ATP 4-35

Munitions Operations

JANUARY 2023

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

This publication supersedes ATP 4-35, dated 5 September 2014.

Headquarters, Department of the Army

This publication is available at the Army Publishing Directorate site
([Link] and the Central Army Registry site
([Link]
*ATP 4-35
Army Techniques Publication Headquarters
No. 4-35 Department of the Army
Washington, D.C,. 31 January 2023

Munitions Operations
Contents
Page
PREFACE..................................................................................................................... v
INTRODUCTION ........................................................................................................ vii
Chapter 1 MUNITIONS OPERATIONS OVERVIEW ................................................................. 1-1
Fundamentals of Military Munitions ........................................................................... 1-1
Ammunition Sustainment Architecture ...................................................................... 1-1
Munitions Support in the Army Strategic Contexts .................................................... 1-2
Munitions Support to Joint and Multinational Operations .......................................... 1-5
Distribution Management Process ............................................................................ 1-5
Chapter 2 PLANNING FOR MUNITIONS OPERATIONS ......................................................... 2-1
The Planning Process ............................................................................................... 2-1
The Operations Process ............................................................................................ 2-2
The Distribution Management Process ..................................................................... 2-3
Operational Art in Sustainment ............................................................................... 2-11
Sustainment Preparation of the Operational Environment ...................................... 2-12
Planning Considerations by Warfighting Function .................................................. 2-12
Planning Functions for Munitions ............................................................................ 2-14
Chapter 3 MUNITIONS OPERATIONS AT ECHELONS ABOVE BRIGADE ........................... 3-1
Section I – Strategic and Joint Partners ............................................................... 3-1
Department of the Army ............................................................................................ 3-1
United States Army Materiel Command .................................................................... 3-3
United States Transportation Command ................................................................... 3-6
Section II – Theater and Army-Level Munitions Operations ............................... 3-6
Geographic Combatant Commander ........................................................................ 3-6
Theater Army ............................................................................................................. 3-7
Field Army.................................................................................................................. 3-7
Theater Sustainment Command ............................................................................... 3-8
Expeditionary Sustainment Command .................................................................... 3-13
Sustainment Brigade ............................................................................................... 3-16
Combat Sustainment Support Battalion .................................................................. 3-17
Section III – Corps and Division-Level Munitions Operations .......................... 3-18
Corps-Level Munitions Operations .......................................................................... 3-18
Division-Level Munitions Operations ....................................................................... 3-19
Division Sustainment Brigade ................................................................................. 3-20
Division Sustainment Support Battalion .................................................................. 3-21

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

*This publication supersedes ATP 4-35, dated 5 September 2014.

ATP 4-35 i
Contents

Section IV – Ordnance Battalion (Ammunition) and Modular Ammunition

Company ................................................................................................................ 3-21
Ordnance Battalion (Ammunition) ........................................................................... 3-21
Modular Ammunition Company............................................................................... 3-22
Modular Ammunition Platoon .................................................................................. 3-23
Ordnance Battalion, Ammunition, Wartime Host-nation Support (WHNS) ............. 3-27
Ordnance Company, Ammunition, Wartime Host-Nation Support ......................... 3-27
Chapter 4 BRIGADE AND BELOW MUNITIONS OPERATIONS ............................................ 4-1
Brigade Combat Team Ammunition Responsibilities................................................ 4-1
Security Force Assistance Brigade Ammunition Responsibilities ............................. 4-3
Brigade Support Battalion ......................................................................................... 4-4
Forward Support Company ..................................................................................... 4-14
Chapter 5 SAFETY, ENVIRONMENTAL STEWARDSHIP, AND PROTECTION IN MUNITIONS
OPERATIONS .......................................................................................................... 5-1
Safety Considerations ............................................................................................... 5-1
Environmental Stewardship Considerations ............................................................. 5-2
Protection Considerations ......................................................................................... 5-2
Appendix A MUNITIONS DISTRIBUTION ENABLERS .............................................................. A-1
Appendix B CAPTURED ENEMY AMMUNITION ........................................................................ B-1
Appendix C MUNITIONS INFORMATION SYSTEMS ................................................................. C-1
GLOSSARY ................................................................................................ Glossary-1
REFERENCES........................................................................................ References-1
INDEX ............................................................................................................... Index-1

Figures
Figure 1-1. Notional battlefield array for ammunition units ............................................................ 1-2
Figure 1-2. Distribution management process ............................................................................... 1-6
Figure 2-1. Military decision-making process ................................................................................ 2-2
Figure 2-2. Collaboration between the S-3 or G-3 and support operations................................... 2-3
Figure 3-1. Theater sustainment command, distribution management center .............................. 3-9
Figure 3-2. Expeditionary sustainment command, distribution management center................... 3-14
Figure 3-3. Combat sustainment support battalion ...................................................................... 3-17
Figure 3-4. Organization of the modular ordnance company ...................................................... 3-22
Figure 3-5. Layout of an ammunition supply point ....................................................................... 3-25
Figure 4-1. Brigade support battalion ............................................................................................ 4-4
Figure 4-2. Distribution company general configuration ................................................................ 4-6
Figure 4-3. Notional battlefield array of a brigade support battalion .............................................. 4-7
Figure 4-4. Brigade support battalion, distribution company, supply platoon for ammunition transfer
holding point operations ............................................................................................. 4-9
Figure 4-5. Notional layout of an ammunition transfer holding point ........................................... 4-10
Figure 4-6. Brigade support battalion, distribution company, supply platoon for modular
ammunition transfer point operations. ...................................................................... 4-11
Figure 4-7. Alternative layouts for a hasty modular ammunition transfer point. .......................... 4-12
Figure 4-8. Forward support company organization .................................................................... 4-15

ii ATP 4-35 31 January 2023

Contents

Figure 4-9. Field site of forward support elements in a logistics resupply point .......................... 4-16
Figure A-1. Materials handling equipment .....................................................................................A-1
Figure C-1. System overview of munitions requisition and management ..................................... C-2
Figure C-2. Munitions requirement approval process. .................................................................. C-2
Figure C-3. Munitions procurement and staging of munitions ...................................................... C-3
Figure C-4. Munitions allocation and authorization process ......................................................... C-4
Figure C-5. Munitions receiving, storing, and distribution ............................................................. C-5
Figure C-6. Munitions draw, use, and turn-in ................................................................................ C-9

Tables
Introductory Table 1. New and modified Army terms ....................................................................... vii
Table 2-1. Machine gun specifications ......................................................................................... 2-17
Table 4-1. Key differences between the ATHP and MATP ............................................................ 4-8

31 January 2023 ATP 4-35 iii

This page intentionally left blank.
Preface
ATP 4-35 provides doctrine for munitions operations. Munitions operations include accountability, storage,
and distribution of munitions. This ATP provides information on the roles and functions of Army units and
munitions operations.
The principal audience for ATP 4-35 is all members of the profession of arms. Commanders and staffs of
Army headquarters serving as a joint task force or a multinational headquarters should also refer to applicable
joint or multinational doctrine concerning the range of military operations as well as joint or multinational
forces. Trainers and educators throughout the Army will also use this publication.
Commanders, staffs, and subordinates must ensure that their decisions and actions comply with applicable
United States, international, and, in some cases host-nation laws and regulations. Commanders at all levels
will ensure that their Soldiers operate in accordance with the law of armed conflict and the rules of
engagement. (See FM 6-27/MCTP 11-10C.)
ATP 4-35 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both
the glossary and the text. Terms for which ATP 4-35 is the proponent publication (the authority) are italicized
in the text and are marked with an asterisk (*) in the glossary. Terms and definitions for which ATP 4-35 is
the proponent publication are boldfaced in the text. For other definitions shown in the text, the term is
italicized and the number of the proponent publication follows the definition.
ATP 4-35 applies to the Active Army, Army National Guard/Army National Guard of the United States, and
United States Army Reserve unless otherwise stated.
The proponent of ATP 4-35 is the United States Army Ordnance School. The preparing agency is the United
States Army Combined Arms Support Command, Training and Doctrine Integration Directorate. Send
comments and recommendations on a DA Form 2028 (Recommended Changes to Publications and Blank
Forms) to Commander, United States Army Combined Arms Support Command, ATTN: ATCL-TS (ATP
4-35), 2221 A Ave, Ft. Lee, VA 23801; or submit an electronic DA Form 2028 by e-mail to:
[Link]-cascom-doctrine@[Link].

31 January 2023 ATP 4-35 v

This page intentionally left blank.
Introduction
This Army techniques publication (ATP) focuses on munitions operations and distribution from theater
opening through theater closing. Munitions distribution is the operational process of synchronizing all
elements and echelons of the munitions complex to deliver the right munitions to the right place at the right
time. Munitions operations and munitions distribution are essential components of multidomain operations.
The new ATP 4-35 replaces the 5 September 2014 version. Key updates reflect changes that have occurred
in force design, distribution management, and materiel management since the previous edition and re-orient
ATP 4-35 to align with FM 3-0 and FM 4-0.
ATP 4-35 contains five chapters and three appendixes:
Chapter 1 describes the fundamentals of military munitions. It provides an overview of the ammunition
sustainment architecture and sustainment of joint or multinational operations. It describes the nature of
munitions operations in support of the Army strategic contexts. The chapter concludes with an introduction
of munitions in the distribution management process and an overview of munitions support in joint and
multinational operations.
Chapter 2 describes the munitions planning process. It discusses the distribution management process,
operational art in sustainment, as well as planning considerations by warfighting function. The chapter
presents munitions planning considerations including munitions control procedures, stockage objectives, and
deployment considerations.
Chapter 3 discusses the organizational structure and defined roles and responsibilities of strategic,
operational, and tactical-level organizations involved in munitions support operations at echelons above
brigade. It identifies strategic partners, theater and Army-level munitions operations, the combat sustainment
support battalion, and discusses both corps and division munitions operations. This chapter also discusses
the roles and responsibilities of ammunition support activities including the ammunition supply point. The
chapter concludes with a discussion of munitions operations at the ordnance battalion (ammunition) and
modular ammunition company level.
Chapter 4 describes the organizational structure for brigade and below units performing munitions support
operations. Ammunition units discussed include the brigade combat team, brigade support battalion
distribution company, and the forward support company. This chapter also discusses the operations and
displacement of the ammunition transfer holding point and the modular ammunition transfer point.
Chapter 5 surveys munitions operations considerations for safety, environmental stewardship, and
protection, primarily for the commander and staff.
Appendix A discusses munitions distribution enablers and material handling systems, associated container
and packaging materials, and automatic identification technology.
Appendix B discusses captured enemy ammunition and the process for handling, storing, and destroying
captured enemy ammunition.
Appendix C describes the various ammunition information systems from the strategic to the unit level.
Introductory Table 1. New and modified Army terms
Term Remarks
ammunition supply point Modified.
ammunition support activity ATP 4-35 becomes proponent.
ammunition transfer holding point Modified.

31 January 2023 ATP 4-35 vii

This page intentionally left blank.
Chapter 1
Munitions Operations Overview

Munitions operations are fundamental to the lethality of the Army. Munitions

operations span from the industrial base forward to the individual Soldier level, and
require uninterrupted supply from the supplier, through the distribution network, to the
supported unit. Commanders and staff at the strategic, operational, and tactical levels
include munitions operations as a part of sustainment planning and distribution. The
purpose of this chapter is to provide an overview of munitions operations, distribution
management process, and their part in the Army’s strategic roles.

FUNDAMENTALS OF MILITARY MUNITIONS

1-1. A munition is a device with explosives; propellants; or chemical, biological, radiological, or nuclear
material for use in operations including demolitions (JP 3-42). The term military munitions encompasses all
ammunition products and components produced for or used by the armed forces for national defense and
security, including ammunition products or components under the control of the Department of Defense
(DOD), the Coast Guard, the Department of Energy, and the National Guard. It includes confined gaseous,
liquid, and solid propellants; explosives; pyrotechnics; chemical and riot control agents; smokes; and
incendiaries including bulk explosives and chemical warfare agents. It also includes chemical munitions,
rockets, guided and ballistic missiles, bombs, warheads, mortar rounds, artillery ammunition, small arms
ammunition, grenades, mines, torpedoes, depth charges, cluster munitions and dispensers, demolition
charges, and devices and components. Refer to DA PAM 742-1 for additional information on types of
munitions.
1-2. The effective distribution of munitions, using a minimum amount of handling and reconfiguration,
expedites munitions supplied to the force. Munitions materiel managers prioritize munitions distribution
based on the maneuver commander’s support priorities. Munitions operations conducted during multidomain
operations require detailed coordination between supported and supporting organizations. Chapter 2
discusses these responsibilities.

AMMUNITION SUSTAINMENT ARCHITECTURE

1-3. The ammunition sustainment architecture (figure 1-1 on page 1-2) is designed to synchronize all
elements and echelons to meet the supply mission. Munitions support is accomplished by both sustainment
and supported unit headquarters and units at all levels of war. The munitions support system consists of
strategic, operational, and tactical headquarters, staffs, and technicians whose end purpose is to sustain
munitions operations.

31 January 2023 ATP 4-35 1-1

Chapter 1

Figure 1-1. Notional battlefield array for ammunition units

1-4. It is critical that logistics leaders and commodity managers understand the strategic partners who play
a role in munitions support operations. Each partner, the type of support provided, and coordinating points
of contact must be clearly understood and leveraged.

MUNITIONS SUPPORT IN THE ARMY STRATEGIC CONTEXTS

1-5. Army strategic contexts provide Army forces with a useful framework for the range of operations in
the land domain. They provide guidance addressing the appropriate planning, preparation, and execution of
operations across the levels of competition, crisis, and conflict. They provide a framework that enables
appropriate preparation for and execution of operations that contribute to how Army forces attain operational
objectives. In every context, the Army consolidates gains to make its achievements more enduring.
1-6. Sustainment commanders and units must adapt to changing operational environments (OEs) to
maintain timely and effective munitions support. Understanding how the role of sustainment changes based
on Army strategic contexts helps munitions handlers effectively support operations. Army strategic contexts
provide Army forces with a useful framework for units below the theater Army level for the range of
operations in the land domain. Army strategic contexts provide guidance addressing the appropriate planning,
preparation, and execution of operations across the levels of competition, crisis, and conflict. They provide
a framework that enables appropriate preparation for and execution of operations that contribute to how Army
forces attain operational objectives. In every context, the Army consolidates gains to make its achievements
more enduring.
1-7. The ability to apply lethal force is fundamental across the range of the Army strategic contexts and is
enabled through effective, synchronized, and safe ammunition and explosives operations. Providing safe
ammunition and explosive transportation, storage, and distribution is crucial to the force, whether being used
for effective training, for the quick transition from crisis to conflict, or in the application of lethal force during
any scale conflict.

1-2 ATP 4-35 31 January 2023

Munitions Operations Overview

MUNITIONS SUPPORT TO OPERATIONS DURING COMPETITION

1-8. The Army conducts operations during competition to obtain geographic, informational, functional, and
leadership positions of relative advantage across the land domain at the theater strategic and operational
levels of warfare, to assist the joint force in deterring an adversary, and to contribute to alliance, coalition, or
partner nation assurance activities. Army competition activities augment joint cooperation and, if required,
position the Army to contribute to joint adversarial competition below armed conflict and armed conflict.
Army forces consistently compete in an attempt to keep relations with adversaries from escalating into a
crisis or conflict. Examples of competition activities include setting the theater, military engagements,
security cooperation, combined training and exercises, and sustainment preparation of the OE. Munitions
operations during competition focus on promoting organizational readiness and training. Army units present
in an area of operations during competition operations will require munitions support, albeit to a lesser degree
than in armed conflict.
1-9. Munitions planners identify which types of munitions are required to support all types of units
operating within a geographic area. Planners help establish required munitions capabilities to support normal
and routine military activities and to set conditions for future theater operations. Munitions planners also
provide contingency plans to —
⚫ Support security cooperation.
⚫ Support the forward presence of Soldiers to promote United States (U.S.) interests.
⚫ Support the development of allied and friendly military capabilities for self-defense and
multinational operations.
1-10. Ammunition support activities are locations that are designated to receive, store, maintain, and
provide munitions support to Army forces. Ammunition support activities (ASAs) provide a suite of
ammunition logistics services operated by one or multiple modular ammunition platoons, U.S. federal or
state government employees, contractors, or a combination thereof that are designated to receive, store,
maintain, and provide direct or general support to Army and joint forces. Munitions managers plan for pre-
positioning of munitions in strategic areas to enable Army forces to respond quickly to contingencies.
Contents of the pre-configured package are predetermined and provide optimum distribution velocity,
quality, and mix to support a particular weapon system or unit. Planning also includes identifying locations
within the area of responsibility (AOR) for a theater ammunition supply point (ASP) and other ASAs to
provide redundant and robust storage capability. These sites are in forward locations that can receive
munitions directly from the port and distribute laterally between supply points and forward units.

MUNITIONS SUPPORT TO OPERATIONS DURING CRISIS

1-11. The Army conducts operations during crisis for two purposes. The first is to rapidly deploy Army
forces to provide deterrence capability or, if necessary, compel an adversary to cease or reduce the actions
that threaten U.S. national interests. The second reason the Army conducts crisis operations is to respond to
a natural or humanitarian disaster that threatens the homeland or the stability of an ally or partner.
1-12. Munitions planners focus on the requirements and allocation of munitions resources to support initial
deployment into a theater and the development of mission-tailored logistics requirements to support the
commander's contingency operations. The intent is to deter an adversary from taking undesirable actions
through the posturing of friendly capabilities and demonstrating the will to use them. Operations are weighted
toward security and preparatory actions to protect friendly forces. Munitions planners include contingency
stocks to enable commanders to execute subsequent phases of a planned operation.
1-13. A commander may implement numerous flexible deterrent options or flexible response options
requiring munitions support. During crisis operations, these actions may include mobilization, tailoring of
forces, and deployment into a theater. Other actions may include establishing friendly alliances, air defense
capabilities, developing command and control, intelligence, force protection, and logistics capabilities to
support the commander's concept of operations. Many actions during crisis operations build on activities
established in competition operations and are conducted as part of security cooperation or stand-alone
operations.

31 January 2023 ATP 4-35 1-3

Chapter 1

1-14. Munitions operations in support of crisis operations emphasize enhanced operational readiness.
Munitions planners working on setting the theater must plan for adequate munitions units and supporting
equipment to ensure that the combatant commander (CCDR) is able to support a credible force. This requires
projecting munitions assets forward and involves integration of transportation capabilities.
1-15. As part of their planning, munitions materiel managers consider the specialized munitions
requirements of field artillery and air defense artillery units. Managers perform the following actions:
⚫ Forecast increased consumption of long range and precision munitions for brigade combat teams
(BCTs) and corps fires units.
⚫ Anticipate frequent and rapid relocation of fires units and the shift of supporting units accordingly.
⚫ Ensure that quantity and positioning of modular ammunition units at echelons above brigade
(EAB) are sufficient to support fires ammunition requirements.
⚫ Ensure that ammunition transportation assets are adequate and properly positioned to support
ammunition distribution for fires operations.

MUNITIONS SUPPORT TO OPERATIONS DURING CONFLICT

1-16. During armed conflict, Army forces focus on the defeat and destruction of enemy ground forces as part
of the joint team. The most violent and lethal level of conflict is large-scale ground combat operations
conducted against enemies with peer capabilities. Lethal force may also occur in lesser forms of conflict such
as irregular warfare, unconventional warfare, or counterinsurgency. As described in ADP 3-0, Army forces
close with and destroy enemy forces in any terrain, exploit success, and break their opponent’s will to resist.
Army forces attack, defend, conduct stability tasks, and consolidate gains to attain national objectives. The
ability to prevail in ground combat is a decisive factor in breaking an enemy’s will to continue a conflict.
1-17. Large-scale combat operations during armed conflict require greater munitions support than other
types of operations because of the number of formations, higher operating tempo, greater lethality, and
increased consumption of supplies and equipment. Based on the complex and chaotic nature of crisis
situations, sustainment commanders and their staffs will need to account for the characteristics of volume,
lethality, precision, and tempo during the operations process.
1-18. The supported unit commander determines munitions requirements based on input from subordinate
organizations and knowledge of upcoming tactical operations. The unit’s munitions requirements are
expressed within the required supply rate (RSR). The supporting unit commander manages the allocation and
distribution of munitions based upon the supported commander’s sustainment priorities. The supporting
commander calculates and recommends composition of combat configured loads based upon the type of unit
supported, RSR, controlled supply rate (CSR), forecasting, and historical data. The supported commander
determines the composition of combat configured loads with input from the supporting commander. A
combat configured load is a mixed ammunition package designed to provide for the complete round concept,
type of unit, type of vehicle, capacity of transporter, and weapons system. Contents of the package are
predetermined and provide optimum quality and mix to support a particular weapon system or unit.
1-19. During conflict, commanders rely on munitions operations to provide both the initial and sustained
combat power. Materiel management planners should be prepared to provide munitions at the right time and
location. In environments with highly contested airspace, planners need to identify additional security or back
up and contingency methods for delivery. The enemy will likely disrupt automated information systems in a
contested environment during large-scale combat operations. Munitions planners need to have contingency
plans prepared to continue operations without the use of automated information systems.
1-20. Munitions materiel managers at each echelon must work closely with operational planners to
synchronize the munitions support that allows commanders to extend their unit's operational reach. During
conflict operations, supply lines of communication are likely to be strained even as requirements for
munitions support increase.
1-21. Munitions materiel management planners should anticipate increased expenditures of munitions during
large-scale combat operations. Munitions supply is critical for maintaining momentum during offensive
operations. Depending on the operation, consumption rates may double or triple normal rates. In addition to

1-4 ATP 4-35 31 January 2023

Munitions Operations Overview

accounting for volume, sustainment planners also forecast the various types of ammunition used by the corps
and division in the offense.
1-22. When directed, Army forces transition back into competition below armed conflict. They provide
sufficient capacity and capabilities to protect civilian populations, execute or support stability operations, and
rebuild host-nation security and governance institutions. Army forces establish a transitional military
authority and support a transition to civil authority. Over time, Army forces will recalibrate their force
posture.
1-23. Munitions support in the late stages of large-scale combat operations is typically characterized by a
gradual shift in focus to support stability and security operations. Sustainers should anticipate and plan for
munitions activities intended to ease the transition process to peace.

MUNITIONS SUPPORT TO JOINT AND MULTINATIONAL

OPERATIONS
1-24. Army ammunition units may support the requirements of other services, other U.S. government
agencies, and allied or multinational forces. The various Service munitions materiel managers and agencies
involved in joint or multinational operations must coordinate supply planning to ensure adequate personnel,
storage requirements, containers, materials handling equipment (MHE), accountability procedures, and
safety measures are available and in place. Munitions planning may require common-user logistics munitions
support based on operational requirements and availability of munitions items. Common-user logistics (also
known as CUL) is a materiel or service support shared with or provided by two or more Services, Department
of Defense agencies, or multinational partners to another Service, Department of Defense agency, non-
Department of Defense agency, and/or multinational partner in an operation (JP 4-09). The CCDR may
designate a lead Service or DOD agency to provide selected common-user logistics support. (JP 4-0)
Routinely, only small arms munitions and selected pyrotechnic devices are considered appropriate for joint
common-user logistics support. In all cases, extreme care must be exercised in cross-referencing requisition
data to ensure that the correct munitions are requisitioned.
1-25. During joint operations, a joint munitions office from the geographic combatant commander (GCC)
logistics directorate of a joint staff (J-4) may work in conjunction with the Service components, functional
components, subordinate commands, service acquisition, and the Assistant Secretary of the Army for
Acquisition, Logistics, and Technology (ASA [ALT]) in order to plan, coordinate, and oversee all phases of
ammunition and ordnance support for forces employed or planned for possible employment in the AOR.
1-26. Joint munitions offices typically have a mix of munitions and logistics planners from each Service who
ensure proper reporting of readiness status based upon the joint munitions requirement process and the
Chairman of the Joint Chiefs of Staff’s readiness system. Joint critical munitions with limited inventories are
particularly important to munitions readiness reporting. These munitions are essential to prosecuting required
targets for which there are no suitable secondary munitions alternatives.
1-27. Ally and partner nations may have an acquisition and cross-servicing agreement with the U.S.
government that prescribes which munitions, if any, are permissible for exchange. Among other things, the
acquisition and cross-servicing agreement authority waives selected provisions of U.S. contracting law and
prescribes ordering and reimbursement procedures that are more flexible than those permitted under other
authorities. The types of logistics support, supplies, and services that may be acquired or transferred under
the agreement is broadly defined. Multinational munitions support can also be provided through bilateral
agreements between the U.S. and other partner nations. Bilateral agreements for support are established
before operations begin.

DISTRIBUTION MANAGEMENT PROCESS

1-28. Both supported and supporting organizations perform distribution management actions requiring
integrated activity with various actions, tasks, or requirements. Supported headquarters normally lead
requirements determination or validation actions, while supporting organizations lead resupply, retrograde
of materiel, and distribution actions. EAB sustainment units work within the distribution network to execute
operations through the integration and synchronization of materiel and transportation management.

31 January 2023 ATP 4-35 1-5

Chapter 1

1-29. Figure 1-2 illustrates the components of the distribution management process, including the materiel
management, distribution integration, and transportation management functions. The functions are not
executed by a single staff section or organization. There is a division of responsibility that varies by
organization. Materiel managers control supply support through monitoring and managing receipts, storage,
and issue of all supply classes. Transportation managers allocate transportation assets and regulate
movements according to command priorities and battlefield conditions. Distribution integration personnel
link materiel ready for distribution with available transportation. Distribution integration personnel also
collaborate with the assistant chief of staff, operations (G-3) and/or battalion or brigade operations staff
officer (S-3) to develop an operations order that tasks transportation units with specific distribution missions.
1-30. While materiel and transportation managers might initially operate independently, they collaborate
closely once munitions supply and transportation requirements are determined. The distribution management
functions are the combined activities of materiel and transportation managers to integrate and synchronize
schedules to align personnel, materiel, and movement to fill the requirements of supported units. Distribution
managers integrate the functions of transportation and supply to move cargo from the source of supply to the
supported unit. Figure 1-2 shows distribution managers working closely and consistently with supporting and
supported operations and logistics staff offices. These functions are discussed in greater detail in chapter 2.

Figure 1-2. Distribution management process

1-31. Ammunition organizations maximize throughput distribution in all operations. Throughput distribution
allows delivery as far forward as possible to minimize handling and reconfiguration. All operational variables
must be considered when determining the utilization of throughput distribution. Ammunition organizations
minimize supply point distribution as much as possible. Supply point distribution is a method of distributing
supplies to the receiving unit at a supply point, railhead, or truckhead. The receiving unit then moves the
supplies to its own area using its own transportation. For further information, see ATP 4-42.

1-6 ATP 4-35 31 January 2023

Chapter 2
Planning for Munitions Operations

In order to extend operational reach and prolong operational endurance, munitions

planners must understand the OE and commander’s intent, make plans, and direct
actions to synchronize munitions operations to achieve unit objectives across the area
of operations. This chapter describes munitions operations planning. Munitions
planning includes determining ammunition requirements, echeloning capabilities and
ammunition units, establishing split-based operations where required, pre-configuring
ammunition and resupply, and using civilian, contractor, allied, and host-nation
capabilities when required.

THE PLANNING PROCESS

2-1. Planning is the art and science of understanding a situation, envisioning a desired future, and
determining effective ways to bring that future about (ADP 5-0). Planning helps commanders create and
communicate a common vision between commanders, staffs, subordinate commanders, and unified action
partners. Planning results in a formal plan and orders that synchronize the action of forces in time, space, and
purpose to achieve objectives and accomplish missions.
2-2. Planning is both a continuous and cyclical activity within the operations process. While planning may
start as an iteration of the operations process, it does not stop with the production of an order. Planning may
be highly structured, involving the commander, staff, subordinate commanders, and others to develop a fully
synchronized plan or order. Planning may also be less structured; for example, a platoon leader and squad
leaders may need to rapidly determine a scheme of maneuver for a hasty attack.
2-3. Even if units do not execute the plan exactly as envisioned—and few ever do—planning results in an
improved understanding of the situation that facilitates future decision making. Planning helps leaders—
⚫ Understand and develop solutions to problems.
⚫ Anticipate events and adapt to changing circumstances.
⚫ Task-organize the force and prioritize efforts.
2-4. The defining challenges to effective planning are uncertainty and time. Planning provides an informed
forecast of how future events may unfold. It entails identifying and evaluating potential decisions and actions
in advance to include thinking through consequences of certain actions. Planning involves thinking about
ways to influence the future as well as how to respond to potential events. Put simply, planning is thinking
critically and creatively about what to do and how to do it, while anticipating changes along the way.
2-5. A key aspect of planning is organizing the force for operations. Through task organization,
commanders establish command or support relationships and allocate resources to weight the decisive
operation or main effort. In addition to task organizing, commanders establish priorities of support. Priorities
of movement, fires, sustainment, protection, and information all illustrate priorities of support that
commanders use to weight the main effort in phased operations.
2-6. Effective munitions operations require making detailed plans using the military decision-making
process (MDMP). Figure 2-1 on page 2-2 provides an overview of MDMP. Munitions logistics planners at
all levels should be involved in the operations process to ensure that munitions distribution operations are
synchronized with the supported unit concept of operations. Being involved in the operations process also
allows munitions planners to maintain situational awareness of the OE and targeting (fires) priorities, identify
and mitigate risks, and enhance shared understanding. See FM 5-0 for additional information on MDMP.

31 January 2023 ATP 4-35 2-1

Chapter 2

Figure 2-1. Military decision-making process

THE OPERATIONS PROCESS

2-7. Army leaders plan, prepare, execute, and assess operations by analyzing the OE in terms of operational
and mission variables. Operational variables consist of political, military, economic, or social factors,
information, infrastructure, physical environment, and time. Mission variables consist of mission, enemy,
terrain and weather, troops and support available, time available, civil considerations, and informational
considerations; these variables are commonly referred to as “METT-TC (I)”. How these variables interact in
a specific situation, domain (land, maritime, air, space, or cyberspace), area of operations, or area of interest
describes a commander's OE, but it does not limit it. Commanders, applying understanding of operational
variables in relation to the mission variables, must visualize the OE, describe their intent, and direct staff and
subordinates through plans and orders development. Upon operation order (OPORD) publication, they lead
the organization to execute the mission while assessing the effectiveness of operations.
2-8. The operations process consists of key events in sequential order along a linear array that takes shape
in the form of a battle rhythm. Work groups and cells are key events in the critical path that allow commodity
managers and distribution planners to prioritize and plan distribution requirements. These events inform
discussion points in boards to allow the leadership to make decisions to meet the commander’s intent. Key
events in the critical path of the distribution management process include, but are not limited to, the joint
munitions board and movement boards.
2-9. Joint munitions boards involve operational and strategic entities that have stake in the munitions
distribution process. This board is a recurring event that involves participation from joint Services and
strategic and unified action partners to synchronize joint munitions logistics across the Services operating in
the joint operations area (JOA). This board enables participants to identify current and projected critical
munitions shortfalls, priorities of support, CCDR’s guidance, and coordinate munitions support with the
unified combatant command for support to partner nations. Attendees may include representatives from the
United States Army Materiel Command (USAMC), United States Transportation Command
(USTRANSCOM), Army Service component commands (ASCCs), and sustainment commands.
2-10. Movement boards allow mobility leaders to manage transportation policies, priorities of sustainment,
lines of communications status, convoy protection, synchronization, and transportation assets to optimize
infrastructure to support theater distribution operations. Entities at each echelon of war may facilitate
movement boards.

2-2 ATP 4-35 31 January 2023

Planning for Munitions Operations

2-11. For further information on the operations process, refer to ADP 5-0.

THE DISTRIBUTION MANAGEMENT PROCESS

2-12. Distribution management is a logistics function used to develop an executable plan to distribute
supplies from the source of supply throughout a theater of operations. The distribution management process
includes materiel management, transportation management, and distribution integration functions.
Distribution management must be integrated into all phases of the operations process to be effective. The
distribution management process applies to all commodities and at all echelons. Munitions distribution
management enables offensive and defensive operations by providing the appropriate mix of munitions for
lethal and nonlethal weapons.
2-13. Figure 2-2 represents one way in which the G-3 or S-3 and distribution management center (DMC) or
support operations (SPO) function may interact during planning to develop an order. Each of the MDMP
steps and each of the distribution management functions contain assumptions, facts, planning considerations,
and multiple details that influence mission success. The top lane illustrates the MDMP steps undertaken by
commanders and staffs. The three lanes within the support operations lane display the functions that
distribution integrators, materiel managers, and transportation managers perform separately and together.
Arrows between the functions and the MDMP steps demonstrate the complexity of the coordination between
the SPO, the S-3 or G-3, the commander’s staff, and the commander as they uncover and evaluate courses of
action. The bottom lane presents a very high-level view of how and when supply points for all classes of
supply come into the process. Tactical leaders responsible for providing materiel and transportation receive
orders then prepare for their role in supporting the commander using troop-leading procedures.

