MCWP 4-1 - Marines.mil 4-1.pdf · Logistics Operations Table of Contents Page Chapter 1. Overview of Marine Corps Logistics 1001 Service Responsibility 1-1 1002 Marine Corps Logistics

MCWP 4-1

Logistics Operations

U.S. Marine Corps

PCN 143 000058 00

Unless otherwise stated, whenever the masculine or feminine gender is used,both men and women are included.

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Changes: Readers of this publication are encouraged to submit suggestions andchanges that will improve it. Recommendations may be sent directly to CommandingGeneral, Marine Corps Combat Development Command, Doctrine Division (C 42),3300 Russell Road, Suite 318A, Quantico, VA 22134-5021 or by fax to 703-784-2917(DSN 278-2917) or by E-mail to smb@doctrine div@mccdc. Recommendationsshould include the following information:

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Additional copies: A printed copy of this publication may be obtained from MarineCorps Logistics Base, Albany, GA 31704-5001, by following the instructions in MCBul5600, Marine Corps Doctrinal Publications Status. An electronic copy may be obtainedfrom the Doctrine Division, MCCDC, world wide web home page which is found at the fol-lowing universal reference locator: http://www.doctrine.quantico.usmc.mil.

DEPARTMENT OF THE NAVYHeadquarters United States Marine Corps

Washington, D.C. 20380-1775

15 April 1999

FOREWORD

1. PURPOSE

Marine Corps Warfighting Publication (MCWP) 4-1, Logistics Operations,expands on the themes developed in Marine Corps Doctrinal Publication(MCDP) 4, Logistics, and provides essential information needed to under-stand the conduct of logistics planning and operations in a joint environ-ment. Logistics Operations provides commanders and logisticians with abroad perspective on the Marine Corps’ logistics missions and objectives.It addresses the Marine Corps’ core logistics capabilities at the strategic,operational, and tactical levels of war. This publication describes how ac-tivities at each level of war interact with and support activities at other lev-els of war, ensuring that effective logistics support exists down to thetactical commander.

2. SCOPE

MCWP 4-1 introduces the Marine Corps logistics organization and supportstructure, depicts an overview of the processes used to plan and execute lo-gistics support, and discusses how emerging operational concepts impactlogistics. MCWP 4-1 builds on the foundation established in MCDP 4, andit should be read by all Marine officers.

MCWP 4-1 provides an overview of Marine Corps logistics at all levels ofwar. Detailed information on the conduct of logistics at each level of warwill be found in follow-on, logistics warfighting publications: MCWP4-11, Tactical Logistics (and subordinate functional publications in the4-11 series); MCWP 4-12, Operational Logistics; and MCWP 4-13, Stra-tegic Logistics. These publications in conjunction with MCDP 4, Logis-tics; Joint Publication 4-0, Doctrine for Logistic Support of JointOperations; and Naval Doctrine Publication 4, Naval Logistics, providethe information and background necessary to effectively plan and executelogistics operations at all echelons.

3. SUPERSESSION

None.

4. CERTIFICATION

Reviewed and approved this date.

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

J.E. RHODES Lieutenant General, U.S. Marine Corps Commanding General Marine Corps Combat Development Command

DISTRIBUTION: 143 000058 00

Logistics Operations

Table of Contents

Page

Chapter 1. Overview of Marine Corps Logistics

1001 Service Responsibility 1-11002 Marine Corps Logistics Mission 1-11003 Logistics Core Capabilities 1-21004 The Levels of Logistics and the Logistics Pipeline 1-31005 Principles of Logistics Support 1-51006 Functional Areas of Marine Corps Logistics 1-6

Chapter 2. Marine Corps Logistics Responsibilities and Organization

2001 Logistics Responsibilities 2-12002 Command Relationships and Other Authorities 2-32003 Headquarters, Marine Corps 2-62004 Staff Cognizance and Logistics Support 2-82005 Operating Forces 2-102006 Marine Corps Reserve 2-162007 Supporting Establishment 2-162008 War Materiel Support 2-18

Chapter 3. Command and Control of Logistics

3001 Command and Control Organization and Architecture 3-13002 Command and Control Organizations and the Levels of War 3-23003 Command and Control Information Systems 3-53004 Information Management and Technology Improvements 3-83005 Considerations for Joint or Multinational Command and Control of Logistics 3-12

Chapter 4. Logistics Planning

4001 Planning at the Levels of War 4-14002 Administrative and Operational Planning 4-24003 Planning for Resources 4-24004 Principles and Considerations 4-24005 Mission and Task Analysis 4-54006 Factors Affecting Logistics Planning 4-64007 Coordination in Planning 4-74008 Planning Systems 4-74009 Planning Procedures 4-9

_____________________________________________________________________________________________________ MCWP 4-1

Chapter 5. Logistics Execution

5001 Expeditionary Operations 5-15002 Predeployment Actions 5-25003 Deployment 5-45004 Entry 5-85005 Enabling and Decisive Actions 5-145006 Power Projection From the Sea and Amphibious Operations 5-155007 Redeployment 5-165008 Joint or Multinational Operations 5-17

Appendices

A Emerging Concepts A-1B Acronyms B-1C References C-1

Chapter 1

Overview of Marine Corps Logistics

As defined in Joint Publication (Joint Pub) 1-02,Department of Defense Dictionary of Militaryand Associated Terms, logistics is “the science ofplanning and carrying out the movement andmaintenance of forces.” In its most comprehen-sive sense, logistics provides materiel support,health service support, facilities support, and ser-vice support. Materiel support is the design devel-opment, acquisi t ion, s torage, movement,distribution, maintenance, evacuation, and dispo-sition of materiel. Health service support is themovement, evacuation, and hospitalization of per-sonnel. Facilities support is the acquisition or con-struction, maintenance, operation, and dispositionof facilities. Service support is the acquisition orfurnishing of services. Specific logistics needs aretailored to meet the conditions and the level ofwar under which a military force operates.

1001. Service Responsibility

United States Code, Title 10, assigns each Serviceresponsibility for organizing, training, and equip-ping forces for employment in the national inter-est. Joint Pub 4-0, Doctrine for Logistic Supportof Joint Operations, states that each Service is re-sponsible for the logistics support of its own forc-es. Joint Pub 4-0 further clarifies logistics supportresponsibilities for forces assigned to combatantcommanders. The combatant commander maythen delegate the responsibility for providing orcoordinating support for all Service componentsin the theater or designated area to the Servicecomponent that is the dominant user. However,each Service retains its basic logistics responsibil-ities except when logistics support agreements orarrangements are established with national agen-cies, allies, joint forces, or other Services.

1002. Marine Corps Logistics Mission

On the basis of United States Code, Title 10, andjoint doctrine, the Marine Corps, in coordinationand cooperation with the Navy, has made logisti-cal self-sufficiency an essential element of Marineair-ground task force (MAGTF) expeditionarywarfighting capabilities. This means that theMarine Corps’ logistics mission, at all commandand support levels, is to generate MAGTFs thatare rapidly deployable, self-reliant, self-sustain-ing, and flexible and that can rapidly reconstitute.This goal leads to further corollaries:

l Rapid deployment demands that MAGTForganizations, equipment, and supplies bereadily transportable by land, in aircraft, andon ships.

l A self-reliant MAGTF is task-organized tosupport itself logistically with accompany-ing supplies for specific timeframes withoutundue concern for resupply or developed in-frastructure ashore.

l A MAGTF’s logistics capabilities and ac-companying supplies enable it, dependingon size, to self-sustain its operations for upto 60 days while external resupply channelsare organized and established.

l Marine Corps maneuver warfare philosophydemands that a MAGTF maintain battlefieldflexibility, organizational adaptability, andthe ability to react to the changing opera-tional situation.

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l A MAGTF’s inherent self-sustainment andrapid deployability capabilities allow it toreconstitute itself rapidly and permit rapidwithdrawal from a completed operation andimmediate re-embarkation for follow-onmissions.

1003. Logistics Core Capabilities

At all levels of war, logistics core capabilities pro-vide the commander with the ability to accom-plish the defined functions of logistics. TheMarine Corps’ core capabilities are the individual,functional logistics operating systems that exist ateach level of war and are tied together by com-mand and control. Marine Corps logistics core ca-pabilities are essential to the expeditionary

character that distinguishes MAGTFs from othermilitary organizations. See figure 1-1.

a. Logistics Operating Systems Marine Corps doctrinal publication (MCDP) 4,Logistics, indicates that fundamental to all logis-tics operating systems are distribution systemsthat consist of functional resources and proce-dures. Functional resources consist of bases, orga-nizations, people, assets, equipment, andfacilities. Procedures include functional processesthat not only distribute resources where they areneeded but also apply those resources to generatelogistic capability. Logistic operating systemsjoined with command and control address all lo-gistics functions (both functional resources andprocesses) at every level of war.

Figure 1-1. Logistics Core Capabilities.

