CHAPTER 5. OPERATIONStional levels of war, the FSSG provides ... Operations Desert Shield and Desert Storm. Dur-ing that MTW, 1st FSSG provided GS to I MEF ... The MLC creates and/or

CHAPTER 5. OPERATIONS

To support operations, the Marine Corps devel-oped extensive operational-level logistic capabili-ties, as a single Service and in cooperation with theNavy. Other Services have vast capabilities andmay provide single-Service logistics to MARFOR.In addition to providing operational logistics to theMAGTF during expeditionary operations, theMARFOR may be tasked by the JFC to provideCUL to the joint force, especially during the earlyphases of joint force deployment and initial entryoperations. As the MEF’s major subordinate com-mand capable of operating at tactical and opera-t iona l leve ls of war , the FSSG providesoperational-level logistics in the Marine Corps byemploying functionally structured battalions.

Force Service Support Group Employment

The functional battalion structure of the FSSGprovides a common point of departure for themany possible task-organized CSSEs employedfor operations or as the basis for an operationallogistic organization (i.e., MLC). The FSSGemploys various sized CSSEs vice the functionalbattalion organization based on METT-T andforce size.

The FSSG employs CSSDs in a DS role to GCEmaneuver elements and ACE units. Mobile combatservice support detachments (MCSSDs) areemployed in support of mechanized/armor maneu-ver elements. Larger GS CSSGs or CSSDs areemployed to support several units within theMAGTF that do not have DS CSSDs. In addition,a GS CSSG or CSSD may provide a reinforcingrole to several DS CSSDs. The FSSG may main-tain some battalions in a GS role, such as mainte-nance battalion (-) or supply battalion (-) to operatethe intermediate maintenance activity or intermedi-ate supply activity. Other battalions may be rein-forced and redesignated CSSG/CSSD. Figure 5-1on page 5-2 shows the 1st FSSG task organization

for Operation Desert Storm and provides exam-ples of CSSE employment.

MARFOR and FSSG logistic planners mustdevelop sequels to plans that anticipate the growthof the CSSE task-organization as the theaterdevelops. Planners should consider the role of thefunctional battalions as they are drawn down tosupport task-organized units. Redesignation,renumbering, and reorganization of CSSEs shouldbe minimized. Excessive reorganization can com-plicate equipment readiness reporting, personnelaccountability, and casualty reporting. Finally,planners should consider the role of regiment/group-level CSSEs as an FSSG is reinforced.

A CSSG is a task organization of CSS assets,similar in size and capability to a BSSG. A CSSGis formed to provide CSS to a large GCE taskforce, reinforce regiment, or composite MAGconducting independent operations or geographi-cally separated from the MEF. A CSSG is capa-ble of task-organizing subordinate CSSDs.Currently, 1st FSSG has CSSG-1 established tosupport 7th Marines (Rein) at Twentynine Palms,CA, and 3d FSSG has CSSG-3 established tosupport 3d Marines (Rein) and the aviation sup-port element at Kaneohe Bay, HI.

Marine Logistics Command Operations

The MLC is an organizational and commandoption that the COMMARFOR may choose toemploy. The MLC MTW concept emerged fromOperations Desert Shield and Desert Storm. Dur-ing that MTW, 1st FSSG provided GS to I MEFfrom the COMMZ through General SupportGroup 1 (GSG-1). The commanding generals ofthe merged FSSGs coordinated to switch logisticunits between the two commands. Thus, the opti-mal combination of logistic assets supported theoperational-level logistic functions and tactical

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requirements. For example, this coordination cul-minated in the DS command controlling themotor transportation battalions of both FSSGsduring the offensive, while the 1st FSSGemployed GSG-1 and GSG-2 to conduct opera-tional-level, intratheater lift operations with con-tracted vehicles, coalition and reserve drivers,and Army tanker trucks.

The MARFOR provides logistic policy and theMLC executes that policy to support forcesassigned to the MARFOR. When priorities ofsupport are required, the MARFOR ensures the

MLC receives assistance and resources beyondits organic capabilities. The MAGTF submits itsrequirements to the MLC, which analyzes therequirements for supportability.

Mission

The MLC is a CSSE designated as the MARFORoperational logistic unit. The CSSE deploys toestablish the MARFOR logistic support structureto facilitate force closure operations, includingarrival and assembly. On order redesignated as the

Figure 5-1. 1st FSSG Task Organization for Desert Storm.

Operational-Level Logistics ____________________________________________________________________________________ 5-3

MLC, the CSSE provides GS to MARFOR andother assigned and/or attached forces to ensure theforward warfighting focus of the MAGTF.

Deployment Criteria

FSSG commanders should task-organize toaccomplish DS, GS, and operational-level supportmissions. When confronted with the following cri-teria, the MARFOR should consider employing aCSSE as an MLC:

l Theater logistic support is shallow or has short-falls.

l Common item or user logistics is planned.l Expeditious force closure of a MEB or larger is

anticipated. l A MEB or larger will be ashore more than 60

days.l Sequential MPF offloads or back loads are

planned.

Tasks

The MLC creates and/or integrates existing andemerging theater support systems. The MLCreceives, stores, fixes, and moves logistics in GSof the MAGTF. It manages the continual flow oflogistics in and out of theater. Force closureoperations are critical, since they facilitate theoperational standup of the MAGTF. Duringoperations, the MLC provides tactical and opera-tional-level support.

As the tactical situation requires, the MLCemploys detachments and continues to organizetheater support. If CSSEs of the MAGTF havebeen executing operational logistic tasks, theMLC re l i eves them. The MLC suppor t sMAGTFs assigned to other components, such asan amphibious MAGTF assigned or attached tothe NCC. Even when a MAGTF stays afloat, theMLC assists with maintenance, equipmentreplacement, supply support, etc. The MLCshould be mobile enough to reduce the logisticrisk to the MAGTF by moving elements close tothe combat zone and shortening the length ofLOC. As directed, the MLC supports multina-

tional and other Service forces, but is not a jointor multinational theater logistic force. The MLCperforms the following tasks:

l Establishes an intertheater and intratheaterlogistic system.

l Coordinates arrival and assembly and otherforce closure operations.

l Provides operational-level logistics.l Integrates HNS, inter-Service, common item, and

cross-service support as directed by the CINC.l Develops logistic requirements in conjunction

with the MARFOR.