Figure 2-2. Collaboration between the S-3 or G-3 and support operations

MUNITIONS MATERIEL MANAGEMENT FUNCTIONS

2-14. Materiel management is the continuous situational understanding, planning, and execution of supply
and maintenance capabilities to anticipate, synchronize, and direct all classes of supply to maximize combat
power and enable freedom of action in accordance with the supported commander's priorities. Materiel
management is executed during all four Army strategic roles to support the range of military operations.

31 January 2023 ATP 4-35 2-3

Chapter 2

2-15. Materiel management addresses all internal and external logistical processes, information, and
functions necessary to satisfy an operational supply requirement. The primary objective for materiel
management is to provide effective and efficient supply support to meet operational requirements. Effective
materiel management provides the commander with greater situational awareness thereby informing decision
making and enhancing control and flexibility.
2-16. Materiel management is one of the most critical aspects of effective munitions support. Munitions
planners, commanders, and Soldiers act as materiel managers in roles that execute materiel management
functions.
2-17. Munitions materiel management is anticipatory and flexible to meet unforeseen and unexpected
munitions requirements that invariably arise during large-scale combat operations. Munitions materiel
managers support all echelons across the competition continuum. The managers focus on equipping the forces
by satisfying munitions requirements as quickly and efficiently as possible.
2-18. Munitions materiel managers engage in detailed, deliberate planning, synchronized with supported
operations across all warfighting functions. Munitions materiel managers anticipate munitions requirements,
points of need, and means of distribution. Failure to achieve synchronization across all warfighting functions
may result in an un-executable concept of support.
2-19. Units execute the materiel management component of distribution based on their organizational
structure. Theater sustainment commands (TSCs) and expeditionary sustainment commands (ESCs) execute
the materiel management component of the distribution process through their DMCs. The sustainment
brigade and division sustainment brigade (DSB) execute the materiel management component through their
SPO munitions sections. The combat sustainment support battalion (CSSB), division sustainment support
battalion (DSSB) and brigade support battalion (BSB) execute the materiel management component through
their SPO sections. Munitions materiel management functions may be conducted completely or partly based
on operational and mission variables.

Munitions Supply Planning

2-20. Supply planning forecasts and establishes munitions stock levels at each support echelon to meet
mission requirements. It is a translation of an operating force's composition into specific supply requirements
and positioning. Planning ensures that adequate munitions and transportation assets are available.
2-21. Supply planning is an operational function and a subset of the organization's overall munitions
requirement. Weapons system munitions requirements drive the forecasting process. Munitions requirements
determination must be accurate, auditable, transparent, defendable, and must comply with AR 5-13.

Munitions Requirements Determination

2-22. Requirements determination consists of all activities necessary to develop, consolidate, coordinate,
validate, approve, and prioritize munitions requirements to support an operating force. Requirements
determination aids munitions materiel managers in defining priorities of support. Requirements
communicated from operating forces and forecasted by munitions organizations supporting these forces make
up requirements determination.
2-23. Requirements determination allows a unit or organization to communicate its operational requirements
for munitions. Units express ammunition forecasts by Department of Defense identification code (DODIC),
quantity, and location. The DODIC is a four-character code assigned to a munition that is different in form,
fit, function, or capability from another munition. Distinct DODICs for different capabilities enable the safe,
effective management of those capabilities. DODICs are essential to the development of Army munitions
requirements and effective prioritization of Army munitions. DODICs provide users the means to identify
the specific capability they require (AR 5-13).
2-24. Inaccurate forecasts are a leading cause of incorrect distribution, munitions surplus, and munitions
shortage. Munitions materiel managers monitor unit forecasts for accuracy. The Total Ammunition
Management Information System (TAMIS) contains tools to assist munitions managers with this task by
comparing a unit's forecasts to its authorization.

2-4 ATP 4-35 31 January 2023

Planning for Munitions Operations

2-25. Units submit a daily logistics status report indicating quantity received, issued, and on-hand to
respective battalion or brigade logistics staff officers (S-4s) to consolidate and forward to the appropriate
section.
2-26. Munitions managers determine the quantity of munitions required by subtracting the current amount
on-hand munitions from projected operational expenditures over time and applying any rate of operational
or environmental resupply constraint or control (including projected increases or decreases to weapon
systems quantity and type) to the resulting figure. Units express the quantity of munitions required in rounds
per weapon per day. Munitions forecasting is a critical input in all Army planning.

Munitions Requirements Validation

2-27. Requirements validation is the function that validates and prioritizes available munitions stocks against
an established or forecasted munitions request. Requirements validation also ensures that stated requirements
do not exceed the CSR for different munition types. The G-3/S-3 staff at each echelon validates requirements
submitted by the next lower echelon. Munitions managers can review all validated requirements in TAMIS.
The SPO staff at each echelon validates requirements submitted by supported organizations. The munitions
manager's role is to fully resource all valid requirements. If the staff determines on-hand assets are insufficient
to meet the requirement, then it passes a request for munitions support to its higher headquarters.
2-28. Requirements validation is critical to avoid excess materiel and misuse of logistics transportation and
maintenance assets. Validation ensures that no requests for munitions support are processed to a higher
headquarters until it is determined that on-hand assets are sufficient to meet the requirement. Requirements
validation also includes establishing a CSR, if necessary.
2-29. The SPO staff maintains asset visibility of allocations within all maneuver units through logistics status
reports; the SPO can modify the allocated or authorized combat load to support the mission. A combat load
is the standard quantity and type of munitions that an individual weapon, a crew-served weapon, or a weapons
platform and its designated munitions carrier is designed to hold. Combat loads support the initiation of
contingency and combat operations and are the basic building blocks of Army war reserve requirements.
Bulk munitions are not associated with a weapon or weapons platform. Bulk munitions are the quantity of
munitions required to give units capability and flexibility. Munitions materiel managers resupply munitions
based on priorities provided by operations planners. The SPO maintains the munitions common operational
picture (COP) through total asset visibility and in-transit visibility (ITV) and provides forecasted critical
shortages and changes in requirements to all munitions materiel managers. The common operational picture
is a single identical display of relevant information shared by more than one command that facilitates
collaborative planning and assists all echelons to achieve situational awareness (JP 3-0).

Funds Management
2-30. Funds management is the managing of obligations, expenses, and disbursement of funds supporting
munitions operations. The maneuver unit assistant chief of staff, logistics (G-4) or S-4 and sustainment unit
DMC and SPO office perform the funds management function. Contracting officers, finance officers, and
Army leaders at all levels manage funds obligation.

Munitions Storage
2-31. Munitions storage occurs during all phases of the operation. Munitions storage provides safe and
efficient long and short-term field storage in all OEs. Most defensive operations require pre-positioned
supplies including munitions. Munitions units operate ASAs. Munitions assets in a field storage site are
usually stored on an unimproved ground surface or in built-up areas in an existing building. Field storage
may be subject to the following factors:
⚫ Security requirements.
⚫ Quantity-distance requirements.
⚫ Rearming, resupply, and relocation timelines.
2-32. The types of ASAs in the theater are the ASP, ammunition transfer holding point (ATHP), and modular
ammunition transfer point (MATP). The ASA mission is to receive, store, issue, and maintain conventional

31 January 2023 ATP 4-35 2-5

Chapter 2

ammunition stocks. The Army does not consider industrial base depots, arsenals, or munitions plants or
centers ASAs. An ammunition supply point is a retail ammunition support activity where ammunition
is received, stored, issued, and accounted for. The ASP provides direct and general support to units
assigned to or operating within its area of operations. ASPs have varying degrees of storage capacity,
throughput capacity, and munitions maintenance based on the echelon of support (such as brigade, division,
corps, or theater).
2-33. ATHPs and MATPs are designated locations coordinated by the brigade ammunition team to provide
direct support for the transfer of munitions. ATHPs and MATPs are temporary or frequently moving in nature
based on mission variables and the commander’s intent but with limited storage capacity and no organic
missile and munitions maintenance capability. Ammunition depots in forward locations provide direct and
general support for ammunition logistics to units assigned to or operating within their area of operations.
They provide greater storage capacity and higher levels of missile and munitions maintenance, but not to the
degree of the depots assigned to the industrial base. For more information on stockage objectives, refer to
AR 5-13.

Munitions Maintenance
2-34. Munitions maintenance includes all actions necessary for retaining an item in or restoring to a specified
condition to support the supply system. This includes cleaning, repacking, and preservation. Maintenance
occurs during the distribution and redistribution process.
2-35. Ammunition maintenance operations occur across the range of military operations. Commanders,
staffs, Soldiers, and maintainers work together to monitor maintenance status, communicate maintenance
needs, and perform maintenance functions to keep the force ready to perform its mission. Ammunition
maintenance operations include cleaning, minor packaging, and preservation operations. Ammunition
maintenance operations may include those carried out on captured enemy ammunition (CEA). Further
information on munitions maintenance is contained in ATP 4-35.1.

Munitions Asset Visibility

2-36. Asset visibility provides materiel managers with the capability to determine location, movement,
quantity, status, and identity of munitions items and units. Asset visibility enables effective decision making
on sources of support and prioritization. The information gathered provides the munitions managers the
ability to forecast, locate, and distribute munitions.

Munitions Stock Control

2-37. Stock control is the process of maintaining inventory data on the quantity, location, and condition of
supplies. The method of storage depends on the munitions type and storage compatibility because each
munitions type must be stored in accordance its own specific requirements. Materiel managers need correct
identification and location of stored materiel to ensure that the correct item of supply is issued to meet
requirements.
2-38. Stock control includes maintaining proper location and identification of materiel. Materiel managers
need correct identification and location of materiel stored in munitions sites to ensure storage personnel issue
the proper item of supply to meet requirements. Poor stock control, such as unidentified or improperly
cataloged items, results in materiel managers ordering excess items.

Munitions Asset Reporting

2-39. Asset reporting is the vertical and horizontal reporting of asset quantity and munitions type status.
Asset reporting is a critical component of asset visibility, requirements determination, and requirements
validation. Commanders at all echelons determine the frequency that subordinates report munitions assets.

2-6 ATP 4-35 31 January 2023

Planning for Munitions Operations

Ammunition Supply Operations

2-40. Supply provides all munitions necessary to allow mission accomplishment. Supply involves
requesting, receiving, storing, issuing, maintaining, and establishing accountability of munitions required to
execute a unit's assigned mission.
2-41. The primary intent of munitions supply is to meet maneuver unit ammunition requirements. Munitions
operations require integration with other agencies and services from the point of origin to the point of
employment. Munitions supply is a complex logistics operation due to its criticality of need, the inherent
hazards of material handling (to store, make safe, reconfigure, distribute, and maintain), and the requirement
for regulatory security in distribution (to receive, transport, temporarily store, issue) and retrograde (disposal,
demilitarization). Munitions supply is limited by constraints that include their specialized design and purpose,
the quantities and locations of pre-positioned stocks, and allocation. These constraints may occur at all levels
of command and be further restricted by applicable regulations and security considerations.
2-42. Munitions share many of the most challenging aspects of other classes of supply. Munitions require
special handling due to storage specifications, compatibility, and hazard class restrictions. Special
considerations and factors for munitions operations include the following:
⚫ Munitions storage and supply activity management becomes more complex and hazardous as the
type or quantity of stockpiles increase.
⚫ Distribution and retrograde (to include ammunition surveillance and demilitarization procedures)
are designed around protecting friendly forces from munitions hazards.
⚫ Select munitions remnants, residue, and inert materials continue to remain sensitive and/or
hazardous items after expenditure.
⚫ Military uniqueness, safety considerations, laws, and governing regulations of most munitions
preclude host-nation procurement or local purchase.
⚫ Munitions have shelf-life considerations that require meticulous management, especially in pre-
positioned stockpiles.
⚫ Munitions, at the user level, are typically accountable items while retaining their sensitive
attributes during peacetime operations and in some insistences, they may be postponed or waived.
2-43. Resupply is obtaining munitions to meet operational requirements through the requisition process,
cross-leveling, and contracting. Ammunition personnel conduct the procurement process within TAMIS. The
resupply of munitions can be requested digitally or manually.

Retrograde of Munitions
2-44. Retrograde of materiel is an Army logistics function of returning munitions from the owning or using
unit back through the distribution system to the source of supply, directed ship-to location, or point of
disposal.
2-45. Munitions retrograde materiel flows through the distribution system from the tactical to strategic levels.
Munitions retrograde operations include all facets of munitions disposition. Unexpended and expended
munitions, whether serviceable or unserviceable, require disposition throughout the entirety of an operation.
The following factors should be considered before actual retrograde operations begin:
⚫ Existing logistics support facilities, transportation assets, road networks, and communications
requirements.
⚫ Shipping point from theater.
⚫ Available host-nation support.
⚫ Available contract support (this will be at echelons above corps only).
2-46. The materiel manager will use the two-way flow of resources whenever possible to achieve efficiency
in the distribution system. This process describes the simultaneous flow of sustainment materiel and
retrograde cargo between the strategic, operational, and tactical levels. This process ensures transportation
assets are optimized in the delivery of sustainment while also in support of retrograde and redeployment
activities. Maximized transportation assets increase efficiency as well as reduce operational energy

31 January 2023 ATP 4-35 2-7

Chapter 2

consumption. Using this process, materiel managers monitor the distribution system at one echelon above
and below to make adjustments as necessary.
2-47. Materials identified to be disposed or retrograded (including inert or components) are normally
expedited to an ASP at EAB but may require some packaging and handling at an ATHP, MATP, or within
the unit prior to transporting. When released by the maneuver commander, USAMC assumes responsibility
for providing disposition instructions, accounting, and shipment of retrograde materiel from the theater.
Proper adherence to retrograde procedures reduces the hazards and inefficiencies of stockpiling.
2-48. Using units normally return munitions identified for retrograde to the ASP, ATHP, or MATP that
provided their ammunition support. However, because of the changing requirements of the modern
battlefield, commanders may direct units to turn in the identified ammunition and explosives to the nearest
ASA. ASAs collect, consolidate, and ship this ammunition as directed.
2-49. If the ammunition turned in is not accounted for in an automated system, the ASP must regain
accountability at their level. This is particularly true with controlled and serial-numbered items.
Accountability problems increase during war. By successfully managing these tasks, shortages will be easier
to identify and correct.
2-50. A quality assurance specialist, ammunition surveillance (QASAS) or other qualified person must make
condition code decisions. Inspect munitions to determine their serviceability, and safeguard packing materials
as early as possible in the retrograde process. If the munitions are in serviceable condition but have no lot
number, munitions managers assign a local lot number. During retrograde operations, munitions units
typically destroy unserviceable ammunition. The responsible munitions company must request disposition
instructions through their higher headquarters before destroying the munitions.
2-51. Supply points play a fundamental role in the redistribution, retrograde, and disposal of materiel. The
turn-in section accepts turn-ins of unit excess and unserviceable materiel from supported units. As units turn
in materiel, storage clerks input the item data into the enterprise system, which provides distribution
instructions.

Disposal of Munitions
2-52. Disposal of munitions is the systematic removal of economically unrepairable or obsolete munitions.
The Army accomplishes disposal by transferring, donating, selling, abandoning, or destroying munitions.
Ammunition program managers normally direct disposal operations but commanders may direct disposal if
the OE dictates. Unit SPOs ensure that units complete disposal orders directed by higher headquarters.
2-53. An explosive ordnance disposal (EOD) officer is authorized at corps and division levels. The EOD
officer is responsible for coordinating the detection, identification, recovery, evaluation, rendering safe, and
final disposal of explosive ordnance. The EOD officer monitors the supply status of and expedites requests
for special EOD tools, equipment, and demolition materials. The EOD officer will coordinate with the
supporting EOD unit to respond to amnesty collection points to ensure armed or unsafe ordnance items are
disposed of properly. The EOD officer will also coordinate with the supporting EOD unit for the routine
destruction of unserviceable or surplus ammunition upon the request of an accountable agency.

AMMUNITION DISTRIBUTION INTEGRATION

2-54. Distribution integration aligns personnel, equipment, and materiel requiring distribution (in terms of
commodity, quantity, and priority) with adequate transportation capabilities to synchronize distribution to
support the concept of operations. This information is shared with the G-3/S-3 in order to develop a viable
operations order.
2-55. Effective munitions distribution requires execution of numerous distribution management functions at
each echelon. This includes prioritization, mitigation of shortfalls, synchronization, visibility, feasibility,
distribution, and redistribution. These functions may be executed completely or partly, based on operational
and mission variables:
⚫ Prioritization: This function ensures munitions for distribution are organized and queued in order
of priority as determined by the command. The priorities of support (movement and sustainment)
vary by each phase of the operation and can be identified in the mission order or operations plan.

2-8 ATP 4-35 31 January 2023

Planning for Munitions Operations

⚫ Mitigation of shortfalls: This function links ammunition materiel management to transportation in

terms of commodity, quantity, and priority. It ensures that adequate transportation assets are
identified and obtained to bridge any shortfall between requirements and current capabilities.
⚫ Synchronization: This function ensures that distribution is synchronized with transportation
operation cycles to ensure that modes with sufficient capacity are available when commodities are
positioned for movement. It also synchronizes distribution with operational tasks, phases, and
objectives.
⚫ Visibility: This function provides materiel managers with visibility of munitions that are queued,
prioritized, have transportation allocated, and during movement.
⚫ Feasibility: This determines if the capability exists to move required quantities of munitions from
the point of origin to the final destination within the time required. If transportation is not feasible,
the distribution integration branch personnel report this fact to the materiel management branch.
There are various forms of transportation modes available in theater: truck, train, vessel, air
transport, and aerial delivery.
⚫ Distribution: Integrates the logistics functions of transportation and supply. It depends upon
materiel management and movement control. The operational process synchronizes all elements
of the logistics system to deliver the required munitions to support the commander.
⚫ Redistribution: Managers may use excess munitions in theater to fill shortages and meet
operational requirements. They can reallocate excess munitions to other locations in theater using
all transportation assets available.
2-56. Munitions distribution management occurs in all sustainment headquarters from the TSC down to the
forward support company (FSC). Each echelon is responsible for understanding munitions support
requirements for supported units or formations. Each echelon ensures that adequate munitions stocks and
transportation are available to meet requirements.
2-57. Munitions distribution operations enable offensive and defensive operations, and stability or defense
support of civil authorities' tasks by providing the appropriate mix of munitions for lethal and nonlethal
weapons.

Munitions Distribution
2-58. Upon arrival to theater, munitions are distributed by several means, including unit distribution, supply
point distribution, and throughput distribution. Unit distribution is a method of distributing supplies by which
the receiving unit is issued supplies in its own area, with transportation furnished by the issuing agency.
Supply point distribution is a method of distributing supplies to the receiving unit at a supply point.
2-59. Munitions managers at the theater ASP maintain stocks by obtaining shipments from the continental
United States (CONUS) or from other theater locations. An ASP distributes ammunition to other ASPs where
it is subject to further reconfiguration, issue, or both. An ASP distributes ammunition to the ammunition
section of the BSB distribution company, which operates either an ATHP or MATP based upon the type of
brigade it supports. There the ammunition may receive final pallet reconfiguration and issue. The ATHP or
MATP issues ammunition to a unit supply section, and then the munitions are issued to the user. For
munitions materiel managers, the process begins with requirements determination and ends when
ammunition personnel issue munitions to the supported unit. Munitions materiel managers determine and
validate munitions requirements (by quantity and priority) for distribution to units or locations and coordinate
distribution according to command priorities. At each echelon, personnel assigned to various positions have
responsibilities to execute these functions. These personnel may be part of a headquarters staff or in other
positions at company level or below.
2-60. The goal of munitions resupply is to deliver as far forward as possible. The Army normally ships
ammunition containers no farther forward than the theater ASP. There ammunition is unpacked and
configured into ammunition loads. The theater ASP ships ammunition loads to forward ASPs, ATHPs, and
MATPs. If the situation warrants, or if transportation assets are unavailable at the tactical level, munitions
may be throughput as close to the unit as possible. Throughput distribution is a method of distribution which
bypasses one or more intermediate supply echelons in the supply system to avoid multiple handling. Both
the CSSB and DSSB conduct throughput distribution when tasked with a theater distribution mission.

31 January 2023 ATP 4-35 2-9

Chapter 2

Another example of throughput distribution would be when the CSSB or DSSB distributes supplies directly
to an FSC, bypassing the BSB's distribution company.
2-61. Distribution managers use the information provided by the munitions materiel managers to coordinate
with the transportation component by commodity, quantity, priority, and recommended mode.
2-62. In operations other than large-scale combat (although not excluded), units may receive munitions from
their servicing ASAs directly via supply point distribution. This method of distribution may be more common
in shaping or stability operations. Units may also receive munitions by way of redistribution. Redistribution
occurs when a rebalancing of assets across the battlefield is warranted, and assets cannot be resupplied
immediately or in a timely fashion by the supporting units. This method may be accomplished to buy the
supporting agency time until assets arrive in theater. Redistribution of critical munitions assets is an
operational decision and requires input from the supported maneuver commander. The process may involve
a sustainment command as an arbiter.

Aerial Delivery of Munitions

2-63. Aerial delivery of munitions provides an effective means of conducting distribution operations. Aerial
delivery includes airdrop, airland, and sling-load operations. In order to use aerial delivery, friendly forces
must control airspace throughout the area of operations and neutralize enemy ground-based air defenses.
Units may use aerial delivery for routine and urgent resupply to units in various locations where terrain limits
ground access. Aerial delivery acts as a combat multiplier because it is an effective means of bypassing
enemy activities, and it reduces the need for route clearance of ground lines of communications. It is a vital
link in supporting remote or forward locations.
2-64. Emergency aerial resupply requests should be for immediate consumption to continue the fight or for
a mission exceeding the normal operational tempo. They are processed through supply channels in the same
manner as routine supply requests. Pre-rigged loads of standard munitions packages may reduce response
time for emergency aerial resupply. Units should not use emergency resupply requests as a means to
circumvent normal supply procedures. There are two means of requesting an emergency aerial resupply. One
method uses the division or brigade organic lift capability and the other uses corps lift assets. The requesting
units should attempt to cross-level ammunition prior to submitting an emergency request. In many cases,
units can accomplish cross-leveling sooner than the approval and movement of ammunition to the unit could
occur by aerial resupply. Normally, an emergency ammunition request exceeds the RSR or CSR, which
triggers the requirement for ASCC approval through the TSC or ESC.
2-65. Munitions planners must be aware of the tolerance of certain ammunition for different types of aerial
resupply methods. Certain critical munitions such as Army Tactical Missile System and Hellfire missiles
require inboard movement. These munitions have a zero-drop tolerance and cannot be sling-loaded. In all
operations, a vetted primary, alternate, contingency, and emergency plan for resupply must be in place before
beginning. Aviation units cannot distribute some munitions by free drop, and other munitions may have a
low tolerance level for sling-load or parachute airdrop delivery. For more information on aerial resupply, see
ATP 4-48.

TRANSPORTATION OPERATIONS
2-66. Army transportation units play a key role in facilitating endurance. Transportation units move
munitions from ports to points of employment and retrograde ammunition as required. The tenets of
transportation operations include centralized control and decentralized execution, forward support, fluid and
flexible movements, effective use of assets and carrying capacity, ITV, regulated movements, and
interoperability.
2-67. Transportation managers coordinate distribution and routing for munitions through allocation of
specific modes for munitions and other commodities, and by quantity and priority, to meet command
priorities. Transportation managers work with other staff sections to de-conflict and validate push
requirements.

2-10 ATP 4-35 31 January 2023

Planning for Munitions Operations

2-68. Units plan and execute the transportation component of the distribution process according to their
organization. The DMC transportation operations branch plans transportation for the distribution process in
the TSC and ESC. In the CSSB, DSSB, and BSB, the SPO section plans transportation.
2-69. Transportation management is planning, prioritizing, directing, and executing associated functions to
transport materiel and personnel by air, ground, and water assets based on operational requirements and
resources in accordance with commander's priorities. Army formations execute transportation functions as
outlined in ADP 4-0. Formations may implement these functions in part based on operational and mission
variables to include the following:
⚫ Transportation planning is a logistics function that includes movement control and associated
activities to incorporate military, commercial, and multinational motor, rail, and water mode assets
in the movement of units, personnel, equipment, and munitions in support of the concept of
operations.
⚫ ITV provides the distribution manager the ability to assess how well the distribution process is
responding to supported force needs. In-transit visibility is the ability to track the identity, status,
and location of Department of Defense units, and non-unit cargo (excluding bulk petroleum, oils,
and lubricants) and passengers, patients, and personal property from origin to consignee or
destination across the range of military operations (JP 3-36). Distribution managers gain and
maintain visibility of munitions supplies, units, transition hubs, and transport modes at the earliest
practical point in the management process. This allows managers to operate with timely
information to effectively assess the status of resources, adapt, and rapidly respond to immediate
distribution requirements.
⚫ Movement of forces contributes to the building of combat power for the maneuver commander
and enables the ability to shift forces across the area of operations efficiently.
⚫ Intermodal operations include the process of using multiple capabilities (air, highway, rail, sea)
and conveyances (truck, barge, containers, pallets) to move troops, supplies and equipment
through expeditionary entry points and the network of specialized transportation nodes to sustain
land forces.
⚫ Mode operations consist of the execution of movements using various conveyances (truck,
lighterage, railcar, and aircraft) to transport cargo.
⚫ Movement control is the dual process of committing allocated transportation assets and regulating
movements according to command priorities to synchronize distribution flow over lines of
communications to sustain land forces. Munitions materiel mangers determine and plan for items
requiring shipping. Munitions materiel managers coordinate with movement control personnel to
ship munitions. The movement control personnel track and monitor the shipments.
⚫ Allocation is the distribution of limited forces and resources for employment among competing
requirements.
⚫ Coordination interfaces with organizations that participate directly or indirectly with the
movement of personnel munitions and forces supporting deployment, redeployment, and
distribution operations. Coordination extends to joint and multinational forces, host nation,
contractors, and nongovernmental agencies.
⚫ Routing is the process of scheduling and directing movements on the lines-of-communication to
prevent conflict and congestion.

OPERATIONAL ART IN SUSTAINMENT

2-70. Army commanders use operational art to develop a vision of how to establish conditions that
accomplish munitions support. Operational art is what allows commanders to translate their operational
approach into a clear and concise concept of operations disseminated in an OPORD. Through operational art,
commanders and staff combine art and science to develop plans and orders that describe how (ways) the
force employs it capabilities (means) to achieve the desired end-state (ends) while considering risk.
Commanders and staff use individual knowledge, skills, experience, judgement, and creativity to develop a
plan to execute munitions distribution.

31 January 2023 ATP 4-35 2-11

Chapter 2

2-71. Maneuver and sustainment commanders use the elements of operational art to understand the OE and
to develop a concept of operations. These elements are considered selectively in any operation as required
and not all apply at all levels of warfare. The elements are—
⚫ End state and conditions.
⚫ Center of gravity.
⚫ Decisive points
⚫ Lines of operation and lines of effort.
⚫ Tempo.
⚫ Phasing and transitions.
⚫ Culmination.
⚫ Operational reach.
⚫ Basing.
⚫ Risk.

SUSTAINMENT PREPARATION OF THE OPERATIONAL

ENVIRONMENT
2-72. Sustainment preparation of the operational environment is the analysis to determine infrastructure,
physical environment, and resources in the operational environment that will optimize or adversely impact
friendly forces means for supporting and sustaining the commander’s operations plan (ADP 4-0).
2-73. Sustainment preparation of the OE assists the planning staffs to refine the sustainment estimate or
concept of support. It identifies friendly resources (host-nation support, contractible or accessible assets) or
environmental factors (endemic diseases, climate) that impact sustainment. Some (not all) of the factors
considered are as follows:
⚫ Geography. Information on climate, terrain, and endemic diseases in the area of operations to
determine when there is potential impact on munitions personnel, ammunition, and explosives.
⚫ Supplies and services. Information on the availability of supplies and services readily available in
the area of operations. Supplies such as subsistence items, bulk petroleum, and barrier materials
are the most common. These supplies are necessary for munitions handlers to build and sustain
ASAs. Common services include bath and laundry, sanitation services, and water purification.
⚫ Facilities. Information on the availability of warehousing, cold-storage facilities, production and
manufacturing plants, reservoirs, administrative facilities, hospitals, sanitation capabilities, and
hotels. Examples may include abandoned earth-covered magazines or hangars suitable for storage
of munitions.
⚫ Transportation. Information on road and rail networks, inland waterways, airfields, truck
availability, bridges, ports, cargo handlers, petroleum pipelines, MHE, traffic flow, choke points,
and control problems. The location of aerial and seaports of debarkation may allow or prohibit the
passage or presence of munitions. The size of airfields and seaports may also dictate the volume
of munitions throughput.
⚫ Maintenance. To maintain transportation assets for munitions distribution. Availability of host-
nation maintenance capabilities.
⚫ General skills. Information on the general skills available within the host nation such as translators
and skilled and unskilled laborers. These individuals can assist in building ammunition storage
areas, load and unload vehicles, and transport ammunition explosives.

PLANNING CONSIDERATIONS BY WARFIGHTING FUNCTION

2-74. Throughout operations, Army leaders face various problems, often requiring unique, creative solutions.
Planning provides an informed forecast of how future events may unfold. It entails identifying and evaluating
potential decisions and actions in advance to include thinking through consequences of certain actions.
Planning considerations listed below are an example of what sustainment planners may take into account
during operations. This list is not all-inclusive. Considerations will vary for individual operations.

2-12 ATP 4-35 31 January 2023

Planning for Munitions Operations

⚫ Command and Control.

▪ Assess munitions task organization frequently to ensure it is adequate and positioned properly
to support the mission. Plan for replacement of ammunition that is lost due to enemy action.
▪ Clearly define command and support relationships of supporting organizations during the
planning process.
⚫ Movement and Maneuver.
▪ Expect demand for munitions to surge during offensive operations.
▪ Coordinate with movement control units for road usage or de-confliction during retrograde
operations. Commanders must identify main and alternate movement routes.
▪ Identify the main and supporting efforts in each phase of the operation to establish or
determine priorities of support and resources among subordinate units.
▪ Consider establishing logistics bases, opening and maintaining lines of communications,
establishing intermediate logistics bases to support new phases, defining priorities for services
and support, and securing sustainment nodes.
▪ Understand or anticipate how terrain, enemy action, fire support coordination measures, and
movement restrictions will affect the methods used for munitions resupply. These factors
must be considered in all distribution management and movement control plans.
⚫ Intelligence.
▪ Understand enemy capabilities and enemy most likely courses of action. This aids in planning
unit protection operations. Understand how enemy threat may influence sustainment or
munitions distribution operations.
▪ Understand the OE through analysis of all operational variables. Understand how each
variable may influence munitions operations.
▪ When appropriate, conduct technical intelligence exploitation of all CEA in collaboration
with EOD. Refer to appendix B for further information on CEA.
▪ In concert with the sustainment warfighting function, identify and evaluate threat and host-
nation logistics capabilities and identify potential supply routes and resupply points.
⚫ Fires.
▪ Forecast increased consumption of long-range and precision munitions for division and corps
fires units.
▪ Anticipate frequent and rapid relocation of fires units.
▪ Plan for specialized munitions such as hellfire, 30 mm, and 2.75 inch rockets to support attack
helicopter operations at the BCT level. This includes planning for munitions and placement
of forward arming and refueling points.
▪ Ensure quantity and positioning of modular ammunition units at EAB are sufficient to support
fires ammunition requirements.
▪ Ensure that munitions transportation assets are adequate and properly positioned to support
munitions distribution for fires operations. The TSC must coordinate with the GCC J-4 and
strategic providers to ensure required munitions are being distributed to the theater.
▪ Field artillery preparatory ammunition is delivered as close to the batteries as possible to
prevent the artillery ammunition carriers from having to up-load after the preparatory fire is
executed.
▪ If supporting air and missile defense units, consider including air and missile defense
munitions in planning. Include air defense measure munitions in logistics status. Consider
special handling and storage of air defense measure munitions.
⚫ Sustainment.
▪ Plan for all munitions functions required to build combat power. Preposition munitions as far
forward as the tactical situation permits. Consider the use of mission-configured loads.
Balance forward positioning of resupply and rapid mobility.
▪ Plan for heavy equipment transportation assets to support retrograde of materiel.

31 January 2023 ATP 4-35 2-13

Chapter 2

▪ Coordinate with the supporting CSSB to provide support to BCT units when the BSB is in
retrograde movement.
▪ Expect high demand for munitions to support the offensive and defense preparation effort.
▪ Ensure adequate transportation assets are available to move the required tonnage.
⚫ Protection.
▪ Plan for adequate convoy security during transportation of U.S. munitions. This may be from
internal sources or from coordinated external sources.
▪ Ensure that adequate security is provided for the ASA during site planning, design, and layout.
▪ Ensure ammunition and explosives are stored safely. Refer to ATP 4-35.1 for more
information.