Logistics Operations_______________________________________________________________________________________ 1-3

b. Command and Control of Logistics MCDP 4 states that command and control of lo-gistics enables the commander to recognize re-quirements and provide the required resources.Command and control must provide visibility ofboth capabilities and requirements. This visibilityallows the commander to make decisions regard-ing the effective allocation of scarce, high-de-mand resources. Additionally, command andcontrol facilitates the integration of logistics oper-ations with other warfighting functions so that thecommander’s time for planning, decision, execu-tion, and assessment is optimized. Only whencommand and control effectively supports the lo-gistics effort can logistics effectively and effi-ciently support the mission, manage distributionof capabilities, provide a shared real-time pictureof the battlespace, anticipate requirements, allo-cate resources, and effect the timely distributionof resources. See chapter 3 for more informationon command and control.

1004. The Levels of Logistics and the Logistics Pipeline

The strategic, operational, and tactical levels oflogistics function as a coordinated whole, ratherthan as separate entities. Although the MarineCorps generally focuses on the tactical level of lo-gistics, it is imperative that all Marines under-stand the interaction of all three logistics levels.These levels interconnect like sections of a pipe-line, tying together logistics support at the strate-gic, operational, and tactical levels. See figure 1-2(on page 1-4).

The joint staff, individual Services, and associat-ed national agencies (Defense Logistics Agencyand Office of the Secretary of Defense) addressstrategic logistics issues. The Services coordinatetheir required strategic and operational logisticsinterfaces. Combatant commanders and their lo-gistics staffs—supporting and supported—man-age both strategic and operational logistics issuesthat affect their assigned missions. Service com-ponents and the subordinate commander, their lo-gistics staffs, and logisticians down to the

individual, small-unit level deal with operationaland tactical logistics responsibilities.

a. Strategic Logistics Strategic logistics supports organizing, training,and equipping the forces that are needed to furtherthe national interest. It links the national econom-ic base (people, resources, and industry) to mili-tary operations. The combination of strategicresources (the national sustainment base) and dis-tribution processes (our military deploymentcomponents) represents our total national capabil-ities. These capabilities include the Department ofDefense (DOD), the Military Services, other Gov-ernment agencies as necessary or appropriate, andthe support of the private sector. Strategic logis-tics capabilities are generated based on guidancefrom the National Command Authorities and lo-gistics requirements identified by the operatingforces. Lead times to coordinate and plan strategiclogistics vary, ranging from up to a decade ormore for equipment development and fielding, to2 years for fiscal and routine operational contin-gency planning, to mere days for positioning forc-es around the globe in crisis response.

The combatant commander and his staff (princi-pally the J-4, Logistics Directorate) plan andoversee logistics from a theater strategic perspec-tive. They assign execution responsibilities toService components unless a joint or multination-al functional command is formed to perform the-ater strategic logistics functions. The joint staffand combatant commanders generate and moveforces and materiel into theater and areas of oper-ations where operational logistics concepts areemployed.

Headquarters, Marine Corps and the MarineCorps supporting establishment, augmented bythe Marine Corps Reserve, plan and conductMarine Corps strategic logistics support (with theexception of aviation-peculiar support). Head-quarters, Marine Corps uses information from andcoordinates with Marine Corps operating forcesand the Marine Corps Reserve, the joint staff, andthe supported or supporting combatant command-ers to establish and effect strategic logistics.

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At the strategic level, the Marine Corps—

l Procures weapons and equipment (exceptaircraft and class V[A]).

l Recruits, trains, and assembles forces.l Establishes facilities, bases, and stations to

house and maintain forces and stockpile re-sources.

l Mobilizes forces.l Oversees and coordinates employment of

strategic-level transportation assets.l Regenerates forces.l Provides command and control to manage

the flow of resources from the strategic tothe tactical level.

b. Operational Logistics Operational logistics links tactical requirementsto strategic capabilities in order to accomplish op-erational goals and objectives. It includes the sup-

port required to sustain campaigns and majoroperations. Operational logistics supports con-ducting campaigns and providing theater-wide lo-gistics support, generally over periods of weeks ormonths. Operational logisticians assist in resolv-ing tactical requirements and coordinate the allo-cation, apportionment, and distribution ofresources within theater. They interface closelywith operators at the tactical level in order toidentify theater shortfalls and communicate theseshortfalls back to the strategic source. At theoperational level, the concerns of the logisticianand the operator are intricately interrelated.

The Marine Corps’ operating forces, assisted byHeadquarters, Marine Corps and the supportingestablishment, are responsible for operational lo-gistics. Commander, Marine Corps Forces, or thesenior MAGTF command element in the absenceof an in-theater Marine component commanderperforms operational logistics support functions.Commander, Marine Corps Forces, may establish

Figure 1-2. Logistics Core Capabilities.


a theater Marine Logistics Command for the pur-pose of performing operational logistics functionsto support tactical logistics requirements in the ar-ea of operations.

The focus of operational logistics is to balance theMAGTF deployment, employment, and supportrequirements to maximize the overall effective-ness of the force. Marine Corps operational logis-tics orients on force closure, sustainment,reconstitution, and redeployment of Marine forcesin theater, which includes—

l Providing operational-level command andcontrol for effective planning and manage-ment of operational logistics efforts.

l Establishing intermediate and forward sup-port bases.

l Supporting employment of geopreposi-tioned and maritime prepositioned assets.

l Supporting arrival and assembly of forces intheater, and their reception, staging, onwardmovement, and integration.

l Coordinating logistics support with joint,other-Service, and host nation agencies.

l Reconstituting and redeploying MAGTFsand maritime prepositioning forces (MPFs)for follow-on missions.

c. Tactical Logistics Tactical logistics includes organic unit capabili-ties and the combat service support (CSS) activi-ties necessary to support military operations. Itsfocus is to support the commander’s intent andconcept of operations while maximizing the com-mander’s flexibility and freedom of action.

Tactical logistics involves the coordination offunctions required to sustain and move units, per-sonnel, equipment, and supplies. These functionsmust deliver flexible and responsive combat ser-vice support to meet the needs of the forces en-gaged in operations. Therefore, the response timeof tactical logistics is necessarily rapid and re-quires anticipatory planning to provide responsivesupport. Supply and maintenance activities gener-

ate materiel readiness; transportation resourcesmove personnel, equipment, and supplies withinthe tactical area of operations; and general engi-neering support, health service support, and gen-eral services support contribute to missionaccomplishment.

The MAGTF is specifically designed to possessthe organic CSS organizations that it needs to ac-complish assigned missions. Although no singleelement of the MAGTF has all of the operationaland logistics capabilities needed to operate inde-pendently, each element has the capability for atleast some basic self-support tasks. The combatservice support element (CSSE) provides generalground logistics support to the command element(CE), ground combat element (GCE), and avia-tion combat element (ACE). The ACE possessesunique aviation logistics support capabilities es-sential for aircraft operations. Typically, theMAGTF deploys with accompanying suppliesthat enable it to conduct operations that rangefrom 15 to 60 days (the period when resupplychannels are being established and flow of sup-plies initiated).

1005. Principles of Logistics Support

There are seven principles of logistics supportthat apply to all three levels of logistics, and at-taining these principles is essential to ensuringoperational success. These principles, like theprinciples of war, are guides for planning, orga-nizing, managing, and executing. They are notrigid rules, nor will they apply at all times. As fewas one or two may apply in any given situation.Therefore, these principles should not be inter-preted as a checklist, but rather as a guide for ana-lytical thinking and prudent planning. Theseprinciples require coordination to increase logis-tics effectiveness. They are not stand-alone char-acteristics. The application of these principles byeffective logisticians requires flexibility, innova-tion, and in maneuver warfare, boldness.

