Military

Chapter 1

Mobilization and Strategic Deployment Overview

This chapter provides an overview of the AC and RC mobilization and joint deployment planning process (see Figure 1-1). It focuses on the plans and procedures by which all Army components are transitioned to a state of readiness for war or other national emergencies.

Figure 1-1. Mobilization and Joint Deployment Planning Process

In response to a military need or crisis, strategic deployment is the strategic relocation and concentration of forces and their support base (manpower and logistics). Strategic deployment consists of the movement from CONUS into a theater, from CONUS to CONUS, from OCONUS to OCONUS, or from OCONUS to CONUS.
The Army has global responsibilities. Its credibility depends on its strategic deployment capability. The mission of getting equipment, personnel, and supplies to the right place at the right time is vital. Army forces must always be ready and able to rapidly mobilize, deploy, and conduct operations at a pace and in sufficient numbers to achieve rapid mission success. This chapter provides an overview of strategic deployment, responsibilities, deliberate planning, crisis response, and the phases of deployment.

FORCE PROJECTION

1-1. Force projection operations are directed by the NCA to meet specific events affecting US national interests. Force projection is the demonstrated ability to rapidly alert, mobilize, deploy, and operate anywhere in the world. Strategic deployment is the component of force projection that focuses on the physical movement of forces. Deployment technically ends with the arrival of forces and sustainment in the theater.

1-2. Force projection does not end until the mission is completed and the last soldier returns. Deployment is not an isolated activity. It includes predeployment activities, movement to the POE, strategic lift, theater reception, and onward movement. All deployment planners must consider the force projection mission. Army units must be prepared for rapid task organizing, echeloning, and tailoring for deployment, operations, and the return of forces to their HSs.

1-3. The primary military organization that conducts tactical operation as a part of force projections are JTFs. Within a JTF, the corps is the principal Army force. A corps generally has the command and control, combat, CS, and CSS to execute a force projection mission. In certain situations, the Army will have an operational level HQ between the corps and the JTF to focus on campaign planning and logistics described in FM 100-16. The mix of forces must be properly sequenced to meet the mission and support RSO&I, and sustainment of arriving forces.

MOBILIZATION

1-4. For the US Army, mobilization is the process that provides the supported combatant commander with three basic components required for mission accomplishment. The three components are forces (units), manpower (individuals), and logistic support. Mobilization is a five-phased process designed to be a concurrent and continuous operation rather than a sequential process. The five phases include the following:

  • Planning.
  • Alert.
  • Home Station.
  • Mobilization Station.
  • Port of Embarkation.

PHASE 1 - PLANNING

1-5. This phase concerns both AC and RC efforts during peacetime to plan, train, and prepare to accomplish all required mobilization and deployment tasks. Planning for mobilization includes unit operational requirements, training requirements, personnel and equipment status, and the impact of mobilization on soldiers, their families, and the community. During the planning phase, units are expected to complete as many SRP actions as possible. Examples include medical, dental, financial, legal, family support activities, and family care plans. Logistically, units may have shortages of authorized personnel, equipment, supplies, or other items such as PLL. Commanders should recognize and initiate actions to resolve these areas of concern. This phase ends with an alert notification.

PHASE 2 - ALERT

1-6. This phase of mobilization begins when a unit receives notice of a pending order. The unit is mobilized, actions to complete SRP begun in Phase 1 are implemented, a final personnel screening is conducted for deployability, and personnel and equipment may be cross-leveled to bring alerted units to a minimum deployability criteria by higher command levels after DA DCSOPS approval. RC units coordinate with and prepare to move to their assigned MS. This phase ends with the unit's entry on active duty.

PHASE 3 - HOME STATION

1-7. This phase begins with AC preparation for deployment and RC preparation for the unit's entry on active federal duty. AC and RC unit activities at HS include an inventory of unit property, dispatching the advance party to the MS, load-out, convoy clearance to the MS, any required SI or CI assistance, activate the plan for retrieval of equipment in maintenance or on loan, and execution of the movement plan. This phase ends when the unit arrives at the MS.

PHASE 4 - MOBILIZATION STATION

1-8. This phase begins with unit arrival at the MS or mobilization site. Command of the arriving unit passes from the appropriate CONUSA to the MS command authority. SI and MS unit actions include continued SRP processing, other personnel and equipment processing as required, and conduct of mission essential training. Units conduct individual and collective training tasks and update USR, movement data, and the DEL. Units are validated and reported as available for movement to the POE. This phase ends when the unit arrives at the POE.