PLANNING FUNCTIONS FOR MUNITIONS

2-75. Throughout munitions operations and planning there are some key components to consider include the
following:
⚫ Current tactical situation.
⚫ Mission and operational variables.
⚫ The capacity of ammunition units to receive, store, and issue munitions stocks.
⚫ The capacity of the distribution network in short tons over time-distance factors. A short ton is the
equivalent of 2,000 pounds (0.907 metric ton) of weight.
2-76. The two essential functions of munitions planning are the forecasting of requirements and the
distribution of required munitions. These planning activities occur in each phase of operations and are
fundamental for effective Army operations.
2-77. Munitions planning and operations must be versatile. They must complement combat plans and
operations and improve the ability of the supported unit to accomplish its mission. The supported
commander's concept of operations, priorities, and munitions requirements dictate the actions of the
ammunition planner. Munitions planning includes determining ammunition requirements and echeloning
capabilities and ammunition units. This will establish split-based operations where required, pre-configuring
ammunition and resupply, and use civilian, contractor, allied, and host-nation capabilities at the appropriate
echelon when required.
2-78. Munitions planning and distribution uses MDMP throughout all phases of an operation. Munitions
planning follows the basic guideline of determining the munitions requirements and distribution capabilities,
and then mitigating any shortfalls.
2-79. Munitions operations planning is also an important factor in MDMP for any operation involving
munitions, especially during mission analysis. The results of a thorough mission analysis for all operations
factor in projected ammunition consumption, RSRs, and applicable CSRs.

MUNITIONS PLANNING APPLICATION

2-80. Proper munitions planning is critical for mission success. Any operation involving munitions must
have a clearly defined mission statement with equally clear objectives. Considerations for munitions planning
include the following:
⚫ Commander's friendly forces information requirements will always include the status of
ammunition stocks and is an expected critical information requirement for all military operations:
▪ Availability of ammunition may immediately determine the feasibility of, or significantly
affect, the development of a course of action.
▪ Proper calculation, allocation, and application of supply rates may necessitate planning an
operational pause or determining a culmination point.
⚫ Differing rates of ammunition supply and consumption may require planning operational
branches.

2-14 ATP 4-35 31 January 2023

Planning for Munitions Operations

⚫ Improper adherence to or lack of a CSR may result in zero-balance conditions in combat forcing
the operations to culminate prior to achieving the objective.
⚫ Improper forecasting may lead to overstocking (stockpiling). This is detrimental to munitions
operations because it decreases ASA mobility and the overall availability of munitions to the force.
This amplifies risks associated with net explosive weight and excess handling, increasing demand
on the available workforce, and resulting in greater risk of enemy targeting.
2-81. As principally storage and distribution activities, ammunition units and munitions staff should consider
closely all available means to reduce both manpower requirements and reliance on MHE when establishing
ASAs and conducting munitions operations throughout all phases of operations.

RUNNING ESTIMATES
2-82. Running estimates cover essential facts and assumptions, including a summary of the current situation.
Running estimates always include recommendations for anticipated decisions. Running estimates assist
commanders and staffs with understanding situations, assessing progress, and making decisions throughout
an operation. Effective plans and successful execution hinge on current and accurate running estimates.
Munitions staff and operational planners keep and update running estimates for munitions planning and
management. Running estimates provide information for the logistics report. At a minimum, running
estimates for munitions operations should include—
⚫ Ammunition unit task organization (with receipt, storage, and issue capability) by phase.
⚫ Supported unit task organization by phase, including known or anticipated area support
obligations (for example, special operations forces support requirements).
⚫ Known or emerging constraints or limitations to ammunition availability.
⚫ Stockage objectives and ASA on-hand balance.
2-83. Running estimates should also take the following into account:
⚫ Currently available and planned primary, alternate, contingency, and emergency distribution
means and form of munitions load.
⚫ Theater array by phase to establish lines of communication (distance between units, major nodes,
and planned support locations).
⚫ Current ammunition requirements, combat loads, and unit on-hand balances.
⚫ Current supply rates and unit historical estimation tool consumption data.
2-84. For more information on running estimates, refer to ADP 5-0.

MUNITIONS CONTROL PROCEDURES

2-85. Munitions control procedures balance finite amounts of available munitions across projected
operational requirements. These procedures include those used in determining rates of supply and in
calculating consumption to determine necessary stockage objectives. The expressions developed through
munitions control procedures are essential to all steps of MDMP and fundamental to mission analysis.

Munitions Supply Rates

2-86. The allocation of ammunition within an area of operations is determined by using two ammunition
supply rates. The two rates of supply used in munitions control procedures are the RSR and the CSR.
Required supply rate is the amount of ammunition expressed in terms of rounds per weapon per day for
ammunition items fired by weapons, in terms of other units of measure per day for bulk allotment, and other
items estimated to be required to sustain operations of any designated force without restriction for a specified
period (ATP 3-09.23). Controlled supply rate is the rate of ammunition consumption that can be supported,
considering availability, facilities, and transportation. It is expressed in rounds per unit, individual, or vehicle
per day (ATP 3-09.23).
2-87. Planners must consider the ammunition requirements of other services and coalition members when
computing the RSR and CSR.

31 January 2023 ATP 4-35 2-15

Chapter 2

Determining the Required Supply Rate

2-88. The RSR is an estimated amount of ammunition needed to sustain tactical operations without
ammunition expenditure restrictions over a specified period. Units starting at the lowest level determine their
munitions requirements and submit a RSR report to the next higher headquarters. The G-3 or S-3, assisted
by the G-4 or S-4, develop the RSRs. The RSRs, if approved by commanders, are submitted to the next higher
headquarters. Headquarters at each level review, adjust, and consolidate RSR information and forward it
through command channels. As RSRs progressively rise through command levels, individual system quantity
requirements are consolidated and expressed in short tons required per unit of time (per day, per phase, per
formations or per operation). High-value, low-density munitions will continue to be expressed in terms of
individual rounds. The RSR report is expressed as rounds per weapon per day, and as a bulk allotment per
day or based on mission requirement.
2-89. Unit G-3s or S-3s, with participating master gunners, perform RSR computations and routing. RSRs
are computed using manual or automated procedures, historical experience, and estimation tools. Planners
must apply judgment to any automated estimates. Weapon density and mission are essential to determining
the RSR.
2-90. RSR estimates are conducted by asking the following questions:
⚫ How many enemy targets will present themselves for engagement by unit weapons on an average
day of combat?
⚫ How many weapons, with how many rounds, and with what types of rounds will engage these
targets?
⚫ What is the prioritization of engagement for identified targets?
⚫ When will the RSR significantly increase or decrease?
2-91. Table 2-1 lists machine gun specifications. For additional information, refer to ATP 3-21.8. Similar
factors are applied to the main battle tank, infantry or cavalry fighting vehicle, artillery, and air defense
systems.

2-16 ATP 4-35 31 January 2023

Planning for Munitions Operations

Table 2-1. Machine gun specifications

M249 M240 M2 MK19
Sustained Rate of 50 RPM 100 RPM 40 RPM 40 RPM
Fire/Rounds Per
Minute (RPM)
Rounds/Burst
interval 6-9 rounds, 4-5 6-9 rounds, 4-5 6-9 rounds, 10-15
seconds seconds seconds

Minutes to Barrel
Change 10 minutes 10 minutes Change barrel at
end of day or if
damaged rounds.

Rapid Rate of 100 RPM 200 RPM 40 RPM 60 RPM

Fire 6-9 rounds 10-13 rounds 6-9 rounds
Rounds/Burst 2-3 seconds 2-3 seconds 5-10 seconds
Interval

2 minutes 2 minutes Change barrel at

Minutes to Barrel end of day or if
Change damaged.
Cyclic Rate of 850 RPM in 650-950 RPM in 450-550 RPM in 325-375 RPM in
Fire continuous burst. continuous burst continuous burst continuous burst
Barrel change Barrel change
every 1 minute. every 1 minute
Maximum Bipod/point Bipod/point Point 1,500 m Point 1,500 m
Effective Range 600 m 600 m (single shot) Area 2,212 m
(in meters [m]) Bipod/area Tripod/point Area 1,830 m
800 m 800 m Grazing 700 m
Tripod/area Bipod/area
1000 m 800 m
Grazing Tripod/area
600 m 1,100 m
Suppression
1,800 m
Grazing
600 m
Maximum Range 3,600 meters 3,725 meters 6,764 meters 2,212 meters

Determining the Controlled Supply Rate

2-92. The CSR is the rate of ammunition consumption the theater can support considering availability,
storage facilities, manpower, and transportation. A CSR is established when the RSR exceeds the capability
of the munitions support system. Several factors (such as stockage or lift capabilities) limit the amount of
ammunition available for an operation. Other considerations for emplacing CSRs are the priority weighting
of main and supporting efforts, the economizing of limited resources, and the reduction of the hazards of
stockpiling. CSRs control ammunition issue. The ASCC G-3, with input from the TSC, establishes the CSRs
by comparing the total unrestricted ammunition requirements against the total ammunition assets on-hand or
due-in. When a munitions item is in short supply, the ASCC G-3 lowers the CSR. The commander determines
who receives the ammunition based on mission priorities. CSRs are normally expressed in rounds per weapon
system per day.
2-93. The ASCC gives subordinate commanders the CSR for each ammunition item. The CSRs may vary
from unit to unit based on the mission objectives, priorities, projected threat, and ammunition availability.

31 January 2023 ATP 4-35 2-17

Chapter 2

Each maneuver commander gives the CSR to each subordinate maneuver commander. Commanders at all
levels can establish a CSR as long as it doesn’t exceed a CSR from a higher headquarters. Commanders
making CSR allocations to subordinate units should retain a portion of the CSR to meet unforeseen
contingencies.
2-94. The ASCC G-3 disseminates the CSR to units through the operations order in paragraph 4, or in the
service support annex (Annex F) of the operations order for both Army and joint operations. Commanders
may place CSR information in the fire support and engineer annexes, D and G, respectively, of the OPORD.
2-95. A unit may not draw ammunition in excess of its CSR without authority from its next higher
headquarters. Early establishment of a CSR may be required prior to calculating an RSR. This occurs when
the availability of a munition is already a known constraint or limitation, or leaders expect a munitions to be
in high demand.

Calculating Ammunition Consumption

2-96. Ammunition consumption is determined by computing ammunition requirements versus capabilities.
The goal of ammunition consumption calculation is to determine a viable stockage objective for tactical
ASAs, thereby avoiding stockpiling in forward locations while efficiently rearming the force.
2-97. Planning factors required for determining ammunition consumption include the ammunition combat
load, the daily estimated expenditure rate or RSR, and the resupply capability or CSR within the context of
the proposed or ongoing operation and operational timeframe. These figures will generally include the
packaging weight of material in the total weight and cube when determining transportation requirements.
2-98. The estimated daily expenditure rate for the operation RSR is subtracted from the projected resupply
capability expressed as a CSR. The on-hand balance is added to the result to determine the projected balance.
This calculation is used to determine if the CSR can meet the RSR. Any delta to this result that cannot be
met will require resolution prior to start of operations.
Balance + (Resupply [CSR] – Expenditure [RSR]) = Projected balance.

STOCKAGE OBJECTIVE
2-99. A stockage objective is the quantity of munitions required to ensure that all training and operations in
a theater can be conducted until resupply occurs. Properly calculating and adhering to stockage objectives
enables freedom of action, reduces the hazards of stockpiling, and economizes limited resources. General
information on how ammunition consumption data informs stockage objectives is found earlier in this
chapter. When determining a stockage objective, units take logistics factors such as storage space and
transportation capabilities into account. For more information on stockage objectives, refer to AR 5-13.

Operation Plan Requirement

2-100. The operation plan requirement is the total quantity of munitions required to execute an ASCC's
most demanding major combat operation in support of joint staff-directed theater operations or contingency
plan. This consists of operations from D-day to the point at which operations and contingency plans project
a transition to stability-type operations will begin. Operation plan requirements include the following:
⚫ Combat load aggregate in accordance with the time phased force deployment data (commonly
referred to as TPFDD).
⚫ Sustainment load – the remainder of the operation plan requirement. Break out of the requirement
for the first 30 days of supply of the ASCC's most demanding joint staff-directed operation or
contingency plan.

Strategic Munitions Planning

2-101. The Army develops munitions requirements biennially. The munitions requirement process is a
deliberate planning process used by the Army staff to develop the total Army munitions requirement. The
munitions requirement process supports long-range planning and investment.

2-18 ATP 4-35 31 January 2023

Planning for Munitions Operations

2-102. Inputs to the munitions requirement process include strategic planning guidance, combatant
command operation plans, Defense Intelligence Agency threat reports, projected force structure, approved
and projected munitions, munitions caps, approved combat loads, and munitions system performance data.
This process combines war reserve requirements with projected training and testing requirements to produce
the total Army munitions requirement. The Army munitions requirements and resourcing board addresses
immediate operational needs via emergent operational needs statements. Refer to AR 5-13 for more
information on stockage objectives.

DEPLOYMENT PLANNING
2-103. Initial munitions support is required when a unit deploys with the prescribed combat-ready amount
and type of munitions necessary to ensure successful decisive action. Units deploy with the amount of
ammunition determined during operational planning. To be able to conduct effective combat operations upon
arrival in the JOA, the unit should deploy with a full ammunition combat load.
2-104. The ability to deliver ammunition may be constrained early in an operational deployment and during
the theater opening phase. Prioritization of ammunition by type and quantity for distribution during early
phases of a deployment is essential.
2-105. The nature of a dynamic environment may warrant forcible entry into a JOA, creating a requirement
to expedite munitions from the port of debarkation (POD) to the point of employment. An ammunition
transfer holding point is a designated site operated by a BSB distribution company, where ammunition
is received, temporarily stored, or transferred to support units within a functional or multifunctional
brigade. The MATP section supports Stryker, armored, and infantry BCTs and is designed to provide the
BCT commander the ability to scale, tailor, and surge munitions capability and capacity required to sustain
combat power during high operations tempo decisive engagements across widely dispersed areas of
operations.
2-106. Roll-off combat capability requires the unit to deploy with an uploaded combat load of munitions.
While an uploaded deployment provides capability for immediate mobility and lethality, it requires an
assessment to determine the impact on the working maximum on the ground capacity at the aerial POD. The
working maximum on the ground is the number and types of aircraft that can be turned (operated)
simultaneously on an airfield at one time. Additional weight of uploaded combat vehicles and increased
safety risks may negatively affect airflow and ultimately influence the deployment timeframe. Pre-plan for
international clearances and waivers for uploaded deployment.
2-107. Capacity of PODs must be determined prior to deployment. These ports may have net explosive
weight restrictions and restrictions on handling capacity. Arrival of ammunition ships increase the likelihood
of temporary port closure in order to reduce risk.
2-108. Resupply will occur at the unit location in accordance with the unit's operation plan. In addition to
distribution by the ammunition resupply section, units and crews will conduct cross-leveling of ammunition
to create full loads when operationally permissible. These actions can occur before or simultaneously with
the ammunition resupply operations.

Protection Munitions Planning

2-109. Commanders and staffs must plan for ammunition designated for routine and ongoing protection in
preparation for deployment. This ammunition is in addition to forecasted amounts for combat missions and
tactical situations throughout deployment operations. Deployment planners must address the ammunition gap
between what is available and what is required for initial operations. Planners consider munitions not
approved to accompany troops and munitions not authorized to be prepositioned. See later portions of this
chapter for ammunition combat load information and chapter 5 for more information on protection
ammunition.

Unit Deployment Munitions Planning

2-110. The warning order for deployment normally includes the general location of the area where the unit
will conduct its operations, the movement date, and a list of special requirements or instructions. When

31 January 2023 ATP 4-35 2-19

Chapter 2

notified of an impending deployment, the unit commander alerts unit personnel and initiates planning. The
deployment is coordinated with the supporting element and transportation activity. The commander
determines the type of movement to be made (unless specified), requests additional transportation as
necessary, takes steps to phase out current operations, and schedules a reconnaissance of the deployment
area.
2-111. Planners base many deployment decisions on answers to critical questions. Munitions units and
planners form more specific questions for a mature theater as opposed to an immature one. Questions that
must be addressed prior to deployment include the following:
⚫ What is the location or theater of deployment?
⚫ What is the theater situation? Is it forced or permissive entry?
⚫ Will the deployment be as a unit, and will advance, main, and rear parties be required?
⚫ Is the unit falling in on prepositioned stocks? If so, is the unit trained and licensed on the equipment
they are acquiring?
⚫ Will the deployment be in phases? What are the known dates and times?
⚫ What organization will act as the point of contact in the theater? What is their support structure?
⚫ What is the supported organization? A brigade, corps, or division-size force?
2-112. The transition from a peacetime mission to a wartime mission and the move from an installation,
post, camp, or activity are major steps for ammunition units. Commanders must ensure that officers and
noncommissioned officers (NCOs) understand the transition process and give priority to unit training. This
understanding and training prepares the unit to deploy to its assigned area and perform its mission effectively
and efficiently. Deployed units must continue to execute contingency plans and tactical operations. When a
deployment is to be made, consider the following:
⚫ Equipment and personnel requirements.
⚫ Transportation requirements.
⚫ Reconnaissance and site selection.
⚫ Area preparation and layout.
⚫ Defense, security, and area damage control.
2-113. Rapid, efficient deployments are subject to detailed contingency planning and preparation of a
simplified tactical standard operating procedure (SOP). To ensure a successful move under stressful
conditions, unit training must employ these contingency plans and SOPs, adjusting as necessary, until all unit
personnel understand procedures thoroughly. There will probably be a continuing need to forecast and
manage all types of ammunition effectively.
2-114. The unit commander must identify the task organization in which the unit will operate. Units
establish this type of contingency planning during peacetime so the unit can develop detailed SOPs and plans.
At a minimum, the following factors must be considered during planning:
⚫ Local points of contact for unit support such as computer, engineer, signal, security, defense,
transportation, petroleum, oils, and lubricants.
⚫ Status charts for unit personnel, equipment, and ammunition including combat load.
⚫ Replacements for equipment, personnel, authorized stockage list, and prescribed load list.
⚫ Equipment staging location and procedures.
⚫ Organization of march units.
⚫ Organization of duties for advance and rear parties and the reconnaissance element.
⚫ Densities and speeds for different types of moves.
⚫ Army command and control systems and logistics information systems methods and procedures.
⚫ Actions to take for contingences such as troops in contact (event battle drills).
⚫ Accident and maintenance procedures.
⚫ Messing and refueling procedures.
⚫ Load plans for personnel, equipment, and ammunition-related materials.
⚫ Low-light operations.

2-20 ATP 4-35 31 January 2023

Planning for Munitions Operations

⚫ Continuity of operations plan.

⚫ Directional signs, fire symbols, and stack signs sufficient for three storage locations.
⚫ Retrograde operations.
⚫ Identification of QASAS source organization and the method of acquiring support.

Current Operations
2-115. Current and anticipated tactical operations drive sustainment munitions requirements. During
current operations, reporting and requisition activities occur simultaneously throughout both supported and
sustainment organizations. These activities occur all along the munitions support structure.
2-116. Current munitions operations begin at the point of employment with ammunition expenditure
awareness of the Soldier. Unit supply specialists consolidate all ammunition expenditure reports and forward
them to the battalion S-4. The S-4 shares ammunition consumption reports with the battalion S-3 and special
staff (for example, battalion fires officer or battalion master gunner) as appropriate. The battalion S-4
requisitions ammunition replenishment using available munitions requisition and information systems
according to SOP. Concurrently, the G-3 or S-3 and other staff process munitions stock status reports
throughout their established support structure in order to maintain a COP. Sustainment staff process both
munitions stock status and requisition reports throughout their established support structure, maintaining a
COP as well as executing the munitions requisition and distribution operation though the OPORD process.
Sustainment organizations share munitions stock status, requisition, and distribution status with interested
organization counterparts (for example, battalion S-4 and FSC commander, operational brigade S-4 and BSB
SPO, division G-4 and division sustainment brigade SPO).
2-117. Requirements are determined in coordination with the BSB SPO and the SPO ammunition officer.
The S-4 of each battalion requests munitions based on consolidated user requirements needed to support
tactical operations. Based on requests submitted by battalions and munitions allocations to users (based on
CSRs), the SPO ammunition officer determines types and numbers of combat load supply packages and
submits them to EAB support activities.
2-118. The ATHP and MATP have very limited configuration capability based on available MHE and
personnel. Munitions are typically configured as required, documented, loaded, and organized on ready-to-
deploy platforms. The containerized roll-on and roll-off platforms, flat racks, and 463L pallets used can be
moved forward quickly to the designated POD via strategic or intra-theater transportation. Procedures for
transportation, handling, and accountability of follow-on munitions once they arrive at the POD and ATHP
and MATP are essentially the same as for the receipt of initial munitions. ASAs build combat configured
loads combining pre-packaged loads received from designated distributors. Combat configured loads
continue to flow unless changed in type or quantity. All loads are throughput as far forward as possible.
2-119. The maneuver battalion S-4 determines ammunition resupply requirements based on information
provided in the unit's logistics status and guidance received from the battalion commander and SPO. The S-4
consolidates the entire maneuver battalion ammunition requirements and submits the battalion roll-up
ammunition resupply request to the brigade S-4. The brigade S-4 consolidates the ammunition requests and
passes the consolidated request to the BSB SPO. The SPO ammunition officer directs distribution according
to the maneuver battalion concept of support or to where required based on the logistics COP.
2-120. The SPO ammunition officer validates the brigade ammunition requests by comparing the amount
of ammunition requested against the CSR and the available on-hand stock in the BSB's distribution
company’s ammunition section. The SPO ammunition officer considers current and future mission posture
along with operational guidance. After analyzing all these factors, the SPO ammunition officer either
validates the request or adjusts it to meet the demands of the operation in coordination with the brigade S-4
and supported unit. Based on current mission, tactical situation, and transportation availability, the SPO
ammunition officer determines whether the ammunition resupply will be throughput to the appropriate
ammunition holding point or to a forward logistics release point.
2-121. The distribution company’s ammunition section maintains a record of the ammunition issued using
wartime ammunition procedures outlined in AR 700-28. Ammunition unit leaders and munitions staff
continue refining operations as they occur. Munitions personnel should be aware of historical friction points

31 January 2023 ATP 4-35 2-21

Chapter 2

in munitions operations. Periodic review of SOPs is essential to ensure continued relevancy and that Soldiers
are adhering to correct practices.
2-122. Munitions leaders must ensure that proper measures of effectiveness and measures of performance
are in place to assess operations effectively. Questions to consider during operations include—
⚫ Are the issuing ASA and using units maintaining adequate liaison?
⚫ Are ASAs within reasonable distance of the using units?
⚫ Are ASAs receiving excessive amounts of forecasted ammunition requests?
⚫ Are ASAs turning away using units when issues are scheduled? If so, how often and what are the
causes?
⚫ Is downtime excessive (elapsed time between the arrival and the departure of trucks)?
2-123. Transportation planners collect information on road and rail networks, truck availability, bridges,
airfields, ports, cargo handlers, and MHE. Planners also examine traffic flow to identify potential choke
points, control problems, and host-nation administrative requirements for handling and transport of hazardous
material.

Irregular Warfare
2-124. Planners supporting munitions operations during irregular warfare must consider support provided
to dispersed and geographically separated units. These units are often located far from support bases. Units
may operate in austere environments where developing situations including enemy action, civil protests, and
weather changes can affect routine resupply. Basic planning factors for irregular warfare include the
following:
⚫ Units may draw supplementary or modified equipment to include lethal and nonlethal weapon
systems.
⚫ Some irregular warfare operations can consume uncharacteristically high quantities of munitions
due to combined defensive and offensive actions.
⚫ Consideration of munitions storage procedures in constrained and austere environments.
⚫ Routine intra-theater aerial resupply is likely to be required.
⚫ Munitions units may be required to provide support to forming host-nation security forces
including training and arming.

REDEPLOYMENT PLANNING
2-125. Redeployment is the transfer of forces and materiel to home and/or demobilization stations for
reintegration and/or out-processing (ATP 3-35). Redeployment is one of the major missions of ammunition
support units. Planners should provide the same amount of detail to transitioning to redeployment operations,
including the return of munitions materials and components following the completion of operations, as for
deployment operations.
2-126. Before redeployment begins and while combat operations are ongoing, logistics planners monitor
the levels of munitions in the theater and estimate the packing materials needed to return remaining munitions
to a CONUS depot. During retrograde of munitions operations, munitions units continue to provide munitions
to security forces while relocating the excess to a theater ASP.
2-127. Before the completion of operations, leaders must develop plans outlining redeployment procedures.
Plans must identify tasks required to return ammunition to its original packing configuration as required.
Upon termination of a conflict, munitions units properly identify, prepare, repackage, collect, load, and ship
all issuing munitions. These tasks constitute the redeployment process and coincide with the munitions
retrograde program within the ammunition supply system.
2-128. The same precautions and procedures used for munitions during the theater build-up phase and
during continuous retrograde operations are followed when transporting or storing ammunition and
explosives for redeployment.

2-22 ATP 4-35 31 January 2023

Planning for Munitions Operations

2-129. Other considerations include the following:

⚫ Units must plan for rotational follow-on units. The unit must properly account for and transfer the
ammunition combat load designated to accompany troops and those not designated to accompany
troops.
⚫ Commanders and staffs must plan for adequate protection ammunition to be available to the force
throughout the duration of a redeployment.
⚫ Amnesty point operations may become prevalent during redeployment. Forward operating bases
with elements using military munitions will establish an ammunition and explosives amnesty
program. For more information on establishing ammunition amnesty point operations, see DA
PAM 385-64.

MUNITIONS RETROGRADE PLANNING

2-130. Munitions retrograde planning incorporates a vast array of critical issues and concerns. One of the
key issues planners must address during the initial phase is how to recover and retrograde ammunition
remaining after an operation ends. Ensuring that sufficient personnel, time, equipment, and materials are
available becomes more important when the main effort is directed at returning personnel and equipment to
CONUS or other theaters as quickly as possible.
2-131. Apart from ammunition itself, the ASA operating equipment and materiel must be considered in
retrograde planning and can be placed into the following categories:
⚫ Organizational property on the property book and brought to theater.
⚫ Theater-provided equipment left by redeploying units for follow-on rotational units including
MHE, containers, packing materials, and communications systems.
⚫ Contractor-acquired or government-owned equipment comprised mostly of materials for
establishing and operating ASAs, including containerized housing units, air conditioning units,
and generators.
⚫ Contractor-owned equipment left behind.
2-132. All such materiel and equipment should be sorted into disposition subcategories of retain (return,
remain, or redistribute) or divest (sell, transfer, or dispose). At a minimum, planners should consider the
following:
⚫ Begin planning before the last battle.
⚫ Develop a system for retrograde of materiel consolidating materiel at various stages (for example,
at unit level for return to an ATHP or MATP).
⚫ Assign condition codes as far forward as possible. Also, make decisions about which ASP should
get certain items for further consolidation or reconditioning.
2-133. For planning purposes, assume the following about the condition of munitions in the unit's or
Soldier's possession:
⚫ Units have removed munitions from original packaging.
⚫ Packing materials were not retained by the user.
⚫ Munitions will require a serviceability or classification inspection.
2-134. Plans must incorporate retrograde operations at all levels. Plans should include—
⚫ Identifying specified and implied retrograde responsibilities.
⚫ Obtaining or providing empty storage containers and assigning responsibilities for the recovery of
packing materials.
⚫ Structuring retrograde planning cells.
⚫ Identifying special requirements for classified, controlled, or critical sensitive items.
⚫ Requesting specialized teams or personnel to assist in retrograde

31 January 2023 ATP 4-35 2-23

This page intentionally left blank.
Chapter 3
Munitions Operations at Echelons above Brigade

The munitions supply mission is to provide the correct type and quantity of munitions
materiel to the force using the principles of sustainment. Munitions support requires
that sustainment organizations and their supported units co-own the munitions supply
process. The ammunition sustainment architecture demands integrated roles and
responsibility at the national strategic, theater strategic, operational, and tactical levels
of warfare.

SECTION I – STRATEGIC AND JOINT PARTNERS

3-1. Strategic partners are those institutional Army organizations and agencies that support and enable
munitions operations from the national and strategic level. Munitions operations for U.S. forces begin at the
strategic level where DOD interacts with the industrial base to coordinate the development, production,
procurement, and distribution of munitions required to meet strategic level objectives.
3-2. In the U.S., munitions operations originate in the strategic support area. The strategic support area
consists of the defense industrial base that includes DOD, government, and private sector worldwide
industrial complexes with capabilities to perform research and development, design, produce, and maintain
military weapon systems, subsystems, components, or parts to meet military requirements. These
organizations provide support from CONUS. The effectiveness or ineffectiveness of their operations has a
direct, if not immediate, impact on tactical combat operations. Various organizations interface with strategic
or national-level partners through operational-level organizations. These partners provide products and
services that are essential to mobilize, deploy, and sustain military operations. This chapter will focus on
DOD organizations and their role related to munitions only.

DEPARTMENT OF THE ARMY

3-3. Military organizations acting at the strategic level include the Army Chiefs of Staff, the ASA (ALT)
Joint Program Executive Office-Armaments & Ammunition (JPEO-A&A), USAMC, Joint Munitions and
Lethality Life Cycle Management Command, Joint Munitions Command, Combat Capabilities Development
Command Armaments Center, Defense Ammunition Center, and U.S. Army Sustainment Command.

ARMY DEPUTY CHIEF OF STAFF, G-3/5/7

3-4. The Army Deputy Chief of Staff (DCS) for Operations, Plans, and Training, G-3/5/7 munitions
management office determines the essential strategic munitions requirements to support a strategy, campaign,
or operation. The DCS, G-3/5/7 ensures that units provide their munitions requirements for operations and
recommends use of munitions resources (munitions required for military deception), priorities, and
sustainment requirements (with the G-4). The DCS, G-3/5/7 coordinates munitions resourcing strategies,
synchronizes policy, oversees Army weapons training programs, and monitors munitions industrial base
readiness in conjunction with the Army staff.
3-5. The Army DCS, G-3/5/7 validates and consolidates Army munitions theater stockage objectives,
ensuring they do not exceed DCS, G-3/5/7 approved Army munitions requirements. In the case of preferred
munitions (precision munitions, rockets) and low-density specialized capabilities, the Army may retain a
portion of the stockpile in CONUS depots to preserve maximum operational flexibility to meet emerging
requirements worldwide. Low-density specialized items include, but are not limited to, nonlethal capability
sets, anti-personnel canister rounds, select mines, and counter-mine munitions. The goal is to maintain theater

31 January 2023 ATP 4-35 3-1

Chapter 3

supply levels as close to the validated stockage objective as possible in order to avoid both shortfalls and
overages.
3-6. The ASCC often coordinates with strategic and unified action partners (including but not limited to
USAMC, PEO-Missile & Space, and Missile Defense Agency) for the movement of specialized munitions
and missiles in support of deployed or deploying forces.

ARMY DEPUTY CHIEF OF STAFF, G-4

3-7. The Army DCS, G-4 assists in the development of Army strategy, policies, and programs for logistics
and sustainment. The DCS, G-4 plans and supervises the execution of those policies and programs. The DCS,
G-4, reviews and assesses the execution of Army logistics policies and programs. The Army DCS, G-4 has
responsibility and oversight for plans and resources for storage, surveillance, distribution, accountability, and
demilitarization of all Army munitions.
3-8. The DCS, G-4 oversees distribution of the Army’s munitions stockpile. The DCS, G-4 is the
programming lead for strategic munitions supply requirements and oversees control of the allocation,
distribution, and redistribution of Army munitions. The DCS, G-4 ensures allocations are coordinated with
the Joint Materiel Priorities and Allocation Board when either multiple CCDRs or theaters are involved or
when worldwide operational or emergency situations are indicated.
3-9. The Army DCS, G-4 maintains accurate inventory and serviceability data for Army munitions. The
G-4 provides information to support the Army DCS, G-3/5/7 risk assessments and logistics data to assist in
determining resourcing solutions for requirements exceeding the Army munitions stockpile.
3-10. For more information on Army DCS, G-4 munitions responsibilities, see AR 5-13 and AR 700-28.

ARMY DEPUTY CHIEF OF STAFF FOR PROGRAMS

3-11. The Army DCS for Programs (commonly referred to as the Army G-8) ammunition division is
responsible for developing munitions programming and budgeting requirements. The top priority of Army
ammunition resourcing is to support deployed forces and plan for future combat operations. The Army DCS
for Programs traditionally focuses on program objective memorandum resourcing. ASA (ALT), along with
the Army budget office, focuses on the budget year and year of execution. The Army DCS for Programs and
ASA (ALT), collaborate as program evaluation group co-chairs for the equipping program evaluation group.

ASSISTANT SECRETARY OF THE ARMY (ACQUISITION, LOGISTICS, AND TECHNOLOGY)

JOINT PROGRAM EXECUTIVE OFFICE-ARMAMENTS & AMMUNITION
3-12. The ASA (ALT) has the responsibility for a broad set of acquisition, logistics, technology, and other
overarching tasks. The ASA (ALT) is responsible to the Secretary of the Army for acquiring, developing,
delivering, supporting, fielding, and sustaining capable and affordable systems and services including
munitions and ensuring that Soldiers—
⚫ Dominate the battle space, safely and securely.
⚫ Achieve first look, first strike advantage with speed and accuracy.
3-13. ASA (ALT) serves as the Army acquisition executive, senior procurement executive, science advisor
to the Secretary of the Army, and senior research and development official for the Department of the Army.
ASA (ALT) accomplishes these missions through oversight of several entities including national and Army-
level directorates, a direct reporting unit, program executive offices supported by project and program
managers, and through other relationships with entities including the Army Science Board, U.S. Army
Medical Research and Development Command, and Chemical Materials Agency.
3-14. JPEO-A&A is a subordinate division of the ASA (ALT). JPEO-A&A is responsible for life-cycle
acquisition management for all conventional ammunition including acquisition strategies, research and
development, and life-cycle management across all ammunition families. JPEO-A&A plays a vital role in
munitions support. This office ensures the correct types and quantities of munitions are acquired and placed
into the Army's munitions support system.

