In an ever-evolving global landscape, the ability to rapidly deploy is not just a military requirement: it is a deterrence. The Army’s global competitors are kept at bay not just by firepower but by the sheer efficiency of its deployment strategies, known as the strategic mobility triad, which consists of strategic airlift, sealift, and prepositioned stocks. Each element of the triad supports the National Military Strategy by projecting military power anywhere in the world. Central to this is the Army prepositioned stock (APS) program, a synchronization of multiple logistics enterprises that ensures swift deployment, especially to pivotal regions such as the U.S. Indo-Pacific Command (USINDOPACOM). Integration of the Pacific Fortitude exercise, a deployment readiness exercise, with APS-4 showcases this capability on a grand scale.
Pacific Fortitude tests a unit’s readiness to quickly deploy and integrate overseas while also showcasing several key capabilities. It highlights the Eighth Army’s overall readiness; the 19th Expeditionary Sustainment Command’s (ESC’s) and the U.S. Army Materiel Support Command-Korea’s (MSC-K’s) efficiency in reception, staging, and onward movement (RSO); the 2nd Infantry Division’s (2ID’s) ability to execute and integrate gunnery operations; and the 403rd Army Field Support Brigade’s (AFSB’s) speed and quality in issuing APS-4 equipment. This smooth and effective process underscores the excellence of the sustainment enterprise led by the 19th ESC in the Republic of Korea and emphasizes the crucial role of sustainment in global military strategy.
Background
Eighth Army, 19th ESC, and 403rd AFSB play critical roles in posturing fight-tonight readiness by maintaining and preparing APS, which are integral to the Army’s ability to deter and rapidly project power in the USINDOPACOM. APS-4 is strategically stored military equipment and supplies that allow the Army to rapidly respond to a variety of military and humanitarian operations across the globe. These stocks are positioned in key locations to ensure that the Army can quickly project combat power and respond to crises, particularly in regions where speed is crucial due to the distance from the continental United States (CONUS). This readiness was recently demonstrated when APS resources were used to support operations related to Russia’s invasion of Ukraine, showcasing the strategic importance of APS in upholding U.S. and allied interests abroad.
This capability is crucial for maintaining a state of readiness that matches the pace of potential conflict escalation, ensuring that the Army can respond to any contingency with decisive action.
The vast distances involved make the rapid deployment capability provided by APS-4 even more crucial, ensuring that forces can transition from a state of readiness in CONUS to active operations outside CONUS with minimal delay. This capability is a cornerstone of the Army’s commitment to maintaining a robust presence in the USINDOPACOM, supporting stability and defense commitments in the region.
Concept of the Operation
Pacific Fortitude encompassed a comprehensive validation of several areas, with a focus on issuing a battalion’s (BN’s) combat systems and equipment within a span of one week and employing them in live fire exercises at the Rodriguez Live Fire Complex near the border of North and South Korea. The process included staging, serial number verification of major end items, weapons, and sensitive items, with an overarching aim to refine procedures post-exercise based on captured metrics.
This extensive operation unfolded over a 30-day period and involved key units in planning, coordination, and execution. The 4th BN, 70th Armored Regiment (4-70 AR), 1st Armored Brigade Combat Team, 1st Armored Division (1/1 AD), from Fort Bliss served as the tactical unit gaining the equipment. Pacific Fortitude further tested the 19th ESC and MSC-K’s ability to execute RSO, including logistics support area (LSA) operations and rail and ground movement control of all APS-4 equipment from Camp Carroll to Camp Casey. There was follow-on movement by the Korean Service Corps (KSC) BN’s 7th Heavy Equipment Transportation Company, and Class V issue and field maintenance support through over-the-horizon tele-maintenance from the field maintenance support division in MSC-K’s Combat Power Generation Center.
Stakeholding forces included the following:
- Releasing unit: 403rd AFSB’s APS-4 BN — AFSBN Northeast Asia (NEA).
- Gaining tactical unit (GTU): 1/1 AD, 4-70 AR; U.S. Army Forces Command (FORSCOM); Eighth Army; 2ID/Republic of Korea-U.S. Combined Division; 19th ESC; MSC-K; 498th Combat Sustainment Support Battalion (CSSB); 25th Transportation Battalion (TB); 6th Ordnance Battalion; KSC BN; 1st Signal Brigade; 65th Medical Brigade; and the U.S. Army Medical Materiel Agency-Korea.
This operation highlighted the intricate collaboration and coordination required to execute complex readiness exercises. It further showed that the sustainment enterprise in Korea is an example of the Regional Sustainment Framework at work today.
Planning
The initial stages of APS-4 issuance revolved around meticulous planning, including detailed rehearsal of concept (ROC) tabletop exercises (TTXs), pre-deployment site survey, and daily updates on the overall status from planning to execution. This coordination involved key players like the Eighth Army, 19th ESC, MSC-K, Military Surface Deployment and Distribution Command, and the 403rd AFSB.