PHASE 5 - PORT OF EMBARKATION

1-9. This phase begins with the arrival of the unit at its POE. Unit actions at the APOE or SPOE include preparing and loading equipment and manifesting and loading personnel. This phase ends with the departure of personnel and equipment from the POE.

DEPLOYMENT PHASES

1-10. Every deployment is unique. Many aspects of a deployment overlap and can happen simultaneously. They can be abbreviated and adjusted as required. However, the fundamental planning process of deploying the force does not change. Figure 1-2, outlines the five phases of deployment. These phases include the following:

Figure 1-2. Force Projection Operations

  • Predeployment activities.
  • Movement to the POE.
  • Strategic lift.
  • Theater reception.
  • Theater onward movement.

PHASE I--PREDEPLOYMENT ACTIVITIES

1-11. Predeployment and deployment activities are a command responsibility. Predeployment activities include everything done at all command echelons to prepare forces for deployment. They are essentially constant and ongoing activities. Examples are training validation, deployment planning, task organization, equipment maintenance, and SRP. Transportation personnel, staffs, and units are an essential part of the deployment team.

1-12. Commanders, staffs, and units plan, train, and rehearse for deployment. Units must conduct routine collective deployment training to ensure they are prepared to deploy the forces, individual manpower, and materiel to accomplish the mission. In keeping with the fundamentals of FM 100-5 and FM 100-17, commanders constantly review and adjust METLs to make certain they reflect mobilization and deployment tasks and other critical elements of force projection. Such ongoing predeployment activities can ensure an Army of fully-trained, well-led, properly-equipped units and soldiers, one that is ready to rapidly mobilize and deploy.

1-13. Installations and supporting commands must continue to plan and provide geographic support and assistance to deploying units. Assistance should include functions such as PSA, A/DACG, and logistics support.

1-14. Both active and reserve component units may deploy. RC units must first be mobilized, which is contingent upon Presidential and/or Congressional action. Mobilization of RC units may begin during predeployment activities or during any later phase. Mobilization and deployment is a fluid process that starts with planning and extends through arrival in the AO. A key to successful deployment is planning from the highest level of the government down to the unit level. Because of competition for limited assets, US forces at all levels of command depend on each other to ensure deployment is rapid and effective. Mobilization and deployment planning includes providing accurate unit movement requirements in the TC-ACCIS.

1-15. Upon warning of mobilization or deployment, units begin to build upon prior training by focusing on the missions and conditions anticipated during the contingency. Immediate planning begins concerning such activities as supply and transportation requirements, equipment and personnel preparation, and training. Not to be overlooked during planning is making certain a solid support base for families is in place and ready to function.

1-16. Commanders evaluate the METT-T to provide a versatile force that is prepared to meet all known and implied tasks. They prioritize strategic lift requirements to meet the demands of the specific crisis, which permits the CINC or JFC to establish the deployment sequence.

1-17. The UMO and the supporting transportation staffs help the commander coordinate the support requirements needed for an effective and efficient deployment. Advance preparation and requisition of unit equipment and supplies ensures a smooth flow of materiel from the HS or SI. This preparation includes the following:

  • Selecting equipment and supplies.
  • Inspecting vehicles for serviceability, safety, and presence of basic issue items.
  • Checking, preparing, and placing MSLs on vehicles, equipment, and containers.
  • Stuffing, blocking, and bracing of vehicles, equipment, and containers.

1-18. Unit equipment being transported by commercial rail or highway is prepared according to ITO procedures. Simultaneously, unit personnel continue to complete administrative, medical, legal, and general personnel processing actions.

1-19. Unit training is validated and continued. Or, additional training takes place at the MS to achieve mission capability status in the shortest time possible for deployment.

1-20. The data supplied by TC-ACCIS is of primary importance in processing transportation requirements. TC-ACCIS is also useful in preparing convoy march tables, unit equipment manifests, materiel requirements lists, and the maintenance of AUELs and DELs. Figure 1-3 outlines the factors which influence this process.

Figure 1-3. Factors that Influence Force Projection

PHASE II - MOVEMENT TO THE POE

1-21. Phase II begins with receipt of a movement directive that specifies the dates the unit is required to arrive at the POE. The units are then validated and configured for movement. This is the tailoring process.