3-2 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

UNITED STATES ARMY MATERIEL COMMAND

3-15. USAMC is the Army's lead materiel integrator providing technology, acquisition support, materiel
development, logistics power projection, and sustainment support. USAMC is organized with Army field
support brigades (AFSBs), Army field support battalions (AFSBns), and other logistic support elements that
resolve materiel readiness issues for Army commands. USAMC's major subordinate commands include
Army Sustainment Command and Army Contracting Command.
3-16. USAMC also provides related common support to other Services, multinational, and interagency
partners. The capabilities of USAMC are diverse and are accomplished through its various major subordinate
commands and other subordinate organizations. See ATP 4-98 for additional information.
3-17. USAMC distributes Army munitions in accordance with the Army DCS, G-3/5/7 priorities as
authorized in TAMIS and DCS, G-4 distribution plans. USAMC executes allocation of Army munitions
globally as directed by DCS, G-4 in accordance with DCS, G-3/5/7 approved stockage objective and
authorizations in TAMIS.
3-18. USAMC munitions activities perform sustainment munitions maintenance. USAMC can deploy
personnel forward to the Army service area to perform certain tasks. Munitions maintenance units are
responsible for accomplishing portions of the maintenance mission beyond the capability or capacity of the
ammunition company. Specifically, munitions maintenance consists of but is not limited to—
⚫ Removal of extensive rust or corrosion, painting and stenciling munitions materials, and major
repairs to or fabrication of boxes, containers, and crates.
⚫ Renovation or modification comprising the replacement of either internal or external components
that require the use of operational shields or barricades.
⚫ Munitions maintenance is performed at or in a depot-level environment. Specific depot-level
capabilities can be deployed forward to the Army service area, as required, to perform certain
tasks.

ARMY FIELD SUPPORT BRIGADE AND ARMY FIELD SUPPORT BATTALION

3-19. The AFSB is assigned to the USAMC Army Sustainment Command (ASC). The AFSB leverages
USAMC national-level provider capabilities and assists in the coordination of ASA (ALT) support (less
medical) to the operational Army. The AFSB mission is to synchronize and integrate USAMC strategic
capabilities (Army pre-positioned stocks [APS], Logistics Assistance Program technical support, logistics
readiness centers, strategic-level materiel management, sustainment maintenance, and the Logistics Civil
Augmentation Program) in support of the theater Army and corps formations. AFSB subordinate battalions
provide access to USAMC’s broad range of strategic-level support to build and maintain combat power. The
AFSB provides this support to the operational and tactical echelons of command in support of multidomain
operations via reach-back and call-forward capabilities, as well as operational contracted support.
3-20. AFSBs and AFSBns are responsible for assisting the TSC with receipt, download, and onward
movement of APS munitions. AFSBs and their subordinate elements provide on-site management for APS
munitions. APS in most locations are stored, tested, inspected, and renovated in facilities managed by TSCs
when outside of CONUS. For additional information on APS operations, see ATP 3-35.1.
3-21. The AFSBs transfer the accountability of APS munitions to the receiving units. Activities include
conducting a joint inventory of APS, delivering hand receipts to the receiving unit (updating the unit property
book), and ensuring that data transfers are accurate. AFSBs normally transfer unit sets from a national
provider to an ASP using the Standard Army Ammunition System (SAAS).
3-22. The AFSB provides oversight of the subordinate AFSBns and logistics readiness centers in support of
installation baseline services provided for servicemembers dispersed and distributed in a geographic area.
The AFSB works in concert with the sustainment command to ensure successful continuum of operations in
its assigned geographic area. The AFSB SPO serves as the logistics assistance representative for subordinate
units providing logistics assistance and Logistics Civil Augmentation Program capabilities in support of the
warfighter. The ammunition support team provides technical expertise and assistance in maintenance,
ammunition surveillance, demilitarization, transportation, explosives safety, supplies, and accountability.

31 January 2023 ATP 4-35 3-3

Chapter 3

3-23. Four of the seven AFSBs have a U.S. Army ammunition warrant officer who serves as the senior
ammunition technician to the AFSBn commander. These four AFSBs provide CONUS installation-level
ammunition support as the USAMC executive agent to manage CONUS-assigned ASPs (minus Fort Irwin)
including Hawaii and Alaska. They support acquisition and logistics synchronization for sustainment and
operational units at the retail and tactical level. See AR 700-28 for additional guidance. The ammunition
warrant officer provides on-site maintenance, assistance for ammunition surveillance, distribution, storage,
explosives safety, accountability and disposal of ammunition, guided missiles, and ordnance. The
ammunition warrant officer also provides the AFSBn commander with advice and guidance in analyzing,
assisting, and training in ammunition logistics.
3-24. Joint Munitions Command logistics assistance representatives are subject matter experts that assist the
commander in analyzing readiness, identifying trends, and addressing readiness issues at the operational and
tactical levels. They use a USAMC-approved, standardized reporting system with defined actionable outputs
that help the supported commander to develop solutions that increase readiness, enhance training, improve
safety protocols, and identify reliability issues.
3-25. USAMC's Aviation and Missile Command Lifecycle Management Command logistics assistance
representatives provide the AFSBn commander with technical expertise on individual or multiple mission
design series manned and unmanned aviation, air defense, land combat missile systems, and related shop test
equipment. For more information on the AFSB, refer to ATP 4-98.

Quality Assurance Specialist (Ammunition Surveillance)

3-26. QASAS personnel are critical to the munitions complex. USAMC is responsible for fielding each
trained QASAS through the career program 20 Ammunition Civilian Career Management Office (DA PAM
700-16). QASAS support personnel augment DOD activities and inspect activities of the modular
ammunition companies. QASAS personnel perform functions related to the inspection, receiving, storing,
maintaining, issuing, testing, and classification of ammunition and explosives. QASAS support for
contingency and wartime operations may be obtained through the Army command, ASCC, direct reporting
unit (DRU), or DCS, G-4.
3-27. QASAS core functions include inspecting and determining the reliability of the Army's military
munitions stockpile. They inspect and monitor military munitions-related operations for compliance with
explosives safety requirements. QASAS protect Army personnel and assets while protecting the public from
unnecessary exposures to explosives hazards. QASAS teams provide quality assurance support to
organizations at every level that receive, store, maintain, issue, use, and dispose of munitions. For additional
information on QASAS duties, see AR 702-12.

Joint Munitions and Lethality Life Cycle Management Command

3-28. The Joint Munitions & Lethality Life Cycle Management Command manages research, development,
production, storage, distribution, and demilitarization of all conventional ammunition within DOD. Its
overarching objective is to deliver the best munitions to meet CCDRs’ needs. The Joint Munitions & Lethality
Life Cycle Management Command consists of three component organizations: the JPEO-A&A, Joint
Munitions Command, and the Combat Capabilities Development Command Armaments Center.

Joint Program Executive Office-Armaments & Ammunition

3-29. JPEO-A&A is an ASA (ALT) organization brought together with the resources and expertise of Joint
Munitions Command and the Combat Capabilities Development Command Armaments Center under an
initiative known as centralized ammunition management. JPEO-A&A develops and procures conventional
munitions to increase available combat firepower. Through four project management and two project director
offices, JPEO-A&A executes the total ammunition, networked, force protection, and close battle systems
acquisition requirements for the Army and other military Services. In this capacity, JPEO-A&A serves as the
Army’s single manager for conventional ammunition (commonly known as SMCA) executor helping to
integrate those functions.

3-4 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

Joint Munitions Command

3-30. Joint Munitions Command is a subordinate command of USAMC that manages the production,
storage, issue, and demilitarization of conventional ammunition for all U.S. military services. It serves as the
DOD's field operating agency in the role of single manager for conventional ammunition, providing support
to all branches of the U.S. military, select non-DOD customers, and other U.S. agencies and allied nations as
directed. It provides CCDRs and their staffs with accurate information on the status of munitions to maximize
the efficacy of existing ammunition stockpiles. Joint Munitions Command manages the Army's ammunition
arsenals and operates a nationwide network of installations and facilities that produces and stores
conventional ammunition. It also serves as the logistics and readiness arm of the life cycle management
command, ensuring delivery of munitions to support unit training and deployments. Specialists from Joint
Munitions Command often work alongside units in the field and accompany them on deployments to assure
the reliability, quality, and safety of ammunition stockpiles.

Combat Capabilities Development Command Armaments Center

3-31. Combat Capabilities Development Command Armaments Center is the Army's principal researcher,
technology developer, and sustainer of munitions systems for the life cycle management command. Combat
Capabilities Development Command Armaments Center technology enhancements—
⚫ Improve already fielded items.
⚫ Transitions technology to the program executive officers to continue development.
⚫ Maintains a strong armament technology base in government, industry, and academia and provides
technical support to Soldiers in the field.

DEFENSE AMMUNITION CENTER

3-32. A subordinate of the Ordnance School within the Sustainment Center of Excellence, the Defense
Ammunition Center serves a unique role in the areas of training, explosives safety, logistics engineering, and
operational reviews of ASAs. ASAs are described in further detail later in this chapter. A multi-faceted,
interdependent organization, the Defense Ammunition Center's major missions are—
⚫ Explosives safety support to the DOD.
⚫ QASAS support.
3-33. The Defense Ammunition Center accomplishes its major missions through several related sub
functions. These sub functions contribute to greater safety and increased efficiency in handling, transporting,
and storage of munitions. Some of the sub functions or tasks the Defense Ammunition Center undertakes
are—
⚫ Providing support for collection of worldwide environmental data.
⚫ Evaluating new technologies for modernization of ammunition operations.
⚫ Performing evaluations of ammunition operations.
⚫ Providing ammunition-related training for DOD military and civilian personnel through a variety
of mobile training teams, regional training site facilities, and distance learning products.
⚫ Designing Department of the Army (DA) standardized unit, pallet, and storage procedures.
⚫ Designing methods and procedures for the outloading, blocking, and bracing of ammunition for
rail, road, and ship transportation.
3-34. The Defense Ammunition Center promotes and assures safe and efficient operations involving
ammunition and explosives. This oversight extends from the time munitions enter the stockpile inventory
from the manufacturer through use in training, wartime, or demilitarization.

UNITED STATES ARMY SUSTAINMENT COMMAND

3-35. ASC sustains Army and joint forces in support of CCDRs. ASC is USAMC's executing agent for lead
materiel integration. It is the single integrator for ensuring that Soldiers have the right materiel support to
accomplish their mission. ASC supports CONUS, forward-stationed, and deployed AFSBns. ASC’s forward-

31 January 2023 ATP 4-35 3-5

Chapter 3

stationed capabilities provide command and control to all USAMC assets in theater, shape the logistics
environment, and help set the theater to accelerate force reception into theater.
3-36. The command integrates logistics support with strategic partners and links the national sustainment
base with the expeditionary Army. Major mission areas include logistics synchronization in support of the
Army sustainment readiness model, APS, theater support, materiel management, and Logistics Civil
Augmentation Program external support contracting. See ATP 4-98 for additional information.

UNITED STATES TRANSPORTATION COMMAND

3-37. USTRANSCOM is the functional combatant command responsible for providing and managing
strategic common-user airlift, sealift, and terminal services worldwide. USTRANSCOM is responsible for
integrating and synchronizing strategic theater deployment execution and inter-theater distribution operations
into each GCC's AOR. It ensures that military deployment and redeployment and DOD global patient
movement requirements are met using both military and commercial transportation assets based on supported
commander business rules and best business practices. USTRANSCOM's major subordinate commands
include Air Mobility Command as the Air Force component command, Military Sealift Command as the
Navy component command, and the Military Surface Deployment and Distribution Command as the ASCC
of USTRANSCOM. See FM 4-0 for additional information on USTRANSCOM.

SECTION II – THEATER AND ARMY-LEVEL MUNITIONS OPERATIONS

3-38. Sustainment headquarters allocate resources to meet operational requirements and priorities for
ammunition support. It is imperative that the operational and sustainment headquarters maintain close
coordination and cooperation ensuring a complete understanding of the situation, ammunition support
requirements, priorities, and capabilities.

GEOGRAPHIC COMBATANT COMMANDER

3-39. The GCC exercises combatant command authority over all forces to accomplish the missions assigned
to the command. Combatant command authority cannot be delegated or transferred. Operational control is
inherent in combatant command and may be delegated within the combatant command by the GCC.
3-40. GCC uses authoritative directives to organize forces to accomplish assigned missions including
logistics. The GCC executes munitions operations through its J-4 division. The GCC J-4 establishes logistics
plans, programs, policy, and procedures for operational sustainment and logistics infrastructure development.
The GCC J-4 supervises the execution of logistics programs, policy, and procedures in support of land forces
in the theater commensurate with Title 10 USC authorities for Army support to other services. The GCC J-4
coordinates and oversees theater reserve and operational stocks. A GCC may also include an explosive
hazards coordination cell responsible for performing munitions risk assessments and providing munitions
risk information during the planning process.
3-41. If the TSC or ESC is selected to control AOR joint logistics planning and execution, they may be called
upon to advise the GCC on the establishment of support relationships and authorities. The TSC or ESC
commander considers, at a minimum—
⚫ The mission.
⚫ Prevalent domain in which the operation is to be conducted (land, air, sea, or space).
⚫ The TSC or ESC’s capabilities, capacities, and dependencies.
⚫ Time and distance factors.
⚫ Geography and physical infrastructure within the area of operations.
⚫ The planning requirements to properly execute the mission—particularly, how logistics planning
is to be integrated with operational planning and which organization is to conduct short, mid, and
long-term planning.

3-6 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

THEATER ARMY
3-42. The theater Army is the ASCC to a GCC and is the senior Army headquarters in a theater. It consists
of the commander, staff, and all assigned or attached Army forces in the AOR not assigned or attached to a
subordinate joint force of the GCC. (FM 3-94)
3-43. The role of the theater Army defined in Title 10 USC in the form of requirements, is to shape the
CCDR’s AOR in order to support operations, develop relationships, assure access, build partner capacity,
and deter adversaries while providing command and control capability that can set the theater and execute
multidomain operations in support of the CCDR’s requirements. The operational focus of the theater Army
is to plan for, tailor, and control Army forces. The function of the theater Army is dependent upon its specific
role and may include the following:
⚫ Executing the CCDR’s daily operational requirements
⚫ Providing administrative control of Army forces operating in its AOR.
⚫ Setting and maintaining the theater for the joint force.
⚫ Setting and supporting operational areas.
⚫ Exercising command and control over Army forces in theater
⚫ Performing joint roles in limited scope, scale, and duration.
⚫ Planning and coordinating for consolidation of gains in support of joint operations
3-44. The theater Army serves as the CCDR’s single point of contact for preparing support estimates and
outlining the responsibilities and requirements for maintaining access to and setting the theater where U.S.
military presence is forward-stationed or deployed. See FM 4-0, ATP 3-93, and JP 3-31 for further details.
3-45. The theater Army and TSC conduct the bulk of the planning with the strategic support base for Army
sustainment in theater. The theater Army planners develop and coordinate means to generate and employ
capabilities within the JOA and mitigate capability gaps. Planners consider sustainment by type of support
and across the continuum of possibilities to gain capabilities from the joint Services, partner nations, the
sustainment enterprise, operational contract support (OCS), and organic capabilities.
3-46. Theater sustainment planning must include identifying locations within the AOR for a theater storage
area and multiple ASPs to provide redundant and robust storage capability forward. Other considerations
may include the receipt, storage, and disposition of foreign ammunition.

FIELD ARMY
3-47. Field armies are most likely to be employed in theaters where peer adversaries have the capability of
conducting large-scale combat. The field army's focus is on tactical operations while the theater Army
primarily conducts administrative and operational activities. A field army does not have an approved
organizational design; however, the field army typically has an ESC assigned. The ESC staff cooperates with
the field army staff and operates in parallel to fulfill sustainment requirements. Fundamentally, the field army
headquarters is staffed and equipped to perform three roles:
⚫ Army component and ARFOR for a subordinate unified commander.
⚫ Joint force land component headquarters (with augmentation) for large-scale combat operations.
⚫ Joint task force headquarters (with augmentation) for crisis response and limited contingency
operations.
3-48. The ESC is the controlling headquarters for the integration and synchronization of sustainment
operations at the field army echelon. The ESC advises the field army staff on issues regarding task
organization, munitions capabilities, and risk. In coordination with the field army G-4, it maintains the
munitions operations running estimate and take actions to mitigate shortfalls.
3-49. Field armies may execute competition-related tasks as directed by the theater Army. However, they
primarily facilitate the transition to armed conflict by focusing on activities that must occur within an area of
operations. This allows the theater Army to maintain its AOR-wide orientation as the ASCC. As the ARFOR,
the field army performs seven functions, including:
⚫ Executing command and control over multi-corps operations.

31 January 2023 ATP 4-35 3-7

Chapter 3

⚫ Exercising administrative control in the area of operations.

⚫ Executing Army support to other services in the area of operations.
⚫ Assuming directed Army, joint, and multinational authorities and responsibilities.
⚫ Shaping an assigned area of operations.
⚫ Integrating unified action partner capabilities to support multidomain operations.
⚫ Planning and coordinating for consolidation of gains in an unassigned area of operations.

THEATER SUSTAINMENT COMMAND

3-50. The TSC has four operational responsibilities to forces in theater: theater opening, theater distribution,
theater sustainment, and theater closing. The TSC is the primary sustainment headquarters that links
distribution management and materiel management executed at the theater strategic level of war with the
operational-level force. The TSC is the distribution manager of the intra-theater segment of the global
distribution system. An attached TSC receives command and control from the theater Army in support of the
GCC. It commands and controls subordinate units enabling decentralized sustainment operations throughout
the AOR.

STAFF AND COMMAND RESPONSIBILITIES

3-51. The TSC commander and staff responsibilities for sustainment plans and operations are discussed
below. These are not in order of priority and are not all-inclusive:
⚫ Coordinating with the theater Army commander and staff to understand the theater Army mission.
⚫ Coordinating support from strategic providers in accordance with the theater Army support
priorities as directed by the theater Army commander or G-4.
⚫ Developing and disseminating an OPORD to subordinate units. This order must contain a concept
of operations that specifies tasks for subordinate units and clearly delineates command and support
relationships as specified in the theater Army OPORD.
⚫ Developing munitions estimates to determine munitions adequacy for the current operations
concept and making changes to the support concept as required.
⚫ Communicating critical munitions requirements in priority order to the higher headquarters.
⚫ Identifying and communicating critical capability shortfalls to the theater Army commander and
staff.
⚫ Providing logistics status reports to the theater Army staff in accordance with the theater Army
reporting SOP.
3-52. The theater army and the maneuver force operations establish requirements that determine TSC
operations. The size and arrangement of the force are considerations that help determine quantity of
munitions required and layout of the distribution network. The TSC sets theater stockage objectives,
including goals for number of days of supply on-hand. The theater reaches munitions stockage objectives
over time. The TSC determines the timeline to reach the stockage objective.
3-53. The TSC focuses on theater strategic and operational levels of munitions management, acting as a
bridge between the strategic and operational levels of sustainment and directing subordinate logistics
commands in the AOR. The TSC develops plans to support the theater Army sustainment concept.
3-54. The TSC SPO officer focuses on detailed planning for munitions support to the force in accordance
with the GCC’s intent. Within the TSC DMC staff, the materiel management, transportation operations, and
distribution integration branches collaborate to develop a munitions distribution plan to be included in the
TSC G-3 OPORD.
3-55. The TSC provides munitions support by directly managing the requirements, stockage objectives, and
distribution of munitions in the assigned AOR. The munitions section within the TSC DMC staff (figure 3-1)
coordinates with subordinate ESCs or other subordinate headquarters as necessary.

3-8 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

Figure 3-1. Theater sustainment command, distribution management center

3-56. The TSC provides guidance to strategic partners when conflicts exist between areas of operations. For
example, the command ensures that information flow from strategic deployment, distribution, and
sustainment partners is accurate, timely, and adequate to support the actions of the theater sustainment forces.
As an ITV gatekeeper, the TSC transportation operations branch assures the strategic to operational linkage
of critical information and notifies strategic partners if ITV data is not accurate or provided.
3-57. One of the primary roles of the TSC is munitions supply planning. Supply planning is the ability to
forecast and establish munitions stockage levels at each supporting echelon to meet mission requirements.
The TSC coordinates with the GCC ASCC for theater ASP site plans (security and construction). The ASCC
issues an order to the TSC with an operations concept. The TSC plans for theater distribution based on the
requirements in the operational concept. The TSC may be task-organized with ESCs, sustainment brigades,
and functional logistics organizations supporting multidomain operations.
3-58. The TSC ensures the flow of munitions meets the priorities and timelines established by the ASCC
and the GCC. The TSC staff also coordinates with subordinate ESCs to ensure clear understanding of the
ESC support requirements.
3-59. The TSC controls AOR sustainment support, specifically the functions of distribution management,
transportation operations, materiel management, supply and services, OCS, and personnel services. The TSC
resolves issues if unforeseen events interfere with the planned timing of munitions deliveries into theater.
3-60. The ASCC determines priority of support for the theater. The TSC assigns support based on which
units are conducting offensive or defensive operations, which units are available to be deployed or
redeployed, and whether a unit or geographical area is critically short of munitions.

DISTRIBUTION MANAGEMENT CENTER

3-61. The DMC is responsible for AOR-wide distribution management to include munitions. The TSC's
DMC role is to synchronize, coordinate, and integrate intra-theater munitions support. The DMC ensures
sustainment support is accurate, timely, and adequate to support the mission and objectives of the ASCC.
3-62. When developing the ground distribution system, the DMC accounts for identifying, evaluating, and
comparing factors that tend to facilitate convoy movement and control. These factors include movement
restrictions, route classifications, traffic flow, choke points, and rest halts.

31 January 2023 ATP 4-35 3-9

Chapter 3

3-63. The DMC schedules munitions distribution in accordance with priorities established by the operational
commander. The munitions section generates a materiel release order directing ammunition shipments. The
distribution integration branch tracks the munitions in transit. The theater ASP configures munitions
shipments arriving in the theater prior to shipment forward as applicable.
3-64. The DMC examines current operations to ensure success in achieving the effects the CCDR desires on
the battlefield. The DMC has three subordinate branches responsible for developing the munitions
distribution plan—the distribution integration branch, the materiel management branch, and the
transportation operations branch.
3-65. Distribution manager main functions include—
⚫ Using the information provided by the materiel management component to coordinate with the
transportation component for allocation of transportation modes to move the materiel.
⚫ Providing the transportation component with munitions type, quantity, priority, and recommend
transportation mode.
3-66. The DMC manages munitions distribution through synchronization of the distribution management
section, munitions section, and the transportation operations branch. Specific functions of the TSC DMC are
listed below:
⚫ Establishing and maintaining the sustainment COP.
⚫ Developing, coordinating, and managing the theater munitions distribution plan.
⚫ Managing transportation operations (to include mode, terminal, movement control, and common-
user land transportation support).
⚫ Providing materiel management for all classes of supply.
⚫ Integrating OCS into sustainment operations.
⚫ Coordinating external munitions support requirements for supported units.
⚫ Synchronizing munitions support requirements to ensure they remain consistent with current and
future operations.
⚫ Planning and monitoring munitions support operations and adjusting to meet support
requirements.
⚫ Coordinating with other operational and sustainment munitions staffs at each echelon.
⚫ Preparing and distributing the external munitions support SOP that provides guidance and
procedures to supported units.
⚫ Communicating asset disposal instructions to ASAs in response to serviceable or demilitarization
disposition requests.
⚫ Accounting for receipt of ammunition into theater and distribution in theater through the system
of record.
3-67. Each logistics echelon with a munitions section is resourced with SAAS equipment and assigned or
attached munitions personnel. The TSC has the authority to establish the munitions automation support
architecture in theater.

Munitions Section
3-68. The munitions section within the DMC materiel management branch exercises staff supervision over
munitions support operations. These include supply and maintenance operations relating to munitions,
missiles, and special weapons. The major tasks of the munitions section align with the distribution
management process.
3-69. The munitions section addresses command priorities, requirements determination, and supply planning
by—
⚫ Advising the sustainment commander and staff on munitions status.
⚫ Directing special handling and release authorities for specific items based on command guidance.
An example might be a specific allocation of certain versions of Army mid-range or long-range
precision munitions. Army command staffs may be the final approval authority for their use or

3-10 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

issue and provide detailed instructions in operational orders under CSRs, while the theater still
obtains its full allocation.
⚫ Recommending establishment and movement of ASAs as the situation dictates.
⚫ Recommending CSRs to the ASCC.
3-70. The section addresses asset visibility by—
⚫ Providing visibility of conventional ammunition.
⚫ Maintaining stock control visibility of all munitions in theater.
⚫ Processing requisitions through SAAS.
⚫ Maintaining a running estimate of munitions requirements.
⚫ Approving ammunition requests from supported division and corps elements.
3-71. The munitions section conducts supply planning including—
⚫ Developing plans and policies involving munitions supply and maintenance.
⚫ Providing staff input for munitions planning.
⚫ Developing the munitions sustainment plan for future force posture.
⚫ Reviewing and updating munitions planning factors for the theater scenario.
⚫ Monitoring ammunition suspensions.
⚫ Recommending adjustments to munitions stockage levels.
⚫ Establishing ammunition stockage levels based on corps and theater directives.
⚫ Developing munitions surveillance policies.
3-72. The section handles requirements determination by—
⚫ Conducting munitions statistical analysis and responding to requests for information.
⚫ Coordinating munitions requirements with the corps and theater G-3 and G-4 staffs.
⚫ Providing technical advice and assistance to ammunition officers in subordinate BSBs,
sustainment brigades, and ammunition supply units.
⚫ Coordinating munitions support (brigade through echelons above corps).
⚫ Reviewing the RSR.
3-73. The munitions section synchronizes distribution through—
⚫ Coordinating with the DMC to integrate ammunition movement requirements into movement
programs.
⚫ Coordinating with sustainment brigade munitions officers on cross-leveling munitions support
personnel and equipment.
⚫ Coordinating resupply of munitions stocks for units at regeneration sites.
⚫ Coordinating special transportation to include airdrop requirements for munitions in coordination
with the distribution integration branch.
3-74. The munitions section recommends ammunition supply and storage site locations. It may coordinate
with the U.S. Army Technical Center for Explosives Safety for requirements concerning site planning. For
example, it coordinates explosives licenses, explosives safety site plans, safety submissions, explosives safety
deviation approval risk acceptance document waivers and exemptions using DA Form 7632 (Deviation
Approval and Risk Acceptance Document [DARAD]). As appropriate, it also coordinates with other agencies
to maximize stakeholder and subject matter expert input. For further discussion on deviation approval risk
acceptance documents, refer to DA PAM 385-30.

Distribution Integration Branch

3-75. The distribution integration branch collaborates with the TSC G-3 to develop the OPORD to task
subordinate units with munitions distribution responsibilities. The distribution integration branch queues
materiel in accordance with the materiel management priority and ensures transportation modes with
adequate haul capacity are allocated to distribute the materiel. The distribution integration branch in a TSC
normally includes an ammunition officer and an ammunition logistics NCO.

31 January 2023 ATP 4-35 3-11

Chapter 3

3-76. The distribution integration branch synchronizes and integrates materiel and transportation
requirements into distribution actions supporting operational-level sustainment support throughout the AOR.
The distribution integration branch relies on coordination and information exchange between the materiel
management, munitions, and transportation operations branches.
3-77. This branch requires a complete understanding of the distribution network to optimize capabilities and
task subordinate organizations in support of on-going and future operations. The distribution integration
branch plans and synchronizes distribution operations in the theater distribution network to include visibility,
capacity management, and control of system operations. The primary functions of the distribution integration
branch are listed below:
⚫ Managing munitions for distribution to ensure items are properly organized and queued in order
of priority as determined by the command.
⚫ Anticipating future requirements through ongoing analysis.
⚫ Comparing theater distribution operations with the ASCC concept of operations to ensure the
synchronization and execution are in accordance with ASCC commander priorities.
⚫ Monitoring and assessing sustainment operations for impact on future operations.
⚫ Comparing supported unit requirements with munitions distribution capabilities and tracking
munitions to their final destination.
⚫ Coordinating with the transportation section to ensure motor, air, and rail assets are available to
support munitions movement requirements.
⚫ Managing munitions flow within the assigned AOR. Coordinating with forward sustainment
brigades and BSBs regarding munitions deliveries.
⚫ Managing excess munitions in theater to fill shortages and meet operational requirements.
3-78. The TSC and sustainment brigade coordinate the distribution integration component of the distribution
process. They queue materiel in accordance with the priority assigned and ensure that transportation modes
possess adequate capacity to distribute materiel.
3-79. The distribution integration branch and the munitions section act in tandem during munitions
operations. The munitions section verifies ammunitions requests to be within the RSR and CSR and uses
SAAS to determine an ammunition resupply source.

Transportation Operations Branch

3-80. The transportation operations branch executes the controlling function for the physical movement of
munitions. It is composed of several transportation mobility officers, warrant officers, and NCOs. The TSC
DMC manages all the following facets of transportation:
⚫ Enforcing priorities established by the ASCC and the supported CCDR.
⚫ Considering all modes of transport to include inland surface transportation (rail, road, and inland
waterway), sea transport (coastal and ocean), and air transportation.
⚫ Maintaining visibility of distribution assets.
3-81. The transportation operations branch supports DMC planning efforts for operation plans, concept
plans, and major operations by providing estimates, requirements, assessments and any additional
information the distribution integration branch may require to support multiple planning efforts. The branch
develops theater highway regulation, traffic circulation, and maneuver and mobility support plans. It manages
all facets of transportation information related to coordinating and evaluating all methods of transportation
movement control and logistic support. Additional examples of transportation operations branch
responsibilities are listed below:
⚫ Creating the movement program for inclusion to the theater distribution plan.
⚫ Tracking the implementation of the movement program executed by the movement control
battalion to ensure compliance. This function is comparable to the ITV process that transportation
managers use.
⚫ Advising the sustainment commander and staff on munitions status and coordinating munitions
actions on available and in-transit stocks.

3-12 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

⚫ Managing transportation operations to include mode, terminal, and movement control and
common-user land transportation support.
⚫ Coordinating special transportation and air delivery requirements for munitions.
⚫ Monitoring and assessing transportation operations for impact on future operations.
3-82. The transportation operations branch provides staff supervision of all allocated transportation assets
and coordinates directly with the movement control battalion. The branch coordinates with joint and strategic
partners to synchronize deployment and distribution efforts and optimize distribution within the JOA by
employing all transportation modes available.

EXPEDITIONARY SUSTAINMENT COMMAND

3-83. The ESC is the primary sustainment headquarters focused on executing distribution management and
materiel management at the operational level of war within a JOA or Army area of operations. An ESC is
normally assigned to a corps or field army and is attached to a TSC operating in the joint security area. The
ESC is positioned to provide a regional focus. The forward deployment of the ESC facilitates agile and
responsive support by placing the ESC in relative proximity to the supported force and its OE. The ESC is
similar in structure and purpose to a TSC with primary differences in scale and scope of responsibility. The
ESC is capable of operating as the senior logistical command within a theater or AOR independent of a TSC
or as a subordinate command of the TSC.
3-84. The ESC's role is to provide sustainment support to a corps or field army formation. The ESC
headquarters may be task-organized with sustainment brigades and functional logistics organizations such as
a transportation brigade expeditionary to support large-scale combat operations. The ESC support operations
section monitors and manages munitions storage and distribution within the JOA. The ESC exercises
command and control and executes munitions support through sustainment brigades. An ESC may effectively
support a single theater of operations. The limiting factor is the size of the ESC staff, not the size of
subordinate task-organized units. Requesting a theater movement control element (TMCE) increases an
ESC's ability to control and direct operations. For example, an ESC in support of an ARFOR conducting
large-scale combat operations may support that line of effort. Additional lines of effort such as opening a
new port would decrease the ESC's effectiveness. Careful mission analysis will determine how capable the
existing sustainment organization is regarding the new requirement. The ESC establishes movement boards
to manage transportation policies, priorities, lines of communications status, convoy protection,
synchronization, and transportation assets allocation to support theater distribution operations.
3-85. If the Army does not deploy a TSC within the theater of operations, the ESC will expand its focus to
encompass the theater and may be attached to the TSC. The ESC attached to a TSC commands and controls
all assigned and attached sustainment units in an area of operations as directed by the TSC commander
providing logistics, personnel services, and finance and comptroller support. The ESC monitors and stays
apprised of Army Health System support. The ASCC staff determines the task organization for the ESC
attached to a TSC. A task-organized ESC attached to a TSC normally includes a sustainment brigade and a
movement control battalion to support theater opening, theater distribution, and theater closing operations.
3-86. The ESC supports deployed forces in the JOA, including the theater of war and theater of operation,
while the TSC maintains a theater-wide focus of the entire AOR. The ESC will perform the same functions
as a TSC to include executing command and control over task-organized sustainment units conducting area
of operations opening, distribution, sustainment, and area of operations closing in support of the Army forces,
corps, or a joint task force.
3-87. An ESC is assigned to the corps during large-scale combat operations to assist the corps sustainment
cell with planning and coordinating munitions support. The corps ESC and its subordinate task-organized
munitions units provide general support for all units in the geographic area as determined the corps staff.
3-88. The ESC plans, coordinates, and synchronizes the conduct of distribution management, transportation
operations, materiel management, and OCS in the JOA. The ESC headquarters conducts operations at the
operational level of war. The ESC plans and synchronizes sustainment and distribution support for
sustainment brigades executing munitions resupply. The ESC commands and directs sustainment operations
for a theater of operations (when a TSC is not present). This includes all logistics, finance and comptroller,

31 January 2023 ATP 4-35 3-13

Chapter 3

and personnel services tasks associated with area of operations opening, distribution, sustainment, and area
of operations closing operations. If a TSC is not present, the ESC will require staff augmentation to perform
long-range planning. Some munitions considerations for the ESC include—
⚫ Changes to anticipated consumption rate.
⚫ Any incident or change having significant impact to the operational capability of a munitions unit.
⚫ Any incident or change having significant impact on the logistical posture of any tactical unit.
3-89. Similar to the TSC, the munitions section within the ESC DMC (figure 3-2) plans and coordinates
munitions support with subordinate sustainment brigades or other subordinate headquarters as necessary. In
coordination with the field army or corps G-4, it maintains the munitions operations running estimate and
takes actions to mitigate shortfalls. ESC DMC responsibilities are the same as those previously listed for the
TSC DMC.

