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Chapter 4

This chapter describes the replacement management system's mission, proponency, flow of replacements, and standards and principles of support. It also describes how the Army intends to establish and operate a theater Army replacement management system. Its objective personnel information requirements and the degradation of standards if these requirements are not met are also described.


The mission of the replacement management system is to move personnel from designated points of origin to ultimate destinations and coordinate individual training at each replacement center/company/section as determined by METT-T. Figure 4-1 shows an example replacement training program. Replacement management is the physical reception, accounting, processing, support, reequipping, training, and delivery of military and civilian personnel. This includes replacements and return-to-duty (RTD) soldiers. It does not include the decision-making process associated with determining distribution, which is described in Chapter 1.


The functional proponent for the replacement management system is the HQDA, DCSPER.

AR 600-8-111, Wartime Replacement Operations, provides policy and procedural guidance for replacement management during wartime and operations other than war, AR 600-8-101, Personnel Processing (In-and-Out) and Mobilization Processing, provides policy and procedural guidance for peacetime and mobilization personnel processing.


Replacement operations begin with moving individual soldiers from the point of origin to deployed units. Examples of individual replacements include soldiers who were unable to deploy with their units, soldiers who arrived for assignment after their units deployed, members of the Army Reserve or National Guard, and civilians. Soldiers and civilians will also return to duty from medical facilities at all levels.

Replacement companies will support their reequipping requirements with organic supply personnel and by drawing supply personnel from the replacement stream as needed. Equipment is obtained from the supporting DS supply company: After receiving equipment, return-to-duty personnel will rejoin their original units, if feasible.

To provide individuals as theater filler and replacement personnel, USTA PERSCOM distributes military personnel from the trainee, transient, holdee, and student (TTHS) account. Additionally, USTA PERSCOM levies MACOMs for soldiers and civilians in accordance with HQDA guidance and/or procedures in the Army Mobilization Operations Planning and Execution System (AMOPES).

Commanders process replacements through the CONUS replacement centers (CRC) in accordance with the soldier readiness program, levels 1 through 3, or civilian equivalent standards set by DCSPER. Each replacement carries a complete deployment packet upon departure. The CRC verifies deployment readiness. It coordinates equipment issue, required area/mission processing and training (in accordance with soldier readiness program (SRP) level 4), and movement to the aerial port of embarkation (APOE). The soldier readiness program and soldier readiness processing requirements, levels 1 through 4, are described in Chapter 4, AR 600-8-101.

OCONUS commands maybe required to provide replacements to a theater. A replacement unit in that command would perform the same functions as a CONUS replacement battalion supporting a CRC.

Sustaining base installations and the CRC process soldiers from level 3 to level 4 SRP standards (or equivalent HQDA DCSPER-established standards for civilians) before they depart for the theater. The CRC installation issues chemical defense equipment (CDE) and individual weapons, and organizational clothing and individual equipment (OCIE). The Army component commander determines specific OCIE requirements. The theater commander establishes equipment requirements for civilians.

The CRC must complete processing within 96 hours. CRCs may reduce the processing time to 72 hours to meet operational requirements.

Commanders at all levels require timely information to conduct effective replacement management. The CRC provides replacement information to USTA PERSCOM via the replacement operations automated management systems (ROAMS) on a daily basis. Based on the projected personnel flow through the CRC, USTA PERSCOM coordinates strategic airlift in accordance with the joint operations planning and execution system (JOPES).

USTA PERSCOM gives the theater Army replacement directorate (RD) an advance arrival report (AAR) 72 hours prior to projected arrival at the port of debarkation (POD) to enable the RD to prepare a distribution plan. The report is organized by personnel category (officer, warrant officer, enlisted, and civilian). Within each category the by-name list is organized by AOC/MOS and civilian specialty code. For military personnel, the AOC/MOS includes nine characters.

The AAR also includes the POD, personnel increment number (PIN), transportation mission number, and aircraft tail number. If secure communication is available, the AAR reports the estimated time of arrival (ETA).