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a. Responsiveness Responsiveness is the right support in the rightplace at the right time. Among the logistics princi-ples, responsiveness is the keystone. All otherprinciples become irrelevant if logistics supportdoes not support the commander’s concept of op-erations.

b. Simplicity Simplicity fosters efficiency in both the planningand execution of logistics operations. Mission-type orders and standardized procedures contrib-ute to simplicity. Establishment of priorities andpreallocation of supplies and services by the sup-ported unit can simplify logistics support opera-tions.

c. Flexibility Flexibility is the ability to adapt logistics structureand procedures to changing situations, missions,and concepts of operation. Logistics plans and op-erations must be flexible to achieve both respon-siveness and economy. A commander must retaincommand and control over subordinate organiza-tions to maintain flexibility. The principle of flex-ibility also includes the concepts of alternativeplanning, anticipation, reserve assets, redundancy,forward support of phased logistics, and central-ized control with decentralized operations.

d. Economy Economy is providing sufficient support at theleast cost without impairing mission accomplish-ment or jeopardizing lives. At some level and tosome degree, resources are always limited. Whenprioritizing limited resources and allocating themsufficiently to achieve success without imbalanceor inordinate excess, the commander is, in effect,applying economy.

e. AttainabilityAttainability (or adequacy) is the ability to pro-vide the minimum, essential supplies and servicesrequired to begin combat operations. The com-mander’s logistics staff develops the concept oflogistics support; completes the logistics estimate;and initiates resource identification on the basis of

the supported commander’s requirements, priori-ties, and apportionment. An operation should notbegin until minimum essential levels of supportare on hand.

f. Sustainability Sustainability is the ability to maintain logisticssupport to all users throughout the area of opera-tions for the duration of the operation. Sustain-ability focuses the commander’s attention onlong-term objectives and capabilities of the force.Long-term support is the greatest challenge forthe logistician, who must not only attain the mini-mum, essential materiel levels to initiate combatoperations (readiness), but also must maintainthose levels for the duration to sustain operations.

g. SurvivabilitySurvivability is the capacity of the organization toprotect its forces and resources. Logistics unitsand installations are high-value targets that mustbe guarded to avoid presenting the enemy with acritical vulnerability. Since the physical environ-ment typically degrades logistics capabilities rath-er than destroys them, it must be considered whenplanning. Survivability may dictate dispersionand decentralization at the expense of economy.The allocation of reserves, development of alter-native sources, and phasing of logistics supportcontribute to survivability.

1006. Functional Areas of Marine Corps Logistics

Logistics is normally categorized in six functionalareas: supply, maintenance, transportation, gener-al engineering, health services, and services. Lo-gistics systems and plans are usually developed toaddress each functional area and logisticians com-monly discuss support requirements and conceptsin terms of these commodity areas. However,while each logistics functional area is essential inand of itself, all functions must be integrated intothe overall logistics support operation to ensuretotal support of MAGTF operations.


a. SupplyThe six functions of supply are—

l Requirements determination: routine, pre-planned, or long-range.

l Procurement.l Distribution.l Disposal.l Storage.l Salvage.

Supply is separated into general categories, orclasses, based on a physical characteristic or pur-pose. Table 1-1 identifies the classes of supply.

b. MaintenanceMaintenance involves those actions taken to re-tain or restore materiel to serviceable condition.The purpose and function of equipment mainte-nance are universally applicable, but the MarineCorps has developed distinct applications for thesupport of ground-common and aviation-uniqueequipment. Maintenance includes eight functions:

l Inspection and classification.l Servicing, adjusting, and tuning.l Testing and calibration.l Repair.l Modification.

Table 1-1. Classes of Supply.

Class of

Supply

Description

I Subsistence, which includes gratuitous health and welfare items and rations.

II Clothing, individual equipment, tentage, organizational tool sets and tool kits, hand tools, administrative and housekeeping supplies, and equipment.

III Petroleum, oils, and lubricants (POL), which consists of petroleum fuels, lubricants, hydraulic and insulating oils, liquid and compressed gases, bulk chemical products, coolants, de-icing and antifreeze compounds, preservatives together with components and additives of such products, and coal.

IV Construction, which includes all construction material; installed equipment; and all fortification, barrier, and bridging materials.

V Ammunition of all types, which includes, but is not limited to, chemical, radiological, special weapons, bombs, explosives, mines, detonators, pyrotechnics, missiles, rockets, propellants, and fuzes.

VI Personal demand items or nonmilitary sales items.

VII Major end items, which are the combination of end products assembled and configured in their intended form and ready for use (e.g., launchers, tanks, mobile machine shops, vehicles).

VIII Medical/dental material, which includes medical-unique repair parts, blood and blood products, and medical and dental material.

IX Repair parts (less class VIII), including components, kits, assemblies, and subassemblies (reparable and nonreparable), required for maintenance support of all equipment.

X Material to support nonmilitary requirements and programs that are not included in classes I through IX. For example, materials needed for agricultural and economic development.

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l Rebuilding and overhaul.l Reclamation.l Recovery and evacuation.

Joint Pub 1-02 identifies three levels of mainte-nance: depot, intermediate, and organizational.These levels are applicable to both ground and

aviation maintenance. All maintenance activity iscontained within these three levels. However,there is a difference between ground and aviationmaintenance and the activities performed in eachechelon of maintenance. Tables 1-2 and 1-3reflect ground and aviation activities at each level..

Table 1-2. Levels and Echelons of Ground Equipment Maintenance.

Levels of Maintenance Echelons of Maintenance1

Organizational—Authorized at, performed by, and the responsibility of the using unit. Consists of cleaning, servicing, inspecting, lubricating, adjusting, and minor repair.

First—Limited action performed by crew or operator as prescribed by applicable manuals.

Second—Limited action above the operator level per-formed by specialist personnel in the using unit.

Intermediate—Performed by designated agencies in support of the using unit or, for certain items of equipment, by specially authorized using units. Includes repair of subassemblies, assemblies, and major end items for return to lower echelons or to supply channels.

Third—Component replacement usually performed by specially-trained personnel in owning or CSS units.

Fourth—Component and end item overhaul and rebuilding performed by CSS units at semipermanent or fixed sites.

Depot—Major overhaul and complete rebuilding of parts, subassemblies, assemblies, and end items.

Fifth—End item overhaul and rebuilding performed by industrial-type activities using production line techniques, programs, and schedules.

1Equipment technical manuals and stock lists specify echelon of repair for each item.

Table 1-3. Levels of Aviation Equipment Maintenance Activities.

Levels of Maintenance Maintenance ActivitiesOrganizational Tactical and training squadrons and Marine Corps air stations with aircraft

assigned.

Intermediate MALS in the following locations: 1st MAW

2d MAW

3d MAW

Okinawa, JAIwakuni, JAElement in Kaneohe Bay, HI

Cherry Point, NCNew River, NC (2)Beaufort, SC

Miramar, CA (2)Camp Pendelton, CAYuma, AZ

Depot Naval aviation depots, contract maintenance depot activities. Each MALS has limited depot-level capability.


Table 1-2 shows the levels of ground maintenancesubdivided by echelon. Organizational-levelmaintenance (1st and 2d echelons) is performedby the using unit on its organic equipment in bothground and aviation units. Intermediate-levelmaintenance (3rd and 4th echelons) is conductedby the MAGTF CSS units (and non-CSS organi-zations that may possess intermediate-levelmaintenance capabilities) for ground equipmentand by a Marine aviation logistics squadron(MALS) for aviation equipment. Depot-levelmaintenance for ground equipment, particularlyMarine Corps-specific items, is performed atMarine Corps multi-commodity maintenance cen-ters at Albany, Georgia, and Barstow, California.

The Commander, Naval Air Systems Command,coordinates aviation, depot-level maintenanceneeds. Aviation maintenance support for a Marineexpeditionary force (Forward) (MEF [Fwd]) maycome from an intermediate maintenance activityor may be provided through a combination ofmaritime prepositioning ships (MPS) assets, fly-in support packages, and/or off-the-shelf spares ororganic repair support from an aviation logisticssupport ship. While a MAGTF is aboard amphibi-ous shipping, its aircraft maintenance support isprovided by the ship’s aircraft maintenancedepartment, augmented by personnel from one ormore of the MALS. Smaller MAGTFs draw sup-port from MALS allowance lists (aviation consol-idated allowance lists, consolidated allowancelists), fly-in support packages, and/or contingencysupport packages in a variety of combinations.

c. Transportation Transportation is moving from one location to an-other using highways, railroads, waterways, pipe-lines, oceans, or air. For a MAGTF, transportationis defined as that support needed to put sustain-ability assets (personnel and materiel) in the cor-rect location at the proper time in order to startand maintain operations. A major disruption oftransportation support can adversely affect aMAGTF’s capability to support and execute theattributes of maneuver, flexibility, boldness, andsustainability—key elements to battlefield suc-cess. The transportation system that supports an

expeditionary MAGTF not only includes themeans of transportation but also the methods tocontrol and manage those transportation means.The functions of transportation include—

l Embarkation.l Landing support.l Motor transport.l Port and terminal operations.l Air delivery.l Material handling equipment.l Freight or passenger transportation.

d. General Engineering General engineering supports the entire MAGTF.It involves a wide range of tasks performed in therear area that serve to sustain forward combat op-erations (e.g., vertical or horizontal construction,facilities maintenance).

The functions of general engineering include—

l Engineer reconnaissance.l Horizontal and vertical construction.l Facilities maintenance.l Demolition and obstacle removal.l Explosive ordnance disposal.

Most general engineering support for MAGTFground units comes from the engineer supportbattalion (ESBn), force service support group(FSSG). The combat engineer battalion (CEBn)provides combat and combat support engineering.Similar engineering capabilities are also inherentin MAGTF aviation units and are found in theMarine wing support squadron (MWSS) to in-clude explosive ordnance disposal capability. TheMWSS also has the engineering capabilities need-ed to perform rapid runway repairs and verticaltakeoff and landing (VTOL) or helicopter landingzone clearing operations (for large-scale projects,the ESBn may augment MWSS engineers). IfMAGTF construction needs exceed a MAGTF’sinherent engineering capabilities, augmentationmay be received from a naval construction force(NCF).

