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FM 4-01.30 MOVEMENT CONTROL (SEPTEMBER 2003) - page 1

 

 

SEPTEMBER 2003
FM 4-01.30 (FM 55-10)
MOVEMENT
CONTROL
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
HEADQUARTERS,
DEPARTMENT OF THE ARMY
*FM 4-01.30 (FM 55-10)
Field Manual
HEADQUARTERS
No. 4-01.30
DEPARTMENT OF THE ARMY
Washington, DC, 1 September 2003
MOVEMENT CONTROL
TABLE OF CONTENTS
Page
PREFACE……………………………………………………………………………………………………………i
CHAPTER 1
MOVEMENT CONTROL OVERVIEW
Definition of Movement Control
1-1
Elements of a Transportation System
1-1
Basic Principles of Movement Control
1-2
The Functions of Movement Control
1-4
Other Considerations
1-6
Emerging Doctrine
1-9
CHAPTER 2
MOVEMENT CONTROL IN THE FORCE PROJECTION PROCESS
Force Projection
2-1
Intratheater Unit Movement
2-1
Intertheater Unit Movement
2-2
Transformation
2-2
Movement Control
2-3
Unit Movement Coordinator
2-3
Brigade Movement Coordinator
2-4
Mobility Support Element
2-4
CHAPTER 3
STRATEGIC MOVEMENT CONTROL
Strategic Movement Control Organizations
3-1
Theater Joint Movement Control Organizations
3-1
CHAPTER 4
MOVEMENT CONTROL AT ECHELONS ABOVE CORPS (EAC)
The Army in an Area of Operations
4-1
Transportation Command
4-2
Theater Support Command
4-6
Transportation Command Element
4-7
Movement Control Battalion (EAC)
4-10
Movement Control Teams
4-11
____________________________
DISTRBUTION RESTRICTION: Approved for public release; distribution is unlimited.
*This publication supersedes FM 55-10, dated 9 February 1999.
Table of Contents-1
FM 4-01.30_________________________________________________________________________________ Table of Contents
CHAPTER 5
MOVEMENT CONTROL IN THE CORPS
Corps Movement Control Staff
5-2
Corps Support Command
5-3
Corps Movement Control Battalion
5-4
Division Support Movement Control Team
5-6
Functional Relationships
5-7
Movement Control Battalion and Corps Support Group Interface
5-8
CHAPTER 6
MOVEMENT CONTROL IN THE DIVISION
Organization
6-2
Division Transportation Officer
6-3
Mobility Warrant Officer
6-3
Division Support Command
6-4
Movement Control Officer
6-4
Movement Control Cell in the Division Rear Command Post
6-6
Brigade Movement Control
6-6
CHAPTER 7
DEVELOPING A MOVEMENT PROGRAM
Introduction
7-1
Assess the Distribution Pattern
7-2
Determine Requirements
7-3
Determine Capabilities
7-3
Balance Requirements Against Capabilities
7-9
Planning Sequence for Reception and Onward Movement
7-9
Requirements Schematic
7-11
Mode Schematic
7-12
Selecting a Mode
7-13
Determine Critical Points
7-15
Determine Check Points
7-16
Determine Shortfalls and Recommended Solutions
7-17
Coordinate the Program
7-17
Format and Publish the Program
7-18
Executing the Movement Program
7-20
Preparing the Port Clearance Program
7-21
CHAPTER 8
TRANSPORTATION REQUEST PROCEDURES
Planning for Highway Regulation
8-2
Principles of Routing
8-6
Methods of Scheduling
8-7
Clearance Requests
8-8
Coordinating Movements
8-9
Diverting and Rerouting
8-9
Large Unit Movements
8-9
Sample Highway Regulation Plan
8-11
CHAPTER 9
HIGHWAY REGULATION PROCEDURES
Supply System Interface
9-1
Table of Contents 2
FM 4-01.30_________________________________________________________________________________ Table of Contents
Transportation Request Procedures
9-3
Division Transportation Request Procedures
9-6
Corps Transportation Request Procedures
9-7
Echelons Above Corps Transportation Request Procedures
9-8
Clearance Requests
9-10
Coordinating and Monitoring Movements
9-11
Request for Theater Airlift
9-12
Army Airlift
9-12
Air Force Airlift
9-16
CHAPTER 10
CONTAINER OPERATIONS
Container Management
10-1
Container Control
10-1
CHAPTER 11
AUTOMATED IDENTIFICATION TECHNOLOGY
General Preparation for AIT Use
11-1
Unit Responsibilities
11-2
AIT in Aerial Port Operations
AIT in Seaport Operations
AIT in Railhead Operations
APPENDICES
APPENDIX A
AUTOMATION INFORMATION SYSTEMS
A-1
APPENDIX B
GEOGRAPHICAL CONSIDERATIONS
B-1
APPENDIX C
AUTOMATED IDENTIFICATION TECHNOLOGY EQUIPMENT
C-1
APPENDIX D
TABLES OF ORGANIZATION AND EQUIPMENT
D-1
APPENDIX E
TRANSPORTATION MOVEMENT RELEASE
E-1
APPENDIX F
COMMUNICATIONS
F-1
APPENDIX G
ROAD MOVEMENT PLANNING
G-1
APPENDIX H.