Figure 3-2. Expeditionary sustainment command, distribution management center

3-90. The theater Army G-4 and TSC shape the ESC’s priorities. The ESC passes these priorities on to
subordinate units. The ESC issues directives to subordinate sustainment brigades and specifies unit support
relationships. The ESC coordinates with the TSC, joint task force J-4, or theater Army G-4 to establish
munitions projected storage and distribution points in the operations plan and operations order.

DISTRIBUTION MANAGEMENT CENTER

3-91. The ESC DMC manages all facets of sustainment support for the force for which it is responsible. The
ESC plans and controls Army transportation including the effective use of Army air and land assets. It also
enforces priorities for air, land, and water transportation (both sea and inland waterways) established by the
supported commander.
3-92. The ESC DMC calculates projected consumption rates as well as receiving actual consumption rates
from subordinate units in the supported AO and compares the projections and actual rates to determine
requirements.
3-93. The ESC SPO directs the DMC and advises the commander on support requirements versus support
assets available. The DMC manages ammunition distribution through the distribution integration branch, the
munitions section, and transportation branch.

Distribution Integration Branch

3-94. The distribution integration branch coordinates and synchronizes the movement of all supplies into
and out of the JOA. The branch integrates materiel and transportation requirements into distribution actions

3-14 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

supporting operational-level sustainment support. The distribution integration branch relies on coordination
and information exchange between the munitions section and transportation operations branch to synchronize
resources for movement of munitions.
3-95. The distribution integration branch in an ESC normally includes an ammunition officer and an
ammunition logistics NCO. Some of the distribution integration branch functions correlate with the functions
of the distribution management and materiel management branches. This branch requires a complete
understanding of the distribution network to optimize capabilities and task subordinate organizations in
support of on-going and future operations. The distribution integration branch plans and synchronizes
distribution operations in the theater distribution network to include visibility, capacity management, and
control of system operations.
3-96. The ESC distribution integration branch coordinates the distribution integration component of the
distribution process. The distribution integration branch develops the distribution plan to be included in the
ESC G-3 OPORD. The CSSBs in the joint security area and field army and corps support areas execute
distribution as directed by the ESC G-3. The distribution integration branch queues munitions for distribution
in accordance with their priority and ensures allocation of transportation modes with adequate haul capacity.
The distribution manager’s main responsibilities are to—
⚫ Use the information provided by the materiel management component to coordinate with the
transportation component for allocation of transportation modes to move the materiel.
⚫ Provide the transportation component with commodity, quantity, priority, and recommend mode.
3-97. In the ESC DMC, the munitions section exercises staff supervision over munitions support operations.
These include supply and maintenance operations relating to munitions, missiles, and special weapons. The
munitions section responsibilities are similar to those of the TSC DMC.

Transportation Operations Branch

3-98. The transportation operations branch role in munitions distribution includes maintaining visibility of
distribution assets within the distribution network. The branch can direct cross leveling of distribution assets
and executes the controlling function for physical movement. In the absence of the TSC, the ESC
transportation operations branch coordinates with joint and strategic partners to synchronize distribution
efforts and optimize distribution within the JOA by employing all transportation modes available.
3-99. The branch coordinates with contract transportation providers, mode operators, and supported units.
The branch also manages common-user land transport assets (both U.S. and host nation) and liaises with host
nations for contracted assets.
3-100. The transportation branch coordinates directly with the movement control battalion. Movement
control managers consider the following when selecting the mode (air, land, or sea) of transportation and the
supply route for munitions:
⚫ Support priorities.
⚫ Availability of personnel and equipment (for example, trucks, helicopters, and MHE).
⚫ Special munitions handling and transportation requirements.

THEATER MOVEMENT CONTROL ELEMENT

3-101. The TMCE is a theater-level element assigned to a TSC or an ESC that manages movement of
equipment and personnel using the movement control process. The TMCE sets and supports the theater
intertheater and intratheater distribution requirements through four branches: movement control division,
intra-theater operations branch, inter-theater operations branch, and the theater container management
branch.
3-102. To set the theater in support of the CCDR’s theater strategy, the TMCE plans efforts and collaborates
with transportation boards, liaises between strategic transportation partners to identify strategic ports of entry
into the AOR, and assists the CCDR in establishing agreements for their use of ports of entry. This critical
role enables the facilitation and coordination with strategic transportation requirements between the CCDR
and strategic partners (USTRANSCOM, Defense Logistics Agency, and USAMC).

31 January 2023 ATP 4-35 3-15

Chapter 3

3-103. To support the theater, the TMCE plans, implements, and monitors intratheater movements
programs, committing transportation air and ground assets in support of reception, staging, and onward
movement operations. The TMCE provides theater container control, leads or participates in movement
boards, and liaises with the joint deployment and distribution operations center. For more details, see ATP
4-16, ATP 4-12, and FM 4-0.

SUSTAINMENT BRIGADE
3-104. The sustainment brigade is the Army’s primary brigade-level sustainment headquarters providing
command and control for assigned, attached, and operationally controlled sustainment units. Sustainment
brigades are typically assigned or attached to a TSC, ESC, or division, and have a span of control of three to
seven battalions. The sustainment brigade is a multifunctional headquarters responsible for planning and
synchronizing sustainment and integrating subordinate units into sustainment operations. It supports Army
forces at tactical and operational levels, providing support to field army, corps, and divisional units and units
operating in its area. The sustainment brigade munitions branch manages all levels of munitions operations
to include—
⚫ Operating ASAs in the JOA.
⚫ Establishing ammunition supply and maintenance procedures consistent with appropriate
directives of the ASCC and the corps.
⚫ Commanding, controlling, and planning ammunition missions.
⚫ Inspecting, processing, and shipping enemy ammunition.
⚫ Conducting retrograde activities.
3-105. The sustainment brigade manages tactical ammunition through routine interaction with supported
brigades and subordinate CSSBs. Each battalion S-4 transmits a request for resupply of ammunition for
organic and attached units through the staff channels to the sustainment brigade. The sustainment brigade, in
coordination with the TSC or ESC, reviews all requests and balances them against the CSR. The sustainment
brigade issues munitions, adhering to the CSR as closely as possible, and informs the maneuver commander
of projected consequences if critical munitions are exhausted prior to resupply.
3-106. The sustainment brigade executes distribution management and materiel management as directed by
the sustainment command and as part of the theater-wide distribution process. The focus of the sustainment
brigade is to oversee the execution of current munitions objectives through units at the tactical level. The
sustainment brigade has attached CSSBs that are further task-organized with functional munitions and
transportation elements. These elements operate multimodal distribution hubs, synchronize multiple node
operations, and maintain visibility of the distribution system. The sustainment brigade may participate in the
ESC-led movement board to manage transportation policies, priorities, lines of communications status,
convoy protection, and synchronization and transportation assets allocation to support theater distribution
operations.

SUPPORT OPERATIONS STAFF

3-107. The SPO staff maintains asset visibility across the subordinate functional units. The SPO staff must
properly identify which units the sustainment brigade and its subordinate CSSBs support. The SPO manages
internal supplies and stocks and supervises distribution, maintenance, and materiel management functions
within the brigade's geographic area of operations.
3-108. The sustainment brigade SPO determines the most advantageous means of munitions resupply.
General considerations for munitions resupply operations include:
⚫ Identifying the best mode (air, water, highway, and rail) and conveyances (truck, barge, air, pallets,
and containers) to move munitions and related equipment.
⚫ Vehicle weight limits may be reached before cargo space or cube limits are reached, and
conversely, vehicle cargo space or cube limits may be reached before weight limits are reached.
⚫ Munitions incompatibility affects ammunition load building.
⚫ Certain categories of chemical munitions require qualified technical escorts during shipment (for
more information, refer to AR 50-6).

3-16 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

⚫ Resupply routes should minimize exposure to congested areas. Additional considerations for
operational security during munitions distribution are discussed in chapter 5.

DISTRIBUTION INTEGRATION BRANCH

3-109. The sustainment brigade contains a distribution integration branch with a munitions section that is
similar in task organization to the TSC's munitions section and distribution integration branch. The
sustainment brigade distribution integration branch functions are very similar to the ESC but smaller in scope
and scale. The sustainment brigade munitions branch assists supported brigade ammunition offices in brigade
ammunition management and planning.

COMBAT SUSTAINMENT SUPPORT BATTALION

3-110. CSSBs are modular, tailorable, and task-organized building block organizations that perform
functional missions in support of sustainment brigade missions. A CSSB may also be attached to a DSB. A
CSSB can typically perform command and control of eight companies. The CSSB is capable of performing
oversight of all munitions operations such as distribution, ammunition storage point establishment, explosive
safety reporting, and coordination with division and BCT staff for munitions support. The CSSB does not
decide the priority of support. In situations where conflicting support priorities exist, the SPO staff consults
with the sustainment brigade and sustainment command.
3-111. The CSSB is attached to the sustainment brigade or DSB and provides ammunition general support
to units. The munitions branch within the CSSB coordinates directly with the supported units and monitors
reports from various brigade ASAs. A modular ammunition company or a platoon from a modular
ammunition company will be attached to or placed under the operational control of the CSSB to operate the
designated ASA. The CSSB is capable of performing oversight of all munitions operations such as
distribution, ASP establishment, explosive safety reporting, and coordination with corps or field army staff
for munitions support.
3-112. The CSSB coordinates distribution support for munitions for units operating at EAB and within the
CSSB's support area. The CSSB has a support relationship with division and BCT headquarters operating
within the JOA. The CSSB must maintain close coordination with its sustainment brigade to ensure
understanding of operational priorities. In some circumstances, the CSSB may be required to coordinate
directly with the corps or ASCC.
3-113. Figure 3-3 depicts a notional CSSB task organization.

Figure 3-3. Combat sustainment support battalion

3-114. The CSSB conducting distribution receives munitions from one node and distributes them to another
node for further distribution (supply point to supply point). Based on its mission, the CSSB may also replenish
operational units directly. When task-organized to conduct theater distribution, the CSSB depends on the

31 January 2023 ATP 4-35 3-17

Chapter 3

sustainment brigade to conduct distribution planning and integration. The CSSB uses its transportation assets
to execute distribution and conduct resupply and replenishment missions as directed in the OPORD.
3-115. The CSSB SPO must analyze its supported units' requirements. The supported units' logistics staff
officers determine unit munitions requirements, which are passed to the CSSB. The CSSB SPO considers the
mission, running estimates, and unit requirements and balances them with professional experience and
judgement to synchronize support and anticipate changes to the support plan. The CSSB communicates
support requirements that exceed its capabilities to the sustainment brigade.
3-116. Task organizations are fluid as organizations transition through different roles throughout the
operation. The CSSB SPO coordinates with the corps or field army G-3 to ensure awareness of units that are
operating in or that may transit the area. The SPO reviews task organizations and available orders to
determine supported units over time. CSSB SPO duties include—
⚫ Analyzing data to determine the trends and efficiency of ammunition stock operations.
⚫ Monitoring supply status data on munitions stocks at ASAs.
⚫ Providing technical assistance, ammunition surveillance, and oversight of subordinate unit
ammunition maintenance programs.
⚫ Coordinating with the sustainment brigade on cross-leveling munitions.
3-117. The SPO transportation staff forecasts movement requirements for munitions in coordination with
the SPO ammunition staff. It coordinates with the subordinate transportation units to determine transportation
capabilities availability by mode (air, land, and water) and node to support movement requirements. This
may include contracted or host-nation transportation capabilities.
3-118. Various transportation units assigned to the CSSB distribute ammunition. The assigned mission will
determine the number and type of truck companies attached to the CSSB. Typical transportation units
attached to a CSSB in a supporting role are inland cargo transfer companies, medium truck companies, and
composite truck companies. The CSSB provides the following capabilities:
⚫ Ammunition lift platoons or modular ammunition companies assigned to the CSSB operating an
ASA that provide receipt, storage, issue, and reconfiguration of ammunition items.
⚫ Transportation elements provide mobility of personnel and munitions distribution. At the tactical
level, the CSSB's transportation assets provide distribution capability from the CSSB support area
to the BSB.
3-119. CSSBs and other supporting battalions assigned to sustainment brigades resupply BSBs with
ammunition and conduct throughput distribution to FSCs as needed. Field artillery brigades executing deep
fires, air and missile defense units, combat engineers, and combat aviation brigades all have specific
munitions requirements. The modular ammunition company provides ammunition support to these units
while also providing ammunition resupply support to BCT distribution companies.

SECTION III – CORPS AND DIVISION-LEVEL MUNITIONS OPERATIONS

3-120. The staff structure and responsibilities of the corps and division headquarters are similar. The G-3
of each determines munitions requirements and consolidates reports, while the G-4 monitors munitions status
and communicates requirements through support channels. Corps and division headquarters differ in their
respective scope and scale of responsibilities as determined by their force structure. These operational
headquarters play a major role in munitions support. They must all be fully aware of munitions requirements
and the status of subordinate organizations. They must also understand the munitions organizations available
to provide support based on their capabilities. These headquarters integrate munitions support into all
planning and effectively communicate, coordinate, and cooperate with the various sustainment headquarters
and support organizations.

CORPS-LEVEL MUNITIONS OPERATIONS

3-121. A corps is normally the senior Army headquarters deployed to a JOA. The corps is designed to
control the operations of two to five divisions. During large-scale combat operations, the corps operates as a
formation as well as a headquarters. The corps will normally command and control the subordinate divisions

3-18 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

as well as an assigned ESC and various supporting brigades. The ESC is the corps sustainment command
headquarters within its area of operations. The corps G-4 staff will coordinate with the ESC to execute
munitions operations.
3-122. The corps may serve as ARFOR when it is the only U.S. Army corps assigned to an area. As ARFOR,
the corps provides administrative and logistics support to all assigned Army forces as specified by the theater
Army. The theater Army commander dictates the administrative control responsibilities of the ARFOR while
retaining control of logistics, personnel, and medical support of the deployed force during reception, staging,
onward movement, and integration. The corps G-4 develops the corps sustainment support concept that
ensures Army forces are sustained throughout all phases of an operation.
3-123. The corps G-4 plans for munitions requirements supporting operations and receives, consolidates,
monitors, and communicates munitions reports through support channels during operations. The actual
function of providing logistical support to facilitate munitions operations on the battlefield rests with the
sustainment organizations. The ESC headquarters performs munitions distribution management and materiel
management.
3-124. An ESC is normally assigned to the corps. The ESC is the corps' command for the integration and
synchronization of munitions in an area of operations. The corps' ESC and its subordinate task-organized
functional and multifunctional sustainment units provide general support for all units in corps area of
operations as directed by the corps commander. The ESC directs cross-leveling of munitions distribution
resources to meet requirements and optimize the distribution flow. The ESC commander may perform the
duties of deputy commanding general (support) if directed by the corps commander. The ESC assists the
corps sustainment cell with planning and coordinating sustainment.
3-125. The corps ESC commands and controls all assigned and attached units in an area of operations as
directed by the corps commander. A task-organized ESC assigned to a corps normally includes enablers such
as corps logistics support element, movement control battalion, and a sustainment brigade task-organized
with CSSBs to support sustainment operations. The ESC uses two planning horizons for operations (short-
range and mid-range) and synchronizes operational-level sustainment to support current operations. The ESC
depends on the corps staff for long-range planning capability. The corps commander determines the task
organization for the sustainment brigade attached to a corps ESC.
3-126. Sustainment brigades are attached to a corps ESC. The sustainment brigade commands and controls
all assigned and attached units in an area of operations as directed by the corps commander, providing general
support logistics, financial management, and personnel services to forces operating in the corps area of
operations. A task-organized sustainment brigade attached to a corps ESC normally includes attached CSSBs
and a motor transportation battalion to support tactical-level munitions operations. The sustainment brigade
coordinates and synchronizes tactical-level munitions operations to support current and future operations.
3-127. The chief ammunition NCO is the principal staff NCO for ammunition management in the corps.
This NCO is assigned to the corps main command post’s sustainment, logistics and supply element. Due to
the low density of ammunition-specific billets in the corps and division staff, a supporting TSC or sustainment
brigade normally assists in munitions plans and operations.
3-128. The air and missile defense officer is responsible for air defense at corps through theater Army. The
air and missile defense officer determines air defense artillery ammunition requirements, estimates the
adequacy of the air defense artillery ammunition CSR, and provides information on the status of air defense
artillery ammunition.

DIVISION-LEVEL MUNITIONS OPERATIONS

3-129. The division is the tactical unit of execution for a corps during large-scale combat operations. Like
a corps, the division is both a headquarters and a formation. The role of the division is to serve as a tactical
headquarters, commanding brigades. The capabilities of the division are determined based on the direction
of the corps and the subordinate units assigned or attached to the division. A division will conduct operations
with its assigned DSB and DSSB. Divisions may have additional CSSBs attached to meet operational
requirements.

31 January 2023 ATP 4-35 3-19

Chapter 3

3-130. The division controls operations through the staff. Each staff element has specific duties and
responsibilities by area of expertise. The division's G-4 is the principal staff officer for sustainment. The G-4
coordinates the sustainment warfighting function for the commander through the sustainment functional cell
within the main command post. The division's sustainment cell performs the same tasks as the corps
sustainment cell.
3-131. The division G-3 has the role of establishing munitions requirements and operational priorities based
on the mission. The G-3 establishes the RSR. The RSR is based on mission analysis, historical trends, and
requirements submitted by subordinate organizations in direct coordination with the chief of fires (or fire
support officer) and other coordinating staff as necessary. The RSR is expressed in rounds per weapon system
per day to accomplish the mission. During operations, the G-3 reviews munitions resupply quantities and
adjusts based on historical usage data gathered as the operation progresses. The RSR establishes the
ammunition baseline for requesting ammunition. The G-3 establishes ammunition distribution priorities of
support based on mission requirements and determines (in coordination with the G-4 and the engineer officer)
the locations of main supply routes and support areas.
3-132. The G-4 is the principal staff officer for sustainment plans and operations, supply, maintenance,
transportation, field services, and OCS. The division's sustainment cell performs the same tasks as the corps
sustainment cell. At the division level, the G4 prepares paragraph four and Annex F (Sustainment) to the
OPORD or operation plan, which includes munitions distribution procedures.
3-133. The division G-4 plans for munitions requirements in supporting operations and receives,
consolidates, monitors, and communicates munitions requirements through support channels during
operations. The G-4 maintains visibility of the distribution of munitions allocations and sustainment priorities
based on G-3 operations priority. The actual function of providing logistical support to facilitate munitions
operations on the battlefield rests with the sustainment organizations. The DSB performs munitions
distribution management and materiel management.
3-134. The G-4 ensures that accountability and security of munitions supplies and equipment are adequate.
G-4s calculate and recommend sustainment ammunition loads to the G-3. The G-4 monitors stockage
objectives, stockage levels, requisition, distribution, redistribution, and resupply. The G-4 has oversight
capability and assists the G-3 with establishing the RSR and the CSR. The G-4 recommends command policy
for munitions distribution and retrograde to include amnesty programs. The G-4 coordinates the
transportation, temporary storage, handling, and disposal of hazardous material or hazardous waste to include
administrative transportation tasks for operational ammunition distribution and retrograde. The G-4 identifies
and coordinates for munitions requirements the unit can meet through contracting. The G-4 also coordinates
real property control and facilities management to include areas designated as ASAs.
3-135. The air and missile defense officer is responsible for air defense at the division level. The air and
missile defense officer determines air defense artillery ammunition requirements, estimates the adequacy of
the air defense artillery ammunition CSR, and provides information on the status of air defense artillery
ammunition.

DIVISION SUSTAINMENT BRIGADE

3-136. The DSB is a multifunctional brigade headquarters assigned to a division headquarters. Its structure
and mission are similar to the sustainment brigade except that it solely supports units attached to and
supporting the division operations unless otherwise directed. The DSB has a SPO staff identical to the
sustainment brigade SPO structure and functions in the same manner focusing on division units and
operations. The DSB coordinates and synchronizes tactical-level sustainment operations to support current
and future operations.
3-137. The DSB commands and controls all assigned and attached units in an area of operations as directed
by the division commander. The DSB provides direct support logistics, personnel services, and finance and
comptroller support to the division to include general support to non-divisional forces operating in the
division area of operations. The DSB coordinates and synchronizes tactical-level munitions operations to
support current and future operations. The DSB depends on the division staff for long-range planning
capability. The DSB and subordinate units must move and displace at the same pace as the division command
posts.

3-20 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

3-138. The DSB commander is the sustainment coordinator for the division and is the primary senior
advisor to the division commander and the deputy commanding general (support). The DSB commander’s
role as the sustainment coordinator does not replace the division G-4’s role as the division sustainment
planner responsible for developing the sustainment support concept based on the division G-3 operations
concept. The DSB can assist or support the DSSB staff in planning and coordinating sustainment.
3-139. The DSB develops a concept of operations based on the division operations order and the G-4's
concept of support. The DSB has an organic DSSB with organic companies with the capability to support
division operations. The DSB may be required to support non-divisional units operating in the division area
of operations.

DIVISION SUSTAINMENT SUPPORT BATTALION

3-140. The DSSB is organic to the DSB and provides munitions support to units attached to and supporting
a division. The DSSB has the following organic companies: headquarters, composite supply, composite
truck, support maintenance, and field feeding. The composite supply company depends upon the composite
truck company for the distribution and return of supplies and equipment. The headquarters company,
composite supply company and the composite truck company depend upon the support maintenance
company for field maintenance.
3-141. The DSSB and its subordinate units must move and displace at the pace of the division command
posts. The DSSB commands and controls all organic, assigned, and attached units. The DSSB synchronizes
and executes munitions support to the BCT and multifunctional support brigades attached to the division.
3-142. The DSSB provides support to BCTs and support brigades for capabilities not organic to the BSB.
These capabilities include transportation support, fuel storage, water production, field service support, and
contingency contracting. Additional capabilities could be required due to an increase in population, scope of
mission, or equipment density because of extensive BCT task organization.
3-143. Unit distribution is the routine method the DSSB uses to support the BCT; the DSSB transports
supplies to the BSB location for distribution. The DSSB may conduct throughput distribution. For example,
a DSSB may deliver munitions directly to an FSC, bypassing the BSB's distribution company.

SECTION IV – ORDNANCE BATTALION (AMMUNITION) AND MODULAR

AMMUNITION COMPANY
3-144. The ordnance battalion provides command and control of modular ammunition units at the
operational level and conducts staff planning and technical supervision of subordinate ammunition
operations. In a deployed environment, an ordnance battalion (ammunition) is assigned to the TSC and
subsequently attached to a sustainment brigade.

ORDNANCE BATTALION (AMMUNITION)

3-145. The role of the ordnance battalion (ammunition) is to perform distribution management and materiel
management for ammunition support. Attached companies are configured to receive, store, maintain, account
for, issue, and prepare munitions for distribution.
3-146. An ordnance battalion (ammunition) provides oversight of modular ammunition units at the
company level and below. The battalion is attached to the sustainment brigade and establishes and operates
ASAs. The battalion provides ammunition general support to units as designated in the OPORD. Ammunition
lift platoons or modular ammunition companies operate an ASP and provide for the receipt, storage, issue,
and reconfiguration of ammunition items.
3-147. The ordnance battalion (ammunition) acts in concert with the sustainment brigade staff to
accomplish—
⚫ Provision of munitions support for joint forces, U.S. government agencies, and multinational
forces as directed.
⚫ Ammunition inventory and retrograde management.

31 January 2023 ATP 4-35 3-21

Chapter 3

⚫ Development of Explosive Safety Management Program and site licensing of assigned ASAs.
3-148. The ordnance battalion (ammunition) SPO duties include—
⚫ Analyzing data to determine the trends and efficiency of stock operations.
⚫ Monitoring supply status data on munitions stocks at ASAs.
⚫ Providing technical assistance, ammunition surveillance, and ammunition maintenance program
oversight of subordinate units.
⚫ Coordinating with the sustainment brigade on cross-leveling munitions.
3-149. The ordnance battalion (ammunition) SPO ammunition cell is normally composed of an ammunition
officer and an ammunition NCO who provide oversight of ammunition replenishment and distribution
operations. For more information on the ordnance battalion (ammunition), refer to ATP 4-93.1.

MODULAR AMMUNITION COMPANY

3-150. The foundation of the Army's modular
munitions construct is the modular ammunition Modular Ammunition Company
company. The modular ammunition company provides • Role: Provides ammunition general support
an ASA that is mobile and flexible. The modular to designated units.
munitions construct allows maximum flexibility in force • Capability: Receives, configures, inspects,
design and force allocation to meet most requirements manages, issues, ships, and retrogrades
of multidomain operations. The modular ammunition munitions stocks.
company, through its assigned ammunition platoons and • Parent: CSSB.
the BSB's distribution company ammunition section, • Command Relationship: Attached.
provide this flexibility. • Support Relationship: General Support.
3-151. The modular ammunition company's role is to • Span of Operations: Corps or Theater rear
receive, store, and issue munitions. The organization of boundary to the BSA.
the company permits assignment of modular platoons
tailored for specific functions supporting forces or other munitions units as required. Modular ammunition
companies operate ammunition supply areas at theater, corps, and other levels as required by the tactical
situation.
3-152. The modular ammunition company is attached to the ordnance battalion (ammunition) or a CSSB.
In some situations, they may be assigned to a TSC, ESC, or sustainment brigade. This company consists of
a headquarters and two to five modular ammunition platoons. This company provides ammunition general
support to designated units. Under the ammunition modularity concept, only the number of companies and
platoons needed are used to support the deployed force. Generally, one modular ammunition company is
required to support a division. This unit depends upon appropriate elements within the theater to provide
religious, legal, Army Health System, finance, communication, automation, and electromagnetic warfare
support and personnel and administrative services. The modular ammunition ordnance company also requires
augmented security assets in most environments. In addition to EAB units, the modular ammunition ordnance
company provides munitions support to the BSB as necessary. Figure 3-4 depicts a modular ordnance
company.

Figure 3-4. Organization of the modular ordnance company

3-22 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

3-153. The headquarters platoon provides administrative, planning, and logistics support for two to five
geographically separated or centrally located modular ammunition platoons. This platoon operates the unit
supply and provides construction; firefighting; chemical, biological, radiological, and nuclear defense; and
field maintenance support for assigned and geographically collocated platoons. It will collocate with at least
one modular ammunition platoon when deployed. When deployed, the firefighting and field maintenance
sections are often task-organized under and co-locate within the modular ammunition platoons ASPs.
3-154. The CSSB modular ammunition company resupplies the headquarters support company and
monitors the controlled supplied rate for critically managed munitions. The modular ammunition company
provides support to units on an area basis. It receives munitions and maintains theater, corps, and division
stocks, conducts operational-level reconfiguration, and distributes munitions throughout the theater. The
concept of the modular ammunition company permits assignment of modular platoons that are tailored for
specific functions and deployed to support forces or other munitions units as required. The modular
ammunition company support structure provides a flexible munitions distribution system that meets the needs
of the GCC or senior sustainment commander. The modular ammunition company operates ASAs.

MODULAR AMMUNITION PLATOON

3-155. Modular ammunition platoons receive, configure, inspect, manage, issue, ship, and retrograde
munitions stocks using distribution enablers. The modular ammunition platoons normally consist of a platoon
leader, ammunition warrant officer, chief ammunition NCO, ammunition inspectors, ammunition stock
control NCO, and ammunition handlers with associated equipment, and they may operate in conjunction with
other modular ammunition platoons. The unit also performs munitions field maintenance (such as destroy,
pack and crate, band, inventory, and decontaminate ammunition stocks). The modular ammunition platoon—
⚫ Prepares and maintains ammunition records and reports.
⚫ Operates the communications net.
⚫ Provides the appropriate DMC with transaction and inventory management data.
3-156. Modular ammunition platoons are normally attached to a modular ammunition company but may be
directly attached to a CSSB to provide EAB munitions support. Alternately, platoons may be attached to a
TSC, ESC, sustainment brigade, or an ammunition battalion. Modular ammunition platoons may deploy
separately from their parent company. These platoons may be attached to a sustainment company
headquarters, normally within a CSSB, to provide support to EAB elements.
3-157. A modular ammunition platoon may support a brigade under most conditions. If deployed separately
from the modular ordnance ammunition company, the unit depends upon appropriate elements within the
theater to provide religious, legal, Army Health System, finance, communication, and automation and
electromagnetic warfare support and personnel and administrative services. The unit also depends upon a
company-level headquarters organization for field feeding; supply; construction; firefighting; field
maintenance; chemical, biological, radiological, and nuclear defense; and personnel and administrative
support.
3-158. When operating an ASP, the modular ammunition platoon may also require additional security
elements beyond the ability of the platoon. The number of munitions units and or platoons that will be
committed to any operation should be determined during planning.
3-159. Modular platoons are capable of loading and moving 20-foot containers with an assigned rough
terrain container handler operator, which is required during initial theater opening operations. The modular
ammunition platoon may have either a general or direct support relationship with units operating within their
supported area and must maintain close coordination with all supported units.
3-160. Each platoon consists of two ammunition sections that perform ammunition support functions
including safe receipt, storage, re-warehousing, and combat configuration and issue of munitions using the
5,000-lbs rough terrain forklifts. Each ammunition section is capable of continuous 24-hour operations and
split operations. The ammunition sections —
⚫ Maintain the safety and security of assigned ammunition stockage in accordance with appropriate
Army regulations.

31 January 2023 ATP 4-35 3-23

Chapter 3

⚫ Prepare ammunition for transportation safety requirements prior to movement using packing,
crating, and banding material.
⚫ Assist ammunition inspectors and surveillance personnel in execution of their duties.
⚫ Conduct inventories as required or directed.
⚫ Execute authorized demilitarization and destruction of unserviceable munitions.
⚫ Perform limited field maintenance and decontamination of ammunition stocks.
⚫ Assist in firefighting operations and storage site maintenance.
3-161. Under the munitions modularity concept, only the number of companies and platoons needed to
support the force are deployed. Modular ammunition units have a general support relationship with units
operating within their supported area. Functional ammunition tasks executed through modular ammunition
units include the following:
⚫ Operating ASAs in the JOA.
⚫ Establishing ammunition supply and maintenance procedures consistent with the policies and
directives of the ASCC and the corps.
⚫ Commanding, controlling, and planning ammunition missions.
⚫ Commanding, controlling, and planning retrograde activities.
⚫ Inspecting, processing, and shipping enemy ammunition.
3-162. Modular ammunition platoons are employed within a theater to operate ASAs. The modular
ordnance ammunition platoon provides a storage capacity of the designated level of a theater munitions
stockage policy.
3-163. The ASP is the primary ASA at EAB. The ASP role in distribution management is to receive, store,
configure, issue, and maintain ammunition. It ensures on-hand ammunition is available and ready for loading
on transportation platforms when required to meet distribution timelines. The ASP may be located at any
location within the JOA but should be situated in proximity to critical infrastructure and nodes (such as ports)
to economize and expedite theater distribution (see figure 3-5). The ASP provides support to brigade
ammunition points occupied or operated by organic or designated ammunition teams. ASP stockage levels
and size are based on operations plans, availability of ammunition and facilities, the threat to resupply
operations, and other operational variables. ASP site planning, design, and layout must include careful
consideration of the enemy threat.