The CRC provides manifest data via ROAMS to the USTA PERSCOM personnel assistance point (PAP) not later than four hours prior to departure from the CRC. The PAP makes final updates to the manifest and provides the in-flight report (IFR) to USTA PERSCOM and the CRC. Within two hours after departure from the POE, USTA PERSCOM transmits the IFR to the theater RD and the theater replacement battalion via ROAMS. The IFR reports the names of soldiers and civilians actually aboard the aircraft; there may be some changes from the AAR. The IFR includes the same type of information as the AAR. Using interfaces between ROAMS and the global transportation network (GTN), theater PERSCOM can provide in-transit visibility to the theater commander in chief.

Early in the deployment, corps and divisions establish rear and forward replacement operations to manage the replacement flow. Replacement units/elements also establish a capability to process individuals early in the deployment. Replacement units can perform this mission by deploying teams to ports of embarkation/debarkation. During contingency operations, the immediate replacement element that assumes the RD mission uses AARs and IFRs to manage the replacement flow. Once central mobilization stations and the replacement element have assured communication with USTA PERSCOM, ROAMS may be used.

As CRCs become operational, a GS replacement organization must deploy to manage the replacement flow into the theater. The RD or theater replacement element receives the advance arrival and in-flight reports. Models of the replacement flow from the sustaining base and within the theater are at Figures 4-2 and 4-3.

Replacements flow directly from the theater-level GS replacement organization to divisions. As the theater of operations grows, DS replacement companies, a replacement battalion, and a theater GS replacement company deploy. A command decision may alter the normal replacement flow to support movement along command lines from theater through corps to division or task organization. In that event, the personnel groups may have to muster additional personnel resources for the DS replacement company.

Replacements process through the theater personnel replacement battalion (PRB) under operational control of the theater PERSCOM.

The GS replacement companies, under command of the PRB, process replacements. The RD relays allocation decisions to the PRB. The RD prepositions personnel distribution plans with the PRB in case communications between them are lost.

Processing at the replacement company includes orders publication and arrival and departure transaction submission to establish an audit trail. This process is essential for tracking replacement flow through the system.

The theater PRB coordinates transportation with the Theater Army Movement Control Agency (TAMCA). GS replacement companies alert DS replacement companies and G1 replacement sections of projected arrivals. Their reports provide information essential for the assignment process such as name, SSN, grade, and AOC/MOS. Reports are organized by personnel category.

The RD coordinates transportation requirements when in-theater air assets are needed to transport replacements from theater to corps or division release points. The standard for moving replacements from theater to corps or division is 24 hours after arrival at the POD. METT-T may dictate that replacement units/sections hold replacements for longer than 24 hours. Replacements may need more time to become acclimated or receive training.

The DS replacement company coordinates with the movement control team (MCT) for movement to corps units. The division replacement team coordinates with the G4 and DISCOM transportation officer for movement to the brigade support area (BSA). The goal for moving replacements from DS replacement companies to corps units, and from division replacement teams to the BSA is 24 hours. The brigade S1 processes and assigns replacements to battalion. The battalion S1 further assigns replacements to company level.


Responsibility for transportation coordination and communication is from higher to lower. The USTA PERSCOM sends information on incoming replacements to the theater PERSCOM which coordinates transportation from GS to DS replacement units. DS replacement units coordinate transportation to divisions and nondivisional units. Divisions and major subordinate commands (MSC) are responsible for transporting replacements to subordinate units.


While the standard is individual soldiers, the replacement management system must be prepared to provide squads, crews, or teams and coordinate for their transportation to weapon system link-up and training locations. Personnel readiness managers coordinate with logistics personnel to link up weapon systems with squads, crew, and teams. Readiness managers also coordinate with G3/S3 personnel for replacement training information. The replacement unit ensures that element integrity and accountability are maintained until the squad, crew, or team is unprocessed by the division replacement section. The replacement management system must also be prepared to account for and coordinate for the transportation and individual theater training for squads, crews, and teams that are directed to deploy by DCSOPS/G3 channels with their equipment.

The replacement network serves as the conduit for soldiers and civilians returning to duty from hospitals. Personnel readiness managers also help military police determine the duty status of stragglers and assist with their eventual disposition through legal or replacement channels.

Hospitals releasing soldiers and civilians for return to duty issue them a complete uniform. The replacement company issues individual weapons, CDE and OCIE obtained from the supporting DS supply company. Readiness managers temporarily assign additional supply personnel to the replacement company to augment organic assets performing the reequipping mission as needed.