INTERMODAL TERMINALS
H-1
APPENDIX I.
EXAMPLE HIGHWAY REGULATION PLAN
I-1
APPENDIX J.
TYPES OF INTERMODAL ASSETS AND HANDLERS
J-1
GLOSSARY
Glossary-1
REFERENCES
Reference-1
Table of Contents 3
FM 4-01.30 _________________________________________________________________________________________Preface
PREFACE
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.
i
FM 4-01.30 _______________________________________________________________________________________ Chapter 1
Chapter 1
Movement Control Overview
DEFINITION OF MOVEMENT CONTROL
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 operations. Movement control is a tool used to help allocate resources
based on the combatant commander’s priorities, and to balance requirements against capabilities.
ELEMENTS OF A TRANSPORTATION SYSTEM
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
Movement Control
Figure 1-1. Movement Control is the Most Critical of the Three Elements of a Transportation
System.
1-1
FM 4-01.30 _______________________________________________________________________________________ Chapter 1
BASIC PRINCIPLES OF MOVEMENT CONTROL
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:
REGULATED
MOVEMENTS
FORWARD
FLUID AND FLEXIBLE
SUPPORT
MOVEMENTS
PRINCIPLES OF
MOVEMENT
CONTROL
EFFECTIVE USE OF
CENTRALIZED CONTROL
CARRYING CAPACITY
AND DECENTRALIZED
EXECUTION
Figure 1-2. Movement Control Principles
Centralized Control and Decentralized Execution. Centralized Control means that a
focal point for transportation planning and resource allocation exists at each level of
command 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 capabilities
available to meet the requirements. Centralization of movement control normally occurs at
the levels charged with integrating logistics support. 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.
1-2
FM 4-01.30 _______________________________________________________________________________________ Chapter 1
The regulation of movements has three applications. One application is the 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.
Comment: Add “Main Supply Route”
Transportation planners must determine which traffic and LOCs require control.
(MSR)
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.
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 is frequently necessary to
temporarily augment destination units’ reception and clearance capabilities to ensure success.
1-3
FM 4-01.30 _______________________________________________________________________________________ Chapter 1
THE FUNCTIONS OF MOVEMENT CONTROL
1-4. The functions of movement control consist of planning, allocating, routing, coordinating, and
in-transit visibility (ITV). Figure 1-3 shows these functions.
COORDINATING
IN-TRANSIT
VISIBILITY
ROUTING
Movement Control
Functions
PLANNING
ALLOCATING
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 the distribution system, the location
of supply customer activities, the frequency and magnitude of their transportation
requirements, and their material and container-handling capabilities. The transportation
1-4
FM 4-01.30 _______________________________________________________________________________________ Chapter 1
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 time-distance.
‰
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 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
1-5
FM 4-01.30 _______________________________________________________________________________________ Chapter 1
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.
In-transit 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
(USTRANSCOM) uses the Global
Transportation Network (GTN) for tracking strategic movements. Theater Transportation
Commanders will use the Movement Tracking System to track movements.
OTHER CONSIDERATIONS
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 paragraphs.
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, 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
1-6
FM 4-01.30 _______________________________________________________________________________________ Chapter 1
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 in-transit. 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 mid-intensity conflicts, these
may be modern tank, motorized, or airborne forces. In low-intensity 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 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
1-7
FM 4-01.30 _______________________________________________________________________________________ Chapter 1
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. 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
commander.
1-8
FM 4-01.30 _______________________________________________________________________________________ Chapter 1
EMERGING DOCTRINE
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 HN support assets, develops split-based
operations, and uses intermediate staging bases when they present an operational advantage.
1-9
FM 4-01.30 _______________________________________________________________________________________ Chapter 2
Chapter 2
Movement Control In Force Projection Operations
FORCE PROJECTION
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
INTRATHEATER UNIT MOVEMENT
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.