1-22. Units submit required documents (see Appendix A) to permit movement to the POE and conduct final inspections. While equipment is being inspected, shipping documentation is verified using LOGMARS technologies. This process ensures the TCN reflects the units planned shipment on the AUEL and DEL. Such information is essential in developing stow plans, routings, and movement resourcing.

1-23. Actual deployment from installations can begin once notification is received. Units move according to the movement schedule to the POE for processing. This phase ends with the arrival and processing of personnel and equipment at the POE and loading on strategic air and sealift.

PHASE III--STRATEGIC LIFT

1-24. In Phase III, units are deployed to the POD. Depending on the threat to arriving forces or need for pre-positioned assets before theater arrival, forces may assemble at ISBs for receipt of pre-positioned stocks/equipment or unit task organizing. Normally troops are deployed by air and equipment by sea. The estimated arrival of equipment at the SPOD normally dictates when personnel are airlifted to the theater. Synchronizing the arrival by air or sea into the AOR at the SPOD and personnel arriving at the APOD is the responsibility of the USTRANSCOM.

Sealift

1-25. Sealift capability involves a variety of vessels, such as RO/RO ships, fast sealift ships, RRF ships, pre-positioned force ships, and chartered ships. RO/RO vessels are available in very limited numbers and constitute the bulk of the military required surge sealift support. When unit equipment arrives at the SPOE, it comes under the control of the MTMC, the DOD single port manager for common user ocean ports (see Chapter 7).

1-26. Although processing may differ from port to port, equipment arriving at the SPOE goes to a marshaling area under the control of the deploying unit or port commander. Final preparation of unit equipment and reconfigurations for loading takes place in the marshaling area. This includes activities such as checking fuel levels, HAZMAT inspections, and verification of the DEL for last-minute changes to cargo dimension or weight.

1-27. All equipment not meeting MTMC standards, such as items with improper MSLs, maintenance problems, or other deficiencies, will not be processed until the faults are corrected and the equipment reinspected. As loading begins, equipment is sent from the marshaling area to a staging area based on a call forward plan. The MTMC port commander then assumes control of the equipment. The equipment is segregated according to the vessel stowage plan, loaded, positioned, and tied down.

Airlift

1-28. Strategic airlift support is essentially a joint function between Army and Air Force activities. Airlift is used primarily to transport personnel, selected vehicles, and unit equipment. Strategic airlift is the responsibility of the AMC. Wartime and contingency APOEs and APODs are designated by unit commanders within their theaters of operation (with AMC concurrence).

1-29. The procedures involved in strategic airlift are similar to those for seaport embarkation. Unit equipment is initially placed in a marshaling area. In the marshaling area, personnel and cargo manifests are prepared, equipment and vehicles are assembled into chalks or loads, and moved to the alert holding area. At the alert holding area, the DACG accepts the Army's equipment and supplies. They inspect them and ensure all passengers are accounted for and available.

1-30. From the alert holding area, the load is directed to the call forward area where a joint inspection is carried out by the aerial port element of the TALCE and the DACG. Final briefings are given, manifests reviewed for accuracy, and personnel and baggage escorted to either commercial or military air assets for loading. The aerial port element of TALCE then receives the cargo at the airfield loading ramp/ready line and, in conjunction with the loadmaster, loads and secures it aboard the aircraft.

PHASE IV--THEATER RECEPTION

1-31. At the POD, units and equipment are processed and moved to marshaling areas for onward movement configuration. Units move to their marshaling areas for receipt of pre-positioned stocks/equipment and/or unit task organizing into combat configuration. This is completed as close to the TAA as practical. Throughout the reception process, the end result is the quick, effective projection of the force.

1-32. At SPODs, the port commander works closely with HNS and multi-service personnel to discharge equipment. Equipment, supplies, and materiel are held in a terminal staging area, then moved to a marshaling area outside the terminal. The deployment force receives its equipment and supplies at the marshaling area.

1-33. Like departure airfield operations, the arrival at APOD consists of systematic actions that take place in distinct AOR. When the deploying unit arrives at the APOD, the TALCE coordinates the unloading process in the off-loading ramp area and turns clearance responsibility over to the AACG or ATMCT. Personnel are received and processed and equipment assembled into chalks, inspected for completeness, and released to the deploying unit for reconfiguration and onward movement.

PHASE V--THEATER ONWARD MOVEMENT

1-34. This phase begins when units are configured to move to their final destination, normally a TAA. During this critical phase of deployment, the availability of transportation again takes an important role to keep units and supplies moving forward directly to the area of employment.