Employment Considerations

An effective MLC must conduct operations thatfacilitate MAGTF force closure and build a foun-dation for the emerging logistic system. This sys-tem can be built incrementally to support thesurge requirements of the MAGTF during forceclosure and initial tactical operations. After thetheater logistic system is established, the MLCpulls sustainment from the strategic base to meetMAGTF requirements and facilitate reconstitu-tion and redeployment operations. In creating theconditions for MAGTF success, the MLC inte-grates MAGTF requirements with intertheaterand intratheater logistic systems. The MLC nor-mally operates within the theater COMMZ andprovides the means to extend the MAGTF opera-tional reach.

Force Closure

The MLC arrives in theater and initiates actionsto establish the MARFOR logistic distributionsystem. The MLC establishes and operates anMCC, port operations groups (POGs) and/orbeach operations groups (BOGs), and arrival air-field control groups (AACGs). Table 5-1 on page5-4 provides a possible division of labor betweenthe MLC and the MAGTF CSSE for arrival andassembly operations. The MARFOR, in coordi-nation with its major subordinate commands,establishes the division of labor for an actual con-tingency or operation.

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Table 5-1. Division of Labor for Force Closure.

Because of initial force closure efforts, the MLCestablishes a forward base for sustained opera-tions. The MLC supports the arrival and assem-bly of subsequent MPFs, the force closure of theMAGTF follow-on echelon, and intratheater andintertheater sustainment operations. The MLCcoordinates Marine force closure activities withthe JFC and joint movement control agencies.

Contracting personnel should be included in theMLC to initiate contingency contracting opera-tions resulting from emergency requirements, andto establish relations with local vendors. Whenauthorized by the MARFOR, MLC contractorscoordinate activities with joint agencies. Legalservice support and civil affairs personnel assistin host nation relations, contracting, and obtain-

ing HNS and liaison with joint agencies that man-age these functions.

During force closure, MLC coordinates construc-tion requirements include building camps, medi-cal facilities, bulk fuel and water storage sites,and ammunition storage points; improving exist-ing airfields; and/or establishing forward operat-ing bases. The MLC engineer officer executesMARFOR construction priorities by coordinat-ing the engineering efforts of the MLC, NCF, andMAGTF and coordinates construction projectswith the MARFOR engineer officer. The HSSmedical coordination cell coordinates the estab-lishment of the HSS system with the MARFORsurgeon, MAGTF surgeon, and the MPF fleethospitals. The MLC may establish a Marine

Functional Area MAGTF CSSE Responsibilities MLC Responsibilities

Arrival and assembly operations Off-loads MPSRON first. Employs subsequent MPF, MAGTF, and follow-on sustainment.

Throughput plan Plans initial movement to assembly areas. Plans for throughput of MAGTF and other follow-onMARFOR.

Develops LOC requirements in support of MARFOR.

MCC Establishes and operates initial capability. Assumes responsibility for MCC coordination with theater MCC once MAGTF moves out from assembly areas.

Provides movement control on LOC under the Marine component's supervision.

POG/BOG Establishes and operates for initial MPSRON off load.

Assumes responsibility once MAGTF moves out from assembly areas. Opens new ports and beach support areas required to support MARFOR.

Airfield/departure air control group Establishes and operates initial capability for MAGTF arrival.

Assumes responsibility once MAGTF moves out from assembly areas. Opens new airfields required to support MARFOR.

Arrival and assembly operations group (AAOG)

Serves as lead agent for MAGTF arrival and assembly.

Executes AAOG responsibilities under MARFOR direction when MAGTF AAOG is disestablished.

Materials handling equipment (MHE) Plan

Supports initial MAGTF arrival. Develops for sustainment operations.

ITV Provides ITV within the MAGTF. Provides ITV between MAGTF and outside sources.

Maritime pre-positioned equipment and supplies (MPE/S) distribution plan

Plans initial MPF arrival and assembly. Plans subsequent MPF, MAGTF, and follow-on sustainment.

C2 Initial MPF arrival and assembly, MAGTF operations.

Coordinates support for MARFOR with theater and strategic support organizations.

Fly-in echelon Monitors initial MPF arrival and assembly. Monitors subsequent MPF, MAGTF, and follow-on sustainment.

Arrival and assembly operations element (AAOE)

Directs/coordinates initial MPF arrival and assembly.

Directs/coordinates subsequent MPF, MAGTF, and follow-on sustainment.


logistic operations center for C2 of operationsmodeled after an FSSG-level combat service sup-port operations center.

Sustainment

At ports and airfields, MLC supply personnelreceive, store, and prepare MAGTF accompany-ing supplies for movement to the combat zone.MLC transportation units move cargo and bulkliquids to MAGTF combat service support areas(CSSAs). In addition, the MLC uses contract andother Service trucks, watercraft, and aircraft tomove cargo and personnel. MLC engineers maysupport MAGTF engineers in building ammuni-tion supply points (ASPs), CSSAs, LOCs, andexpeditionary airfields. The MLC may establishdetachments at MAGTF forward operating basesto provide GS.

To establish a Marine Corps logistic distributionsystem, the MLC continues to integrate MARFORactivities and requirements with joint agencies perMARFOR guidance. MLC throughput activities areintegrated with joint reception, staging, onwardmovement, and integration (JRSOI), and the activi-ties of the MARFOR MCC are synchronized withJMC operations.

Construction projects focus on expanding ware-houses and maintenance facilities and on main-taining and improving intratheater LOC andthroughput infrastructure. The MLC solidifiesand improves common item, inter-Service, andhost nation support with providers. If required,MLC assists amphibious MAGTFs. The MLCplans reconstitution and redeployment with anemphasis on MPF regeneration operations.

To sustain the MAGTF, the MLC synchronizesresupply based on MARFOR priorities and poli-cies, joint stockage levels, and buildup rates. Toprevent bottlenecks, the MLC uses its centralposition to pull supplies into theater in time todeliver them to the MAGTF. The MLC usesdemand input from the MAGTF CSSEs and thecapabilities of the theater distribution system tofocus on the most demanding logistic tasks facing

the MARFOR. Use of MLC transportation assetsand HNS assets in the combat zone adds respon-siveness and flexibility to logistic support for theMAGTF. See appendix A for a notional func-tional division of labor between the MARFOR,MLC, and FSSG.