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e. Health Services The objective of health services is to minimize theeffects of wounds, injuries, and disease on uniteffectiveness, readiness, and morale. This objec-tive is accomplished by a proactive, preventivemedicine program and a phased health care system(levels of care) that extends from actions taken atthe point of wounding, injury, or illness to evacua-tion to a medical treatment facility that providesmore definitive treatment. Health service supportdeploys smaller, mobile, and capable elements toprovide essential care in the theater. Health ser-vice support resources are flexible and adaptableand can be tailored to missions ranging from majortheater wars to military operations other than war.The major components of casualty care and man-agement are first response, prehospitalizationtreatment, forward resuscitative surgery, tailor-able hospital care, and en route care. The functionsof health services are—

l Health maintenance: routine sick call, phys-ical examination, preventive medicine, den-tal maintenance, record maintenance, andreports submission.

l Casualty collection: selection of and man-ning of locations where casualties are as-sembled, triaged, treated, protected fromfurther injury, and evacuated.

l Casualty treatment: triage and treatment(self-aid, buddy aid, and initial resuscitativecare).

l Temporary casualty holding: facilities andservices to hold sick, wounded, and injuredpersonnel for a limited time (usually not toexceed 72 hours). The medical battalion,FSSG, is the only health service support unitstaffed and equipped to provide temporarycasualty holding.

l Casualty evacuation: movement and ongo-ing treatment of the sick, wounded, or in-jured while in transit to medical treatmentfacilities. All Marine units have an evacua-tion capability by ground, air, or sea.

f. Services Joint Pub 4-0, Naval doctrine publication (NDP)4, Naval Logistics, and MCDP 4 discuss a variety

of nonmateriel and support activities that areidentified as services. These services are executedin varying degrees by each of the militaryServices, the Marine Corps supporting establish-ment, and the MAGTF. An understanding of thedivision of labor and interrelationship of the re-sponsibilities and staff cognizance for specificservices is essential to accomplish services as afunction.

Typically, within the Marine expeditionary force(MEF), the FSSG provides the following services:

l Disbursing.l Postal.l Legal.l Security support.l Exchange.l Civil affairs.l Graves registration.

Centralization of these capabilities within theFSSG does not imply sole logistic staff cogni-zance for execution of the task. For example, dis-bursing, postal, and legal services capabilitiesare task-organized to support all elements of theMEF, and their function is executed under thecognizance of the supported element personnelofficer (G-1/S-1) and the commander, not the lo-gistics officer (G-4/S-4). Security support is anoperational concern reflecting potential rear areasecurity missions that might be assigned to theFSSG’s military police company by the rear areacommander, although each element of the MEFpossesses an organic military police capabilityand could be similarly tasked. Civil affairs andgraves registration capabilities are limited to unitsin the reserve establishment (4th FSSG), assistedby logistics capabilities, and augmented by unitsof other military Services. Exchange and civil af-fairs functions require management and distribu-tion of class VI and X supply items held by thesupply battalion, FSSG. However, execution ofcivil affairs tasks is typically an operational con-cern. Graves registration functions are fully inte-grated with the G-1 for casualty reporting andnotification. Support of both civil affairs andgraves registration functions is a shared responsi-bility and is dependent on augmentation capabili-ties external to the MEF.

Chapter 2

Marine Corps Logistics Responsibilities and Organization

Successful deployment, sustainment, employ-ment, and redeployment of a MAGTF are the re-sult of well-coordinated logistics supportactivities conducted at the strategic, operational,and tactical levels. This chapter describes the lo-gistics responsibilities, organization of forces, andmateriel support responsibilities that are the foun-dation of effective Marine Corps logistics. The or-ganization of forces, materiel support, andassigned logistics responsibilities are structuredwith one goal—to logistically support MAGTFoperations. They provide logisticians with the ca-pability to respond quickly to changing supportrequirements. Initially, logistics support is drawnfrom internal Marine Corps/Navy resources locat-ed within the operating forces, the Marine CorpsReserve, and the supporting establishment. Spe-cific operational requirements dictate the extent towhich additional logistics support is drawn fromother Services, non-DOD resources, and multina-tional resources.

The structural organization of the Marine Corpsconsists of Headquarters, Marine Corps; operat-ing forces; the Marine Corps Reserve; and thesupporting establishment. Each category has in-herent logistics capabilities and specific logisticsresponsibilities at the strategic, operational, andtactical levels of war. The primary mission ofHeadquarters, Marine Corps and the supportingestablishment is to provide manpower and logis-tics support to the operating forces. Table 2-1 (onpage 2-2) shows how each major organizationfunctions at each level of war to provide a contin-uum of logistics support. Responsibilities and ca-pabilities overlap because no organization or levelof support can function effectively without exten-sive, continuous coordination between supportedand supporting organizations.

2001. Logistics Responsibilities

United States Code, Title 10, specifies logisticsresponsibilities within DOD. Within the Depart-ment of the Navy, the Commandant of the MarineCorps is responsible for Marine Corps logistics.The Commandant ensures that Marine Corpsforces under the command of a combatant com-mander or Marine Corps forces under the opera-tional control of a unified, subunified, or jointtask force (JTF) commander are t rained,equipped, and prepared logistically to undertakeassigned missions.

a. Marine Corps Service Responsibilities Marine Corps service responsibilities generallyare exercised through administrative control chan-nels. The Marine Corps’ logistics responsibilitiesinclude—

l Preparing forces and establishing reservesof equipment and supplies for the effectiveprosecution of war.

l Planning for the expansion of peacetimecomponents to meet the needs of war.

l Preparing budgets for submission throughthe Department of the Navy based on inputfrom Marine forces and Fleet Marine Forcecommanders assigned to unified commands(input must be in agreement with the plansand programs of the respective unified com-manders).

l Conducting research and development andrecommending procurement of weapons,equipment, and supplies essential to the ful-fillment of the combatant mission assignedto the Marine Corps.

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l Developing, garrisoning, supplying, equip-ping, and maintaining bases and other in-stallations.

l Providing administrative and logistics sup-port for all Marine Corps forces and bases.

l Ensuring that supported unified command-ers are advised of significant changes inMarine Corps logistics support, includingbase adjustments, that would impact plansand programs.

b. Joint Responsibilities The Commandant, as a member of the JointChiefs of Staff, ensures that the Marine Corps—

l Prepares integrated logistics plans, which in-clude assignment of logistics responsibili-ties.

l Prepares integrated plans for military mobi-lization.

l Reviews major personnel, materiel, and lo-gistics requirements in relation to strategicand logistics plans.

l Reviews the plans and programs of com-manders of unified and specified commandsto determine their adequacy, feasibility, andsuitability for the performance of assignedmissions.

c. Subordinate Commander’s ResponsibilitiesThe Commandant vests in Marine Corps com-manders, at all levels of command, the responsi-bility and authority to ensure that their commandsare logistically ready for employment and that lo-gistics support operations are efficient and effec-tive. This responsibility and authority is exercisedthrough administrative command channels forroutine matters of logistics readiness and serviceplanning. Designated commanders (usually at theMarine Corps forces component and/or MAGTFlevel) are also under the operational command ofunified, subunified, and/or JTF commanders forplanning and conducting specified operations.Marine Corps forces, MAGTF commanders, andtheir subordinate commanders exercise the

Table 2-1. Organizational Responsibilities for Logistics.


appropriate logistics responsibilities and authorityderived from the joint force commander of a spec-ified operation. Operational assignments do notpreclude Service administrative command respon-sibilities and obligations. Commanders in the op-erating forces, supporting establishment, and theMarine Corps Reserve delegate authority for lo-gistics matters to designated subordinates.

2002. Command Relationships and Other Authorities

A commander must understand the distinction be-tween command relationships and other authori-ties, particularly in the area of logistics support.Command relationships consist of combatantcommand, operational control, tactical control,and support. Other authorities consist of adminis-trative control, coordinating authority, and directliaison authority. See Joint Pub 0-2, Unified Ac-tion Armed Forces (UNAAF), for detailed infor-mation. See figure 2-1 (on page 2-4).

a. Combatant Command Combatant command (COCOM) is nontransfera-ble command authority established by UnitedStates Code, Title 10, Section 164. It is exercisedonly by commanders of unified or specified com-batant commands unless otherwise directed by theNational Command Authorities. COCOM is theauthority of a combatant commander to perform,over an assigned force, those functions of com-mand necessary to accomplish the missions as-signed to the command. These functions includeorganizing and employing commands and forces,assigning tasks, designating objectives, and giv-ing authoritative direction over all aspects of mili-tary operations, joint training, and logistics.