1-35. Theater onward movement is accomplished through a carefully devised movement program that employs convoy, rail, and HN contract assets to ensure the forward and concurrent movement of troops and supplies. Convoys of vehicles carrying critical warfighting supplies are established for onward movement. Truck terminal and trailer transfer points are established for use in line-haul or relay operations. Rail transport, when available, will also be used to transport heavy tracked vehicles and other large items of equipment as far forward as possible. Heavy equipment transporters complete the movement to destination.

1-36. Deployment continues through employment. Forces, individual manpower, and materiel continue to deploy to the theater either as a prelude to, or concurrent with, operations. Forces already in the theater may be required to deploy to other locations. The deployment process may not end until late into redeployment.

DEPLOYMENT PLANNING

1-37. Deployment is an integral part of the MDRD process described in FM 100-17. Deployment comprises those activities required to prepare and move the force and its sustainment from CONUS, from OCONUS, or a combination of both, to the AOs as ordered by the appropriate command authority.

TYPES OF PLANNING

1-38. Deployment is a joint operation in which the Army provides forces to the supported CINC of a unified command in response to direction of the NCA. Joint operational planning is a coordinated process used by the commander to determine the best method of accomplishing the mission. In peacetime, the process is called deliberate planning. In crisis situations, the process is called CAP. The overall process of CAP parallels that of deliberate planning, but is much more flexible to accommodate requirements to respond to changing events. Both deliberate planning and CAP are conducted within JOPES.

Deliberate Planning

1-39. The supported CINC develops deliberate plans (see Figure 1-4) on a routine basis for potential contingencies within his AOR. Each plan has TPFDD. During a crisis, the CINC may update the plan with current information and in conjunction with supporting organizations, creates an OPORD for execution. Unit deployment planning describes the movement of forces and support from the HS or installation to the POE.

Figure 1-4. Deliberate Planning

1-40. The time-phasing of the TPFDD is prepared using reverse planning, which begins with the "ultimate" destination (the geographic location where the force is to be employed). The RDD is the date, assigned by the CINC, that the force must arrive and unload at its destination. USTRANSCOM, its components, and the deploying forces use the RDD to determine critical interim dates, such as the date the unit must do the following:

  • Depart the origin installation, MS, or HS.
  • Arrive at the POE.
  • Arrive at ISBs.
  • Arrive at the POD.

1-41. While active and reserve components plan for deployment, RCs also plan for mobilization. Mobilization planning details the mobilization of reserve forces and their movement from their HS to their MS.

1-42. The Army also provides forward presence forces to joint commands throughout the world to assert US global influence where required. These forces are reinforced by CONUS-based or other forward presence forces in a supporting role. They may also deploy to another AO in a supporting role. Forward presence forces must plan for both their supported and supporting roles.

Crisis Response

1-43. Once a force projection mission is received, Army units are tailored based on METT-T and prepare for deployment (see Table 1-1). The availability of strategic airlift and sealift, among other factors, drives the deployment flow. To the extent possible, supported CINC develops a clear definition of the desired end-state of the operation.

 