Although RTD personnel enter the replacement system at all levels, readiness managers direct their assignment to their original unit unless the battlefield condition clearly dictates otherwise. The decision to begin assigning RTDs to other than their original unit is an operational decision recommended by the G1/DCSPER and made by the G3/DCSOPS or commander.


To the maximum extent possible, dictated by METT-T, the replacement management system must coordinate training individual replacements on the critical tasks outlined in Figure 4-1. The training of replacements while they are in the replacement system unburdens the unit commander from having to do so. Training also helps reduce soldier/civilian isolation, anxiety, and fear. The training also gives or refreshes the skill that will help the soldier/civilian survive, cope, and contribute on the battlefield. Training of replacements should begin at the CRCs, with the bulk of training accomplished there, where resources are more readily available. At each subsequent stop for replacements (theater, corps, and division) training is driven by METT-T, but the bulk of remaining tasks should be performed at the higher echelons of the replacement system.

The training of replacements while they are in the replacement stream at any level is a coordinated effort by the G1 through G6 and others with training resources. At all echelons of the replacement system, the G3, G1, and other staff elements must plan and develop meaningful and productive replacement training programs that conform to the needs of the units.

The replacement unit is not resourced to conduct all the training that is required. The replacement commanders/managers coordinate for the G3/S3s to arrange for trainers.


The GS replacement managers/units will report arrivals and departures to the senior personnel unit in the theater of operations by the most efficient means practicable. SIDPERS 2.75 is not flexible and responsive enough to handle the personnel accounting requirement within the replacement stream. SIDPERS 3.0 resolves most automation problems. Replacement managers/units may need to establish an alternate automated or manual accounting system for recording replacement arrivals and departures. In split operations, reports will also be made available to the replacement's parent unit.


During the early stages of deployment, replacement operations managers must focus their efforts in the following critical areas: establishing CRC operations and an interim replacement channel, accounting for personnel as they pass through the replacement system, and coordinating for training requirements and support and for critical logistical support (for example, transportation and equipment) within the area of operations.


Replacement managers in the sustaining base must prepare to coordinate equipping, training, and transportation support for replacements deploying individually after their unit's departure. This requirement will exist before the CRCs become operational. USTA PERSCOM will provide guidance on the method for obtaining transportation to the theater of operations after the special mission aircraft flow terminates.


Training and Doctrine Command (TRADOC) must activate CRCs and USAR replacement units early to support the deploying force. CRC installation commanders must have the CRC operational at least ten days before the non-unit-related personnel (NRP) flow begins. USTA PERSCOM will control NRP flow through the CRCs to the POE.


The following agencies and sections must prepare for critical roles in establishing and operating the replacement management system for the deploying force. Replacement organization information is located in Chapters 16, 17, and 18. A model of the replacement management network is at Figure 4-4.


Battalion S1 replacement management responsibilities include the following critical tasks:

  • Coordinate battalion orientation requirements.
  • Ensure that replacements have essential equipment.
  • Coordinate equipment requirements with the battalion S4.
  • Coordinate meals and lodging requirements for replacements.


The brigade S1's replacement management responsibilities include the following critical tasks:

  • Receive replacements from the division replacement section, and coordinate for their logistical support.
  • Coordinate with the brigade S4 for transportation to the battalions.
  • Coordinate with the brigade S4 to resolve individual replacement equipment shortages.


The division G1 replacement section responsibilities include the following critical tasks:

  • Coordinate with the G4 for replacement transportation to brigade support areas.
  • Maintain contact with theater and corps personnel management centers (PMCs) and supporting corps replacement units.
  • Maintain contact with subordinate unit personnel readiness managers.
  • Coordinate with medical facilities to ensure adequate support for soldiers returning to duty.
  • Request additional resources from the corps personnel group (PG) to meet unusual replacement support requirements.
  • Receive and control replacements.
  • Coordinate division orientation requirements.
  • Coordinate personal equipment requirements with the division support command.
  • Obtain subsistence and lodging support from the division support command.