COCOM cannot be delegated. It should be exer-cised through the commanders of subordinate or-ganizations. Normally, this authority is exercisedthrough subordinate joint force commanders, Ser-vice commanders, or functional component com-manders. COCOM provides full authority toorganize and employ commands and forces as the

combatant commander considers necessary to ac-complish the assigned mission. Operational con-trol is inherent in COCOM. COCOM includes theauthority to exercise directive authority for logis-tics matters (or delegate directive authority for acommon support capability). A combatant com-mander’s directive authority for logistics includesthe authority to issue directives, including peace-time measures, to subordinate commanders whenauthority is necessary to ensure the following:

l Effective execution of approved operationplans.

l Effectiveness and economy of operation.l Prevention or elimination of unnecessary

duplication of facilities and overlapping offunctions among Service component com-mands.

The exercise of directive authority for logistics bya combatant commander is designed to enhancewartime effectiveness. It does not discontinueService responsibility for logistics support oroverride peacetime limitations imposed by legis-lation, DOD policy or regulations, budgetary con-siderations, local conditions, and other specificconditions prescribed by the Secretary of Defenseor the Chairman, Joint Chiefs of Staff.

b. Operational Control Operational control (OPCON) is transferablecommand authority that may be exercised bycommanders at any echelon at or below the levelof combatant command (command authority). Itincludes authoritative direction over all aspects ofmilitary operations and the joint training neces-sary to accomplish the assigned mission. OPCONnormally provides full authority to organize com-mands and forces and to employ those forces asthe commander deems necessary. OPCON, in andof itself, does not include directive authority forlogistics or matters of administration, discipline,internal organization, or unit training. These areelements of COCOM, and they must be specifi-cally delegated by the combatant commander.

OPCON should be exercised through the com-manders of subordinate organizations, typically

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subordinate joint force commanders, Servicecommanders, or functional component command-ers. Normally, the operational control channel di-

rects operational employment of assigned forces,including the conduct of logistics support opera-tions at the operational and tactical levels of war.

Figure 2-1. Command Relationships.


Commanders in the operating forces and theMarine Corps Reserve normally exercise OPCONover subordinate organizations through estab-lished chains of command. Specified Marine forc-es and/or MAGTF commanders are assigned todesignated joint force commanders for tacticalemployment.

c. Tactical Control Tactical control (TACON) is the command au-thority over assigned or attached forces or com-mands or a military capability made available fortasking that is limited to the detailed and usuallylocal direction and control of movements or ma-neuvers necessary to accomplish assigned mis-sions or tasks. TACON may be delegated to andexercised by commanders at any echelon at or be-low the level of combatant command. It is inher-ent in OPCON.

d. SupportSupport is a command authority. A support rela-tionship is established by a superior commanderbetween subordinate commands when one organi-zation should aid, protect, complement, or sustainanother organization. Support relationships can befurther categorized in terms of general support,mutual support, direct support, and close support.

Support may be exercised by commanders at anyechelon at or below the level of combatant com-mand. The establishing authority is responsiblefor ensuring that both the supported and support-ing commanders understand the degree of author-ity the supported commander is granted. TheNational Command Authorities have the authorityto designate a support relationship between twocombatant commanders. The designation of asupporting relationship is important because itconveys priorities to commanders and staffs whoare planning or executing joint operations.

e. Administrative Control Administrative control (ADCON) is used for rou-tine, noncombat administration matters. It is theauthority through which the Commandant exer-cises Title 10 responsibilities to prepare Marine

organizations for possible operational employ-ment under a unified, subunified, or JTF com-mander. The Marine Corps’ administrativecontrol channel flows from the Commandant toall subordinate commanders in the operating forc-es, the Marine Corps Reserve, and the supportingestablishment. The Commandant also directs theoperations of the supporting establishment.

The administrative control channel generates andmaintains operational capability through the func-tions of organizing, training, equipping, and sus-taining operational forces. ADCON includesdirection or exercise of authority over subordinateor other organizations with respect to administra-tion and support. This includes organization ofService forces, control of resources and equip-ment, personnel management, unit logistics, indi-vidual and unit training, readiness, mobilization,demobilization, discipline, and other matters notincluded in the operational missions of subordi-nate or other organizations.

f. Coordinating AuthorityCoordinating authority is a consultative relation-ship, not an authority. It is more applicable toplanning than to operations. Coordinating authori-ty may be exercised by commanders or individu-als at any echelon at or below the level ofcombatant command. Coordinating authority isdelegated to a commander or individual for coor-dinating specific functions and activities involv-ing forces of two or more military departments orforces of the same Service. Commanders have theauthority to require consultation between parties,but not to compel agreement.

g. Direct Liaison AuthorizedDirect liaison authorized (DIRLAUTH) is author-ity granted by a commander to a subordinate todirectly consult or coordinate an action with acommand or agency within or outside of thegranting authority. It is more applicable to plan-ning than operations and always carries the re-quirement of keeping the granting authorityinformed. It is a coordination relationship, not anauthority through which command is exercised.

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2003. Headquarters, Marine Corps

Headquarters, Marine Corps staffs, departments,and divisions discussed in the following subpara-graphs are responsible to the Commandant for ad-ministrative management, policy generation, andprovision of operational guidance for the operat-ing forces, the Marine Corps Reserve, and thesupporting establishment.

a. Installation and Logistics Department The Commandant delegates authority for desig-nated matters of Marine Corps logistics policyand management to the Deputy Chief of Staff, In-stallations and Logistics (I&L) Department. Thisauthority includes liaison and coordination for lo-gistics action with Headquarters, Marine Corpsstaff principals, Marine Corps commanders, sis-ter-Services, the Joint staff, and DOD agencies.Within the I&L Department, there are functionaldivisions responsible for plans, policies, and stra-tegic mobility (Code LP); facilities and services(Code LF); and contracting (Code LB).

Note: At the time of publication, responsibility forMarine Corps life cycle management was in tran-sition from Headquarters, Marine Corps cogni-zance to the recently created Marine CorpsMaterial Command (MARCORMATCOM) (seepar. 2007b). Logistics issues pertaining to the in-frastructure management process and articula-tion of Service logistics policy will be retained byHeadquarters, Marine Corps I&L Department.As specific responsibilities are realigned betweenDeputy Chief of Staff, I&L Department, and Com-mander, MARCORMATCOM, they will be incor-porated as a change to this publication.

The following functions are executed by the divi-sion indicated in parentheses:

l Formulating Marine Corps strategic mobili-ty policy and programs (Code LP).

l Coordinating Marine Corps sustainabilitypolicy and programs (Code LP).

l Coordinating Marine Corps logistics infor-mation systems issues with Marine Corpsusers, the Office of the Secretary of De-fense, and the joint community (Code LP).

l Coordinating with other Services/agencieson inter-Service logistics matters that affectthe Marine Corps (Code LP).

l Developing logistics ground equipment re-source reporting, policy, and criteria (CodeLP).

l Providing policy guidance and technical di-rection in the management of Marine Corpssupply and maintenance systems (Code LP).

l Sponsoring structure for the MAGTF CSSE(Code LP).

l Sponsoring, formulating, justifying, manag-ing, and executing the Operation & Mainte-nance, Marine Corps Division of the NavyWorking Capital Fund, Marine Corps Indus-trial Fund, and the Marine Corps portion ofFamily Housing Navy and Military Con-struction Navy appropriations (Codes LPand LF).

l Developing and managing facilities policy,acquisition, construction, leasing, encroach-ment protection, technical inspections, andreal property maintenance (Code LF).

l Providing oversight of Marine Corps instal-lation programs worldwide (Code LF).

l Disposing of facilities and real property(Code LF).

l Providing oversight of the food service,laundry, and dry cleaning plants (Code LF).

l Providing oversight of transportation andtraffic management (Code LF).

l Managing garrison mobile equipment andproperty programs (Code LF).

l Providing contingency, crisis support trans-portation management office, and subsis-tence support for deploying forces (CodeLF).

l Providing support and oversight of the con-tracting function Marine Corps-wide (CodeLB).

l Procuring supplies, equipment, and services(less military construction and weapons


systems/equipment for operating forces)(Code LB).

l Establishing contractual liaison with organi-zational elements of the Marine Corps, De-partment of the Navy, DOD, and otherGovernment agencies, as necessary (CodeLB).

b. Aviation Department The Aviation Department is responsible for desig-nated matters of logistics policy and management.It coordinates logistics action with other agenciesas part of its responsibility for Marine Corps avia-tion.

