Operating the Logistics Support Area (LSA) Anaconda
Forward Redistribution Point (FRP) was the primary mission
of the 400th Quartermaster (QM) Company during its Operation
Iraqi Freedom deployment. The 400th QM Company, which falls
under the Army Reserve’s 81st Regional Readiness Command
and is based in Maysville, Kentucky, was one of eight companies
within Logistics Task Force 548.
The FRP serves as an intermediary, multiclass serviceable excess
storage and redistribution point between outlying forward operating
bases and the theater distribution center in Kuwait. The purpose
of the FRP is twofold: convoy mitigation and reduction of customer
During Operation Iraqi Freedom 1, units sent excess supplies
to the theater distribution center in Kuwait. In April 2004,
the 13th Corps Support Command noted that excess supplies were
leaving Iraq and entering Kuwait, only to be turned around
and used to fill a requisition for another supply support activity
(SSA) in Iraq. Implementing the FRP in July 2004 reduced the
flow of serviceable excess retrograding south and allowed customer
SSAs to get needed supplies faster.
from the 400th Quartermaster Company and Kellogg,
Brown, and Root contractors process parts in a receiving
lane. The receiving section processed an average
of 1,200 receipts daily.
Concept of FRP Operations
Centrally located in Balad, Iraq, the FRP receives serviceable excess equipment
turned in by SSAs and forward operating bases in northern and central Iraq. When
an SSA submits a requisition, the Standard Army Retail Supply System (SARSS)
automatically checks the on-hand balance of the FRP before searching the theater
distribution center in Kuwait and depots in Germany and the continental United
States. If the needed materiel is in stock at the FRP, the unit that placed the
requisition receives the materiel faster and Soldiers and contractors are not
required to drive on Iraq’s dangerous main supply routes to transport the
items from Kuwait to Iraq.
The concept of the operation is simple. Excess materiel turned in by a traditional
SSA goes directly to the FRP. The excess class II (clothing and individual equipment),
IIIP (packaged petroleum, oils, and lubricants), IV (construction and barrier
materials), and IX (repair parts) materiel is processed and stored as one of
the FRP’s 14,400 retention lines. The need for the lines is determined
by an annual retention analysis based on demands in the Iraqi theater. The on-hand
balance of materiel and the amount maintained of each particular class are determined
strictly by what supported SSAs turn in as excess. The FRP stores mostly class
IX (which make up 75 percent of the total lines with on-hand balances). This
is followed by class II (18 percent), class IIIP (5 percent), and class IV (2
percent). The materiel is stored until requisitions are received from SSAs that
need it for their supported units.
Materiel release orders (MROs) are received eight times daily from the 321st
Theater Materiel Management Center’s Corps/Theater Automated Data Processing
Service Center (CTASC) at Redstone Arsenal, Alabama. Once referrals are printed,
supplies are pulled and shipped to customer SSAs throughout Iraq. The footprint
of shipments covers the entire battlefield, supporting 23 of the 25 SSAs in Iraq.
is one of many that entered the
forward redistribution point without proper
paperwork or blocking and bracing.
Even though the concept is simple, the operation faces challenges. Most of
the excess received (both new and used) is properly marked with paperwork and
according to Army standards. However, up to a third of the materiel arriving
at the FRP is frustrated cargo or supplies shipped directly from units without
paperwork or proper blocking and bracing. This materiel has to be identified
before it can be reissued. The materiel is inspected first to determine its
serviceability. If it is deemed serviceable, the FRP conducts research to determine
national stock number (NSN) before it can be processed in SARSS–1. All
materiel must be processed in SARSS–1 and reported to
SARSS–2A before the CTASC can gain visibility of it.
To address growing concerns about improperly shipped materiel, the 400th QM Company,
Logistics Task Force 548, and the 3d Corps Support Command drafted a theater-wide
fragmentary order addressing shipping standards for SSAs in the Multi-National
Corps-Iraq area of operations. Although the situation improved, the FRP continues
to receive unserviceable
materiel. The condemned, unserviceable materiel (condition code H) is sorted
and forwarded to the Defense Reutilization and Marketing Office. Materiel that
is unserviceable but possibly reparable (condition code F) and materiel that
does not have a traditional stock number is forwarded to the serviceable/unserviceable
yard in Arifjan, Kuwait.