3-24 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

Figure 3-5. Layout of an ammunition supply point

3-164. One or more modular ammunition platoons operate each ASP. The size, stocks and workload dictate
the number of ammunition platoons required. During the ASP site selection process, commanders should
focus on locations that minimize the need for engineer support. It should be located near an improved road
network to ensure access by transportation assets. The ASP can expand to five or six square kilometers or
larger, depending on the current tactical situation and mission. ASP stocks are most often stored on the ground
on unimproved surfaces. Units should lay out ASPs so that vehicles can enter and leave any one area without
crossing any of the other areas. Refer to chapter 5 of this publication for protection considerations and for
general tactical site selection. For layout considerations, refer to DA PAM 385-64. An ASP may receive
some or all of its munitions requirements and delivery from a supporting theater ASP. The ASP issues
ammunition in configured loads as appropriate.
3-165. The theater ASP is usually the largest munitions storage facility in the theater. A modular
ammunition company in a sustainment brigade operates the theater ASP. The theater ASP is located near a
POD, with ready access to highway, rail, air, and port facilities for distribution. The ASP receives ammunition
to include theater reserve ammunition. The theater ASP will also receive retrograde ammunition for return
to CONUS or transfer to another theater or JOA.
3-166. The theater ASP requires additional container handling equipment and platforms as it receives 100%
of inbound munitions originating from the POD and stores and retrogrades a majority of containerized
ammunition. A theater ASP will normally maintain a higher initial and final stockage objective than other

31 January 2023 ATP 4-35 3-25

Chapter 3

ASPs. A theater ASP may be located inside a logistics support area and will normally stock high tonnage,
low-density munitions such as those used by air defense artillery units.
3-167. During initial entry, the theater ASP may reconfigure sustainment loads into combat or mission
configured loads for distribution. A mission configured load is an ammunition load configured to support
specific mission requirements across task forces or organizations. In a mature theater, the theater ASP
may distribute a majority of sustainment loads to forward ASPs for reconfiguration in order to economize
resources and speed forward shipments. Munitions and transportation personnel must efficiently manage
containers received at the theater ASP. Refer to ATP 4-12 for more information.

MAINTENANCE
3-168. Modular ammunition companies or platoons in an ASA perform field maintenance on ammunition.
Field maintenance focuses on preventing deterioration of ammunition due to rough handling and exposure.
It returns unserviceable ammunition that is not suitable for issue to a serviceable condition. ASAs perform
field maintenance operations to maintain stocks in an acceptable serviceable state for immediate issue and
use. Maintenance activities performed at field level include—
⚫ Cleaning, drying, and protection of individual items and packing material.
⚫ Spot painting and re-stenciling.
⚫ Removing rust and corrosion.
⚫ Painting and stenciling of ammunition items, including containers.
⚫ Repairing and fabricating boxes, containers, and crates.
⚫ Submitting ammunition condition reports.
⚫ Replacing readily removable external parts and components such as, but not limited to, fuses of
artillery and mortar ammunition, grommets, nose plugs, and humidity indicator housing cards.
⚫ Return of munitions inspection.
⚫ Receipt inspection.
⚫ Pre-issue inspection.
⚫ Inspection of packaging and loading during the shipment (retrograde) process.
⚫ Certifying ammunition residue as explosive free.
⚫ Periodic inspections.
⚫ Assigning local lot numbers for small arms ammunition.
⚫ Determining and assigning condition codes.
⚫ Checking for suspension or restrictions on all ammunition assigned to brigade.
⚫ Maintaining depot ammunition surveillance cards on locally stored or managed ammunition.
3-169. ATHP personnel perform field maintenance during the distribution and redistribution process.
Munitions field maintenance includes ammunition surveillance activities associated with this level. ATHP
personnel perform field maintenance operations to maintain stocks in an acceptable serviceable state for
immediate issue and use. The same maintenance tasks identified in the ASP apply to the ATHP.
3-170. Inspection and maintenance are joint efforts performed under the direction of QASAS, military
occupational specialty code 890A warrant officers, 89B NCOs (advanced leader course graduates), and
trained attached civilian personnel. Military inspectors and ammunition technicians will perform QASAS
duties associated with ammunition inspection and field maintenance when the QASAS are not available. The
commander must approve maintenance operations without a QASAS present.

AMMUNITION SURVEILLANCE OPERATIONS

3-171. The ammunition surveillance program is the most critical aspect of ammunition management. The
Army surveillance program ensures that the ammunition stockpile is safe to use and store and will function
as designed. Trained and certified inspectors continuously conduct ammunition surveillance operations
during the maintenance and redistribution process. Munitions handlers conduct ammunition surveillance
operations throughout all strategic roles. The program identifies items for timely maintenance, disposal,
priority of issue, and restricted use. The ammunition surveillance inspection program is structured to ensure

3-26 ATP 4-35 31 January 2023

Munitions Operations at Echelons above Brigade

that materiel in the stockpile meets established explosives safety and serviceability criteria and is properly
classified. Trained and certified personnel conduct inspections using statistical sampling techniques and
procedures.
3-172. QASAS control the ammunition surveillance activities. A QASAS inspects and classifies munitions
and its components during movement, storage, and facilities and maintenance operations. A certified
ammunition warrant officer, 89B NCO (staff sergeant or above), trained attached civilian wage grade or
contracted ammunition inspector, or a QASAS, visually inspects all opened ammunition, and determines the
serviceability of both the ammunition and its containers. In addition, inspectors must check for compatibility
and ammunition in a hazardous condition. For further discussion of ammunition surveillance operations,
functions, inspections, standards, records, and reports refer to DA PAM 742-1.
3-173. The ammunition inspector in the ATHP is responsible for inspecting the quality and serviceability
of all munitions items. This NCO will work closely with QASAS personnel to ensure that ammunition lot
numbers are not suspended. Issuing facilities recall suspended ammunition lot numbers and issue serviceable
ammunition in its place. This NCO is also responsible for the coordination with EOD personnel to
demilitarize unserviceable munitions. Ammunition inspectors are also responsible for dispositions of CEA
and captured enemy weapons. In the event the unit acquires CEA or enemy weapons, the ammunition
inspector works closely with logistics assistance representatives to process them.

ORDNANCE BATTALION, AMMUNITION, WARTIME HOST-

NATION SUPPORT (WHNS)
Ordnance Battalion, Ammunition, Wartime
3-174. The role of the ordnance battalion, ammunition, Host-Nation Support (WHNS)
wartime host-nation support is to provide command and
• Role: Provides command and control for
control and staff planning for up to nine ordnance assigned ammunition companies.
companies (ammunition) involved in the coordination and
management of U.S.-owned class V stocks being received, • Capability: Provides technical direction over
mission operations of subordinate units.
stored, and issued by host-nation ammunition units.
• Parent: Material Support Command – Korea.
3-175. For wartime host-nation support, oversight of
• Command Relationship: Assigned.
munitions operations conducted by a host-nation will be
the responsibility of the headquarters in which the • Support Relationship: General Support.
operation occurs. The size and makeup of the munitions • Span of Operations: Corps or Theater
elements will be determined during the planning phase of • Span of Operations: Corps or Theater rear
the operation. The corps, TSC, or ESC may maintain boundary to the BSA.
control of the munitions element directly or via a
sustainment brigade depending on mission variables. This unit provides operational control over U.S.-owned
stocks received, stored, and issued by host-nation units to U.S. units.

ORDNANCE COMPANY, AMMUNITION, WARTIME HOST-NATION

SUPPORT
3-176. The role of the ordnance company, ammunition, wartime host-nation support is to provide
operational control over U. S.-owned ammunition stocks being received, stored, warehoused, and issued by
host-nation ammunition units to U.S. forces combat units.
3-177. For wartime host-nation support, oversight of munitions operations conducted by a host nation will
be the responsibility of the headquarters in which the operation occurs. The size and makeup of the munitions
elements will be determined during the planning phase of the operation. The corps, TSC, or ESC may

31 January 2023 ATP 4-35 3-27

Chapter 3

maintain control of the munitions element directly or via a

Ordnance Company, Ammunition, Wartime
sustainment brigade depending on mission variables. Host-Nation Support
• Role: Provides modular ammunition support
on an area basis.
• Capability: Unit provides necessary
expertise required to perform stock
accountability, stock status reporting, and
quality assurance or quality control
functions for U.S. owned ammunition stocks
being received, stored, warehoused, and
issued by host nation ammunition units.
• Parent: Ordnance Battalion, Ammunition,
Wartime Host-Nation Support or CSSB.
• Command Relationship: Attached.
• Support Relationship: General Support.
• Span of Operations: Corps or Theater rear
boundary.

3-28 ATP 4-35 31 January 2023

Chapter 4
Brigade and Below Munitions Operations

The safe, secure, and rapid distribution of military munitions is a critical element of
the munition distribution management and materiel management processes. Munitions
distribution is executed using multimodal government and contractor-owned
transportation. Munitions distribution in a theater of operations begins with
understanding the munitions support requirement. Based on the requirement,
commanders ensure adequate materiel and distribution capability are in place.
Munitions distribution operations expand or contract as determined by the tactical
situation.

BRIGADE COMBAT TEAM AMMUNITION RESPONSIBILITIES

4-1. BCTs are versatile modular organizations with inherent capabilities that make them effective in any
environment. There are three types of BCTs: armored, infantry, and Stryker. BCTs maneuver against, close
with, and destroy enemy forces. BCTs have organic combined arms capabilities including battalion-sized
maneuver, field artillery, reconnaissance, and sustainment units.
4-2. A BCT has organic capabilities across the warfighting functions. These capabilities are scalable to
meet mission requirements. BCTs can operate independently for up to three days depending on the mission.
4-3. All three types of BCTs have companies that support brigade operations. The types and quantities of
these companies are the same for each BCT, but the exact composition and capabilities of the supporting
companies will differ based on the type of BCT. All BCTs have a distribution company and six forward
support companies.
4-4. The BCT S-3 has many responsibilities that require coordination with other staff sections and
supported units. Brigade S-3 ammunition responsibilities include—
⚫ Determining brigade ammunition requirements and priorities based on input from subordinate
battalions and knowledge of upcoming tactical operations. A master gunner may assist with this.
⚫ Determining the consolidated brigade RSRs in coordination with the fire support officer and
submitting it to the brigade S-4.
⚫ Determining the location of main supply routes and logistics support areas with support from the
S-4 and engineer officer.
4-5. At brigade level and below, the fire support officer serves as a special staff officer for fires and directly
coordinates with the S-3. The fire support officer advises the supported commander or assists the senior fires
officer with the organization of fires functions and fire support. The fire support officer's munitions-specific
responsibilities include—
⚫ Determining field artillery ammunition requirements.
⚫ Coordinating field artillery asset rearming and ammunition re-allocation.
4-6. The S-4 is the logistics planner and coordinating staff officer for sustainment operations and provides
staff oversight for supply and transportation.
4-7. The duties of the S-4 include—
⚫ Developing logistics plans to support operations and preparing support annexes.
⚫ Coordinating with the supporting FSC and BSB on current and future support requirements and
capabilities.
⚫ Coordinating for all classes of supply.

31 January 2023 ATP 4-35 4-1

Chapter 4

⚫ Designating supply routes and locations of logistical elements (in coordination with the S-3 and
FSC commander).
4-8. Specific brigade S-4 responsibilities regarding ammunition include—
⚫ Coordinating an issuing schedule with the BSB SPO section.
⚫ Consolidating and forwarding daily ammunition requirements and expenditures to the BSB SPO
and brigade or battalion ammunition officer (BAO).
⚫ Providing a unit issue priority list and forwarding the consolidated unit ammunition requirements
to the BSB SPO and BAO.
⚫ Providing subordinate battalion S-4s with their allocations of the brigade CSR and supporting
proper accountability of ammunition in subordinate units.
4-9. The property book officer serves as a coordinating staff officer under the brigade S-4 and is integral to
munitions accountability. The property book officer's ammunition duties and responsibilities include—
⚫ Generating issue or turn-in document numbers for combat loads.
⚫ Monitoring subordinate unit authoritative property system of record ammunition accounts.
⚫ Posting or approving postings of ammunition to the property book using Global Combat Support
System-Army (GCSS-Army).

SUPPORTED BATTALION AMMUNITION RESPONSIBILITIES

4-10. The supported battalion S-3 ammunition responsibilities include—
⚫ Operating the battalion TAMIS account and establishing ammunition combat loads for
subordinate units.
⚫ Monitoring ammunition utilization and expenditure reports from subordinate units and those
generated by the battalion S-4.
⚫ Managing and reporting training ammunition allocations for the battalion.
⚫ Submitting ammunition requirements and reports to the brigade headquarters (in conjunction with
the battalion S-4).
4-11. The fire support officer serves as a special staff officer for fires and directly coordinates with the S-3.
When assigned, master gunners assist the S-3 in forecasting ammunition, ranges, and training aids.
4-12. The S-4 focuses on internal requirements, munitions functions, and generates the internal logistics
status report. The S-4 determines the battalion munitions requirements and coordinates the procurement and
warehousing of munitions and equipment.
4-13. The battalion S-4 requests munitions based on consolidated user requirements needed to support
tactical operations. Companies forward requirements in a logistics status to the battalion S-4. The logistics
status report should include on-hand quantities, critical shortages, and forecasted changes in munitions
requirements based on command guidance. The battalion S-4 consolidates the battalion munitions
requirements and submits them to the brigade S-4 within authorized quantities (the CSR), if established.
Specific battalion S-4 ammunition responsibilities include—
⚫ Providing oversight accountability for ammunition load munitions at the company level.
⚫ Recommending cross-leveling of subordinate company ammunition as necessary.
⚫ Requesting combat load and resupply and validating or determining resupply requests as routine
or emergency.
⚫ Authenticating all subordinate unit issue requests and verifying that they do not exceed a unit's
authorization or available quantities.

SUPPORTED COMPANY AND BELOW AMMUNITION RESPONSIBILITIES

4-14. Company and below level munitions manager responsibilities include—
⚫ Overseeing ammunition combat loads for organic and attached units.

4-2 ATP 4-35 31 January 2023

Brigade and Below Munitions Operations

⚫ Ensuring each Soldier associated with ammunition management is completely knowledgeable in

publications, security, storage, and transportation of ammunition and all actions concerning
ammunition management.
⚫ Conducting all necessary actions in accordance with servicing ASA, and SOPs for drawing and
returning ammunition and residue.
⚫ Ensuring munitions forecasts are validated to be realistic, feasible and timely.
⚫ Ensuring that all issued munitions are used properly.
⚫ Ensuring that remaining munitions or their returnable remnants turned-in upon completion of
operations or when no longer needed.
⚫ Ensuring that training ammunition issues and turn-ins are properly reconciled.
⚫ Forecasting and submitting ammunition requests and expenditure reports to their servicing
battalion headquarters.
4-15. Responsibilities of the company supply section, supply sergeant, supply officer, or appointed
designated representative of the company include—
⚫ Using GCSS-Army to account for ammunition combat loads.
⚫ Ensuring proper accountability and physical security of all munitions in accordance with
applicable regulations, policies, and procedures.
⚫ Coordinating pick-up and turn-in dates with servicing ASA as required.

SECURITY FORCE ASSISTANCE BRIGADE AMMUNITION

RESPONSIBILITIES
4-16. Security force assistance brigades provide advisors to conduct worldwide security force assistance at
the operational and tactical levels to develop the capacity and capability of foreign security forces and their
supporting institutions in support of theater security cooperation objectives. The security force assistance
brigade is significantly smaller than a BCT.
4-17. Each security force assistance battalion in the brigade has an ammunition warrant officer and NCO
that serve as ammunition logistics advisors to the partner nation security forces. The ammunition logistics
advisors manage the team’s ammunition and advise partner security forces on matters including ammunition
accountability, compatibility, net explosive weight criteria, explosives site certification process, managing
funds, and processing external support requests. The ammunition logistics advisor performs the following
internal functions:
⚫ Advises the team leader on ammunition operations, transportation, and explosives safety
standards.
⚫ Collects, processes, and coordinates for team ammunition support through the next higher
headquarters.
⚫ Conducts periodic and routine inventories of operational loads maintained by the team.
⚫ Provides input for training evaluations.
4-18. The ammunition logistics advisor performs the following external functions:
⚫ Advises partner security forces on logistics, specifically ammunition transport and explosives
safety hazards.
⚫ Advises the partner nation counterparts on tracking and monitoring contract deliveries.
⚫ Adheres to the principles of cross-cultural communication, problem solving, and conflict
resolution.
⚫ Supports the partner nation counterparts with capabilities as operational and mission variables
allow.
4-19. For more details and information on the security force assistance brigade, see ATP 3-96.1.

31 January 2023 ATP 4-35 4-3

Chapter 4

BRIGADE SUPPORT BATTALION

4-20. The BSB is organic to the BCT and some support brigades. It provides supply, maintenance, motor
transport, and medical support to the supported BCT or brigade. It is tailored to support the brigade to which
it is assigned. The BSB provides command and control, administrative, and logistics support for all organic
and attached units. Figure 4-1 depicts the BSB organizational structure.

Figure 4-1. Brigade support battalion

4-21. BSBs provide distribution platforms that enable the brigades to conduct sustained operations for a
finite period. BSBs plan and execute replenishment operations in support of BCT battles and engagements.
Replenishment operations are deliberate, time-sensitive operations conducted to replenish FSCs with
essential supplies, such as munitions. The sustainment brigade can provide logistics capability that is not
organic to the BSB (such as water purification and bulk fuel) or provide additional capacity (such as
additional transportation) to support the BSB.
4-22. The distribution company transportation platoon provides transportation support to the brigade and
supply distribution to the FSC. The transportation platoon headquarters provides leadership, supervision and
technical guidance to tactical truck squads performing motor transport operations to brigade units. The
transportation platoon executes missions when ordered by the company or BSB. ATP 4-11 has more detailed
information on transportation operations.
4-23. When the supported brigade's requirements exceed BSB capability, immediate coordination must
occur between the BSB commander and staff, BCT commander and staff, and the supporting sustainment
brigade. The BSB may require additional capability for various reasons including increase in supported
population, scope of mission, or equipment density due to expanded BCT task organization.

BRIGADE SUPPORT BATTALION SPO

4-24. The BSB SPO is the principal staff officer responsible for synchronizing BSB distribution operations
for units assigned or attached to the brigade. The BSB SPO applies BSB capabilities against brigade
requirements.
4-25. The BSB SPO staff plans and coordinates orders published by the S-3 for execution by all subordinate
BSB units, including the FSC, during the performance of current operations and brigade support operations.
These orders can include a synchronization matrix outlining the plan for execution. This enables the BCT
S-4 and all subordinate BSB units to be aware of the brigade support plan.
4-26. In the BCTs, the BSB SPO staff includes an ammunition warrant officer, ammunition logistics NCO,
and an ammunition inspector NCO. In the combat aviation brigade and field artillery brigade units, the BSB
SPO staff includes an ammunition officer, ammunition logistics NCO, and an ammunition inspector NCO.
These individuals coordinate with the transportation branch office, which consists of a transportation officer,
operation NCO's and movement control NCO's. Together these branches coordinate the distribution of
munitions for their supported units.

4-4 ATP 4-35 31 January 2023

Brigade and Below Munitions Operations

4-27. The BSB SPO will array additional capabilities and integrate them with the BSB capabilities. In a
general support relationship, the DSSB SPO and the BSB SPO together ensure all supporting and supported
units have a complete understanding of the additional capability and the established support and command
relationships.
4-28. The BSB SPO communicates requirements to the sustainment brigade SPO. The BSB SPO provides
the type, scope, and projected timeline of the support required to the sustainment brigade; the sustainment
brigade determines how to provide support. A CSSB tasked with support of a BSB coordinates support and
synchronizes distribution through each unit's respective SPO staff.
4-29. The BSB SPO section is responsible for planning, monitoring, and reporting on-hand munitions
stockage levels, storage, security, and risk management of the BSA ammunition transfer point. The
ammunition section in the BSB’s distribution company works closely with the SPO section to understand
and support operational requirements. Other responsibilities include, but are not limited to—
⚫ Developing the concept of support and the distribution of munitions logistics package plan.
⚫ Coordinating external support requirements with the BCT S-4, division G-4, and supporting
sustainment brigade.
⚫ Planning, preparing, and overseeing munitions support during BSB operations within the BCT
area of operation.
⚫ Maintaining a COP for munitions within each formation and throughout the BCT to ensure timely
delivery of required support.
⚫ Coordinating munitions support for all units assigned or attached to the BCT.
⚫ Advising the BCT commander for aerial delivery munitions support.
⚫ Updating the BSB munitions logistics status reports.
⚫ Planning and monitoring RSRs and adjusting to meet support requirements.
⚫ Performing logistics preparation of the battlefield and advising the commander on the relationship
of support requirements.
4-30. The BSB SPO manages munitions for the brigade, provides staff supervision to the distribution
company's ammunition section, and provides technical assistance and advice on munitions management to
brigade units. The SPO maintains records of munitions allocations, receipts, and expenditures for brigade
units. The ammunition officer in the SPO also functions as the BAO.
4-31. The BAO is assigned to the BSB's SPO section and manages the munitions staff cell. This officer is
responsible for consolidating munitions requirements and coordinating resupply operations for the brigade
and attached units. The BAO provides mission guidance and communicates priorities to the distribution
company ammunition section. The BAO's mission is to—
⚫ Assist the SPO in preparing plans and procedures for ammunition operations.
⚫ Manage brigade ammunition operations.
⚫ Maintain liaison with the ASAs supporting the brigade and with ammunition staff officers at the
sustainment brigade, ESC, or TSC.
4-32. The BAO oversees the BSB distribution company ammunition section operations. BAO daily
operations include monitoring and coordinating the cross-leveling of stocks and monitoring supply status
data and accountability. The BAO provides technical assistance and monitors ammunition surveillance
operations and validates ammunition requests.
4-33. The BAO provides input on the proper positioning of the ammunition transfer point to support
maneuver elements of the BCT effectively, consistent with the current operational situation. The BAO should
also provide input to planning development, specifically to those sections or annexes that identify munitions
support to maneuver elements.
4-34. The BAO establishes a SAAS account for the brigade. SAAS allows the BAO to manage brigade or
task force organization, produce and manage reports, compute and maintain ammunition requirements during
operations, and submit electronic directives to a SAAS located in the ASP, ATHP, or MATP. The BAO uses
SAAS to account for all ammunition and to process all ammunition transactions.

31 January 2023 ATP 4-35 4-5

Chapter 4

4-35. The ammunition logistics NCO is the principal enlisted assistant to the BAO. The ammunition logistics
NCO performs duties as assigned consistent with the responsibilities of the BSB SPO ammunition office and
can be designated to act on behalf of the BAO in the BAO’s absence. Additional responsibilities for the
ammunition NCO may include—
⚫ Developing an operational SOP for section operations.
⚫ Providing technical assistance, coordination, and advice on ATHP or MATP operations and
ensuring operations comply with SOPs.
⚫ Monitoring munitions flow into and out of the ATHP or MATP and coordinating with
transportation elements.
⚫ Establishing primary and back-up communication linkages.
⚫ Coordinating munitions receipt and handling at the POD.
4-36. The ammunition inspector NCO is an enlisted assistant to the BAO. The ammunition inspector NCO
performs duties assigned consistent with the responsibilities of the BSB SPO ammunition office, and can be
designated to assist task-organized units such as FSCs in procedures of ammunition surveillance, unit-level
inventory, maintenance, and disposition. Additional responsibilities for the ammunition NCO may include:
⚫ Assisting in the development of an operational SOP for section operations.
⚫ Monitoring unit ammunition accounts and providing assistance when warranted.
⚫ Liaising in coordination efforts for ammunition transfer.
⚫ Developing and maintaining running estimates.
⚫ Assisting the BAO in constructing projects designed to create new capabilities or efficiencies.
4-37. For more details on BSB SPO responsibilities, see ATP 4-90 and FM 3-96.

DISTRIBUTION COMPANY
4-38. The BSB distribution company is the primary supply and transportation hub of the BCT, and it
manages the distribution of munitions to the brigade. It contains an ammunition section that is responsible
for facilitating the transfer and temporary retention of munitions from the supporting ASA to units assigned
to the brigade. Figure 4-2 depicts the organization of the BSB distribution company.

Figure 4-2. Distribution company general configuration

4-6 ATP 4-35 31 January 2023

Brigade and Below Munitions Operations

4-39. The role of the BSB distribution company is to

plan, direct, and supervise supply and transportation
BSB Distribution Company
distribution to the brigade. The company provides
distribution capability for munitions operations. It • Role: The BSB distribution company plans,
directs, and supervises supply distribution in
maintains visibility of the distribution network within
support to a brigade combat team or
their area of operations, synchronizing the flow of multifunctional brigade.
throughput into the brigade area of operations. The
• Capability: The distribution company
BSB distribution company executes a combination of
manages the distribution of supplies to the
supply and transportation functions to accomplish brigade and provides distribution capability for
supply replenishment supporting defensive operations. class I, II, III, IV, V, and IX.
The distribution company executes anticipatory
• Parent: Brigade support battalion.
replenishment in accordance with the concept of
support. • Command relationship: Organic to a BSB.
• Support relationship: Direct support to the
4-40. The BSB distribution company includes a BCT.
transportation platoon and a supply platoon. The
• Span of operations: Brigade combat team
distribution company ammunition section provides area of operations.
munitions support as the transfer agent to units assigned
to or operating in the brigade area of operations. It
conducts daily receipt, storage, and issue of munitions for the brigade. The distribution company is located
in the brigade support area and operates throughout the supported brigade area. Figure 4-3 provides a notional
battlefield array for the BSB.
4-41. The role of the supply platoon ammunition section in the distribution company is to provide receipt,
reconfiguration, and temporary retention or storage, retrograde, shipment and issuance of ammunition for
units assigned or attached to the brigade.

Figure 4-3. Notional battlefield array of a brigade support battalion

4-42. The BSB distribution company commander and key leaders must continuously conduct distribution
management to integrate supplies with available transportation assets and control movement according to the
distribution plan.
4-43. The BSB commander sets priorities of support for the distribution company based on the concept of
operations. When requirements exceed the capability of the distribution company, aerial delivery or supply

31 January 2023 ATP 4-35 4-7

Chapter 4

point distribution may be required to ensure timely delivery of supplies. For additional information about the
distribution company, see ATP 4-90.

AMMUNITION SECTION
4-44. An ammunition section is organic to the supply platoon of the BSBs distribution company. The
ammunition section stores and supplies ammunition for the brigade. The ammunition section chief manages
the assigned personnel and equipment. When operating outside the brigade support area, the ammunition
section may require additional security elements.
4-45. The ammunition section operates either an ATHP or MATP. The BSBs of Stryker, infantry, and
armored BCTs, as well as multidomain task forces, receive ammunition support through the MATP. The
ammunition section supporting the MATP consists of multiple lift teams equipped with dedicated MHE. This
permits increased flexibility for the BSB to surge lift capabilities forward to transload class V quickly to the
supported units. Other types of multifunctional brigades, including combat aviation brigades and field
artillery brigades, receive ammunition support through an ATHP. Table 4-1 displays several key differences
between the ATHP and MATP.
4-46. These sections are equipped with a computer to access SAAS via the web. Ammunition transactional
data is made available to the supporting theater DMC, which provides EAB elements visibility of what the
brigade has received, has on-hand, and facilitates the anticipatory logistics process.
Table 4-1. Key differences between the ATHP and MATP
Ammunition Transfer Holding Point Modular Ammunition Transfer Point
(ATHP) (MATP)
Other functional and multifunctional
Units Supported ABCT, IBCT, SBCT, MDTF
brigades (aviation, field artillery)
Section Chief
Ammunition warrant officer Ammunition Teams:
Structure Section chief x2 for IBCT and MDTF
Ammunition section x3 for SBCT and ABCT
(tailored to expected workload)
Primary:
Ammunition throughput and visibility,
mobile ammunition support operations.
Ammunition storage and accountability, Fast-moving, often with section
ASA area-based supply point distribution performing split operations in two or more
Mission Focus for customer support. locations.
Normally operating in one location adjacent
to or nearby the brigade support area.
Secondary:
Ammunition storage and accountability,
ASA-type customer support.
Ammunition team design matches EAB
ammunition unit design facilitating
Modularity Not applicable requests for augmented support in
standard units (team, section, platoon)
when needed.
ABCT armored brigade combat team IBCT infantry brigade combat team
ASA ammunition support activity MDTF multidomain task force
EAB echelons above brigade SBCT Stryker brigade combat team

4-8 ATP 4-35 31 January 2023

Brigade and Below Munitions Operations

Ammunition Transfer Holding Point.

4-47. Under most circumstances, the ATHP is a temporary operation conducted adjacent to the brigade
support area to facilitate the receipt, storage, and issue of ammunition to the supported brigade (see figure
4-4). Commanders accomplish this task at the ATHP with the 890A ammunition warrant officer assigned to
the distribution company ammunition section serving as an accountable officer.
4-48. The ammunition section for an ATHP also consists of an ammunition section chief, ammunition
handlers with associated equipment, and two stock control and accounting specialists. It provides munitions
support to its brigade and may independently deploy the section to establish an ATHP. A layout of a typical
ATHP is shown in figure 4-5 on page 4-10.

Figure 4-4. Brigade support battalion, distribution company, supply platoon for ammunition
transfer holding point operations

31 January 2023 ATP 4-35 4-9

Chapter 4

Figure 4-5. Notional layout of an ammunition transfer holding point

Modular Ammunition Transfer Point

4-49. The ammunition section for the MATP provides the BCT commander with the ability to scale, tailor,
and surge class V capability and capacity required to sustain combat power during large-scale combat
operations across a widely dispersed area of operations. The section has an ammunition section chief, but it
is divided into optimized ammunition teams consisting of a team chief, four ammunition handlers, and their
associated equipment. Each squad in the ammunition section can establish limited duration split-based MATP
operations. This enables the company to facilitate the transfer of ammunition with supply point and unit
distribution methods concurrently at multiple locations. The ammunition section for a MATP is depicted in
figure 4-6.
4-50. The ammunition section for the MATP is comprised solely of ammunition handling specialists. The
two ammunition stock control and accounting specialists of the ATHP section were moved to the distribution
company’s supply platoon headquarters to focus on class V visibility and throughput.
4-51. There are two types of ammunition teams for the MATP – the standard and the heavy lift section. The
only difference between the ammunition and heavy-lift teams is in their MHE. The ammunition teams are
authorized a 5,000-pound capacity forklift; the heavy-lift team are authorized a 10,000-pound capacity
forklift. The ammunition sections for both armored and Stryker BCTs have two ammunition teams and one
heavy-lift team. The infantry BCT has one ammunition team and one heavy-lift team.

4-10 ATP 4-35 31 January 2023

Brigade and Below Munitions Operations

Figure 4-6. Brigade support battalion, distribution company, supply platoon for modular
ammunition transfer point operations.

4-52. The MATP should not be seen as a storage facility for the BCT. The MATP is designed to enable the
section to transload munitions from EAB transportation assets, providing limited load configuration based
on operational requirements or suspensions, and temporarily holding ammunition for forward support
companies. A pair of MATP layouts are depicted in figure 4-7 on page 4-12.

31 January 2023 ATP 4-35 4-11

Chapter 4

Figure 4-7. Alternative layouts for a hasty modular ammunition transfer point.