Table 1-1. Crisis Action Planning

SUMMARY OF TIME-SENSITIVE PLANNING PHASES

Phase I Phase II Phase III Phase IV Phase V Phase VI
Situation
Development
Crisis
Assessment
Course of Action
Development
Course of Action
Selection
Execution
Planning
Execution
Event          
  • Event occurs with possible national security implications
  • CINC's Report/ Assessment received CJCS publishes Warning Order
  • CJCS presents refined and prioritized COAs to NCA
  • CINC receives Alert Order or Planning Order
  • NCA decide to execute OPORD
  • Action          
  • Monitor world situation
  • Recognize problem
  • Submit CINC's assessment
  • Increase awareness
  • Increase reporting
  • JCS assess situation
  • JCS advise on possible military action
  • NCA-CJCS evaluation
  • Develop COAs
  • Evaluate COAs
  • Create, modify JOPES data base
  • CINC assigns tasks to subordinates by evaluation request message
  • CINC reviews evaluation response messages
  • USTRANSCOM prepares deployment estimates
  • JCS review Commander's Estimate
  • CJCS gives military advice to NCA
  • CJCS may publish Planning Order to begin execution planning before formal selection of COA by NCA
  • Adjust JOPES data base
  • Identify movement requirements
  • Identify and assign tasks to units
  • Convert COA into OPORDs and supporting OPORDs
  • Resolve shortfalls and limiations
  • Begin SORTS
  • Reporting
  • JCS monitor OPORD development
  • CJCS publishes Execute Order by authority and direction of SECDEF
  • CINC executes OPORD
  • JOPES data base maintained
  • JPEC reports execuatiion status
  • Outcome          
  • Assess that event may have national
  • NCA/CJCS decide to develop military COA
  • CINC publishes Commander's Estimate with recommended COA
  • NCA select COA
  • CJCS publishes COA slection by NCA in Alert Order
  • CINC publishes OPORD
  • Crisis resolved
  • 1-44. The supported CINC and his service component commanders plan the correct mix of forces and proper arrival sequence in the theater of operations. During this stage, command, control, communications, and logistics relationships among the services of the joint force are finalized. The supported CINC determines the sequence in which Army units will deploy, in relation to the movement of forces of the other services, as early as possible since there is a finite amount of strategic lift available. This will solidify the TPFDD, determine the time required to deploy the force, and initialize the theater distribution plan.

    1-45. Units deploy when they receive a movement directive. The movement directive identifies the units that will deploy, the order they will deploy, and how they will deploy. Prior to the movement directive, units may receive a warning order that allows them additional time to increase their deployment readiness and initiate crisis action activities.

    FOUR-STEP PROCESS

    1-46. The Army must train its organizations to configure and deploy tailored task forces rapidly. This four-step process involves: task organizing, echeloning, tailoring, and movement.

    Task Organizing

    1-47. This is the process of forming combined arms task forces, with limited self-sustainment capability, for rapid deployment. Task organizing, centered primarily around maneuver brigades, is a predeployment activity during normal training activities. Task organized units will develop close training relationships to facilitate deployment and tactical employment. Training at brigade level and above should include preparation for a variety of employment environments.

    Echeloning

    1-48. Echeloning is organizing units for movement. Like task organizing, echeloning is a predeployment SOP that establishes a priority for movement within the task force. Echelons may be divided, for example, into advanced parties, combat forces, follow-on forces, and closure forces. Within each echelon, there must be appropriate command, CS, and CSS elements. Planning for each echelon should include the number of vehicles and personnel and the consumable supply requirements. All Army units, regardless of echelon, will maintain detailed and accurate deployment data concerning air/sealift, weight/cube, and passenger manifests. Deployment data will include all required classes of supply and TOE or MTOE authorizations.

    Tailoring

    1-49. This occurs after METT-T, transportation, and pre-positioned assets have been identified. Where task organizing and echeloning are preplanned, tailoring is situationally dependent. Units may be added to or subtracted from a planned task organization based on the mission and available lift. Also, availability of pre-positioned equipment near the AO may allow for multiple echelons of personnel to be moved simultaneously to the operational area.

    Movement

    1-50. Units that are responding to a crisis must be able to assess their movement requirements quickly for USTRANSCOM to compute lift requirements and times of embarkation. Installation transportation and unit movement personnel must maintain proficiency on these systems and be prepared to update equipment lists on short notice. Commanders and movement personnel must ensure units are ready for movement on their movement directive. The USTRANSCOM issues the movement order for movement to the POE. The MTMC port call message is the movement order for units deploying by surface. The AMC issues an ATO via the ADANS for units deploying by air.

    DEPLOYMENT COMMAND CHANNELS

    1-51. Many civil and military organizations share the responsibilities for conducting deployment operations, beginning with the President, in his role as the CINC, and concluding with the military units that deploy. Deployment is a complex undertaking that requires constant and precise coordination among the planning and executing organizations. FM 100-17 provides additional information on the responsibilities of national level authorities. The following paragraphs describe responsibilities of the JPEC. Figure 1-5, shows deployment command channels.

    Figure 1-5. Deployment Command Channels

    NATIONAL LEVEL

    1-52. The President and SECDEF are referred to as the NCA. The NCA has the sole authority to order the deployment of military forces. The CJCS is the principal military advisor to the NCA. The NCA, specifically the SECDEF, assign forces to the combatant commands. The CJSC operates within the communications chain of command between the NCA and the combatant commanders.