The FRP is divided into four sections. The receiving section faces the everyday
challenge of sorting serviceable materiel from unserviceable, identifying the
NSNs of materiel that arrives without paperwork, and identifying frustrated cargo
that needs to be forwarded to other units. On average, the FRP receiving section
processes 1,200 receipts daily. Despite all these responsibilities, the 400th
QM Company receiving section was able to reduce the 210 463L pallets and 185
containers of backlog to a zero balance in January 2006.
The storage section is responsible for over 7,400 lines valued at $25 million.
Because of the high turnover of different items, the storage section must conduct
detailed location maintenance, surveys, and location add/delete discipline while
pulling an average of 700 MROs daily.
The shipping section pushes an average of 1,100 MROs daily (both referrals
to customers and excess materiel to Kuwait). Once an MRO is received from the
the shipping section has the item ready for shipment in 24 to 36 hours. This
is no easy achievement, considering all the steps required before an item is
shipped. The item must be secured and placarded with the SSA’s Department
of Defense Activity Address Code, and, most important, the radio frequency
in-transit visibility (RFITV) team has to write a level-six RF tag that is
attached to the
are stored in a bulk yard like this one.
The stock control section is responsible for managing the warehouse and stock
record receipt, storage, distribution, and issue functions and maintaining equipment
records and parts. Job responsibilities include posting receipts and turn-ins,
preparing accounting and supply reports, conducting visual inspections, and processing
surveys and inventories.
Within the four sections are specialty teams, such as the Container Management
Support Tool team, container processing team, frustrated/research team, unknown
team, quality assurance/quality control team, and RFITV team. The RFITV team
is one of the most important teams within the entire operation. A level-six
detailed RF tag consists of the referral document number, NSN, item nomenclature,
consignee, and consigner. The purpose of an RF tag is intratheater visibility.
Once the referral is shipped, the customer can log onto the RFITV site and
type in the referral document number to view the last “pinged” location
of that tag. This technology gives customers an added sense of security that
the needed materiel is en route to their locations.
Although the 400th QM Company did most of the heavy lifting during daily operations
while it ran the FRP, they could not have done it alone. They worked with the
21st Cargo Transfer Company, which operated materials-handling equipment and
built air sustainment pallets for onward movement to customers. Kellogg, Brown,
and Root contractors also provided augmentation in all sections. Today, the FRP
is a collaborative effort that runs 24 hours a day, 7 days a week, to distribute
needed supplies throughout Iraq and Kuwait.
The FRP saves lives, both directly and indirectly. Directly, it reduces the
number of Soldiers and civilians driving on main supply routes to deliver
sustainment to Iraq from Kuwait. In fact, from October 2005 though July 2006,
the FRP prevented
an estimated $150 million ($125 million in referrals shipped and $25 million
stored) of excess retrograde from leaving Iraq. Indirectly, it provides units
sustainment faster to ensure mission readiness. In 2006, class IX requisition
wait time within Iraq was reduced to an all-time low of 12 days—40
percent below the Army standard of 20 days. The decrease in requisition wait
be attributed partly to the success of the FRP.
First Lieutenant Theodore C. Mataxis III, USAR, is the Executive Officer
of the 824th Quartermaster Company (Aerial Delivery) at Fort Bragg, North
Carolina. While deployed in support of Operation Iraqi Freedom 05–07,
he served as the Accountable Officer for the forward redistribution point
located at Logistics Support Area Anaconda. He has a bachelor’s degree
in sociology and criminology from the University of North Carolina at Greensboro
and a master’s degree in clinical psychology from North Carolina Central
University. He is a graduate of the Quartermaster Officer Basic Course, the
Airborne School, and the Parachute Rigger School.