Reconstitution

Although reconstitution is largely a commandand operations function, the actual refitting, sup-ply, personnel fill, and medical actions are con-ducted by CSS and administrative elements, suchas MLC. The MLC begins reconstitution plan-ning before the employment phase of the expedi-tionary operation. The MLC obtains and analyzesthe MAGTF projection for reconstitution require-ments, participates in the planning process, andcoordinates Marine Corps requirements with jointagencies and strategic organizations. MLC plan-ning and executing actions include the following:

l Determining the MAGTF resource requirements.l Coordinating Marine Corps requirements with

joint, host nation, and strategic logistic supportagencies.

l Synchronizing the recovery of the MAGTF fromthe combat zone with the tactical situation.

l Synchronizing reconstitution and redeploymentoperations with theater and strategic lift.

l Establishing maintenance areas, parking andstaging areas, and warehousing.

l Designating, organizing, and establishing pro-cedures for washdown sites.

l Staging shipping containers, packaging, anddunnage for redeployment.

l Arranging customs, agricultural, and other pre-redeployment inspections.

l Maintaining the continuity of operations betweenMPF regeneration and other reconstitution.

There are two methods of conducting reconstitu-tion—reorganization and regeneration. Reorgani-zation is action taken to shift internal resourceswithin a degraded unit to increase its level of com-bat effectiveness. Regeneration is action taken to

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reconstitute a unit through significant replacementof personnel, equipment, and supplies in anattempt to restore a unit to full operational capabil-ity as rapidly as possible.

Reorganization

Normally completed at the unit level, reorganiza-tion does not require extensive external support.Reorganization is normally limited to the replen-ishment, repair, and potential redistribution ofassets within a unit for a follow-on mission.

Regeneration

Regeneration returns the force to pre-employmentlevels of readiness. Normally, regeneration is accom-plished by the MEF or MARFOR and involves aug-mentation from the SE. Regeneration requiresadditional resources, coordination, and operationalplanning, to include movement and training plans torecover the unit’s combat effectiveness.

When established, the MLC, augmented by the SE,will be the executor of regeneration operations. PerMARFOR direction, the MLC will manage theinbound replacement equipment and combatreplacement companies. The MLC will providestorage for equipment and billeting for personnel.In addition, MLC will coordinate movement of per-sonnel and equipment to major subordinate com-mands based on MARFOR priorities. When anMLC is not established, MARFOR will plan move-ment of replacement personnel and equipment fromoutside the theater directly to the major subordi-nate commands.

Maritime Pre-positioning Force Operations

MPF is a capability for expeditious force closurein theaters of operations bordering the sea. MPFand amphibious operations are complementarycapabilities. The Marine Corps and the Navyhave developed tactics, techniques, and proce-

dures for MPF force closure and regenerationoperations. These procedures are published inNaval Warfare Publication (NWP) 22-10/FleetMarine Force Manual 1-5, Maritime Preposition-ing Force (MPF) Operations.

Arrival and Assembly

Arrival and assembly operations occur in a permis-sive or uncertain environment and terminate whenthe MAGTF commander reports that the MPFMEB is combat ready. Operations occur in anAAA. The AAA is an administrative area thatincludes airfields, port facilities, beaches, transpor-tation, and distribution networks. An establishingauthority (e.g., CINC, JFC, Service componentcommander, or a subordinate naval commander)designates an AAA. The AAOG controls arrivaland assembly operations through a network of sub-ordinate control organizations.

Arrival and Assembly Operations Group

The AAOG is a task-organized group from theMPF MAGTF CE that coordinates and controlsarrival and assembly operations. It consists ofpersonnel from all MAGTF elements plus liaisonfrom the Navy support element. The AAOG’ssubordinate elements are the landing force sup-port party (LFSP), MCC, and AAOEs. TheAAOG monitors the airflow of the fly-in echeloninto the AAA; coordinates the throughput anddistribution of equipment and supplies from theMPSs to the unit assembly areas; and providesinitial C2 functions for the MAGTF in the AAA.

Landing Force Support Party

The LFSP controls throughput of personnel andMPE/S at theater ports, beaches, and airfields. Inaddition, the LFSP facilitates CSS ashore duringship-to-shore movement in amphibious opera-tions. For MPF operations, the LFSP has four ele-ments: POG, BOG, an arrival/departure airfieldcontrol group (A/DACG), and an MCC.


Port Operations Group. A task-organized groupof Navy cargo-handling forces from the BSSG,the POG—

l Prepares the port before the arrival of the MPF. l Unloads ships.l Controls the throughput of offloaded supplies

and equipment.

Beach Operations Group. The BOG is a task-organized group from the Navy support elementand the BSSG. The BOG is responsible for prepar-ing the beach before the arrival of the MPSRONand the throughput of supplies and equipment afterthe ships are offloaded.

Arrival/Departure Airfield Control Group.The A/DACG is responsible for controlling andcoordinating the off-load and onload of airfieldunits and equipment and providing limited CSSto those units. Task-organized around a nucleusprovided by the landing support element of theBSSG, A/DACG is structured and manned toprovide continuous operations support for multi-ple aircraft.

Movement Control Center. The MCC is theagency that plans, routes, schedules, and controlspersonnel and equipment movements over LOC. InMPF operations at ports, airfields, and/or beaches,the MCC forms convoys containing MPE/S andpersonnel and dispatches them to the AAOEs.

Arrival and Assembly Operations Element.Established by each element of the MAGTF andNavy support element, the AAOE receivesMPE/S and distributes the equipment to units ofthe MAGTF.

Regeneration

Regeneration is the reconstitution method used torestore the MPF to full operational capability asrapidly as possible upon completion of theMAGTF’s employment mission. The combatantcommander, in consultation with MARFOR,determines the operational capability of theregenerated MPF. Regeneration occurs in the fol-lowing stages:

l Actions in the AOR during MAGTF opera-tions.

l Actions in the AOR following the MAGTFoperations.

l MPF maintenance cycle at BIC.