    1-53. The JCS provides the framework for deployment planning using the JSPS. Subject to the authority, direction, and control of the NCA, the CJCS performs the following:

    • Provides strategic direction to the armed forces
    • Prepares strategic and contingency plans.
    • Advises in matters relating to requirements, programs, and budget.
    • Develops joint doctrine, training, and education.
    • Advises the NCA of military force requirements and apportions forces to the unified commands.
    • Implements emergency actions to increase defense readiness condition.
    • Provides deployment guidance.
    • Allocates strategic lift.
    • Monitors the mobilization and deployment process.

    UNIFIED COMMANDERS

    1-54. CINCs prepare operation plans in response to CJCS requirements. Operation plans are prepared in complete format (OPLANs) or in concept format (CONPLANs). OPLANs contain TFPDD, which is the JOPES data base portion of the plan. JOPES contains time-phased force data, non-unit related cargo and personnel data, and movement data for the OPLAN.

    UNITED STATES TRANSPORTATION COMMAND

    1-55. The major players in the movement of forces, equipment, and supplies are the USTRANSCOM and its transportation component commands--the MTMC, the MSC, and the AMC. The mission of USTRANSCOM is to provide strategic air, land, and sea transportation for the DOD in times of peace and war. USTRANSCOM is responsible for transportation aspects of worldwide mobility planning, operation of the JOPES, and centralized global transportation management. USTRANSCOM supports rapid execution planning, deployment, employment, and sustainment of US forces throughout the world. The command integrates transportation mobility and deployment automated systems into a single information system for all users through the GTN.

    MILITARY TRAFFIC MANAGEMENT COMMAND

    1-56. The mission of the MTMC is to meet military transportation needs in peace and war. MTMC designates SPOEs, prescribes when unit equipment must arrive at the SPOEs, and controls ship loading. It determines how DOD traffic is to move and what control is necessary to assure responsiveness to shipping units' requirements. Army and joint commands determines what is to move, where it is to move, and the priority for movement. MTMC manages CONUS freight and passenger traffic and Army passengers worldwide. It provides the interface between military shippers and civilian transportation industry, AMC, and MSC. As a transportation operator, MTMC operates ocean terminals throughout the world, with offices at water ports and seaports worldwide and the capability to operate additional ports as required using TTBdes from the RCs. Deployable cells from MTMC's active duty assets (named Tiger Teams) can open additional ports in 24 hours and operate until relieved by a TTBde in contingency situations.

    MILITARY SEALIFT COMMAND

    1-57. MSC is part of the operating forces of the US Navy. It is also the USTRANSCOM component command for waterborne common-user transportation operations. MSC provides strategic shipping and operates strategic sealift assets.

    AIR MOBILITY COMMAND

    1-58. AMC provides air transportation for DOD and other government agencies. As an Air Force major command under the direction of the CSAF, AMC organizes, trains, equips, and provides forces for worldwide strategic missions. AMC also plans, coordinates, and manages the CRAF program. When CRAF is activated, AMC assumes management of these assets. AMC's primary missions are airlift and aerial refueling. Its missions include the following:

    • Airlift operational tasks (cargo airlift, passenger airlift, airdrop, aeromedical evacuation, and special operations).
    • Aerial refueling operational tasks (SIOP, deployment, employment, redeployment, and special operations).
    • Aerial deployment by means of airdrop and/or airland for deployment, employment, and redeployment of forces and their support equipment.
    • Logistical resupply of these forces.
    • Aeromedical evacuation.
    • Aerial refueling.

    DEPARTMENT OF THE ARMY

    1-59. DA is responsible for organizing, training, and equipping Army forces, to include the infrastructure to support strategic deployment. It prepares Army forces for commitment in support of national policy. These functions are executed under the supervision of the SA and the CSA.

    ARMY SERVICE COMPONENT COMMANDS

    1-60. Each unified command that has regional responsibilities has an ASCC. The ASCC may be forward stationed or CONUS based. The ASCC is responsible for the support of Army forces within the command. The ASCC either deploys Army forces to another ASCC in a supporting role or prepares to receive Army forces in a supported role. It develops the Army portion of the TPFDDs and supporting plans consistent with the unified commander's OPLAN. The ASCC are listed in Table 1-2. The ASCC is responsible for the following:

    • Protecting US property and interests in their AOs.
    • Developing supporting plans for OPLANs.
    • Training and preparing its assigned forces for deployment.
    • Maintaining accurate UMD for its assigned units.
    • Prescribing procedures, requirements, and responsibilities for deployment planning and execution.
    • Coordinating deployment activities as scheduled by USTRANSCOM.
    • Planning and preparing to receive and support forces if deployed to its AOs.