Specific functions within the purview of the Avia-tion Logistics Support Branch, Aviation Depart-ment, include—

l Coordinating the aviation logistics and avia-tion ground support requirements relative tomaritime and/or land prepositioning.

l Assisting the Chief of Naval Operations andother support agencies in the distribution ofaeronautical and related material to ensureadequate outfitting of Marine Corps aviationunits.

l Developing logistics plans and programs foraviation units and representing MarineCorps aviation in the development of navalaviation maintenance and supply policiesand procedures.

l Representing Marine Corps aviation in thedevelopment and execution of maintenanceplans, test equipment master plans, and inte-grated logistics support plans for aeronauti-cal weapons systems and related equipmentsubsystems and ordnance.

l Representing the Marine Corps in develop-ing naval aviation maintenance and aviationsupply policies and procedures.

l Providing comments, directions, and recom-mendations on logistics support for aviationweapons systems and associated equipmentthat are under development or in procure-ment.

l Coordinating the aviation logistics and avia-tion ground support requirements relative todeployment and employment and maritimeand/or land prepositioning.

l Developing plans and programs and imple-menting, in conjunction with cognizantcommands and offices, Marine Corps avia-tion needs for expeditionary airfield equip-ment and operations including, but notlimited to, arresting gear, lighting systems,mobile facilities, weather services, coldweather equipment, shelters, work spaces,clothing, aircraft fire and rescue, and avia-tion ground support.

l Determining priority of aviation groundsupport equipment during PPBS (Planning,Programming, and Budgeting System) pro-cesses.

l Sponsoring aviation-peculiar Marine Corps-funded ground support equipment procure-ment.

l Developing and monitoring plans and pro-grams on aviation ordnance.

l Coordinating logistics support needs for air-borne armament and armament-handlingequipment.

l Supervising and monitoring the AviationExplosive Safety Program and conventionalammunition.

l Supervising and monitoring the MarineCorps portion of the Navy Targets andRange Program and its associated instru-mentation.

l Functioning as the occupational field spe-cialists in aviation maintenance, avionics,ordnance, supply, airfield services, andweather services military occupational spe-cialties (MOSs).

l Monitoring and analyzing aircraft readinessdata and making recommendations on ap-propriate actions.

l Assisting in planning, developing, and pro-gramming the aviation portion of the Mili-tary Construction and Facilities ProjectPrograms.

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l Identifying, monitoring, and resolving avia-tion installation, encroachment, air installa-tion compatible use zone, and airfield andfacility criteria issues and problems.

l Reviewing activity master plans, site evalu-ation reports, advance base functional com-ponents, aviation war reserve materiel(WRM) plans, and range and target airspace management requirements.

l Assisting Chief of Naval Operations andother support agencies in the planning, pro-gramming, development, and fielding of au-tomated data processing equipment andsoftware to support Marine aviation logis-tics.

l Providing program direction for the Marineaviation logistics support program (MAL-SP) within approved aviation plan require-ments.

l Coordinating with Chief of Naval Opera-tions, Naval Air Systems Command andsubordinate Department of the Navy activi-ties in matters pertaining to MALSP policyand requirements

c. Programs and ResourcesDepartmentThe Programs and Resources Department has var-ious responsibilities for developing Marine Corpswarfighting capabilities. It coordinates the devel-opment and documentation of Marine Corps pro-grams. It is responsible for generating the MarineCorps portion of the biennial Department of theNavy Program Objective Memorandum (POM) inthe PPBS. The Planning, Programming, and Bud-geting System controls both Marine Corps logis-tics support requirements (based on the fundedlevels of forces and equipment) and logistics ca-pabilities (based on authorized operations andmaintenance funding levels, fielded forces, andequipment being supported). Tasks performed bythe Programs and Resources Department include,but are not limited to, the following:

l Serving as the Headquarters, Marine Corpsprincipal point of contact for all programplanning aspects of the DOD Planning, Pro-

gramming, and Budgeting System withinmilitary department channels.

l Monitoring and reviewing the execution ofMarine Corps programs and assessing theattainment of objectives as reflected in theDepartment of the Navy POM and the DODfuture years defense program.

l Coordinating and publishing such guidanceas is required for development of the MarineCorps POM and portions of the Departmentof the Navy POM.

l Providing principal Headquarters, MarineCorps staff representation to Navy program-ming forums.

l Coordinating staff action in developing datafor inclusion in the POM and submitting theapproved data to the Department of theNavy.

l Providing a capability for analyzing existingand proposed Marine Corps policies andprograms to identify potential effects on fis-cal, manpower, and materiel resources.

l Providing interface with external programanalysis efforts of concern to the MarineCorps.

2004. Staff Cognizance and Logistics Support

Commanders normally delegate authority for lo-gistics matters to members of their staffs and sub-ordinate commanders as discussed in thefollowing subparagraphs.

a. G-4/S-4 (Logistics Officer) The G-4/S-4 determines logistics and CSS re-quirements, to include the aviation-peculiarground logistics support provided by the Marinewing support group (MWSG) and the MWSS.The logistics officer advises the commander onthe readiness status of major equipment andweapons systems, identifies requirements, andrecommends priorities and allocations for logis-tics support in all functional logistics areas. TheG-4/S-4 coordinates logistics support operations


within a command and between supported andsupporting commands.

Specific responsibilities include—

l Advising the commander and the G-3/S-3on the readiness status of major equipmentand weapons systems.

l Developing policies and identifying require-ments, priorities, and allocations for logis-tics support.

l Integrating organic logistics operations withlogistics support from external commandsor agencies.

l Coordinating and preparing the nonaviation-peculiar logistics and CSS portions of plansand orders.

l Supervising the execution of the command-er’s orders regarding logistics and combatservice support.

l Ensuring that the concept of logistics sup-port clearly articulates the commander’s vi-sion of logistics and CSS operations.

l Ensuring that the concept of logistics sup-ports the tactical concept of operations andthe scheme of maneuver.

l Identifying and resolving support deficien-cies.

l Collating the support requirements of subor-dinate organizations.

l Identifying the support requirements thatcan be satisfied with organic resources andpassing nonsupportable requirements to theappropriate higher/external command.

l Supervising command support functions tra-ditionally associated with garrison logisticssupport, food services, maintenance man-agement, ordnance, ammunition, and realproperty management.

l Coordinating with the amphibious task force(ATF) N-4 and the MAGTF G-4/S-4 for theaviation-specific support provided underACE G-4/S-4 cognizance.

b. G-3/S-3 (Operations Officer) of Logistics Organizations The G-3/S-3 of organizations provide ground-common or aviation-peculiar logistics support toother organizations plans and supervise logisticssupport operations. Specific functions of the G-3/S-3 include—

l Coordinating with the G-3/S-3 of supportedorganizations during the development oftheir concepts of operation and schemes ofmaneuver to ensure that they are support-able.

l Coordinating with both the G-3/S-3 andG-4/S-4 of supported organizations to iden-tify logistics support requirements and de-velop estimates of supportability for theirconcepts of operation.

l Recommending the composition and organi-zation of supporting organizations based onguidance from higher headquarters and theconcepts of operation and schemes of ma-neuver of supported organizations.

l Coordinating and supervising execution ofthe command’s logistics support operationsand providing liaisons elements to the sup-ported commands. (The CSSE is the prima-ry agency for ground-common logisticssupport operations in the MAGTF. TheACE is responsible for aviation-specificsupport.)

c. Assistant Chief of Staff, Aviation Logistics Department Officer, and Commanding Officer, Marine Aviation Logistics Squadron The Assistant Chief of Staff, Aviation LogisticsDepartment Officer, and the Commanding Offic-er, Marine Aviation Logistics Squadron, areresponsible for maintaining aircraft in a combat-ready status. These officers coordinate with theorganizations that possess aircraft. They plan andsupervise the functions of aviation maintenance,aviation ordnance, aviation supply, and avionics.

2-10 ________________________________________________________________________________________________ MCWP 4-1

The aviation logistics department officer and theMarine logistics squadron commanding officer—

l Determine the ACE’s aviation-specific lo-gistics support requirements, assign priori-ties, and allocate logistics resources for theACE and those areas under their cogni-zance.

l Coordinate with the appropriate Navy activ-ities/agencies when the resources to supportan ACE (in those areas under their cogni-zance) are to be provided in whole or in partby Navy units/agencies.

l Coordinate with the MAGTF G-4/S-4, theCSSE G-3/S-3, and the ACE G-4/S-4 on in-tegration of organic capabilities of ACE lo-gistics support organizations under theircognizance.

l Coordinate with the ATF N-4 and theMAGTF G-4/S-4 for aviation-peculiar sup-port under their cognizance.

l Prepare and supervise applicable portions ofthe ACE operation order and operation planrelating to logistics functions under theircognizance.

d. ComptrollerThe comptroller is responsible for matters per-taining to financial management. The comptrollerhas cognizance over budgeting, accounting, dis-bursing, and internal review. In organizations notauthorized a comptroller, fiscal matters may beassigned to one or more staff sections. Normally,comptroller responsibilities are assigned to theG-4/S-4, and disbursing responsibilities are as-signed to the G-1/S-1 (personnel officer). Func-tions performed by the comptroller include, butare not limited to, the following:

l Budgeting, which includes—n Preparing guidance, instructions, and di-

rectives for budget matters.n Reviewing resource requirements and jus-

tifications for command financial pro-grams.

n Compiling annual, exercise, and opera-tion budgets.

l Accounting, which includes—n Maintaining records, including records of

obligations and expenditures against al-lotments and project orders.

n Preparing financial accounting reports.n Supervising cost accounting functions.

l Disbursing, which includes—n Managing payrolls, travel and per diem

allowances, and public vouchers.n Preparing disbursing reports and returns.

l Internal review, which includes—n Designing new and improving existing

audit policies, programs, methods, andprocedures.

n Testing the reliability and usefulness ofaccounting and financial data.

n Examining the effectiveness of controlprovided over command assets and mak-ing appropriate recommendations.