The regeneration of an MPF is most effectivelyaccomplished at BIC in Florida. However, theneed to obtain operational capabilities quicklycan dictate that regeneration be initiated in thetheater of operations and later completed at BIC.Planning for regeneration is extensive, much ofwhich occurs at the strategic level. Figure 5-2depicts the organizations involved with planningand executing the regeneration of the MPF.

Figure 5-2. MPF Regeneration Organizations.

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Marine Corps Forces

The MARFOR has extensive responsibilities forregenerating an MPF. One of the main partici-pants in the regenerating process, MARFOR con-trols the CSSD and TAAT, recommends thedeferment of the regeneration in the theater ofoperations, and decides to load the MPF based onconditions in theater. The MARFOR has the fol-lowing planning actions and responsibilities forregenerating the MPF:

l Recommend the primary regeneration site tothe establishing authority.

l Participate in drafting applicable orders, plans,and letters of instruction.

l Publish guidance for the return of MPE/S, toinclude shipping containers, original packaging,dunnage, and the assignment of designated stag-ing areas.

l Review the redeployment plan for conflict withthe regeneration plan. (The redeployment planshould support the regeneration plan, to includesecurity considerations.)

l Provide instructions for the security, inventory,and condition coding of MPE/S.

l Establish priorities for acquisition, perfor-mance of equipment maintenance, and prepara-tion of supplies.

l Designate, organize, and establish proceduresfor washdown sites.

l Establish maintenance areas, parking and stag-ing areas, and warehousing.

l Implement logistic information systems sup-porting accountability and prepositioning data-base management.

l Establish priorities for use of high usage equip-ment and assets.

l Identify how the MAGTF’s mission and organicT/E requirements may affect regeneration.

l Develop procedures to ensure MPE/S meetsUnited States Department of Agriculture inspec-tion standards before loading.

l Arrange for a senior agricultural inspectionteam.

Technical Assistance Advisory Team

The TAAT is comprised of military and civilianpersonnel from MCLBs to provide a nucleus ofexpertise for the MPF regeneration. Normally, per-sonnel from BIC staff the TAAT and are eitherOPCON or tactical control to the MARFOR.

Combat Service Support Element

A CSSE (MLC if established) will be assigned asthe MARFOR’s executive agent for regenera-tion. Task-organized with personnel from the the-ater and continental United States (CONUS),CSSE is focused on the regeneration of the MPF.The CSSE is responsible for early planning,CSSA establishment, and MPE/S maintenanceduring MAGTF operations.

Navy Support Element

During MPF regeneration, Navy support elementsupplies and equipment are regenerated. TheNavy support element is composed of navalbeach group staff and subordinate unit personnel,a detachment of Navy cargo-handling personnel,and other Navy capabilities, as required. Theregeneration of the Navy support element shouldbe accomplished with assistance from the NCC incooperation with the MARFOR.

Theater Movement Control Operations

Theater movement control consists of the plan-ning, routing, scheduling, controlling common-user assets, and maintaining ITV. In theater, eitherjoint, Service, or multinational movement controlorganizations conduct movement control.

Joint

In a joint environment, movement control coordi-nates transportation resources to enhance combateffectiveness and meet the priorities of the com-mander. The combatant commander may direct a


subordinate JFC and the Service components toperform their own movement control. The com-batant commander may establish a theater JMCand/or JTB. To ensure transportation systemrequirements are fully integrated, the combatantcommander may assign responsibility to a singlejoint office, the JMC.

Joint Movement Center

The JMC is responsible for coordinating theemployment of transportation to support the theaterconcept of operations. The JMC establishes theatertransportation policies relative to need, port and ter-minal capabilities, transportation asset availability,and the JFC’s priorities. The JMC can be the singlecoordinator of s t rategic movements withUSTRANSCOM. Figure 5-3 depicts a notionalJMC organization. To coordinate transportationemployment and policies, the JMC—

l Interfaces with JOPES to monitor and regulatethe deployment of forces and supplies.

l Analyzes user capabilities to ship, receive, han-dle cargo, and recommend solutions to short-falls.

l Advises the J-4 on transportation matters thatwould adversely affect combat contingencyoperations.

l Serves as the liaison with the host nation(s) fortransportation issues.

l Disseminates information concerning host nationtransportation systems, facilities, equipment, andpersonnel.

Joint Transportation Board

The JTB is an ad hoc board that makes prioritizedrecommendations to the commander. The geo-graphic combatant commander may establish atheater JTB to review and deconflict policies, pri-orities, and transportation apportionment beyondthe authority of the JMC.

The JTB is generally comprised of the senior logis-ticians from the participating Services as votingmembers and other subject matter experts as neededin advisory roles. The JTB consists of representa-tives from the Service components, movement con-trol agencies, and combatant command J-3(operations), J-4 (logistics), and J-5 (plans). Nor-mally, the J-4 chairs the JTB, which requests addi-tional transportation assets from the Joint Chiefs ofStaff (JCS) when intratheater assets do not supportthe combatant commander’s concept of operation.When there is no theater JTB, the JMC is the pri-mary advisor to the JFC.

Figure 5-3. Suggested JMC Organization.

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Requirements

The JMC plans, apportions, allocates, coordi-nates, and deconflicts transportation, as well asestablishes and operates an ITV system to assisttracking theater movements of units, personnel,unit equipment, and materiel.

Planning. The JMC develops the theater move-ment plan that supports the JFC’s priorities andconcept of operations. The plan must synchro-nize incoming strategic movements with theaterreception and onward movement operations.

Apportioning. Transportation apportionment isusually expressed in percentages, developed incycles, and supports the combatant commander’sconcept of operations. In transportation appor-tionment decisions, JMC must consider the mis-sion, resources available, threat, and geographyof the AOR. Components use the transportationapportionment decision for transportation alloca-tion and employment.

Allocating. Allocating is the assignment of spe-cific transportation resources against specificmovement missions. If a JMC is not established,the geographic combatant commander usuallydelegates the transportation allocation process tothe Service components. Components normallyexpress transportation allocations as sorties bytype of aircraft, gross tonnage, number of vehi-cles, or other appropriate terms. If a JMC isestablished, Service components work with theJMC to optimize daily movements based on pro-jected daily transportation resources available.