Figure 2-1. Intratheater Unit Movement
2-1
FM 4-01.30 _______________________________________________________________________________________ Chapter 2
INTERTHEATER 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.
APOE
APOD
APOE
APOD
Alert
Staging/Alert
Air
Holding
IntratheaterAir
Holding Area
Area
Staging/
Marshalling
Mobilization
Area
Highway
Station
TAA
Marshalling
Rail
Staging/
Rail Yard
Rail Yard
Area
Marshalling
SPOE
Area
Staging Area
Sea
Waterways
SPOE
SPOD
SPOD
SPOE
AOR
STRATEGIC LIFT
THEATER
Figure 2-2. Intertheater Unit Movement (Current Doctrine)
TRANSFORMATION
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.
2-2
FM 4-01.30 _______________________________________________________________________________________ Chapter 2
STAGING AREA
OR ALERT HOLDING AREA
APOE
Intermodal
MOBILZATION
Transfer
STATION
Air
Point
UNIT
MVMT
Air Lift
Point of
DEPLOYING
UNITS
Sea Lift
Entry
Sea
MARSHALLING
AREA
SPOE
AOR
STRATEGIC LIFT
THEATER
Figure 2-3. Future Intertheater Unit Movement (With Intermodal Transfer)
STAGING AREA
OR ALERT HOLDING AREA
APOE
MOBILZATION
STATION
Air
UNIT
MVT
Point of
DEPLOYING
Entry
UNITS
Sea
MARSHALLING
AREA
SPOE
AOR
STRATEGIC LIFT
THEATER
Figure 2-4. Future Intertheater Unit Movement (Direct)
MOVEMENT CONTROL
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.
UNIT MOVEMENT COORDINATOR
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
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FM 4-01.30 _______________________________________________________________________________________ Chapter 2
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.
BRIGADE MOVEMENT COORDINATOR
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.
MOBILITY SUPPORT ELEMENT (MSE)
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.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 3
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.
STRATEGIC MOVEMENT CONTROL ORGANIZATIONS
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.)
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FM 4-01.30 _______________________________________________________________________________________ Chapter 3
MILITARY SEALIFT COMMAND
MSC
MSC-
SEALIFT
REGIONAL
INTERMODAL
CONTROLLED
PREPOSITIONING
READINESS
COMMANDS
FORCE
FLEET
PROGRAM
y IS THE SINGLE MANAGER OPERATING AGENCY FOR COMMON-USER OCEAN SHIPPING.
y PLANS FOR AND PROVIDES SEALIFT CAPABILITY IN SUPPORT OF CONTINGENCY, MOBILIZATION, DEPLOYMENT,
AND EMERGENCY PLANS.
y OPERATES THE MILITARY SEALIFT CONTROLLED FLEET AND THE SEALIFT READINESS PROGRAM.
y COORDINATES WITH THE MARTIME ADMINISTRATION FOR WARTIME EXPANSION OF SEALIFT CAPABILITY FOR
SHIPS FROM THE READY RESERVE FLEET, THE NATIONAL DEFENSE RESERVE FLEET, AND THE US-CONTROLLED
COMMERCIAL POOL
MILITARY TRAFFIC MANAGEMENT COMMAND
MTMC
TRANSPORTATION
OPERATIONS
598TH
599TH
ENGINEERING
CENTER
ARMY
ARMY
AGENCY
y IS THE SINGLE MANAGER OPERATING AGENCY FOR:
- ALL MODES OF CONUS TRANSPORTATION
- COMMON-USER OCEAN TERMINALS WITHIN CONUS. CIVIL TRANSPORTATION
- UTILIZATION TO SUPPORT MOBILIZATION, AND DEPLOYMENT MOVEMENT REQUIREMENTS.
y INTERFACES WITH AMC, MSC, AND TRANSCOM.
y PREPARES TIME-PHASED MOVEMENT TABLES FROM CONUS DEPARTURE LOCATION TO APOEs AND SPOEs IN
SUPPORT OF DEPLOYMENTS.
AIR MOBILITY COMMAND
AMC
15TH
21ST
22ND
AEROSPACE AUDIO
TANKER AIRLIFT
AIR FORCE
AIR FORCE
AIR FORCE
VISUAL SERVICE
CONTROL CENTER
y IS THE SINGLE MANAGER OPERATING AGENCY FOR INTERTHEATER AIRLIFT.
y DEVELOPS SUPPORTING PLAN FOR COMMON-USER AIRLIFT REQUIREMENTS AND AERIAL REFUELING IDENTIFIED
IN DOD MOBILIZATION PLANS
y OPERATES BASES, APOEs, AND APODs WORLDWIDE IN SUPPORT OF MOBILIZATION AND DEPLOYMENT.
y IS RESPONSIBLE FOR PLANNING FOR AND DIRECTING THE OPERATION OF THE CIVIL RESERVE AIR FLEET.