During the early deployment stages, the lead corps AG has the following responsibilities:

  • Establish a GS replacement capacity at the port of debarkation as soon as possible.
  • Establish a personnel accounting system to record replacement arrivals and departures.

The corps AG/personnel group commander has the following responsibilities:

  • Manage the corps replacement management network.
  • Coordinate with the personnel group S3 to determine the DS replacement unit location.
  • Provide technical direction to the corps DS replacement unit.
  • Provide assignment fill plans to the DS replacement company for separate brigades and corps/TAACOM major subordinate unit (less divisions).
  • Coordinate replacement transportation requirements with the corps G4.
  • Maintain liaison with the theater PMC and supporting GS replacement company.
  • Maintain communication with subordinate unit personnel readiness managers.
  • Coordinate with the personnel group S3 to augment division replacement sections as necessary.
  • Coordinate with medical facilities to ensure support for soldiers and civilians returning to duty.


The theater PERSCOM will assume management of the GS replacement function upon activation in the theater of operations. The replacement directorate of the theater PERSCOM manages theater Army replacement operations. The theater PERSCOM exercises operational control over the theater replacement battalion.

The theater GS replacement units receive, control, support, and coordinate further movement to the DS replacement units or straight to the division if directed. These units receive, control, support, and coordinate movement to divisions and nondivisional units. The division replacement section, under G1 supervision, coordinates transportation to the BSA.

The theater replacement directorate manages personnel readiness and replacement management systems. Their critical replacement management tasks include the following:

  • Operate the theater replacement network.
  • Determine GS replacement unit locations, and supervise their operations.
  • Provide technical direction to GS replacement units.
  • Coordinate with the theater Army DCSLOG and TAMCA to obtain transportation for moving replacements.
  • Maintain continuous coordination with subordinate unit personnel readiness managers.
  • Prepare to support overtaxed corps and division replacement units.
  • Coordinate with medical facilities to ensure support for soldiers and civilians returning to duty.


Installations will equip, train, and ship soldiers unable to deploy with their units and those reporting after their units deploy to the theater of operations.


USTA PERSCOM selects individuals and tasks MACOMs and/or the sustaining base to fill personnel requirements. The sustaining base installation issues orders, prepares soldiers and civilians for deployment and coordinates transportation to the CRC or POE as in USAREUR. (Replacement units in an OCONUS command perform the same functions as the replacement company of a CRC). The CRC reviews soldier and civilian readiness status and coordinates designated training, equipment and weapons issue, and transportation to the theater of operations.


FORSCOM will mobilize replacement units to support CRC operations in coordination with TRADOC and in accordance with HQDA DCSOPS guidance.


During the early deployment stages, TRADOC has the following responsibilities:

  • Provide funds to TRADOC installation CRCs to support OCIE, weapons, and CDE stockage.
  • Prepare to activate the CRCs in coordination with FORSCOM.
  • Provide guidance to designated installations for CRC operations.


During the early deployment stages, the USTA PERSCOM has the following responsibilities:

  • Provide technical guidance for establishing an interim replacement channel pending CRC availability.
  • Develop and implement an interim system to track replacements from the point of entry in the theater to the unit of destination until such a system can be built into the SIDPERS system.
  • Provide guidance to TRADOC for establishing the CRC system.
  • Manage the replacement flow to the CRC.


The replacement management network requires real-time access to basic information about all replacements and their movement status from the point of selection to final destination. There is a requirement for an independent replacement management system with a SIDPERS interface. Chapter 27 provides information on this requirement.

The replacement management system requires electronic communication links to support real-time information exchange among USTA PERSCOM, the CRC, theater PERSCOM, deployed GS and DS replacement units, and DIV/MSC G1/S1 elements to provide total asset visibility. This is information regarding all personnel to include Reserve Component and civilian personnel. Electronic interfaces must also provide information from the medical and provost marshal systems for RTD and straggler information.


There are two critical logistical support requirements that will demand intensive management. First, replacement operations managers must establish the requirement for recurring transportation support with the movement control element (MCT, MCC, or TAMCA) in order to move replacements within the theater of operations.

Second, they must establish a system, in coordination with the supporting supply organization, to overcome equipment shortages for arriving replacements and reequip soldiers and civilians returning to duty from medical facilities and provost channels.

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