGO 40 0.859 0.812 0.732 2.97 5.00 20
TRAC/STLR 10 0.847 0.801 0.722 4.79 8.62 35
55178L000 TMT CO, LID 1,2
5T CARGO 33 0.859 0.812 0.732 2.97 5.00 20

TRAC/STLR 8 0.847 0.801 0.722 4.79 8.62 35
55186L000 TMT CO, MSG,HVY

DIV 36 0.859 0.812 0.732 2.97 5.00 205T CARGO 33 0.847 0.801 0.722 4.79 8.62 35TRAC/STLR
24 0.916 0.75 0.75 1 3• HET

The Trucks and tractor/trailers in this unit normally do not carry ammunition.

These units are not equipped to carry water or bulk POL

Assumes one tank per HET. Some tracks (M113) can go two per HET.


Figure 7-2. Availability Rates and Capacity Data for Trucks in TC Divisional Truck unit TOEs.
Task Vehicle Availability Rate (TVAR and Capacity Data for Individual Trucks in Tran
55719F000 LT MDM TRK CO
5T CARGO 50 0.859 43
TRAC!STRL 10 0.847 8 1 6.47
55727F100 MDM TRK CO 60 0.875 53 1 2 15.42 12.94
55727F200 MOM TRK CO 60 0.875 53
7500 GAL
55727F300 MOM TRK CO 60 0.875 53
5000 GAL
55728F 100 MDM TRK CO 60 0.847 51 1 6.47
55728F200 MOM TRK CO 60 0.847 51
55728F300 MOM TRK CO (PLS) 60 0.905 54 2 2 12.94
55728F300 MDM TRK CO (PLS) 60 0.905 54 2 2 12.94
55739L100 CBT HET CO 96 0.9 86 _

General Comments: The TVAR data, while based upon truck type, applies only at TOE level of detail. NAR data source is TR BB Tons per trip data source is USATSCHICASCOM Cargo Density Factor Study, 1994. Containerized tons per trip data so Container Content Weight Study, 1994. The capacity data is individual truck specific.

Water is carried in Semitrailer Mounted Fabric Tanks (SMFTs) on cargo semitrailers. SMFTs are 4570 or 3000 gallons; they Water can also be hauled by PLS truck companies using 2000 gallon tank flatracks (one per truck and one per trailer).

POL is carried in tanker semitrailers (7500 or 5000 gallons).

PLS trucks normally carry ammunition in Combat Configured Loads (CCLs) on flatracks/CROPs. Mean weight is 11.0 tons

PLS is the only truck which normally carries ammo in the corps; it also carries all other dry cargo commodities.

This unit has 48 trucks plus 48 trailers; each can carry one PLS flatrack or one 20' container (two per trkillr combination per I

This unit has 60 trucks plus 60 trailers; each can carry one PLS flatrack or one 20' container (two per trkltlr combination per I

The only semitrailer authorized for personnel transport is the van, personnel carrier 80-passenger, Line Item No. S-74901, N

is not on the TOE of any Transportation truck company. In accordance with AR 385.55, Prevention of Motor Vehicle Amide Personnel), no other semitrailers are considered safe to transport personnel; consequently, troop carrying capability is not st

Non-divisional HETs perform tactical/operational maneuver unit relocations which are 'long haul' missions; HETs are not no HETs do not normally carry other types of cargo.

Figure 73. NonDivisional TC Truck Company SRC Capability Data.

Transportation Truck Company Capability Data - Non-divisional
TOE.I Ito Fr 120 Fr I 40 FT 1 20 FT a FT 1 20 FT ( LEVEL 1- UNE HAUL 55719F000 LT MDM TRK CO 17 110 235 : 55727F100 MDM TRK CO (EAC)(CGO) 105 210 1619 1359 2919 • 55727F200 MDM TRK CO (EACXPOL)
W/5000 GAL TANKER 55728F100 MDM TRK CO (CORPS)(CGO) 102 658 55728F200 MDM TRK CO (CORPS)(POL) 55728F300 MOM TRK CO (PLS) (60) 217 1405 55728F300 MOM TRK CO (PLS) (60) 217 1405 55739L100 CBT HET CO LEVELI - LOCAL HAUL 55719F000 LT MDM TRK CO 34 219 471 E 55727F100 MOM TRK CO (EAC)(CGO) 210 420 3238 2717 5838 1 55727F200 MDM TRK CO (EAC)(POL)
W/5000 GAL TANKER 55728F100 MDM TRK CO (CORPSXCGO) 203 1315 ! 55728F200 MDM TRK CO (CORPS)(POL) 55728F300 MDM TRK CO (PLS) (60) 434 2811 1 55728F300 MDM TRK CO (PLS) (60) 434 ,.2811 1 55739L100 CBT HET CO LEVEL 1 - ONE TIME LIFT 55719F000 LT MDM TRK CO 8 55 118 55727F100 MDM TRK CO (EAC)(CGO) 53 105 810 679 1460 : 55727F200 MDM TRK CO (EAC)(POL)
55728F100 MDM TRK CO (CORPS)(CGO) 51 329 55728F200 MDM TRK CO (CORPS)(POL) 1
55728F300 MDM TRK CO (PLS) (60) 869 5621 55728F300 MDM TRK CO (PLS) (60) , 869 5621 55739L100 CBT HET CO
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Figure 7-4. Availability Rate and Capacity Data for Trucks in TC Non-Divisional Truck Unit TOEs.
General Comments:

a. The data in the cells for each SRC represent exclusive capability. For example: the Level 1 line haul capabili .
per day or 210 20 foot containers per day or an intermediate value reflecting a combination: but, if the unit is c cargo. If the cargo trucks are equipped with SMFTs, the unit cannot carry any cargo other than water as long A POL truck company (727L200) does not carry any other type cargo.
The data in this table is rounded. Normally local haul capability for a unit is exactly double the line haul capat paragraph of a TOE it may be further rounded.

The TVAR data, while based upon truck type, applies only at TOE level of detail. TVAR data source is TRAC-BB Tons per trip data source is USATSCH/CASCOlvt Cargo Density Factor Study, 1994. Containerized tons Container Content Weight Study. 1994. The capacity data is individual truck specific.


Water is carried in Semitrailer Ivlounted Fabric Tanks (SMFTs) on cargo semitrailers. SMFTs are 4570 or 300 Water can also be hauled by PLS truck companies using 2000 gallon tank flatracks (one per truck and one pe

POL is carried in tanker semitrailers (7500 or 5000 gallons). They can be transported partially filled.

PLS trucks normally carry ammunition in Combat Configured Loads (CCLs) on flatracks/CROPs. Mean weigh

PLS is the only truck which normally carries ammo in the corps; it also carries all other dry cargo commodities

This unit has 48 trucks plus 48 trailers; each can carry one PLS flatrack or one 20' container (two per trk/tlr col

This unit has 60 trucks plus 60 trailers; each can carry one PLS flatrack or one 20' container (two per trk/tIr col

The only semitrailer authorized for personnel transport is the van, personnel carrier 80passenger, Line Item I\


is not on the TOE of any Transportation truck company. In accordance with AR 385-55, Prevention of Motor ' Personnel), no other semitrailers are considered safe to transport personnel; consequently, troop carrying cap
Non-divisional HETs perform tactical/operational maneuver unit relocations which are "long haul" missions; they are not normally employed in line or local haul missions. HETs do not normally carry other types of cargc

Troops are not normally local hauled or line hauled.

Figure 7-4. Availability Rate and Capacity Data for Trucks in TC Non-Divisional Truck Unit TOEs

7-20. Balancing requirements against capabilities determine whether the available
mode assets will support movement requirements. As a result of this step, movement
planners determine the workload for each mode and segment of the transportation
network. They should not limit this process to simply programming the use of available
transportation capability. Planners must also consider command relationships and
geographic area of responsibility (AOR).
7-21. Movement planners must assign requirements against all capabilities in a logical
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manner. They must not only consider the capabilities but also the total transportation network, the tactical situation, the priority of movement, and the risk of failure. For example, if a critical shipment must move into an area that is accessible by multiple road routes, but only one rail route, it would be wise to program the movement by motor transport. The rail segment could make less critical movements. Planners must consider the following workload requirements:

Direct shipments



Intermodal shipments

7-22. If planners identify transportation shortfalls, they will plan movement according to command priorities and the transportation priority of the shipment. The remainder will be adjusted and these adjustments will be coordinated with the shipper, receiver, materiel managers, and logistics staffs.
7-23. Schematics may be used to assist movement planners when balancing
requirements and capabilities. Their purpose is to graphically portray total shipping
requirements and available transportation capabilities as they relate to the distribution
plan. Planners use two types of schematics (requirements and mode).

7-24. The senior movement control element develops a comprehensive plan for
reception and onward movement that adheres to a step-by-step process similar to that
used to develop a movement program. Planning must estimate the workload at specific
transportation nodes to determine requirements for movement control, mode operating,
and cargo transfer units. Planning should be done for operational periods for each mode.
It must also identify requirements for MHE, container handling equipment (CHE), and
host nation support (HNS) (Figure 7-5).