Coordinating. The JMC coordinates common-user theater air, land, and sea transportation. TheJMC initially coordinates common-user transpor-tation through the movement plan, monitors thetransportation system, analyzes movement per-formance, and prepares adjustments. In addition,the JMC coordinates the fulfillment of require-ments forwarded by component control ele-ments. Implementation of adjustments occursduring the development of priorities or the sched-uling of assets. The JMC approves unit surface

movements that use common-user assets andmain supply routes.

Deconflicting. The JMC deconflicts theater trans-portation requirements. Deconflicting require-ments involves establishing and managing thetransportation request process. It includes validat-ing requests and tasking appropriate transporta-tion assets. Transportation requirements thatcannot be deconflicted by the JMC are for-warded to the JTB for resolution.

Force Tracking. The JMC provides the geo-graphic combatant commander the ability to locateunits that are using common-user transport withinthe theater. The JMC can monitor the inland sur-face movement of forces during theater move-ments, such as documenting arrivals at aerial portsof debarkation (APODs)/seaports of debarkation(SPODs) and movements to intermediate stagingareas or to final tactical assembly areas (TAAs).

Multinational

An MNFC may establish a TMCC to coordinateand control movement into and out of theater andto provide visibility over movement require-ments. During termination and redeployment, theTMCC ensures smooth redeployment accordingto the established redeployment plan. The TMCCcoordinates, deconflicts, and integrates inboundand outbound strategic lift with the intratheatermovement requirements. The TMCC is integratedwith national and geographic MCCs.

Marine Corps Forces

Movement control procedures were developed tohelp MAGTFs move expeditiously from theirhome stations and bases to ports and airfields ofembarkation, and subsequently from debarkationpoints through reception areas and on to theirdestinations. Movement control coordinates acomplex operation that involves Marine Corpstactical units, bases and stations, ports, airfields,contracted transportation, and strategic sealift andairlift. In addition, movement control procedures

Operational-Level Logistics ___________________________________________________________________________________ 5-11

are applicable for coordinating and controllingintratheater lift. Figure 5-4 depicts theater move-ment control focused on the MARFOR. Themovement control group, FMCC, logistic move-ment control center (LMCC), and unit movementcontrol center (UMCC) perform movement con-trol and coordination functions.

Movement Control Group

This is the MARFOR commander’s optionalagency to coordinate intertheater and intratheaterlift. Normally, the MLC establishes the movementcontrol group, which coordinates wi thUSTRANSCOM through the JMC for strategic liftand with the JMC for theater movement control.

Force Movement Control Center

The FMCC is the MAGTF commander’s agencyto control and coordinate deployment support

activities. This agency coordinates and schedulesthe MAGTF’s strategic lift requirements throughthe movement control group.

Logistic Movement Control Center

The LMCC is operated by the FSSG/CSSE. Itreports to the FMCC and coordinates the execu-tion of movement based on FMCC priorities. TheLMCC provides transportation, transportationscheduling, MHE, and other support to unitsbefore they move. It coordinates transportationand MHE requirements with tactical units, otherServices, and/or the host nation.

Unit Movement Control Center

The major subordinate commands of the MAGTFestablish UMCCs, which are the unit nodes in themovement control system. UMCCs control thetransportation and communications assets needed

Figure 5-4. Theater Movement Control.

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to execute the deployment of their units. Theycoordinate their needs with the LMCC.

Joint and Multinational Logistic Operations

The JFC’s requirement for effective and efficientlogistic operations has stimulated the developmentof joint operations for JRSOI, JLOTS, Servicesupport, and HSS support.

Joint Reception, Staging, Onward Movement, and Integration

JRSOI is a joint force closure operation that pro-cesses and prepares personnel, equipment, andmateriel arriving in a theater of war.

Process

The JFC may direct that components of a jointforce participate in the following JRSOI processwhen entering a theater of war:

l Reception operations include functions requiredto receive and clear unit personnel, equipment,and materiel through the ports of debarkation.

l Staging is the process of organizing arrivingpersonnel, equipment, and materiel into unitsand forces.

l Onward movement is the process of movingunits and accompanying materiel from recep-tion facilities, marshalling areas, and stagingareas to TAAs or other theater destinations.

l Integration is the synchronized handoff of unitsinto an operational commander’s force beforemission execution. Efforts focus on preparingfor future operations and integrating into thejoint force.

Participating Organizations

JRSOI is the responsibility of the supported com-batant commander who receives the forces. Thesuccess of JRSOI is dependent on the cooperationof the following participating organizations:

l Supporting combatant commanders.l JTF commanders.l Service component commanders.l Deploying units.l Allies.l Host nations.l Contractors.l Support organizations (enabling units, support-

ing combatant commanders).

Command and Control

Supported combatant commanders and their subor-dinates should be flexible in modifying commandstructures to meet the specific requirements ofeach situation with emphasis on unity of effort,whether it be a small humanitarian operation or anMTW. The combatant commander may employthe following options for the C2 of JRSOI.

Existing J-4 Staff. The JFC augments the exist-ing J-4 staff with sufficient assets to exerciseboth staff planning and operational supervisionover JRSOI.

Joint Command and Control Early Entry Force.The JFC may deploy a joint C2 early entry forceto provide the initial JRSOI management andcoordination capability. This joint force pro-vides the initial C2 for the theater and forms thenucleus of the joint command.

Most Capable Service. The combatant com-mander may assign JRSOI responsibilities to theService component most capable of performingthe mission.

Dominant User. The combatant commanderassigns responsibility for providing or coordinat-ing JRSOI support to the Service component thatis the primary consumer.

Service Responsibility. Each Service is responsi-ble for its own force closure or RSOI of individu-als, equipment, and supplies.