ATHP and MATP Operations

4-53. Munitions personnel establish accountability or visibility of the ammunition when it arrives at the
ATHP or MATP. Munitions personnel enter the munitions into SAAS if the munitions are stored. The section
must manually account for the munitions during periods of disrupted communications or if they arrive at the
MATP location for immediate transfer. The section inventories and signs for the shipment. ATHPs receive
ammunition from ASPs. The ASP normally delivers ammunition to the ATHPs or MATPs on flat racks using
a load handling system or trucks with trailers. Both types of ammunition transfer points may receive a portion
of their munitions from echeloned ASPs and a portion as configured items from the theater ASP. Once in the
ATHP or a MATP, munitions personnel issue the ammunition in single DODIC sets or configured loads as
required.
4-54. The ammunition section can distribute ammunition to the units in two ways. The primary method is
unit distribution. The ATHP or MATP pushes ammunition to the FSC using the BSB distribution company.
Aerial delivery can also be used for unit distribution. Alternatively, supply point distribution can be used.
This method entails the FSC picking up ammunition from the ATHP or a MATP using distribution platoons.
The FSC distribution platoon conducts munition resupply to their supported units. The requesting unit

4-12 ATP 4-35 31 January 2023

Brigade and Below Munitions Operations

submits the request through the battalion S-4 or designated representative for approval. The BAO confirms
the request prior to issue.
4-55. FSCs arrive at the ATHP or a MATP to pick up ammunition, drop off empty or partially empty
ammunition flat racks, and receive fully loaded flat racks. Ammunition section personnel assist the FSC
loading the ammunition. The ammunition section reconfigures loads to meet mission requirements on a
limited basis only. Munitions personnel issue flat racks as shipped. The section may consolidate ammunition
on partly empty flat racks with returned ammunition aboard to make full loads for issue within the brigade.
If the FSC has a heavy expanded mobility tactical truck load handling system in their distribution platoon,
they can enter the ATHP and pick up the appropriate rack. Some ammunition loads configured at the ASP
exceed the capability of the FSC's organic load handling systems. Section personnel ensure that configured
loads destined for further transportation by the FSC do not exceed their capabilities to distribute.
4-56. Mission variables determine coordination on the location, amount, and type of ammunition received at
the ATHP or a MATP. The brigade S-3, S-4, and sustainment staff's requirements determine the amount of
ammunition sent to an ASP. Ammunition section personnel will interrogate radio frequency tags of arriving
load handling system shipments to gain immediate visibility of the shipment and destination. The BAO
notifies the section of a pending resupply mission and identifies the required type of ammunition load and
quantity. The BSB tasks a FSC to move munitions and dispatches a load-handling system to the ATHP or
MATP. FSCs drop loaded load-handling system flat racks at a designated logistics release point. Close
coordination with supported units is required to establish the location and time of delivery. Using units
assume accountability upon receipt and use their organic personnel and equipment assets to re-arm. The BAO
determines if on-hand stocks in the ATHP or MATP are sufficient to meet requirements or if munitions from
an EAB support activity will be required.
4-57. The ammunition section chief reports all issues and turn-ins to the BSB SPO section. Transportation
assets used to deliver ammunition resupply pick up the unit returns and deliver them for immediate
retrograde. When time and equipment permit, the supply platoon representative will attach radio frequency
tags to the retrograde shipments. The movement tracking system tracks the ammunition vehicle returns as
they are retrograded. The movement tracking system provides the ability to redirect the shipment if needed.
The ammunition section maintains the ammunition stocks it can transport. The BAO is responsible for
coordinating cross-leveling activities within the brigade and coordinating with the sustainment brigade for
ammunition resupply activities. If required, ammunition can be prepared for aerial delivery directly into the
area of operations using throughput distribution. Weapon system crews will be responsible for conducting
self-trans-loading from the ground to the weapon system.
4-58. The ATHP or MATP personnel establish munitions accountability through the SAAS upon arrival at
the ATHP. The section inventories and signs for the shipment. The accountable officer's representative
receipts the ammunition in the SAAS. The ATHP or MATP holds segregated battalion munitions until called
forward. Munitions personnel inspect munitions periodically to ensure serviceability and safe storage.
Munitions personnel should use the safety guidance in DA PAM 385-64.
4-59. Before the ATHP or MATP personnel issue ammunition to a unit, the BAO validates the requirements
and notifies the ammunition section onsite. Once the ATHP or MATP personnel issue ammunition to an
FSC, the FSC assumes responsibility and uses its transportation assets to move the ammunition forward. The
unit should present all request for issue documents through TAMIS on an electronic DA Form 581 (Request
for Issue and Turn-In of Ammunition) if automation is available.
4-60. Ammunition may also be issued against a unit document from an EAB ASA and temporarily retained
at the BSB ATHP until it is deemed appropriate to transfer munitions to the supported unit.
4-61. For further discussion of munitions storage area planning to include site selection, safety, compatibility
groups and quantity distance factors, unserviceable and suspended ammunition, CEA, and salvage and
ammunition packing storage, refer to ATP 4-35.1 and DA PAM 385-64.

ATHP and MATP Displacement

4-62. The BSB organizes convoy support and security for movement of the ATHP and MATP. Movement
operations depend on the tactical requirement for uninterrupted munitions support. If continued support to
the brigade is required, the BAO establishes an advanced element at the new site and coordinates the arrival

31 January 2023 ATP 4-35 4-13

Chapter 4

of MHE, personnel, and munitions. EAB munitions support structure begins shipment to the new site as
required. The BAO and supply platoon ammunition section establish operations and relocate all required
equipment, personnel, and stocks after arriving at the new site.
4-63. The ammunition section relocates in unison with the movement of its assigned brigade. The
ammunition section provides dedicated support to users as far forward as possible. Despite the similarities
between the ATHP and MATP design, the distinction in logistics operations may lie in the distance of the
supported brigade from the forward line of troops (FLOT). Generally, the proximity of support elements to
the FLOT warrants increased mobility. In large-scale combat operations, commanders must consider whether
to reduce the logistical tail to retain its ability to mobilize on demand.
4-64. In a stability operation or defense support to civil authorities operation, there may be little or no
requirement for movement. A stability operation is an operation conducted outside the U.S. in coordination
with other instruments of national power to establish or maintain a secure environment and provide essential
governmental services, emergency infrastructure reconstruction, and humanitarian relief (ADP 3-0). When
required to displace, the ammunition section may require external transportation support to relocate
munitions. Commanders should establish detailed plans to allow for quick, orderly movement under duress
or on demand. During displacement, the BSB SPO and the BAO must communicate with using units and
EAB munitions support structure to ensure there is no disruption in the flow of munitions, evacuation, and
emergency destruction priorities.
4-65. Traditionally, ATHP operations involved the static or mobile positioning of personnel and equipment
to store ammunition in excess of the unit’s organic lift capacity. The distance of multifunctional brigades
(supported by an ATHP) from the FLOT may afford commanders the opportunity for storage of munitions
on the ground. Nevertheless, the OE remains volatile and uncertain, so ammunition sections must be prepared
to request additional lift capability from supporting EAB units.
4-66. In large-scale combat operations, the BSB should be prepared to move frequently. As such, it does not
have enough lift assets to remain mobile while maintaining large stockpiles of ammunition. Forward support
companies should maintain adequate numbers of combat configured loads for emergency resupply within the
combat trains of the battalion they support while their assets located in the field trains receive planned
resupply at the ammunition transfer point.
4-67. As part of a main or supported effort, the MATP section supporting the BCT must avoid creating a
surplus of munitions in its inventory to preclude the storage of munitions on the ground. As the MATP
provides dedicated munitions support as far forward as possible, its ammunition section should be moved in
phases to maintain continuity of support to the maneuver units. For example, one team from the ammunition
section could move as part of an advance element to establish a new site, while the remaining team or teams
move later to establish full operations without disrupting support. Doing this would require the ammunition
transfer point locations to be communicated to —
⚫ Forward support companies so they know where to receive their class V loads.
⚫ The DSB so it knows where to ship class V loads.
⚫ The BCT headquarters for situational awareness.

FORWARD SUPPORT COMPANY

4-68. FSCs are organic to BSBs in BCTs. They are designed to extend the reach of the BSB into the
maneuver area. The brigade commander may attach or place an FSC under the operational control of their
respective supported battalion for a limited duration. An FSC provides logistics in direct support to its specific
supported battalion with dedicated logistics assets organized specifically to meet the battalion's requirements.
4-69. The FSC has a headquarters section, a distribution platoon, and a maintenance platoon as illustrated in
figure 4-8. The distribution platoon consists of a platoon headquarters and four squads that can be task-
organized to distribute munitions. The distribution platoon of the FSC oversees logistics package operations
and manages the distribution of supplies coming from or passing through the FSC in support of its maneuver

4-14 ATP 4-35 31 January 2023

Brigade and Below Munitions Operations

battalion. The distribution platoon conducts

replenishment operations and provides general Forward Support Company
supplies, fuel, and ammunition to its supported • Role: The forward support company provides
battalion. logistics in direct support of a specific
supported battalion.
4-70. The FSC is the forward most unit responsible
for the distribution and supply of ammunition to • Capability: The forward support company
provides field feeding, bulk fuel, general
maneuver units.
supply, ammunition, and field-level
4-71. The key distribution and materiel managers in maintenance in direct support of a supported
the FSC are the commander, executive officer, and battalion.
supervisory NCOs. The FSC commander coordinates • Parent: Brigade support battalion.
with the supported battalion S-4, executive officer • Command Relationship: Organic to a BSB;
and BSB SPO. The S-4 is the logistics planner for the may be attached or operational control to its
battalion and responsible for determining munitions supported battalion for a limited duration.
requirements and creating the battalion's sustainment • Support Relationship: Direct support to its
concept of support. The FSC commander is the specific maneuver battalion; general support
executor of the S-4's plan. The FSC commander to other units in the BCT; general support to
ensures companies conduct munitions operations in others on a limited basis by exception.
accordance with the supported commander's intent. • Span of Control: Brigade combat team area
Figure 4-9 on page 4-16 provides an example of a of operations from the BSA to the forward line
field site of forward support elements in a logistics of troops.
resupply point.

Figure 4-8. Forward support company organization

31 January 2023 ATP 4-35 4-15

Chapter 4

Figure 4-9. Field site of forward support elements in a logistics resupply point

4-72. The combat trains are the central location where a FSC commander can greatly influence the logistics
operations of the company and battalion. Having FSC commanders in the combat trains also allows them to
attend planning sessions and meetings with the battalion S-3, S-4, and executive officer. Under certain
circumstances, the FSC commander may locate in the field trains. In this instance, the battalion headquarters
and headquarters company commands and controls the combat trains. The FSC distribution platoon receives
battalion-configured loads in the combat trains from the field trains. The distribution platoon breaks them
into company-configured loads.
4-73. FSCs provide the BSB commander the ability to prioritize the logistics effort in support of large-scale
operations. FSCs become the vital link from the BSB to the supported battalions and provide the brigade,
battalion, and BSB commanders the greatest flexibility while supporting operations. The FSC provides the
supported commander with dedicated logistics assets organized specifically to meet the battalion's
requirements.
4-74. The following capabilities are provided by the FSC:
⚫ Refueling and rearming support.
⚫ Transportation of all classes of supply.
⚫ Replenishment operations.
4-75. The FSCs resupply combat trains with munitions for further distribution within the maneuver units.
The distribution company in the BSB resupplies the FSC. The FSC delivers and caches combat configured
loads at designated logistics release points. DSSBs and CSSBs may conduct throughput distribution to the
FSC.

4-16 ATP 4-35 31 January 2023

Brigade and Below Munitions Operations

4-76. Materiel managers should prepare tactical logistics packages and push packages containing munitions
during offensive operations. Units accomplish the return of vital distribution assets (such as flat racks and
containers) through retrograde of materiel during delivery of configured loads. This increases the supported
maneuver commander's tactical flexibility and decreases the resupply time.

DISTRIBUTION PLATOON MUNITIONS SECTION

4-77. The distribution platoon in the FSC of a maneuver battalion provides direct transportation support to
include management and distribution of munitions to their supported battalion. The FSC distribution platoon
is responsible for transporting munitions from the BSB distribution company supply platoon ammunition
section to the supported battalion. The FSC commander and distribution platoon leader must closely
coordinate with the maneuver battalion S-3, S-4, and master gunner in order to ensure timely and accurate
munitions distribution.

FORWARD ARMING AND REFUELING POINT

4-78. A FARP is a temporary location, event, or mission that is organized, equipped, and deployed as far
forward or widely dispersed as tactically feasible to provide fuel and ammunition necessary for the
sustainment of aviation maneuver units in combat. A FARP provides fuel and ammunition necessary for the
sustainment of aviation maneuver units during decisive operations. The attack and reconnaissance squadrons
and battalions operate FARPSs. The combat aviation battalion FSC distribution platoon resupplies munitions
for combat aviation battalion aircrafts. Establishing a FARP allows commanders to extend the range of their
aircraft or significantly increase time on station by eliminating the need for aircraft to return to an aviation
unit's central base of operations to refuel and rearm. An aviation battalion FSC is responsible for the resupply
and replenishment of commodities and supplies to the FARP mission.
4-79. Combat aviation battalion commanders employ FARPs in support of aviation operations when the
distance covered or endurance requirements exceed normal capabilities of the aircraft. The combat aviation
battalion commander may employ FARPs during rapid advances when field trains are unable to keep pace.
For more information on FARPs, refer to ATP 3-04.17.

31 January 2023 ATP 4-35 4-17

This page intentionally left blank.
Chapter 5
Safety, Environmental Stewardship, and Protection in
Munitions Operations

Munitions operations have the potential to cause death or injury to personnel,

catastrophic damage to equipment and facilities, and damage to the environment.
Safety, in any operation, is of the utmost concern to Soldiers and a critical requirement
for leaders at all levels. The Army is a national leader in the areas of environmental
and natural resource stewardship. Protection operations during munitions support are
essential to both safety and mission accomplishment.

SAFETY CONSIDERATIONS
5-1. Safety, including risk assessment and accident reporting, is an inherent responsibility of commanders
at all levels. The following discussion provides guidance on both general and munitions-related safety issues.
For more information on general explosives safety, refer to ATP 4-35.1.
5-2. During the planning phase of any operation, safety personnel must conduct a task analysis and safety
evaluation before writing unit SOPs. This allows sufficient time for safety input to ensure that units can
implement operational changes effectively and efficiently. Policy directives, site plans, licenses, and SOPs
are developed and approved per Army command policy. Army commands and unit safety managers serve as
the command point of contact for all safety-related ammunition and explosives actions. They will—
⚫ Initiate development of explosives licenses and explosives safety site plans and coordinate these
with appropriate staff elements (for example, G-3 or S-3, G-4 or S-4, engineering, and logistics
elements), and with sustainment brigade and unit QASAS support personnel.
⚫ Participate in the base planning process as required. Planners should review the base master plan
to ensure that no unit plans construction inside the explosives safety arcs. When construction
unrelated to ammunition operations is required within the explosive safety arcs, safety personnel
update the explosive safety site plans and submit revised explosive licenses to the approval
authority.
⚫ QASAS personnel supporting Army commands, sustainment brigades, and units will provide
technical assistance to safety directors and managers in the development of explosives licenses,
inspections, explosives safety site plans, submissions, and explosives licenses.
5-3. AR 385-10 provides options, based on the acceptance of ever-increasing degrees of risk, to the
commander facing various and fluctuating battlefield hazards. The provisions of AR 385-10 apply in a
recognized war zone, contingency operations area, or an area where hostilities are imminent. The Army
commander can implement these provisions after receiving proper authorities. Several fundamental facts
govern the relaxation of peacetime explosives safety standards during combat and contingency operations,
which require acceptance of added risks. Whenever and wherever possible, ammunition personnel follow the
peacetime explosives safety standards. Implement less restrictive guidance only after assessing the risks of
relaxation against mission-imposed parameters. AR 385-10 provides guidance for site plans, waiver
requirements, and site licensing.
5-4. DA PAM 385-64 establishes munitions and explosives safety standards to protect military personnel,
Army civilian employees, the public, and the environment. The intent is directed at asset preservation to
maintain mission capability. However, reduced levels of protection may impair or delay mission capability
in the event of an explosives accident. Explosives safety quantity-distance standards include asset
preservation distance and minimum separation distance. Where quantity-distance considerations must be
relaxed, preventing propagation and preserving personnel, military equipment, and ammunition should be

31 January 2023 ATP 4-35 5-1

Chapter 5

paramount. In some situations that do not meet the specific requirement, safety personnel can provide
equivalent protection by using protective construction or restructuring the operation. In situations where
safety personnel provide equivalent protection, they must support their solution with approved analysis by
the appropriate level of command. Safety personnel do not consider equivalent protection actions that meet
regulatory requirements as waivers or exemptions.
5-5. At the segregation area, unexpended ammunition is identified and segregated by type and lot number.
After being checked for non-standard or hazardous conditions, the munitions are repacked, palletized, and
stored in accordance with distances outlined in established theaters of operations.
5-6. Ammunition personnel use MHE to store, handle, and move munitions. Examples are forklifts, towing
tractors, cranes, pallet jacks, palletized load system trucks, and conveyors. Forklifts and cranes are the most
common MHE used by ammunition units. Trained operators, supervisors, maintenance, and safety personnel
are key to ensuring a safe MHE operating environment.
5-7. Commanders use the Army risk management process to address tactical situations that fall outside the
provisions of safety regulations. Commanders should identify the hazards associated with the operation,
assess these hazards, develop controls, make a decision based on the analysis, and supervise and evaluate the
operation and controls.
5-8. Munitions handlers must be alert to the danger associated with depleted uranium rounds. Since these
rounds present a potential radiological hazard, proper storage and handling are critical. DA PAM 700-48
identifies added precautions. Ammunition handlers must follow these precautions when handling
ammunition containing depleted uranium or other radioactive commodities.

ENVIRONMENTAL STEWARDSHIP CONSIDERATIONS

5-9. Commanders must follow applicable environment regulations during peacetime operations. In
contingency operations, or when coordinating operations within a host nation or coalition scenario outside
the continental U.S., commanders must promote and inspire a keen awareness of the environment. Many
federal, state, local, and host-nation laws hold commanders legally responsible for environmental damage
caused by inadequate planning or supervision of operations and training. Leaders must comply with
environmental provisions to avoid adverse environmental impacts when planning or executing operations.
Regulations, rules, and guidance for munitions unit leaders are contained in AR 200-1, ATP 3-34.5, and
Federal Register CFR 40.
5-10. The operational commander determines the need for, and environmental impact of, the destruction of
ammunition or other explosives to prevent capture by the enemy.
5-11. If possible, Army forces should repair environmental damage occurring because of enemy actions or
accidents involving munitions. Containment, cleanup, and restoration of the immediate area allows
commanders to use the area for future operations. Commanders must follow guidance in applicable
publications and use environmental risk assessment matrices to assess possible damage. Such assessments
allow leaders to minimize environmental damage while optimizing performance and mission completion.
5-12. Modular ammunition companies are equipped with Army fire fighters and associated equipment for
basic fire prevention, protection, and hazardous material response operations in an ASP.

PROTECTION CONSIDERATIONS
5-13. Munitions are required for protection and commanders must secure munitions in all operations.
Commanders must conduct protection and security procedures deliberately due to the potentially catastrophic
events that may result from improper adherence to protection requirements.
5-14. Munitions unit commanders and personnel must be aware that in any type of conflict, ASAs will be
priority targets for the enemy. ASAs are vulnerable to the entire spectrum of threat weaponry and forces,
including insider threats. ASA site planning, design, and layout must include careful consideration of the
enemy capability to attack it and incorporate all active and passive measures available to minimize the risk
of damage. To ensure operational security for munitions operations, units should include military deception
and anti-terrorism measures in daily activities. This includes munitions transportation operations that should

5-2 ATP 4-35 31 January 2023

Safety, Environmental Stewardship, and Protection in Munitions Operations

consider cargo concealment, dispersal, and the varying of platform (vehicle type, aerial delivery, or ground
haul) routes and timetables for distribution.
5-15. In a combat zone when ASAs or munitions distribution operations do not display fire or chemical
symbol placards due to threat, a map and master list (manifest) describing the location and contents must be
provided to fire-fighters, guards, security forces, and first responders. For more information on operational
security, refer to ADP 3-37.

MUNITIONS PROTECTION REQUIREMENTS

5-16. The Army’s ordnance corps is the proponent for explosives safety. The ordnance corps has established
safety as a fourth core competency. Munitions and explosives safety is a priority consideration for all Soldiers
and leaders. Reducing the probability of and limiting damage caused by unintended initiation of munitions
requires disciplined application of explosive safety procedures and adherence to explosive safety rules
5-17. Ammunition and explosives have identified regulatory requirements for secure handling and storage.
Regulations place ammunition and explosives into four risk categories based on their ease of utility, potential
casualty and damage effect, ease of adaptability and portability, as well as their attractiveness to pilferage by
criminal elements. Representative risk categories for ammunition and explosives and their regulatory
physical security measures are outlined in AR 190-11.
5-18. Certain inert munitions and those munitions devices primarily used for training commonly referred to
as dummy ammunition are sensitive items based on their potential for pilferage, misuse, modification, or
conversion into operational munitions. These munitions must be clearly marked and prevented from being
misidentified, distributed, or retrograded with other munitions. In some instances, commanders class dummy
ammunition category IV and ammunition handlers must treat it as live ammunition. Refer to the item’s
controlled inventory item code per AR 708-1 for guidance. Ammunition planners and handlers should refer
to regulatory guidance for the secure storage and transportation of ammunition and explosives in AR 190-11
and DA PAM 385-64.
5-19. Any materials assigned a controlled inventory item code other than a U or a blank is sensitive,
controlled, or pilferable. Controlled item inventory code U means the item is non-sensitive in nature. The
Army assigns associated risk categories for munitions in accordance with AR 190-11. For more information
on controlled inventory item code, refer to DA PAM 708-2.
5-20. Logistics operations often use contracted or host-nation transportation platforms for distribution and
retrograde, therefore ammunition handlers and managers must pay special attention and adhere to the
controlled inventory item code per DA PAM 708-2 in all munitions operations. Commanders must use the
specified munitions-controlled inventory item code when determining relative levels of security required in
accountability, distribution, retrograde, and storage of munitions. Transportation of U.S. munitions always
requires a U.S. security element for distribution and retrograde operations.
5-21. Military police may assist in assessing logistical storage, transfer, and shipping areas as well as
systems, modes, aerial PODs, and seaports of debarkation for vulnerabilities and threats. The United States
Army Criminal Investigation Division may help munitions unit commanders to identify and mitigate
vulnerabilities in deployed environments.

PROTECTION AMMUNITION
5-22. Due to persistent threat, commanders and munitions planners must ensure Soldiers have adequate
means to defend themselves and their equipment at all times when preparing for, conducting, or returning
from operations. Ammunition issued for this purpose is referred to as protection ammunition regardless of
the type or quantity issued and is a subset of a commander’s operational load in accordance with AR 5-13.
5-23. At times, munitions combat loads may not be required or available prior to reception in a theater of
operations or during certain operations within a theater. In a permissive environment, only limited quantities
or specific types of munitions may be required for protection prior to, enroute to, during operations, or upon
redeployment from the theater of operations. Planners should consider permissive environments during the
planning process. Permissive environments are common during domestic humanitarian aid operations or
those executed in partner nations.

31 January 2023 ATP 4-35 5-3

Chapter 5

5-24. Individual Soldiers must always have the means to defend themselves from threats in contingency
operations regardless of their military occupational specialty or assigned weapon. Commanders ensure their
Soldiers retain, maintain, and properly safeguard protection ammunition throughout the duration of an
operation. Commanders and munitions planners ensure individual Soldiers retain a minimum allocation of
protection ammunition for personally assigned weapons from the time of initial deployment until reception
at home station or the termination of hostilities.

Physical Security
5-25. Upon departure from the ASA, the receiving unit must provide physical security for ammunition in
accordance with AR 190-11 and DA PAM 710-2-1. The physical security requirements for ammunition
during combat operations and following the end of hostilities are consistent with the physical security of all
ammunition. Throughout contingency operations, there may be pockets of enemy resistance, guerrilla units,
or terrorists that want to continue the fight. Leaders must keep this in mind and develop effective physical
security plans to prevent the capture or destruction of munitions stocks. AR 190-11 provides detailed
guidance for the physical security of ammunition and explosives. Based on the size and physical terrain
characteristics of a storage area, ammunition units may require additional augmentation to provide physical
security.
5-26. Commanders of ammunition units must ensure their unit has developed an effective security plan based
on applicable regulations, command directives, and the tactical situation. At a minimum, the plan must
include the following:
⚫ Unit mission.
⚫ Current tactical situation.
⚫ Level of threat expected.
⚫ Available resources.
⚫ Unit vulnerability.
5-27. The security plan must consider all aspects of physical security. These include—
⚫ Access control.
⚫ Guard force operations.
⚫ Personnel screening.
⚫ Document and materials accountability.
⚫ Emergency actions.

Categories of Ammunition
5-28. Category I to category IV munitions items require special consideration. Category I items include non-
nuclear missiles and rockets in a ready-to-fire configuration (for example, Stinger and Javelin). They also
include explosive complete rounds for missiles. Category II items include high explosive and white
phosphorous hand and rifle grenades, antitank and antipersonnel mines with an unpacked weight of 50
pounds or less, and demolition explosives. Category II items include weapon components such as silencers,
mufflers, and noise suppression devices. Category III ammunition includes .50 caliber and larger, with
explosives-filled projectile (unpacked weight of 100 pounds or less each). Some examples are grenades,
incendiary, and fuses for high explosives grenades. Category IV items include ammunition with non-
explosive projectiles (unpacked weight of 100 pounds or less each). Examples would be riot control agents,
100-pound package or less. For more information regarding regulatory requirements for munitions physical
security, see AR 190-11.

5-4 ATP 4-35 31 January 2023

Appendix A
Munitions Distribution Enablers

Munitions distribution enablers include material handling systems, associated

container and packing materials, and equipment and automatic identification
technology. The integration of distribution enablers allows sustainment units to provide
rapid munitions support in a timely manner.

MATERIALS HANDLING EQUIPMENT

A-1. Modular force operations require a logistics system with timely and rapid delivery of supplies.
Incompatibilities between transportation modes, MHE, and cargo platforms force re-handling of supplies.
Soldiers require a variety of equipment at each logistics node. Key to successful distribution is the use of
technology to the maximum extent. Ammunition handlers must attempt to reduce the required equipment
variants, provide timely support reduce the logistics footprint within the OE, and improve the efficiency of
the distribution system. The effective use of materials handling systems (palletized load system and the load
handling system) improves the operating force’s —
⚫ Responsiveness - streamlined sustainment process supporting the objective force.
⚫ Deployability - increased efficiency in distribution nodes.
⚫ Agility - ability to respond to changing unit needs to maintain battle rhythm.
⚫ Lethality - reduced disengagement time enables continuous operations.
A-2. Distribution operations at the tactical level use different types of MHE to transfer cargo platforms
between transportation modes and reconfigure loads on the platforms. Commanders must factor operating
and maintaining MHE into the logistics footprint at each distribution node. Palletized load system and load
handling system components help to reduce the personnel and equipment requirements. Figure A-1 depicts
two examples of MHE.

Figure A-1. Materials handling equipment

A-3. Effective and efficient use of intermodal platforms requires that planners factor all aspects of
intermodal operations (for example, loading, deployment, reception, onward movement, unloading,
distribution, and associated force structure) into support plans. Planners should prioritize the use of finite
intermodal platforms. Pre-designating containerships as well as establishing priority use and return of
containerized ammunition distribution systems or other special containers for ammunition movement are two
examples of planning actions aimed at ensuring the effective and efficient use of intermodal platforms.

31 January 2023 ATP 4-35 A-1

Appendix A

PALLETIZED LOAD SYSTEM

A-4. Palletized load system and load handling system platforms minimize MHE requirements, reduce
Soldier exposure, and enhance Soldier protection while reducing the logistics footprint. These systems assist
with configured packaging and platform-embedded materials handling for rapid, accurate, and agile resupply
that reduces the physical demand on Soldiers. This speeds sustainment replenishment operations and rapidly
returns combat platforms to the fight.
A-5. A modular ammunition platoon may establish and manage a flatrack control point at or near an ASP
to facilitate seamless flatrack exchange and accountability.
A-6. Incompatibilities require numerous interface devices for cargo platforms such as palletized load system
flat racks and containerized roll-on and off platforms to be transported on aircraft and watercraft. This forces
re-handling of munitions using numerous types of MHE from the national provider to the brigade. Interface
devices add to the cargo handling time by requiring additional steps to connect or disconnect them in
distribution operations. This creates a larger logistics footprint in terms of the Soldiers required to perform
these extra steps. Examples of these enhancing interface devices include the following:
⚫ Container handling unit for the palletized load system and load handling system.
⚫ Load handling system ability to carry International Organization for Standardization containers.
⚫ Roller platform for air deployment for International Organization for Standardization containers.
⚫ Aircraft interface kit for loading and unloading containerized roll-on and off platforms on a C-17
or C-130 (also known as a slipper device).
⚫ Flat rack aircraft interface kit for aircraft loading and unloading the wider flat rack.
A-7. Munitions commanders and planners recognize strengths and inherent incompatibilities in MHE and
systems in order to provide the most streamlined and effective distribution system possible. They look for
ways to reduce handling and equipment requirements while enhancing efficiency and assuring adequate
redundancy to overcome any mechanical or technical shortfalls in handling equipment and systems.
A-8. The container-handling unit is an add-on kit that allows for the loading, unloading, and transport of
standard 20-foot International Organization for Standardization containers without the need for an
intermediate flat-rack. M1075 palletized load system trucks (with or without winch) can have an integral
container handling unit stowage space between the load handling system hook arm and engine.

CONTAINERS AND PACKING MATERIALS

A-9. ASAs are the primary consolidation hubs for turned-in or backup ammunition storage containers and
packing materials. ASAs also consolidate materials for building or repairing pallets and storage containers.
The commander and ammunition personnel in the ASA must take care to ensure compliance with applicable
policies and procedures for the management of containers and packing materials within the ASA.
A-10. There are various categories of containers linked to their source or acquisition. This is an important
element of container management in that each container category may or may not have certain costs
associated with its use (for example, detention, leasing per diem, and leasing off hire costs). ASA managers
must be familiar with all categories of containers and the regulations, policies, and procedures that govern
their use. Categories of containers include government-owned containers, government-leased containers,
contractor-acquired government-owned containers, government-furnished equipment containers, carrier-
furnished containers, contractor-owned containers, unresolved or disputed ownership containers, and
abandoned and unserviceable containers (modified, altered, damaged, or destroyed).
A-11. Containers storing ammunition may move forward of a theater ASP as containerized throughput when
an echeloned ASA has proper container handling capability.
A-12. In theater, container storage sites are registered and regulated through transportation procedures
established to ensure container utilization economy through visibility of assets and ownership verification.
As ASAs will frequently become sites of temporary container storage, they must adhere to the Surface
Deployment and Distribution Command's procedures for ITV and storage tracking. Refer to ATP 4-12 for
more information.

A-2 ATP 4-35 31 January 2023

Appendix B
Captured Enemy Ammunition

CEA includes all ammunition products and components produced for or used by a
foreign force that is hostile to the U.S. (that is or was engaged in combat against the
U.S.) in the custody of a U.S. military force or under the control of a DOD component
(DA PAM 385-64).

PLANNING FOR CEA

B-1. Planning for CEA is an analytical process based on known enemy resources and facilities.
Requirements for the disposition of CEA can easily exceed the capabilities of munitions units. DA PAM 385-
64 and AR 381-26 outline U.S. Army policy for the handling of CEA. Further discussion of CEA is found in
ATP 4-35.1. CEA may also include North Atlantic Treaty Organization or U.S. manufactured munitions that
may not have been under U.S. custody or control.
B-2. The Army considers found enemy ammunition excess and munitions personnel will follow handling
guidance outlined in DA PAM 385-64. Further, AR 381-26 requires ammunition personnel follow one of
three options for excess ammunition on the battlefield—use, destroy, or secure and retrograde. All of these
options except use apply to CEA. CEA includes all types of munitions. The ammunition company will require
close support from EOD prior to any CEA handling operation to ensure the safety of munitions personnel.
B-3. CEA is stored separate from U.S. munitions; however, it must be accounted for, stored, and guarded
using the same criteria that applies to U.S. munitions. EOD personnel, QASAS, or military munitions
inspectors will identify and make the final decision on CEA. Leaders must ensure personnel carefully observe
U.S. munitions standard safety policies and procedures during retrograde operations that include CEA.
B-4. Commanders must notify EOD personnel when they find or capture enemy ammunition caches. The
on-scene commander notifies EOD and provides the following information:
⚫ Grid coordinates.
⚫ Estimated quantity of munitions.
⚫ Initial estimate of the different types of CEA in the cache.
⚫ Size and type of force securing the site.
B-5. EOD analyzes and identifies the types of munitions in the cache and determines the following:
⚫ Munitions type by filler (chemical, biological, radiological, nuclear, and explosive).
⚫ If the munitions present a hazard to friendly forces (booby-trapped, armed, or damaged).
⚫ If the items are safe to transport.
B-6. EOD then evaluates the CEA for munitions that will require technical intelligence exploitation. This
includes first-seen enemy ordnance and ordnance items of interest. EOD teams are able to conduct the first
level of technical intelligence at the site. Items requiring further exploitation must by secured for transport
and sent to the senior EOD headquarters within the theater of operations for level two exploitation. The EOD
chain of command processes and disseminates information collected from the scene to the intelligence
community. In addition, civilian or military ammunition inspectors may assist in inspecting the cache after
EOD has determined there are no extraordinary hazards (booby-traps, time-delay devices, or armed
munitions). Segregation and disposal of all hazardous enemy munitions will be conducted by certified or
trained personnel.
B-7. Sustainment commanders may task modular ammunition units to prepare caches for retrograde. The
ammunition unit inspects, segregates, and loads the captured stocks onto EAB transportation assets tasked to
move the CEA. Working together, these EAB assets load and transport the CEA to the designated ASA. The

31 January 2023 ATP 4-35 B-1

Appendix B

ASA stores CEA in a designated secure area separate from the area containing U.S. munitions. Regardless
of its condition, CEA cannot be intermingled with U.S. munitions stocks.
B-8. Once the CEA is identified and segregated by type, ammunition personnel will enter the munitions
into the appropriate SAAS for accountability and control. Ammunition personnel should complete this
procedure as soon as possible after receipt by the ATHP or MATP. Reporting and disposition instructions
for CEA are the same as for friendly munitions. Close control of CEA is required. DA PAM 385-64 contains
more information on the U.S. Army policy for handling of CEA.
B-9. U.S. forces may use CEA for limited operations, if authorized. For example, engineers can use CEA
as a substitute for bulk explosives during demolition operations. Munitions personnel must still segregate all
CEA from U.S. munitions, even those authorized for use by U.S. forces. See ATP 4-35.1 for more
information.