2005. Operating Forces

The operating forces constitute the forward pres-ence, crisis response, and fighting power avail-able to joint force commanders. Marine Corpsoperating forces are primarily composed ofMarine Corps Forces Atlantic (II MEF) under theCommander, Marine Corps Forces, Atlantic, andMarine Corps Forces, Pacific (I and III MEF) un-der the Commander, Marine Corps Forces, Pacif-ic. Each commander of Marine Corps forces isassigned or designated as the Marine Corps com-ponent to the unified command to which his forc-es are assigned. The commander of Marine Corpsforces is responsible for the coordination andmanagement of strategic and operational supportissues.

a. Marine Corps Forces ComponentAll joint forces with Marine Corps forces as-signed will include a Marine Corps componentheadquarters (e.g., Marine Corps Forces, Atlantic;Marine Corps Forces, Pacific; Marine CorpsForces, Europe). There are also standing subordi-nate joint command-level Marine Corps compo-nent headquarters at selected subordinate unified

Logistics Operations_____________________________________________________________________________________ 2-11

commands (e.g., U.S. Forces Korea and U.S.Forces Japan). Regardless of the command level,the Marine Corps component commander dealsdirectly with the joint force commander in mattersthat affect assigned Marine Corps forces. TheMarine Corps component commander is responsi-ble for training, equipping, and sustaining MarineCorps forces assigned to the joint force. TheMarine Corps component commander retains andexercises control of Marine Corps logistics sup-port, except for Service support agreements, or asdirected by the joint force commander. Regard-less of how the joint force commander conductsoperations, the Marine Corps component com-mander provides administrative and logistics sup-port for the MAGTFs.

b. Marine Logistics CommandThe commander of Marine Corps forces may es-tablish a Marine logistics command to supportthe functions of force closure, sustainment, andreconstitution/redeployment. The Marine logis-tics command establishes the Marine Corps the-ater support structure to facilitate reception(arrival/assembly), staging, onward movement,and integration operations. On order, the MarineCorps logistics command provides operational lo-gistics support to Marine forces as the Marinecomponent operational-level logistics agency intheater. It is a task organization option, not a per-manent organization. The commander of MarineCorps forces may choose to assign a specificFSSG responsibility for Marine logistics com-mand functions. The commander of MarineCorps forces assigns Marine component resourc-es to an FSSG for detailed task organization andconduct of Marine logistics command support op-erations in theater based on the operational situa-tion, theater geography, C2 (for both tacticaloperations and logistics), and infrastructure re-quirements.

c. Navy and Marine Corps Type CommandersNaval operating forces are assigned to type com-manders for the purposes of training, employ-ment, and logistics support. The duties of thisassignment complement, rather than conflict with,concurrent duties as a component commander.

Commanding General, Fleet Marine Force, Pacif-ic, and Commanding General, Fleet MarineForce, Atlantic, have type commander status forthe Marine Corps to include class V(A) materiel,except for Marine Corps aviation. The Command-er, Naval Air Force, Atlantic; the Commander,Naval Air Force, Pacific; and the Commander,Naval Air Force, Marine Corps Reserve, are thetype commanders for Marine Corps aircraft andaviation support, except for aviation ammunition.Aviation ammunition support resides with Com-manding General, Fleet Marine Forces, Atlantic,and Commanding General, Fleet Marine Forces,Pacific. Commanding General, Fleet MarineForces, Pacific, and Commanding General, FleetMarine Forces, Atlantic, also exercise administra-tive control in assignment, employment, and lo-gistics support of aircraft and engines as specifiedby the Chief of Naval Operations.

d. Marine Air-Ground Task ForceThe MAGTF is specifically designed to meet mis-sion-oriented requirements of amphibious warfareand expeditionary operations. It addresses theneeds for interoperability and mutual support withother elements of the fleet as well as with joint/multinational forces. The MAGTF is formed fol-lowing a building block concept (the joint force/fleet commander’s operational requirement ormission is analyzed and type units are drawn froma Marine division, aircraft wing, and FSSG). It isplaced under the command of one commander toform an air-ground team that will accomplish themission.

There are three types of MAGTFs: Marine expe-ditionary force (MEF), Marine expeditionary unit(MEU) , and spec i a l pu rpose MAGTF(SPMAGTF). The resulting MAGTF may be ofany size, and the composition of its componentelements will vary depending on mission, enemy,terrain and weather, troops and support available,time available (METT-T). However, in each typeof MAGTF there is a command element, a GCE,an ACE, and a CSSE (see fig. 2-2 on page 2-12).In addition to the three types of MAGTFs, MarineCorps forces can also be structured as an air con-tingency MAGTF. MAGTFs are designed to de-ploy with accompanying supplies for up to 60

2-12 ________________________________________________________________________________________________ MCWP 4-1

days of expeditionary operations independent ofresupply.

(1) Marine Expeditionary Force. The MEFprovides its own headquarters element (normallysupported by at least one FSSG as the CSSE), atleast one division as the ground combat element,and a Marine aircraft wing as the ACE. In addi-tion to the logistics support capabilities that eachMEF possesses, the MEF is designed to deploywith accompanying supplies to support its initialoperations for 60 days.

The MEF command element provides the com-mand and control necessary for the effective plan-ning and execution of all MAGTF operations. Itsheadquarters has some limited self-support. It isnot logistically self-sufficient and is supported bythe FSSG.

The CSSE is task-organized to provide a fullrange of support functions from sea bases aboardnaval shipping or from expeditionary basesashore. The CSSE provides sustainment for theMAGTF. The FSSG is the MEF’s CSSE. It is a

grouping of functional battalions that providestactical-level ground CSS support to all elementsof the MEF. The FSSG can also provide theater-level operational logistics support to the Marinecomponent of a joint command, when designatedthe Marine logistics command. FSSG organiza-tions are structured to provide task-organizedgroups to support independently deployed battal-ions, regiments, and MAGTFs or geographicallyseparated units in garrison. The FSSG is the em-bodiment of a fundamental principle—economyof operations through centralization of logisticsresources and decentralization in executing sup-port operations. The FSSG was designed in a con-scious effort to attain efficient use of scarcelogistics resources (personnel, supplies, andequipment) and to effect a rational, aggressive as-signment of work priorities. On the basis ofMETT-T, the FSSG task-organizes the appropri-ate capability into smaller combat service supportgroups/detachments in direct support of specifictask-organized units of the MEF for temporaryoperations or for more prolonged garrison supportin isolated locations. It also sources MEU servicesupport groups, the CSSE of a MEU, from its or-ganic CSS capability (see fig. 2-3).

Figure 2-3. Force Service Support Group Organization.

Figure 2-2. Marine Air-Ground Task Force.


The MEF GCE is task-organized to conductground operations in support of the MAGTF mis-sion. The Marine division is the MEF GCE. It de-pends on the FSSG as its primary source oflogistics support. However, the division has or-ganic combat engineer capability that it can em-ploy in general and direct support of divisionorganizations before requesting additional supportfrom the engineer assets of the FSSG. The divi-sion also possesses a limited general and directsupport motor transport capability, which is nor-mally employed in support of the division head-quarters. See figure 2-4.

The ACE is task-organized to support theMAGTF mission by performing some or all of thesix functions of Marine aviation: antiair warfare,assault support, offensive air support, air recon-naissance, electronic warfare, and control ofaircraft and missiles. The Marine aircraft wing(MAW) is the MEF’s ACE. The MAW possesseslimited CSS capabilities in the MWSG thatprovides aviation-oriented ground logistics

support. These capabilities include engineer,transportation, and services capabilities for gener-al and direct support of wing organizations bothin garrison and while deployed. The MarineAviation Logistics Squadron provides intermedi-ate-level, aircraft-specific aviation supply,maintenance, avionics, and ordnance capabilitiesin direct support of aircraft squadrons and groups.The MAW depends on the FSSG as its primaryexternal source of ground logistics support andfor delivery of aviation bulk commodities. Seefigure 2-5 (on page 14).