Joint Logistics Over-the-Shore

JLOTS operations are logistics over-the-shore(LOTS) operations conducted by two or moreServices, ordinarily involving the Army, Navy,and Marine Corps. The operations are LOTSwhen only one Service is involved. LOTS/JLOTSoperations occur when there is a requirement toload and unload ships without adequate portfacilities in either friendly or undefended terri-tory. Conducted over unimproved shorelines andthrough inadequate ports, LOTS/JLOTS opera-tions rely on barges, causeways, crane ships, andoffshore petroleum discharge systems to movecargo and fuel from ship to shore and onward toinland marshalling and staging areas.

Service Support

Although logistics is a Service responsibility, theMarine Corps can receive support from other Ser-vices. Service support is either received from orprovided to other Services in all theaters and forall types of operations; or it is associated with aspecific theater, OPLAN, or situation. In addi-tion to the responsibilities that apply in all the-aters and for all Services, a JFC may designate aService, usually the dominant user or most capa-ble Service, to provide common item/service sup-port for the entire theater, areas within a theateror specific operations.

The Army has been designated as the executiveagent responsible for certain support functions inall theaters. The Army provides management ofoverland petroleum support to U.S. land-basedforces of DOD components. Responsible for inlanddistribution during wartime, the Army provides thenecessary force structure to construct, operate, andmaintain an inland petroleum distribution system.In an undeveloped theater, the Army also providesa system that transports bulk petroleum inland fromthe high-water mark of the designated ocean beach.The Army is normally responsible for providing theother Services with the following theater distribu-tion support:

l Veterinary service support.l Single integrated medical logistics management

(SIMLM).l Controlled disposal of waste, explosives, and

munitions.l Mortuary affairs.l Military troop construction support to U.S. Air

Force outside the continental United States(OCONUS).

l Executive agency for DOD EPW detainee pro-gram.

l Common-user land transportation in overseasareas.

l Intermodal container management.l Overseas ocean terminal operations.l Management of military postal services.l Executive agency for land-based water resources.l Executive agency for the DOD customs inspec-

tion program.l Management of conventional ammunition.l Executive agency for processing claims (in

selected countries).l Executive agency for settlement of tort claims

by DOD employees.l Locomotive management.l Single manager for military traffic management.l Food safety service.l Overland petroleum support management.l Inland logistics support to the Marine Corps.l Executive agency for AIT.

Theater Health Service Support

Service components are responsible for establish-ing HSS systems; however, the JFC may direct theintegration of HSS in a theater of war. The MAR-FOR is responsible for coordinating and integrat-ing HSS within its AOR. The Marine componentsurgeon, dental officer, medical planner, and medi-cal administrative officer advise the MARFORcommander on matters relating to the health of thecommand such as sanitation, disease surveillance,medical intelligence, medical logistics, patientmovement, and medical personnel issues. The

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MARFOR surgeon serves as liaison to the JFS.Appendix A provides a notional division of laborfor HSS. The MARFOR, in coordination with itsmajor subordinate commands, will establish thedivision of labor for the actual contingency oroperation. Theater HSS includes the joint theaterHSS system, JFS, health service logistic support,theater blood management, intratheater patientmovement, and multinational HSS.

Joint Theater Heath Service Support System

In a theater of war, health care is provided bylevel. Each level reflects an increase in medicalcapability while retaining the capabilities found inthe preceding level. Within most theaters of oper-ations, there are four levels of care. See figure 5-5.

The MAGTF can provide care at levels I and IIbut receives external support for levels II throughIV from the Navy and the other Services. To sup-port the Marines, the Navy designates amphibi-ous shipping as casualty receiving and treatmentships (CRTS) for level II and III support and

deploys hospital ships and fleet hospitals for lev-els III and IV. The MPF program includes a fleethospital in each MPS, which provides the MAR-FOR a level III MTF. The Army and Air Forcealso deploy level III and IV capabilities to thetheater of operations. Figure 5-6 illustrates the-ater medical capabilities.

Joint Force Surgeon

The combatant commander designates a JFS tobe responsible for preparing and coordinatingHSS within a joint force. The JFS section shouldbe staffed by members representing all Servicesand be of sufficient size to effectively performthe following tasks:

l Joint coordination of HSS initiatives.l Regionalization.l Standardization and interoperability.l Development of the HSS plan.l Review of subordinate plans and operations.l Medical resupply.

Figure 5-5. HSS Levels.


Figure 5-6. Theater Medical Capabilities.

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Logistic Support

The Service components are responsible for pro-viding health service logistic support to theirforces. Every MAGTF deploys with a tailoredblock of accompanying medical supplies to sup-port the force for a predetermined number ofdays. However, the combatant commander mayexercise directive authority over medical logis-tics and appoint the dominant user and/or mostcapable service as a SIMLM to coordinate the-ater medical logistics.

The SIMLM is responsible for the provision ofmedical supplies, medical equipment mainte-nance and repair, blood management, and opticalfabrication to joint forces within the theater ofoperations including, on emergency basis, Navyships for common-use items.

In the European and Korean theaters, the U.S.Army is the designated SIMLM. The JFC maydesignate the ASCC as the SIMLM in future oper-ations because of its probable role as dominantuser. However, the combatant commander maydesignate either the Navy or Air Force componentsas the SIMLM when either organization is thedominant user and/or the most capable Service.

Theater Blood Management

MAGTF level II MTFs and MPF fleet hospitalsrequire blood to care for injured personnel. TheJBPO plans, coordinates, and directs the han-dling, storage, and distribution of blood andblood components within the AOR. For a com-prehensive description of blood management insupport of MARFOR, see MCWP 4-11.1, HealthService Support Operations.

Intratheater Patient Movement

Intratheater patient movement agencies use the-ater resources to evacuate patients to and betweenmedical MTFs. Patient movement requires acoordinated effort between Service components,host nation, and theater evacuation assets. TheJFS is responsible for developing intratheater

patient movement policies in coordination withService component evacuation representatives.

Tactical commands are responsible for patientevacuation from point of injury to level I patienttreatment stations and patient movement fromlevel I to level II. Patient movement within andfrom level II is normally the responsibility of thesenior medical regulating authority in theater.When this is not possible, use of common-usertheater AE aircraft for the movement of patientsfrom level II to level III and beyond is deter-mined by the JFC through the JFS. Some jointoperations may present unique situations where alevel III medical infrastructure does not exist andstabilized patients may be evacuated directly to alevel IV MTF in another theater or CONUS.