REINTEGRATION AND RETURN OF CAPTURED ENEMY

AMMUNITION
B-10. Munitions planners must prepare for the contingency of returning seized munitions to legitimate civil
governance control upon request of the approving authority. Maintenance of CEA may be a critical factor
prior to a reintegration operation. Upon approval by the appropriate authority, munitions personnel may issue
stored CEA to stabilize local national forces.
B-11. Disarmament, demobilization, and reintegration of former combatants is fundamental to most efforts
to establish stability and lasting peace. Disarmament may include seizing ammunition, collecting and
destroying weapons and supplies, closing weapons and ammunition factories, and preventing resupply.
B-12. Munitions maintenance and ammunition surveillance occurs throughout operations. Additionally,
seized ammunition may require maintenance during consolidation of gains operations. Reintegration of
former combatants may include the return of CEA to host-nation control.

DESTRUCTION OF AMMUNITION
B-13. The two categories of ammunition destruction are “routine” and “emergency.” The current tactical
situation dictates the method of destruction used. Ammunition personnel must receive permission from their
chain of command before destroying unserviceable ammunition.
B-14. Planners should create a general contingency plan for the destruction of unserviceable ammunition
along with a cost effects analysis for every storage activity. The destruction site should be carefully selected
so explosive fragments, debris, and toxic vapors do not become a hazard to personnel, materials, facilities,
or operations. For more information on selecting a destruction site and destruction procedures, refer to ATP
4-35.1 and TM 43-0002-33. TM 43-0002-33 provides guidance for the emergency destruction of
ammunition.
B-15. Emergency destruction of CEA and friendly ammunition prevents enemy forces using the ammunition.
Commanders have the authority to order the emergency destruction of ammunition. Commanders must
ensure SOPs are approved and available to the responsible units directed to conduct emergency destruction.
Commanders may delegate this authority to subordinate commanders. If possible, planners should prepare
contingency plans for emergency destruction of ammunition. The planned detonation should impede enemy
troop movements without creating hazards to friendly troops. The first priority for emergency destruction is
classified ammunition and its associated documents. The second priority is ammunition the enemy could
immediately use against friendly forces, such as hand grenades or land mines, and any ammunition the enemy
could use in their weapons. For more information on emergency methods of destruction, refer to ATP 4-35.1.
B-16. Commanders must follow applicable environmental regulations when destroying munitions during
peacetime operations. Failure to obey environmental laws and regulations may subject commanders to fines
or imprisonment. AR 200-1 provides detailed information on environmental laws and guidelines. Munitions
that have delay devices or anti-disturbance mechanisms are sometimes used and could cause incidents. These
munitions include—
⚫ Improvised munitions, unexploded bombs, shells, and other devices.

B-2 ATP 4-35 31 January 2023

Captured Enemy Ammunition

⚫ Unexploded missiles, sabotage devices, mines, and booby-traps (EOD personnel do not have to
dispose of mines and booby-traps, but they may be asked to assist).
⚫ Unexploded ordnance in downed aircraft.
⚫ Hazardous explosive materials in fires and explosions.
⚫ False reports on all of the above munitions.
ATP 4-32 contains detailed information on EOD missions and responsibilities during destruction of
unexploded ordnance.

31 January 2023 ATP 4-35 B-3

This page intentionally left blank.
Appendix C
Munitions Information Systems

Ammunition units must have reliable communications to accomplish their mission.

These units must establish effective communications networks that relay accurate and
timely information between supported and supporting units and staff to ensure the
success of ammunition support in the theater of operations.

MUNITIONS INFORMATION SYSTEM OVERVIEW

C-1. Munitions operations depend on requirements generated by and managed through the respective
logistics or sustainment system. Materiel managers need to be concerned about lost communications due to
enemy activity. Whether the enemy action causes interruption of the communications by attacking satellites
or using intermittent jamming or spoofing, the resulting blackout will require Army forces to adapt and adjust.
C-2. Units may mitigate short-term losses of satellite communications through alternative communications
methods and courier networks. A primary, alternate, contingency, emergency plan, commonly referred to as
a PACE plan, is a key requirement for operations in a contested environment. These plans provide prioritized
options for redundant means of communication to ensure effective command and control and interoperability:
⚫ Primary—the best, and intended, method of communications.
⚫ Alternate—another common, but perhaps less optimal method.
⚫ Contingency—method may not be as fast, convenient, or reliable, but it can still accomplish the
task.
⚫ Emergency—communications method of last resort. Emergency methods may cause delays or
otherwise affect operations.
See FM 6-02 for more information regarding primary, alternate, contingency, emergency plans.

MUNITIONS DIGITAL SYSTEMS ARCHITECTURE

C-3. The munitions digital architecture allows for rapid and efficient demand placement, issue, and total
asset visibility and accountability.
C-4. Sustainment information systems unique to munitions management include the SAAS, Munitions
History Program that includes the Ammunition Surveillance Information System and the Ammunition
Multimedia Encyclopedia, TAMIS, the National Level Ammunition Capability (NLAC), Conventional
Ammunition Packaging and Unit Load Data Index.
C-5. Munitions requisitions and stockage management follows a prescribed pathway through the munitions
digital architecture. This pathway is illustrated in figure C-1 on page C-2.

31 January 2023 ATP 4-35 C-1

Appendix C

Figure C-1. System overview of munitions requisition and management

C-6. Integration of munitions data occurs at the strategic, operational, and tactical levels. To accomplish
this, munitions distribution is coordinated between the commanders and staff of the supported and supporting
units. Munitions distribution involves all levels of munitions managers. In addition, the ASCC, Joint
Munitions Command, depot-level national providers, USTRANSCOM, and servicing ASAs use the
munitions information systems to request, manage, and distribute munitions stocks.
C-7. The G-3 or S-3 staff uses TAMIS to manage munitions requests from subordinate units. Figure C-2
illustrates the approval process. If authorized, the G-3 approves authorizations through TAMIS. The Army
G-4 and the Total Army Ammunition Authorization and Allocation Conference monitor these authorizations.

Figure C-2. Munitions requirement approval process.

C-8. The G-4 or S-4 uses Total Army Ammunition Authorization and Allocation Conference applications
to manage munitions posture at all levels of warfare. These applications include the Logistics Modernization
Program, the NLAC, and production statistics.
C-9. The Joint Munitions Command item managers combine data from TAMIS, NLAC, and the Logistics
Modernization Program to determine if munitions requests are supportable. The Joint Munitions Command

C-2 ATP 4-35 31 January 2023

Munitions Information Systems

directs shipments from CONUS ASAs, depots, or retail (installation) ASPs, and determines future production
requirements as necessary.
C-10. Depot-level national providers receive munitions requests from the Joint Munitions Command item
managers and theater-level sustainment headquarters as appropriate. Depots send transportation requests to
USTRANSCOM. Depots receive ammunition from munitions plants, confirm transportation, and release
munitions for shipment. Depots receive overstock, damaged munitions, or munitions requiring maintenance
from ASAs during retrograde operations.
C-11. To manage munitions authorizations at all levels of operations, the DA G-4 applies Total Army
Ammunition Authorization and Allocation Conference applications. This application is the primary forum
through which the DCS, G-4 and DCS, G-3/5/7, ammunition management offices distribute conventional
ammunition authorizations and allocations in support of validated requirements and G–3 priorities to all
Army commands, organizations and agencies. The other applications include the Logistics Modernization
Program, Munitions History Program, the NLAC, and production statistics. Munitions personnel use data
from all four systems to manage ammunition authorization. ASCCs validates authorized requirements in
TAMIS and forwards requests to subordinate commands through TAMIS. Figure C-3 illustrates the
procurement and staging of munitions.
C-12. USTRANSCOM receives munitions movement requests from depots through the Logistics
Modernization Program and the Munitions Total Management System. A USTRANSCOM entity picks up
munitions from depots and transports them to seaport of embarkation to the POD.

Figure C-3. Munitions procurement and staging of munitions

C-13. The operational headquarters staff places a request for munitions with the supporting sustainment
organization based on operational requirements. Figure C-4 on page C-4 illustrates the allocation and
authorization process.
C-14. The TSC receives digital requests for munitions, determines if they can fill them from current stocks
and sends shipment directives to an ASA or sends a fill request to Joint Munitions Command item mangers.
ASAs send serviceable or demilitarization disposition requests to the TSC and the TSC issues asset disposal
instructions.

31 January 2023 ATP 4-35 C-3

Appendix C

C-15. The ESC, when attached to a TSC, receives digital requests for munitions from the sustainment BAO,
The ESC determines supportability while using the SAAS asset reports, by location, to determine stockage
and feasibility of cross-fill from adjacent ammunition support activities. It also sends shipment directives to
ASPs. The ESC uses TAMIS reports to obtain unit requirement status and determine need for assets. The
ESC calls for assets from the TSC as requirements demand.
C-16. The sustainment headquarters verifies and validates munitions requests, asset availability, and
conducts oversight of unit munitions programs through TAMIS. The sustainment headquarters receives
munitions requirements through TAMIS and determines shipment needs. The sustainment brigade uses
SAAS asset reports, by location, to determine stockage and feasibility of cross-fill from adjacent ammunition
support activities. It also sends shipment directives to ASAs. The sustainment brigade verifies unit
requirements against their logistics status reports. The sustainment brigade calls for assets from the ESC as
necessary.

Figure C-4. Munitions allocation and authorization process

C-17. ASAs receive requests for munitions from TAMIS (using an electronic DA Form 581), or when
TAMIS is unavailable, in analog format from the sustainment brigade, the requesting unit, or installation
ammunition managers. ASAs process requests in SAAS. ASAs receive shipment directives from the TSC or
the ESC and sustainment brigade. ASAs receive munitions shipments and store, maintain, and issue stocks
through SAAS as depicted in figure C-5. When in possession of damaged munitions, ASAs receive
disposition instructions from the TSC or ESC. When ASAs are overstocked or in possession of munitions
requiring maintenance, the TSC or ESC provides disposition instructions to continue to store, maintain, or
retrograde to depot level. ASAs receive SAAS-returned munitions materials and reconcile the transaction in
SAAS in accordance with all applicable regulations, policies, and procedures.

C-4 ATP 4-35 31 January 2023

Munitions Information Systems

Figure C-5. Munitions receiving, storing, and distribution

NATIONAL LEVEL AMMUNITION CAPABILITY

C-18. NLAC provides a web-based total asset visibility system that receives its data from the Services’
ammunition management and visibility systems as well as DOD transportation and document tracking
systems. The Army DCS, G–4 Ammunition Directorate, manages the NLAC program.
C-19. NLAC enhances ammunition logistics planning and management by supporting the joint ammunition
community to include ammunition users, managers, and planners throughout DOD.
C-20. G-4 Ammunition Directorate personnel view information from the worldwide ammunition stockpile
in a number of ways, including by location, serial number, lot number, condition code, Service ownership,
and location within the transportation pipeline. In addition, ammunition asset posture and transportation
status data are used in conjunction with NLAC’s advanced decision support tools, developed to enhance the
decision process at the strategic and operational levels and to enhance Service, wholesale, retail, and unit
level ammunition operations management functions.
C-21. NLAC account holders can access worldwide ammunition asset posture, ITV, Centralized Ammunition
and Missile Management-Asset Visibility (CAMM–AV), and outside the continental U.S. ammunition
operations management, configured load, ammunition reports, and ammunition reference material. NLAC is
accessible via the internet. National-level ammunition capability accounts can be requested at the NLAC
website. For further information on the NLAC, refer to DA PAM 700-16.

TOTAL AMMUNITION MANAGEMENT INFORMATION SYSTEM

C-22. TAMIS is the DCS G–3/5/7 enterprise information system of record for calculating, prioritizing, and
managing ammunition requirements, forecasts, and requests for issue for the Army. TAMIS generates
requirements and reports for annual training, operational loads, combat loads, sustainment loads, testing
requirements, command stockage objectives, deploying units, readiness assessments, and numerous Army,

31 January 2023 ATP 4-35 C-5

Appendix C

joint, and DOD studies. TAMIS is a real-time, web-based enterprise information system that processes data
defined by the Army as unclassified but sensitive. TAMIS is the only official Army system for establishing,
maintaining, and managing requirements, authorizations, forecasts, requests, and expenditures of
ammunition.
C-23. Army commands and other Army organizations use TAMIS to build, prioritize, and sub-authorize
(distribute) training ammunition authorizations and to build and establish operational requirements for unit
combat loads and sustainment loads.
C-24. TAMIS is a hierarchical based, internet-accessible system available from anywhere in the world. Each
command-level organization that has munitions requirements must have a TAMIS account and manager for
its organization. Users require a common access card to log into TAMIS.
C-25. The total force uses TAMIS to forecast and approve ammunition requirements, to process and validate
requests for both operational and training ammunition, and to report expenditure metrics and ammunition
status. For further information on TAMIS, refer to AR 5-13.
C-26. During hostilities, as operational authorizations are consumed, additional authorizations are posted
automatically to the using unit's operational account once expenditures are recorded. Requesting units must
have a requirement in their TAMIS operational account in order for automatic replenishment of
authorizations to occur. See AR 5-13 for additional information.
C-27. TAMIS provides allocation and authorization data for all munitions and explosives items. TAMIS
processes requests for munitions on DA Form 581 and sends the data directly to SAAS once approved. The
ASA, ASP, ATHP, MATP, or installation storage activity that provides munitions support sends munitions
issue and turn-in information to TAMIS.
C-28. ASAs will make every effort to issue the specific DODICs and quantities required by a unit or
organization. Command munitions managers must distribute munitions authorizations to their subordinate
units in a timely manner. Units without an authorization cannot forecast, request, or receive munitions in
support of their validated requirements.
C-29. Each Army unit or organization requesting Army munitions must have an account in TAMIS and must
have an authorization in the account to prepare and submit a TAMIS-generated DA Form 581. Units must
also establish electronic routing instructions (for the requestor, approver, and validator) for each requirements
account type in TAMIS before requesting munitions, and electronically transmitting through command
channels to the supporting ASA.
C-30. The requisition process lets the munitions manager requisition munitions, submit follow-up requests,
request cancellations, and modify open requisitions. Issue procedures encompass several processes that let
the munitions manager record and process the electronic DA Form 581. The process accepts the electronic
DA Form 581 through the interface with TAMIS. The munitions manager uses the issue process to record
unit information and identify unit munitions requirements.

GLOBAL COMBAT SUPPORT SYSTEM–ARMY

C-31. GCSS-Army is an Army automated information system and the primary tactical logistics enabler to
support Army and joint transformation of sustainment using an enterprise resource planning system. GCSS-
Army contains the functionality associated with supply, maintenance, property book, and tactical finance. It
is an integrated system allowing users access and permissions to perform their missions regardless of their
position in the Army structure or location throughout the world. Its core functionality is based upon Army
regulations, DA PAMs, field manuals, technical manuals, circulars, bulletins, directives, policies and
procedures governing supply support activities, unit supply rooms, shop supply rooms, and property book
offices. Materiel management personnel should be familiar with the applicable regulations because these
regulations apply in peace, in war, and in an enterprise resource planning environment.
C-32. The system implements tactical financial processes relating to supply and maintenance. GCSS-Army
integrates modular and interactive information management operations systems across all combat support
and command and control functions currently being used to manage unit munitions combat load
authorizations.

C-6 ATP 4-35 31 January 2023

Munitions Information Systems

C-33. GCSS-Army is used to execute the materiel management functions. Materiel managers must be able
to relate each materiel management function with a GCSS-Army system task. Understanding this relationship
between the functions and tasks in GCSS-Army is critical to allow successful materiel management in the
event of inoperable automated systems or degraded communications.

MUNITIONS HISTORY PROGRAM

C-34. Munitions History Program is a web-based application that supports the Army’s ammunition
surveillance mission. The surveillance mission ensures the ammunition stockpile is safe to use and store
functions as designed. The Munitions History Program collects and stores inspection and test data to track
ammunition technical history quality assurance data. All organizations with an ammunition surveillance
mission are required to use the munitions history program to maintain their depot surveillance record
information where internet connectivity is available.
C-35. Munitions History Program provides ammunition materiel managers at all levels with a universal data
management system that is fully deployable. All users must register to access Munitions History Program
and submit a request for the functionality needed. A headquarters Joint Munitions Command administrator
approves access requests for most modules while the module’s owner approves requests for some modules.
C-36. Continual enhancements to the Munitions History Program ensure the program continues to meet the
needs of the ammunition community. Munitions History Program provides the following core ammunition
business processes:
⚫ Inspection module.
⚫ Ammunition Surveillance Information System module.
⚫ Notices module.
⚫ Ammunition condition report module.
⚫ Worldwide ammunition repository program module.
⚫ Ammunition stockpile reliability program module.
⚫ Defense Ammunition Center application module.
⚫ Joint hazard classification system.
C-37. The Munitions History Program application has an online help module explaining how to use the
various modules and functionality within the Munitions History Program. These files are maintained and
updated as processes are added and enhanced. Refer to the help files and frequently asked questions under
the help menu for specific instructions to use the Munitions History Program. There is also a forum for users
to assist other Munitions History Program users with questions regarding the Munitions History Program and
to discuss ammunition-related issues. Munitions History Program distance learning training is available
through the Army Learning Management System. Register through the Army Training Requirements and
Resources System using course number 4E-F64/645-F48. For further information on Munitions History
Program, refer to DA PAM 700-16.

JOINT BATTLE COMMAND–PLATFORM

C-38. The Joint Battle Command–Platform is a part of the Army joint capability release and it is a network
command and control information system that enables units to share near-real-time friendly and enemy
situational awareness information, operational maps and graphics, and command and control messages.
Primarily the ammunition stock control specialist and transportation personnel use this system.
C-39. The Joint Battle Command–Platform Logistics capability operates on the unclassified side of the
network. Joint Battle Command–Platform Logistics platforms use radio frequency identification tags
interrogators to collect and upload cargo data into the radio frequency identification tags in-transit visibility
server for near-real-time worldwide visibility. Operational and sustainment commanders can plan,
coordinate, and track cargo and sustainment services in near real time, significantly enhancing the overall
COP. Logistics vehicles including freight haulers, heavy expanded mobility tactical trucks, and fuel tankers
that operate on the battlefield in support of maneuver formations will be equipped with Joint Battle
Command–Platform Logistics.

31 January 2023 ATP 4-35 C-7

Appendix C

STANDARD ARMY AMMUNITION SYSTEM

C-40. SAAS automates and integrates ammunition management functions between the management centers
to the combat users and storage sites. It operates on the web using deployable commercial-off-the-shelf
hardware in both tactical and non-tactical environments. SAAS uses a single database with different
permissions for the levels of use. It is combined into a single software baseline. It provides total integration
of retail ammunition management functions.
C-41. SAAS is used during operations and at home station. It provides an integrated ammunition
management and control capability for ammunition support operations providing commanders with tactical
ammunition information. SAAS is the Army’s system of record for munitions stock status reporting. It
provides informational processing support for conventional ammunition logistical support applications at
installations, divisions, corps, and echelons above corps.
C-42. All SAAS processes are controlled by roles and permissions, meaning an operator will see the SAAS
application for their current assigned level. The SAAS application menus are tailored for the operational level
(materiel management center, ASP, ATHP, and MATP) and the unit mission. SAAS is the system of record
for retail-level accountability at the ASP. ATHP and ASP users have the same permissions.
C-43. The materiel management branch manages SAAS at the TSC and sustainment brigade levels in the
DMC. The materiel management branch maintains asset visibility within the theater area of operations and
requisitions munitions from the national inventory control points. The BSB distribution company uses SAAS
to support forces in the BCT area of operations by providing accountability, receipt, storage, and issue
capabilities.
C-44. SAAS incorporates the use of automated identification technology and radio frequency identification
technologies. SAAS interfaces with TAMIS, the Worldwide Ammunition Report System, and the Munitions
History Program.
C-45. ASA users generate requirements through TAMIS. Their chain of command validates requirements,
and the user receives authorizations through TAMIS. In a tactical environment, system administrators divide
requirements into training, operational, and appropriate ammunition load through the NLAC and TAMIS to
the sustainment brigade or materiel manager. Units transmit munitions requests to the installation
ammunition manager in TAMIS for forwarding to the servicing ASA as appropriate. An ASA issues
munitions against a unit document for accountability. Units maintain accountability through the unit
authoritative property system of record. Units return expended training munitions and certain accountable
residue and un-spent rounds generated during a training event to the ASA. Units conduct reconciliation
against the training ammunition issue document upon completion of the training event. Units transmit
operational reconciliation data to the Munitions History Program through TAMIS for statistical analysis.
Figure C-6 depicts this process.

C-8 ATP 4-35 31 January 2023

Munitions Information Systems

Figure C-6. Munitions draw, use, and turn-in

C-46. Commanders and staff need to train and be prepared to continue operations under periods of degraded
communications. A critical factor is the ability to correlate the manual distribution management functions
with the functions executed by the automated systems. This allows planners to understand which manual
functions must be executed when automated systems are degraded. Planners should coordinate EAB
throughput to reduce transportation requirements of limited organic assets.

31 January 2023 ATP 4-35 C-9

This page intentionally left blank.
Glossary

The glossary lists acronyms and terms with Army or joint definitions. Where Army and
joint definitions differ, (Army) precedes the definition. The glossary lists terms for
which ATP 4-35 is the proponent with an asterisk (*) before the term. For other terms,
it lists the proponent publication in parentheses after the definition.

SECTION I – ACRONYMS AND ABBREVIATIONS

ADP Army doctrine publication
AFSB Army field support brigade
AFSBn Army field support battalion
AOR area of responsibility
APS Army pre-positioned stocks
AR Army regulation
ASA ammunition support activity
ASA (ALT) Assistant Secretary of the Army for Acquisition, Logistics, and
Technology
ASC Army Sustainment Command
ASCC Army Service component command
ASP ammunition supply point
ATHP ammunition transfer holding point
ATP Army techniques publication
BAO brigade or battalion ammunition officer
BCT brigade combat team
BSB brigade support battalion
CCDR combatant commander
CEA captured enemy ammunition
CONUS continental United States
COP common operational picture
CSR controlled supply rate
CSSB combat sustainment support battalion
DA Department of the Army
DA Form Department of the Army form
DA PAM Department of the Army pamphlet
DCS Deputy Chief of Staff
DMC distribution management center
DOD Department of Defense
DODIC Department of Defense identification code
DSB division sustainment brigade

31 January 2023 ATP 4-35 Glossary-1

Glossary

DSSB division sustainment support battalion

EAB echelons above brigade
EOD explosive ordnance disposal
ESC expeditionary sustainment command
FM field manual
FSC forward support company
G-3 assistant chief of staff, operations
G-4 assistant chief of staff, logistics
G-5 assistant chief of staff, plans
G-7 assistant chief of staff, training
GCC geographic combatant commander
GCSS-Army Global Combat Support System-Army
ITV in-transit visibility
JOA joint operations area
JP joint publication
JPEO-A&A Joint Program Executive Office-Armaments & Ammunition
MATP modular ammunition transfer point
MDMP military decision-making process
MHE materials handling equipment
NCO noncommissioned officer
NLAC National Level Ammunition Capability
OCS operational contract support
OE operational environment
POD port of debarkation
QASAS quality assurance specialist, ammunition surveillance
RSR required supply rate
S-3 battalion or brigade operations staff officer
S-4 battalion or brigade logistics staff officer
SAAS Standard Army Ammunition System
SOP standard operating procedure
SPO support operations
TAMIS Total Ammunition Management Information System
TM technical manual
TMCE theater movement control element
TSC theater sustainment command
U.S. United States
USAMC United States Army Materiel Command
USTRANSCOM United States Transportation Command

Glossary-2 ATP 4-35 31 January 2023

Glossary

SECTION II – TERMS
*ammunition supply point
A retail ammunition support activity where ammunition is received, stored, issued, and accounted for.
*ammunition support activity
Locations that are designated to receive, store, maintain, and provide munitions support to Army
forces.
*ammunition transfer holding point
A designated site operated by a brigade support battalion distribution company, where ammunition is
received, temporarily stored, or transferred to supported units within a functional or multifunctional
brigade.
ARFOR
The Army component and senior Army headquarters of all Army forces assigned or attached to a
combatant command, subordinate joint force command, joint functional command, or multinational
command. (FM 3-94)
common operational picture
(Joint) A single identical display of relevant information shared by more than one command that
facilitates collaborative planning and assists all echelons to achieve situational awareness. (JP 3-0)
common-user logistics
Materiel or service support shared with or provided by two or more Services, Department of Defense
agencies, or multinational partners to another Service, Department of Defense agency, non-Department
of Defense agency, and/or multinational partner in an operation. (JP 4-09)
controlled supply rate
The rate of ammunition consumption that can be supported, considering availability, facilities, and
transportation. It is expressed in rounds per unit, individual, or vehicle per day. (ATP 3-09.23)
in-transit visibility
The ability to track the identity, status, and location of Department of Defense units, and non-unit
cargo (excluding bulk petroleum, oils, and lubricants) and passengers, patients, and personal property
from origin to consignee or destination across the range of military operations. (JP 3-36)
*mission configured load
An ammunition load configured to support specific mission requirements across task forces or
organizations.
munition
A device with explosives; propellants; pyrotechnics; or chemical, biological, radiological, or nuclear
material for use in operations including demolitions. (JP 3-42)
planning
The art and science of understanding a situation, envisioning a desired future, and determining
effective ways to bring that future about. (ADP 5-0)
redeployment
(Army) The transfer of forces and materiel to home and/or demobilization stations for reintegration
and/or out-processing. (ATP 3-35)
required supply rate
The amount of ammunition expressed in terms of rounds per weapon per day for ammunition items
fired by weapons, in terms of other units of measure per day for bulk allotment, and other items
estimated to be required to sustain operations of any designated force without restriction for a specified
period. (ATP 3-09.23)

31 January 2023 ATP 4-35 Glossary-3

Glossary

stability operation
An operation conducted outside the United States in coordination with other instruments of national
power to establish or maintain a secure environment and provide essential governmental services,
emergency infrastructure reconstruction, and humanitarian relief. (ADP 3-0)
sustainment preparation of the operational environment
The analysis to determine infrastructure, physical environment, and resources in the operational
environment that will optimize or adversely impact friendly forces means for supporting and sustaining
the commander’s operations plan. (ADP 4-0)

Glossary-4 ATP 4-35 31 January 2023

References

All websites accessed on 4 January 2023.

REQUIRED PUBLICATIONS
These documents must be available to intended users of this publication.
Department of Defense Dictionary of Military and Associated Terms. November 2022.
FM 1-02.1. Operational Terms. 9 March 2021.
FM 1-02.2. Military Symbols. 18 May 2022.

RELATED PUBLICATIONS
These documents are cited in this publication.

JOINT PUBLICATIONS
Most joint publications are available online: [Link]
JP 3-0. Joint Campaigns and Operations. 18 June 2022.
JP 3-31. Joint Land Operations. 3 October 2019.
JP 3-36. Joint Air Mobility and Sealift Operations. 4 January 2021
JP 3-42. Joint Explosive Ordnance Disposal. 14 September 2022.
JP 4-0. Joint Logistics. 4 February 2019.
JP 4-09. Distribution Operations. 14 March 2019

ARMY PUBLICATIONS
Most Army doctrinal publications are available online: [Link]
ADP 3-0. Operations. 31 July 2019.
ADP 3-37. Protection. 31 July 2019.
ADP 4-0. Sustainment. 31 July 2019.
ADP 5-0. The Operations Process. 31 July 2019.
AR 5-13. Army Munitions Requirements, Prioritization, and Authorizations Management Policy. 31
March 2021.
AR 50-6. Chemical Surety. 13 October 2022.
AR 190-11. Physical Security of Arms, Ammunition, and Explosives. 17 January 2019.
AR 200-1. Environmental Protection and Enhancement. 13 December 2007.
AR 381-26. Army Foreign Materiel Program (U). 8 November 2017.
AR 385-10. The Army Safety Program. 24 February 2017.
AR 700-28. Ammunition Management. 9 October 2020.
AR 702-12. Quality Assurance Specialist (Ammunition Surveillance) Program. 2 July 2021.
AR 708-1. Logistics Management Data and Cataloging Procedures for Army Supplies and Equipment.
9 November 2016.
ATP 3-04.17. Techniques for Forward Arming and Refueling Points. 4 June 2018.
ATP 3-09.23. Field Artillery Cannon Battalion. 24 September 2015.
ATP 3-21.8. Infantry Platoon and Squad. 12 April 2016.

31 January 2023 ATP 4-35 References-1

References

ATP 3-34.5. Environmental Considerations. 10 August 2015.

ATP 3-35. Army Deployment and Redeployment. 23 March 2015.
ATP 3-35.1. Army Pre-Positioned Operations. 21 April 2022.
ATP 3-93. Theater Army Operations. 27 August 2021.
ATP 3-96.1. Security Force Assistance Brigade. 2 September 2020.
ATP 4-11. Army Motor Transport Operations. 14 August 2020.
ATP 4-12. Army Container Operations.12 February 2021.
ATP 4-16. Movement Control. 25 April 2022.
ATP 4-32. Explosive Ordnance Disposal (EOD) Operations. 12 May 2022.
ATP 4-35.1. Ammunition and Explosives Handler Safety Techniques. 8 November 2021.
ATP 4-42. Materiel Management, Supply, and Field Services Operations. 2 November 2020.
ATP 4-48. Aerial Delivery. 21 December 2016.
ATP 4-90. Brigade Support Battalion. 18 June 2020.
ATP 4-93.1. Combat Sustainment Support Battalion. 19 June 2017.
ATP 4-98. Army Field Support Brigade. 30 June 2021.
DA PAM 385-30. Risk Management. 2 December 2014.
DA PAM 385-64. Ammunition and Explosives Safety Standards. 24 May 2011.
DA PAM 700-16. Ammunition Management. 23 June 2021.
DA PAM 700-48. Handling Procedures for Equipment Contaminated by Radioactive Commodities.
5 March 2021.
DA PAM 708-2. Cataloging and Supply Management Data Procedures for the Army Enterprise
Material Master. 26 March 2020.
DA PAM 710-2-1. Using Unit Supply System (Manual Procedures). 1 December 2016.
DA PAM 742-1. Ammunition Surveillance Procedures. 22 November 2016.
FM 3-0. Operations. 1 October 2022.
FM 3-94. Armies, Corps, and Division Operations. 23 July 2021
FM 3-96. Brigade Combat Team. 19 January 2021.
FM 4-0. Sustainment Operations. 31 July 2019.
FM 5-0. Planning and Orders Production. 16 May 2022.
FM 6-02. Signal Support to Operations. 13 September 2019.
FM 6-27/MCTP 11-10C. The Commander’s Handbook on the Law of Land Warfare. 7 August 2019.
TM 43-0002-33. Destruction of Conventional Ammunition and Improved Conventional Munitions
(ICM) to Prevent Enemy Use. 15 November 1993.

UNITED STATES LAW

United States Codes are available online: [Link]
Codes of Federal Regulations are available online: [Link]
40 CFR, Chapter 1, Subchapter I, Part 266, Subpart M. Military Munitions.
Title 10, United States Code. Armed Forces.

WEBSITES
Munitions History Program. [Link]
National Level Ammunition Capability. [Link]
Total Ammunition Management Information System. [Link]

References-2 ATP 4-35 31 January 2023

References

PRESCRIBED FORMS
This section contains no entries.

REFERENCED FORMS
Unless otherwise indicated, DA forms are available on the Army Publishing Directorate website at:
[Link]
DA Form 581. Request for Issue and Turn-In of Ammunition.
DA Form 2028. Recommended Changes to Publications and Blank Forms.
DA Form 7632. Deviation Approval and Risk Acceptance Document (DARAD).

31 January 2023 ATP 4-35 References-3

This page intentionally left blank.
Index

Entries are by paragraph number.

A distribution integration branch, Q

3-75, 3-94, 3-109
aerial resupply, 2-63 quality assurance specialist,
distribution management, 1-28, ammunition surveillance
ammunition consumption, 2-96 2-12 (QASAS), 3-26, 3-170
ammunition supply point, 2-32, distribution management center,
3-163 3-61, 3-91 R
ammunition transfer holding point, division sustainment brigade, required supply rate, 1-18, 2-86
2-105, 4-47 3-136
S
B stockage objective, 2-99
brigade support battalion, 4-20 F sustainment brigade, 3-104
C forward arming and refueling point
(FARP), 4-78
combat configured load, 1-18, T
2-118 M Total Ammunition Management
controlled supply rate, 1-18, 2-86, modular ammunition company, Information System (TAMIS),
2-92 3-150 2-24, 3-17, C-22
modular ammunition platoon,
D 3-155
distribution company, 4-38 modular ammunition transfer
point, 4-49

31 January 2023 ATP 4-35 Index-1

This page intentionally left blank.
ATP 4-35
31 January 2023

By Order of the Secretary of the Army:

JAMES C. MCCONVILLE
General, United States Army
Chief of Staff

Official:

MARK F. AVERILL
Administrative Assistant
to the Secretary of the Army
2302304

DISTRIBUTION:
Active Army, Army National Guard, and United States Army Reserve. Distributed in
electronic media only (EMO).
PIN: 104534-000