Figure 3-1. USTRANSCOM Component Commands
Military Sealift Command (MSC)
3-5. MSC provides sealift for the support of strategic deployment and sustainment operations,
mobilization, and emergency plans. MSC acquires ships with funding provided by the Department of
the Navy. MSC may be augmented from the US-flag ships from the Ready Reserve Force, the
National Defense Reserve Fleet, and through charter agreements from US and foreign flag
commercial carriers.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 3
Military Traffic Management Command (MTMC)
3-6. MTMC manages the surface transport of defense materiel and the CONUS air and surface
transport of passengers. Transport is from the point of origin to the Seaport of Embarkation
(SPOE) or Aerial Port of Embarkation (APOE). MTMC does the following:
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:
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FM 4-01.30 _______________________________________________________________________________________ Chapter 3
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.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 3
Joint Transportation
Combatant
Joint Movement
Commander
Board (JTB)
Center (JMC)
ACC
AFCC
NCC
MCCC
TSC
CORPS
COSCOM
TCE
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 theater-assigned 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
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FM 4-01.30 _______________________________________________________________________________________ Chapter 3
3-18. The Marine Corps Component Command (MCCC) has a Strategic Movement Officer (SMO)
organic to its air-ground 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 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.
THEATER JOINT MOVEMENT CONTROL ORGANIZATIONS
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 airlift.
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.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 3
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 allocation of assets.
Review priorities and policies.
Resolve conflicts between service component commands.
3-7
FM 4-01.30 _______________________________________________________________________________________ Chapter 4
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.
THE ARMY IN AN AREA OF OPERATIONS
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 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
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
manage the theater level logistics effort and provide command and control to the theater level
logistics units.
TRANSPORTATION COMMAND (TRANSCOM)
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.
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 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.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
Transportation Command
TRANSCOM
Cmd Sec
C of S
HHC
TCE
Spec Staff
G1 Sec
G 2/3 Sec
G4 Sec
G5 Sec
G6 Sec
Maint Br
SupplyBr
Svcs Br
IM Br
Comm Br
IG
Per Mgt
Sec & Ops
Wtrcft Ops
Plans&Mvt
Chaplain
Intel Ops
Strat Plans
SJA
Security
JMC
PAO
NBC
Figure 4-2. Army TRANSCOM
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
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
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 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. Home 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.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
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 organizations.
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.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
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 theater.
THEATER SUPPORT COMMAND
4-17. The TSC is designed to be 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 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
deploying 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 TCE commands and controls the transportation
movement control and mode operating units in the area. The movement control section of the TCE
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
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 TCE 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.
Transportation Command Element (TCE)
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 following:
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, HNs, other Service component movement control organizations, and
USTRANSCOM or its components as needed. As the senior movement control (MC) organization,
the TCE does the following:
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
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, HN 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
might curtail service over any portion of the transportation system.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
X
TCE
HHC
TRANS GP
MCB
MTR
MCT
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.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
Transportation Command Element (TCE)
TCE
HHC
Plans&
Transport
Mvt Cntrl
Admin
Ops
Ops
Ops
Log
Auto/
Tml Ops
Watercraft
Hwy Reg
Commo
Hwy Ops
Air Ops
Mvt Ops
Rail Ops
Figure 4-4. TCE Organization
Movement Control Battalion (EAC)
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 MCBs are as follows:
Coordinates with corps MCBs, 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.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
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 TCE on the need for cross leveling.
Coordinates with HN authorities for cargo transfer locations and for transportation support.
MCB
CMD
SEC
S1 SEC
S2/3 SEC
S4 SEC
S6 SEC
UMT
HQ CO
PP&O
HWY REG
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.
Movement Control Teams (MCT)
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 bulk 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
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
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 transportation.
4-31. The MCT’s duties and functions will depend on the immediate situation. MCTs duties include:
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 will 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.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
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 organization MCTs can be found in Appendix D.
Port Movement Control Teams (Port MCT)
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.
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FM 4-01.30 _______________________________________________________________________________________ Chapter 4
Enforces embargoes and priorities that have been established by proper authorities.
Communicates with installations on impending arrivals of all movements.
Regulates movements bound 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 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 MRT 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:
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