     

    Table 1-2. Army Service Component Commands

    UNIFIED COMMAND ASCC
    US European Command (USEUCOM)
    US Pacific Command (USPACOM)
    US Southern Command (USSOUTHCOM)
    US Central Command (USCENTCOM)
    US Atlantic Command (USACOM)
    US Army Europe (USAREUR)
    Army Pacific (USARPAC)
    US Army South (USARSOUTH)
    Army Central (ARCENT)
    Army Forces Command (FORSCOM)

    UNITED STATES ARMY FORCES COMMAND

    1-61. FORSCOM is both a MACOM and the ASCC of USACOM. FORSCOM is the Army's CONUS executing agent for MDRD. It trains, mobilizes, and deploys combat-ready forces to meet operational commitments worldwide. FORSCOM provides planning guidance directives to the following:

    • Other MACOMs and their installations.
    • CONUSA.
    • FORSCOM installations.
    • Major troop units.
    • NGB State AG.
    • USARC.

    1-62. Detailed guidance to the forces to accomplish this mission is explained in the FORMDEPS. The FORSCOM missions include the following:

    • Protects the CONUS mobilization, deployment, and sustainment base through the LDC.
    • Validates force requirements to support the OPLAN.
    • Prepares Army forces for commitment in support of national policy.
    • Maintains the DA Master File of standard UMD and standard unit movement reporting procedures for CONUS-based Army units.
    • Prescribes procedures, requirements, and responsibilities for deployment planning and execution of FORMDEPS.
    • Mobilizes, activates, trains, and supports RC units.
    • Coordinates movement with and deploys forces as scheduled by USTRANSCOM.
    • Coordinates deployment changes with the supported CINC and USTRANSCOM.

    UNITED STATES ARMY TRAINING AND DOCTRINE COMMAND

    1-63. TRADOC supports the execution of MDRD by expanding the mobilization training base (as required), by augmenting existing reception battalions and ATCs, and by establishing additional training centers. As the executive agent, TRADOC establishes and operates CRCs to prepare fillers and replacements for deployment. TRADOC coordinates with HQDA and FORSCOM for the call-up and release of assigned personnel and units.

    UNITED STATES ARMY MATERIEL COMMAND

    1-64. USAMC provides Army specific logistic support services and contract administration. USAMC supports the MDRD mission by augmenting its commodity commands and depot system to a level capable of supporting the force being mobilized and deployed. USAMC may also be required to support the combatant commanders by providing contractor support and deploying military and key civilians to help on specific weapons systems or equipment.

    THE NUMBERED ARMIES IN THE CONTINENTAL UNITED STATES

    1-65. FORSCOM has assigned the CONUSA the responsibility for all planning, preparation, and execution of mobilization missions in their geographic area. These responsibilities include the following:

    • Exercising OPCON over AC installations for mobilization and deployment planning and execution.
    • Approval of all mobilization plans for MSs, MUSARCs, and STARCs.
    • Acting as FORSCOM POC to other MACOM installations for matters concerning mobilization.
    • Assessing MS capabilities to support mobilization execution.
    • Command and control of mobilized RC units from the time they are mobilized at HS until arrival at the MS.

    INSTALLATIONS AND AREA COMMANDS

    1-66. For deployment operations, installations may be designated as MSs, CIs, SIs, or any combination of the above. During redeployment and demobilization operations, MSs are converted to DMSs.

    1-67. The primary responsibilities of the MSs are to receive, house, command, support, cross-level assets, train, validate, and deploy mobilizing units and individuals. The CIs are designated POCs for off-post units and activities seeking to obtain necessary support. SIs provide the actual support to off-post units and activities. DMSs complete the out processing of units and individuals being separated or released from active duty and returning to reserve status.

    1-68. ITOs provide guidance and help units prepare, maintain, and execute movement plans. They also coordinate and monitor unit movement, provide assistance to units in or traversing the installation support area, and coordinate commercial transportation support. They prepare movement reports, process convoy clearances and special hauling permits, and approve unit movement plans and associated data.

    UNIT COMMANDERS

    1-69. Unit commanders plan, train, and execute deployment. They establish mobilization and/or deployment as their first mission essential tasks. To deploy effectively, unit commanders must be knowledgeable about deployment processes and procedures.



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