Eighth Army ROC Drill
The Eighth Army’s ROC was critical for aligning sustainment strategies across multiple echelons. This ROC drill was essential for the successful execution of reception, staging, onward movement, and integration (RSO&I) operations, enabling the efficient and timely issuance of APS-4.
Prior to the ROC drill, a comprehensive terrain walk at APS-4 key nodes was conducted with planners from Eighth Army, 2ID, 19th ESC, and the U.S. Army Garrison (USAG) Daegu. This step was crucial for stakeholders to understand the operational terrain and equipment issue process and synchronize property accountability and readiness.
A detailed synchronization matrix was developed, detailing the RSO&I activities from the units’ departure from CONUS to their integration into the Korean theater of operations. The identification of advanced party personnel was highlighted as significant, stressing the importance of having skilled individuals to manage the detailed APS-4 equipment inventory before signing for the equipment, which enabled the 19th ESC and MSC-K’s ability to execute RSO&I.
Discussions during the ROC drill and the guidance provided by the Eighth Army’s commanding general also focused on the logistical complexities of traffic flow and equipment management post-issue. The 19th ESC, through 25th TB, was charged with orchestrating movement coordination and control, establishing vital staging areas for linehaul and rail operations. This collaboration was key to the seamless transfer of equipment from storage to operational staging areas.
The ROC drill brought to light the need for a robust command and control communications infrastructure across all RSO&I nodes. The lack of onsite classified communication networks at APS-4 storage sites necessitated coordination with the 1st Signal Brigade to ensure the deploying unit had the required systems for planning.
The 19th ESC also led a TTX at APS-4 sites to further harmonize logistics support activities. This exercise prepared for any potential logistical challenges ahead of the Pacific Fortitude and pre-deployment site survey, while demonstrating Eighth Army’s commitment to readiness by ensuring that units are equipped for rapid deployment and operational success.
Pre-deployment Site Survey and Synchronization
The Eighth Army’s liaison officer (LNO) team had a clear mission: to ensure the seamless integration of forces. The team was a diverse group of specialists, poised to coordinate a multifaceted operation involving various Army units. The team, representing a spectrum of Army logistics and command elements, including Eighth Army, 19th ESC, and AFSBn-NEA, was divided into four functional groups, each responsible for critical aspects of the operation. They navigated an initial setback due to a delayed deployment order, which compressed their planning timeline but did not deter their progress.
The first team set foundational plans at 1st AD headquarters, liaising with counterparts to establish timelines and coordinate the intricate sequence of pre-deployment activities. The second team focused on harmonizing the movement plan with the 2ID’s training methodologies, crucial for priming logistics and supply accounts for the operation.
Simultaneously, the third team engaged with 1st AD staff to refine logistics processes and address equipment readiness. Meanwhile, the fourth team worked with the FORSCOM team to ensure the exercise’s assessment objectives aligned with the strategic goals.
Throughout the pre-deployment phase, the LNO team adeptly managed a series of requests for information from a variety of stakeholders. They fine-tuned the APS-4 equipment drawdown list, validated transport requirements, and finalized the details for the advanced party flights, underscoring the extensive coordination required for the operation.
This preparation culminated in a well-prepared system supporting the 4-70 AR’s pre-deployment activities, which remained on schedule despite initial delays. The collaborative effort between FORSCOM, Eighth Army, 1AD, 19th ESC, and the 403rd AFSB epitomized the Army’s meticulous planning and operational adaptability. The proactive adjustments to the execute order, training objectives refinement, and ongoing readiness assessment underscored the responsive and resilient nature of the military force.
Preparation and Execution
In the critical days leading up to D-Day, the enterprise worked together to set conditions for RSO&I at the speed of war. AFSBn-NEA prepped and staged the equipment at appropriate staging areas to increase speed of issue. The company set’s issue chief spearheaded operations from the logistics operation control center, situated strategically near the issue staging area. 19th ESC, MSC-K, and USAG Daegu established tactical command and control nodes across the peninsula, stood up an LSA on Camp Carroll, postured movement control teams, and worked with Republic of Korea counterparts to ensure Class V was available for employment of the APS-4 set at multiple live fire ranges.
The process began with an alert exercise, ensuring all teams were primed for the task ahead. An operation order briefing to key leaders marked the commencement of the issue phase. This proactive approach by AFSBN-NEA ensured that all necessary equipment was properly staged for issue.