Patient movement support of theater medical regu-lating decisions is accomplished using dedicated(Army/Air Force), preplanned and retrograde (AirForce), opportune or designated (Navy/MarineCorps) airlift and may include the use of ground orwaterborne assets. The MARFOR coordinatesMarine force patient movements with the TPMRC,AECC, joint patient movement requirements cen-ter (JPMRC), and Global Patient MovementRequirements Center (GPMRC). See table 5-2 fortheater patient movement responsibilities.

Table 5-2. Theater Patient Movement.

Theater Patient Movement Requirements Cen-ter. The JFS controls the TPMRC, which coor-dinates and controls the intertheater/intratheatermovement of patients. The TPMRC generatestheater plans and schedules patient movementto MTFs. It communicates patient movements

Levels of Treatment Responsibility

Level I to II MAGTF

Level II to II MARFOR (MAGTF)

Level II to III MARFOR (MAGTF/MLC)

Level III to IV and V TPMRC/JPMRC


with the AECC and with the Service compo-nents responsible for executing the transporta-tion mission. The TPMRC should be collocatedwith and/or have direct access to theater move-ment control agencies.

Aeromedical Evacuation Coordination Cen-ter. The AECC is a coordination center, withinthe joint AOC’s airlift coordination cell, thatmonitors AE-related activities. It manages themedical aspects of the AE mission and serves asthe net control station for AE communications. Inaddition, AECC coordinates medical require-ments with airlift capability, assigns medical mis-sions to the appropriate AE elements, andmonitors patient movement activities.

Joint Patient Movement Requirements Center.The JPMRC performs integrated patient move-ment tasks for units assigned to a JTF or withinthe task forces’ AOR. The JPMRC should be col-located with and/or have direct access with the-ater movement control agencies.

Global Patient Movement Requirements Cen-ter. The TPMRC and JPMRC coordinate require-ments to move patients outside of theater with theGPMRC. The GPMRC is a joint activity report-ing directly to USCINCTRANS and is the singlemanager for the strategic and CONUS regulationand movement of uniformed Service patients.

Multinational Health Service Support

Nations are ultimately responsible for providingHSS to their forces; however, because of the highstandard of U.S. military HSS, pressure may existto designate U.S. Forces as the lead nation forHSS in a multinational operation. When partici-pating in a multinational operation, joint and Ser-vice component medical and logistic personnelshould be aware of differences in national medi-cal standards, customs, and training requirements.The exchange of blood and blood productsbetween nations is an area of deep concern. The

United States might take a lead nation role in thefollowing areas:

l Class VIII medical support.l Veterinary services.l Medical laboratory services.l Optical fabrication.l Medical equipment.l Casualty evacuation (air/ground).

The MNFC may designate a theater surgeon withduties similar to the JFS and establish a MEDCCto coordinate multinational, joint, and multifunc-tional medical issues. The MEDCC is under thecognizance of the theater surgeon and staffedwith skilled HSS practitioners representing thenations involved in the operation. It determinesopportunities to rationalize HSS in terms of facil-ities, individual medical disciplines, and trans-port. The MEDCC can be established as part ofan expanded medical staff under the theater sur-geon or as a module within the MJLC.

Small Scale and Short Duration Operations

A JTF or MNF may conduct small-scale andshort duration operations. The participatingMAGTF is usually a MEU or a SPMAGTF, butsometimes a larger MAGTF may be involved.Because of the short duration of the operation,MAGTFs integrate external operational logisticsupport systems or obtain support directly fromthe appropriate MARFOR CONUS units viaNavy/Marine Corps communications networks.

As an expeditionary force capable of forcibleentry, MAGTFs are often the first to enter a the-ater of operations. In a mature theater, joint sup-port agencies, cross-Service arrangements, andhost nations support agreements exist. A MAGTFmay coordinate with the U.S. military elementbelonging to the country team at the embassy.

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This element is known by different namesdepending upon the country; for example, JointUnited States Military Advisory Group andOffice of Military Cooperation. Another alterna-tive could be support from the Navy distributionsystem of ALSS and FLS. In most cases, exist-ing support will be austere.

Military Operations Other Than War

Operational-level logistic organizations in theMARFOR may be required to support humanitar-ian operations, peacekeeping operations (PKO),and domestic support operations (DSO).

Humanitarian Operations

Dislocated civilian support operations are designedto support the resettlement of refugees and dis-placed persons. Individual governments make thedetermination on refugee status and normally pro-vide special protection. Refugees are entitled tospecial protection because they can no longer availthemselves of the protection of their country ofnationality. A displaced person could be a refugeewho has not yet attained legal status as a refugee ora war criminal that fled to another country toescape prosecution. The Department of State pro-vides guidance on refugee classifications. Refugeeand displaced persons programs include campadministration; care (food, supplies, medical care,and protection); and placement (movement or relo-cation to other countries, camps, and locations).

Normally, refugee operations will involve a MEU,SPMAGTF, and/or MEB as part of a JTF/MNFand numerous NGOs, the International Red Cross,and the United Nations. The MAGTF commanderand staff will usually be dual-hatted as the MAR-FOR commander and staff.

Refugee influxes can overwhelm local ability tocare for the numbers of people involved and theyhave a high probability of occurring in regionsremote from a host nation’s economic centers.Under these conditions, operational logisticians

who plan and conduct refugee operations shouldbe aware of the following:

l The MAGTF must resupply early becauseaccompanying supplies may be used to supportJTF/MNF and/or refugee operations.

l Long and limited LOC between the COMMZ andthe area of refugee operation can be expected.

l External intratheater lift will be required toresupply the MAGTF, supply the refugee popu-lation, and move refugees to different locations.

l Emphasis will be on distributing food (pro-vided by NGOs), water, fuel, and medical sup-plies and on providing medical, engineering,mobile electric power, and water purificationservices.

l Emphasis will be on common items supportwithin the MNF/JTF.

l Consolidated contingency contracting activitiesmust be established to avoid competition forscarce resources between MNF/JTF and thelocal population.

l Complex command structure will require greaterlevels of liaison, communications, cooperation,and patience.

Peacekeeping Operations

As military or paramilitary operations undertakenwith the consent of all major belligerents, PKOare designed to monitor and facilitate implemen-tation of an existing truce and to support diplo-matic efforts to reach a long-term politicalsettlement. The Foreign Assistance Act authorizesthe President to furnish assistance to friendlycountries and international organizations involvedin PKO and other programs that further U.S.national security interests.

PKO take place following diplomatic negotia-tions and agreements among the belligerents, thesponsoring organization, and nations that providethe peacekeeping forces. The agreement identi-fies the size, type, and nationality of the forcesand the military operations to be conducted. PKOoften involve ambiguous situations requiring thepeacekeeping force to deal with extreme tension


and violence without becoming a participant. TheUnited Nations has been the most frequent spon-sor of international PKO. However, regional orga-nizations—such as the Organization of AmericanStates, the Organization of African Unity, and theArab League—have also acted to prevent, halt orcontain conflict in their respective regions.

Normally, PKO involve a MEU, SPMAGTF,and/or MPF as part of a JTF/MNF. The MAGTFcommander and staff will usually be dual-hattedas the MARFOR commander and staff. Becauseof the Marine Corps’ ability to respond rapidly tointernational situations, Marine Corps participa-tion will usually occur during the initial phase ofa PKO. The highly political, diplomatic, andtense environment of PKO require that opera-tional logisticians be aware of the following:

l Operational logisticians must arrive early toestablish liaison with MNF, JTF, and the hostnation to facilitate force closure and sustainment.

l Emphasis will be on force protection duringintratheater lift and redeployment activities.

l Emphasis will be on the provision of engineersupport, class IV construction materiel, andexplosive ordnance disposal.

l A greater requirement exists for civil affairsand legal services support on the MARFORstaff.

l The MAGTF must be resupplied early becauseaccompanying supplies may be used to supportinitial operations of the JTF/MNF forces.

l Directive logistic policy from JTF/MNF head-quarters may restrict activities that are nor-mally under the cognizance of component andtactical commanders.

l Emphasis will be on common item supportwithin the JTF/MNF.

l Tight controls on contingency contracting activi-ties must be maintained to avoid competition forresources with the local population and/or topromote goodwill through local purchases.

Domestic Support Operations

DSO include activities and measures taken byDOD to foster mutual assistance and supportbetween the DOD and any civil governmentagency in planning or preparedness for, or in theapplication of resources for response to, the con-sequences of civil emergencies or attacks, includ-ing national security emergencies.

Categories

DSO covers a broad array of events that aregrouped into two categories:

l Military support to civil authorities (MSCA) isDOD-provided support to civil authorities fordomestic emergencies that result from naturalor manmade causes. Natural disasters or emer-gencies include hurricanes, earthquakes, forestfires, and floods. Manmade disasters or emer-gencies include terrorist attacks, oil spills,radiological contamination, and power outages.Normally, the Federal Emergency ManagementAgency (FEMA) provides overall coordinationof federal consequence management responseafter a declaration by the President.

l Military support to civilian law enforcementagencies (MSCLEA) includes military assistancefor civil disturbances (MACDIS) and other typesof support to civilian law enforcement agencies,such as key asset protection and interagency assis-tance (e.g., training support to law enforcementagencies, support to counterdrug operations,response to weapons of mass destruction, andsupport for combating terrorism). Normally, theDepartment of Justice is the lead federal agencyfor MSCLEA.

Responsibilities

The DOD executive agent for MSCA and MACDISis the Department of the Army who appoints adirector of military support (DOMS) to serve as anaction agent. For combating terrorism, the DOMS

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shares responsibilities with the JCS. Combatantcommands have the following geographic or func-tional responsibilities as DOD’s principal DSOplanning agents and supported commanders. Table5-3 lists the combatant commander responsible foreach domestic region.

Table 5-3. Combatant CommandDSO Responsibilities.

For DSO, the geographic combatant command-ers normally establish a JTF by designating anexisting command, such as an Army corps, Navyfleet, numbered Air Force or MEF. As with alljoint forces, a MARFOR will be assigned to pro-vide logistics and administrative support toMAGTFs serving in a JTF. A SPMAGTF orMEB are the types of MAGTFs most likely todeploy in support of DSO. Joint doctrine forexpeditionary operations applies to DSO. EachDSO is situation dependent. Unlike expedition-ary operations, DSO occurs in the United States,

which facilitates the MARFOR coordination ofoperational logistic functions.

Considerations

When planning and conducting DSO, operationallogisticians should be aware of the following:

l Force closure and redeployment will normallybe accomplished through movement control pro-cedures.

l Force protection is a major concern for com-bating terrorism, counterdrug operations,MACDIS, and essential asset security opera-tions. In other operations, protective measuresshould be taken to prevent looting and otherforms of petty criminal activity by the localpopulace.

l Sustainment activities may be located near tobut outside of the MSCA area, due to transpor-tation bottlenecks and a lack of resources in thedisaster area.

l A supporting structure of U.S. military, federalagency, and state and local governmental facili-ties are usually close to most DSO areas.

l Marine Corps contractors are familiar with pro-curing goods and services, which are plentifulin the U.S. economy.

l For MSCA operations, emphasis will be on dis-tributing food, water, fuel, and medical suppliesand providing medical, engineering, mobileelectric power, and water purification support.

l The MARFOR may require civil affairs andlegal service augmentation and centralization.

l U.S. law and law enforcement agency proce-dures will tightly regulate MCLEA support.

Unified Command Responsibility

USJFCOMThe 48 contiguous states, the District of Columbia, and U.S. territorial waters.

USSOUTHCOMPuerto Rico, Virgin Islands, and U.S. territorial waters in the Gulf of Mexico.

USPACOM

Alaska, Hawaii, Guam, the Commonwealth of the Northern Mariana Islands, and U.S. administrative entities and territorial waters.

USTRANSCOMSingle source for transportation to supported combatant commands.

USSOCOMCombating terrorism incidents involving weapons of mass destruction.

Documents

CHAPTER 5. OPERATIONStional levels of war, the FSSG provides ... Operations Desert Shield and Desert Storm. Dur-ing that MTW, 1st FSSG provided GS to I MEF ... The MLC creates and/or