The 19th ESC received the 4-70 AR personnel and equipment at Osan Air Base and seamlessly transitioned them to the 498th CSSB’s LSA at Camp Carroll and later adjusted to direct movement of inbound personnel and equipment to the Rodriguez Live Fire Complex when conditions were set. The 19th ESC executed mission command for the operation, handling the staging in the combined rear area or Area IV (southern region of South Korea) and managed the onward movement toward the tactical assembly or Area I (northern region of South Korea).
This phase was a testament to synchronicity and efficiency, with the GTU being seamlessly equipped and ready to move to their training area by a synchronized sustainment enterprise effort between the 19th ESC, 403rd AFSB, MSC-K, and the garrison commands. Concurrently, the 2ID began integrating the new equipment and personnel, a crucial step in maintaining the flow of operations.
The success of this phase was marked by all equipment being released at the 10/20 maintenance standard and officially transferred to 4-70 AR. The process was validated when combat systems were employed at ranges in Area I.
The Return and Reset Operations
The return and reset phase of APS-4 equipment, spanning approximately 10 days, involved the meticulous coordination of redeployment activities. The unit returned to Camp Carroll with equipment methodically moved by rail and linehaul, coordinated and executed by the 25th TB. The 19th ESC ensured command nodes were again established, including LSA operations and critical movement control locations.
Upon the arrival of 4-70 AR, the 19th ESC led the effort in staging and preparing equipment for its return. This process included comprehensive joint inventories and technical inspections, culminating in the final acceptance of the equipment into the Global Combat Support System-Army (GCSS-Army) by the APS-4 property book officer.
The reset phase was a collaborative effort between AFSBN-NEA and the MSC-K. This critical stage involved a thorough basic issue item/component of end item/sets, kits, and outfits inventory, alongside joint preventative maintenance checks and services of the identified equipment. To save money, all necessary repair parts were identified before the end of the fiscal year, and the total costs were submitted to the Eighth Army.
The culmination of this phase was marked by the equipment being restored to a state of 10/20 maintenance standard, ready for long-term storage and future use. This reset process ensured the sustainability of the APS-4 assets and the effectiveness of a deployment system, highlighting its issue and return. With assistance from Army Materiel Command strategic enterprise logistics enablers from U.S. Army Tank-automotive and Armaments Command, Communications-Electronics Command, Aviation and Missile Command, and Joint Munitions Command LARs from AFSBn-Korea, the APS-4 equipment was thoroughly maintained and returned. Key steps like joint inventories, technical inspections, and intricate property data transfers via GCSS-Army were carried out to ensure equipment readiness.
Lessons Learned and Conclusion
The orchestration of deployment readiness exercises with APS-4 is a testament to the Army’s commitment to swift, efficient preparedness. These operations, characterized by meticulous planning and precision, not only showcase logistical prowess but also fortify the Army’s position as a formidable force capable of addressing emergent threats worldwide. Key lessons included the following:
- Torch and advanced parties are critical to APS draw at the speed of war.
- ROCs with the sustainment enterprise, including the garrison commands, are critical to success and must be replicated in crisis and contingency.
- The nested commitment and shared understanding by the sustainment enterprise on the peninsula enable flexibility in the RSO&I process, which is crucial to meeting critical timelines.
- The sustainment enterprise in Korea aligns well with the Regional Sustainment Framework and is a tested group that is ready to fight tonight if deterrence fails.
Looking to the future, the Army’s unwavering dedication to readiness through APS initiatives continues to strengthen international peace and stability. Pacific Fortitude displayed the power and synergy of the sustainment enterprise in Korea. It highlighted that the 19th ESC and the aforementioned commands are committed to fight-tonight readiness and are well postured to provide support on the peninsula and regionally.
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COL Brian T. Donahue serves as the commander of U.S. Army Materiel Support Command-Korea at Camp Carroll, Korea. He previously served as deputy commander of the Defense Logistics Agency, Indo-Pacific Regional Command. His previous assignments include division C-4/G-4 for 2nd Infantry Division, Republic of Korea-U.S. Combined Division, and commander of 70th Brigade Support Battalion. He was commissioned as an officer in the Quartermaster Corps through ROTC at Boston College. He has a Master of Arts degree in national security and strategic studies from the U.S. Naval War College, a Master of Business Administration degree in logistics from Trident University International, and a master’s degree in higher education and administration from the University of Louisville.
COL Henry C. Brown serves as the commander of the 403rd Army Field Support Brigade in South Korea and Japan. He previously served as the battalion commander of the Defense Logistics Agency-Energy, Middle East in Bahrain. His previous assignments include National Security Fellow at the Hoover Institution at Stanford University. He was commissioned as an officer in the Artillery Corps from the New Mexico Military Institute. He holds Bachelor of Science degree in geography and urban planning from New Mexico State University and a Master of Business Administration degree from the Mason School of Business at the College of William and Mary.
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This article was published in the winter 2025 issue of Army Sustainment.
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