(2) Marine Expeditionary Unit (SpecialOperations Capable). The Marine expedition-ary unit (special operations capable) (MEU[SOC]) is the standard forward-deployed Marineexpeditionary organization. It continually forwarddeploys for quick response to potential or devel-oping contingencies. It has a command element, areinforced battalion, a composite squadron, and aMEU service support group. The standard accom-panying sustainment for a MEU is 15 days of

Figure 2-4. Marine Division Organization.

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supplies, except for aviation. Aviation supportaboard ships is designated for 90 days of combatflying hours, except for class V(A), which isconstrained to 15 days of ammunition due tolimits of amphibious explosive storage.

(3) Special Purpose MAGTF. A special pur-pose MAGTF is organized to accomplish a spe-cific mission, operation, or exercise. As such itcan be organized, trained, and equipped to con-duct a wide variety of expeditionary operations.The size and capabilities of its elements will varywith the mission. Normally, a combat service sup-port detachment (CSSD) is task-organized to bethe CSSE. The assigned mission will reflect the

logistics functional capabilities and the level oforganic sustainment assigned.

(4) Air Contingency MAGTF. An air contin-gency MAGTF (ACM) consists of air-deployableforces that are maintained in both Marine Forces,Pacific, and Marine Forces, Atlantic. Lead ele-ments are always ready to deploy on short notice.ACMs are task-organized based on mission,threat, and airlift availability.

The size of the force can range from a reinforcedrifle company to a regimental-sized force with anappropriately sized CSSE. The CSSE is organized

Figure 2-5. Task-Organized Marine Aircraft Wing Organization.


to support the ACM in accomplishing the follow-ing missions:

l Stability operations (presence, humanitari-an assistance, security, peacekeeping, andcounterinsurgency operations).

l Limited-objective operations (noncomba-tant evacuation, amphibious raid, airfieldseizure, and counterterrorism operations).

l Conventional combat operations (amphibi-ous operations, operations ashore, and rein-forcement).

e. Other Logistics Support Programs

(1) Maritime Prepositioning Forces. MPFsprovide an added dimension to strategic mobility,readiness, and global responsiveness. The MPFprogram involves 13 ships (three new ships areplanned by fiscal year 2000) and includes threemari t ime preposi t ioning ships squadrons(MPSRONs). These squadrons are strategicallypositioned around the world (see fig. 2-6). Byprepositioning the bulk of equipment and 30 daysof supplies for a notional 17,600-man forceaboard specially designed ships, the MPF pro-gram reduces MAGTF response time from weeksto days. Included in each MPSRON is organiza-tional-level, common aviation support equipment

and limited, intermediate-level support equip-ment.

Personnel and selected equipment designated tomarry up with MPF supplies and equipment makeup what is termed the fly-in echelon. The fly-inechelon can be airlifted quickly to an objective ar-ea to join with required equipment at a secure site.As part of this fly-in echelon, the MAGTF ACEdeploys with a fly-in support package that, whencombined with prepositioned assets on theMPSRON, provides critical aviation support for30 days of combat flying. Equipment and sup-plies, to a limited extent, can be offloaded selec-tively to support smaller MAGTFs.

(2) Aviation Logistics Support Ship. Theaviation logistics support ship (TAVB) is aprogram developed to transport critical, tailored,intermediate-level maintenance and supplysupport to a forward operating area in support ofdeployed aircraft. There are two TAVBs (onelocated on the west coast and one on the eastcoast). They are under the administrative controlof the Military Sealift Command in ReadyReserve Force-5. They provide a dedicated sealiftfor movement of the Marine aviation logisticssquadron supplies and equipment and an afloatintermediate maintenance activity capability. This

Figure 2-6. MPF Global Positioning.

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immediate maintenance activity is task-organizedto repair aircraft parts and equipment of theaircraft platforms within the MAGTF.

(3) Norway Geoprepositioning Program.The Norway Geoprepositioning Program is a ca-pability similar in scope to that of an MPS squad-ron . The p rogram, e s t ab l i shed wi th theGovernment of Norway, permits the preposition-ing and maintenance of a brigade’s worth ofequipment in underground storage facilities inNorway.

2006. Marine Corps Reserve

The Marine Corps Reserve is organized under theCommander, Marine Corps Forces Reserve. Themission of the Marine Corps Reserve is to providetrained units and qualified individuals to beavailable for active duty in time of war or nationalemergency and at such other times as the nationalsecurity may require. The structure of the MarineCorps Reserve predominantly reflects the activeoperating forces. The Marine Corps Reserve is or-ganized into individual augmentation detach-ments that are assigned to an operating force’shigher headquarters and throughout the support-ing establishment when activated. Actual employ-ment of the Marine Corps Reserve’s assets issituation driven. The Marine Corps Reservecan—

l Reinforce active operating forces.l Augment active operating forces and sup-

porting establishment activities.l Form MAGTFs for service with the fleets.l Reinforce already committed MEFs.

Marine Corps Reserve logistics capabilities andresponsibilities are comparable to the logisticscapabilities and responsibilities of their activecounterparts. The Marine Corps Reserve can aug-ment and reinforce any major operation in whichMarine forces operate. Combatant commandersexercise COCOM over assigned Marine CorpsReserve forces when mobilized or ordered toactive duty (other than for training). The Selected

Marine Corps Reserve is assigned to the Com-mander in Chief, U.S. Atlantic Command, whonormally exercises COCOM and training andreadiness oversight authority on a continuousbasis through Commander, Marine Corps Forces,Atlantic.

2007. Supporting Establishment

The Marine Corps supporting establishment con-sists of 16 bases, training activities, formalschools, the Marine Corps Recruiting Command,the Marine Corps Combat Development Com-mand (MCCDC), and the Marine Corps MaterialCommand (MARCORMATCOM) and its subor-dinate commands [the Marine Corps SystemsCommand (MARCORSYSCOM) and MarineCorps logistics bases (MARCORLOGBASEs)].The supporting establishment furnishes logisticssupport vital to the overall combat readiness ofthe Marine Corps. It is the source of Marine Corpsstrategic logistics in that it recruits, trains, equips,and provisions the force. It also exercises someoperational-level support responsibilities. Al-though not part of the Marine Corps, the Navysupporting establishment also provides essentiallogistics support to the Marine Corps; in particu-lar, naval aviation logistics support to Marine avi-ation organizations.

a. Marine Corps Combat Development Command Logistics support is a significant focus ofMCCDC. Each division within MCCDC estab-lishes logistics branches and sections to ensurethat logistics is properly integrated into the Con-cept Based Requirement Process, the CombatDevelopment System, and the Marine Corps Mas-ter Plan. MCCDC develops or identifies the con-cepts, doctrine, organizations, equipmentrequirements, training programs, facilities, andsupport that generate Marine Corps’ warfightingcapabilities. It also describes how these capabili-ties are employed. MCCDC is also responsible forprofessional military education programs thatteach Marines their warfighting profession andprovide an intellectual environment for improvingestablished methods and equipment for mission


accomplishment. MCCDC also collects, analyzes,and disseminates lessons learned during MAGTFemployment to ensure that appropriate followupactions are taken.

b. Marine Corps Materiel CommandThe Commander, MARCORMATCOM is thesingle process owner for the Marine Corps life cy-cle management process. The Commander, MAR-CORMATCOM executes this process throughtwo subordinate commanders: Commander,MARCORSYSCOM and Commander, MAR-LOGBASES.

Note: As specific responsibilities are realignedbetween Deputy Chief of Staff, I&L Department,and the Commander, MARCORMATCOM (seepar. 2003a), they will be incorporated as achange to this publication).

(1) Marine Corps Systems Command.MARCORSYSCOM is responsible to the Assis-tant Secretary of the Navy for research, develop-ment, acquisition, and life-cycle management ofMarine Corps-funded materiel and informationsystems for the Marine Corps. MARCORSY-SCOM directs Marine Corps-sponsored programsand represents the Marine Corps in the develop-ment of other-Service-sponsored programs inwhich the Marine Corps participates. MARCOR-SYSCOM coordinates program interface internal-ly within the Marine Corps and externally withDepartment of the Navy, DOD, other Services,Congress, and industry. MARCORSYSCOM alsomanages Marine Corps ground ammunition ac-quisition programs and Marine Corps-owned andcontrolled ground ammunition stocks. The groundammunition function is particularly significant insupporting MAGTF sustainability during opera-tion and crisis action response planning and exe-cution.

(2) Marine Corps Logistics Bases. TheMarine Corps logistics bases at Albany, Georgia,and Barstow, California, and the Blount IslandCommand at Jacksonville, Florida, are under thecommand of the Commander, Marine Corps Lo-gistics Bases, headquartered at Marine Corps Lo-gistics Base, Albany. They provide general,

Service-level supply and maintenance support tothe Marine Corps and certain support services toDOD. Marine Corps Logistics Base, Albany, isthe inventory control point for the Marine Corpssupply system. The Marine Corps logistics basesat Albany and Barstow have materiel storage fa-cilities that house consumable and repairable ma-teriel, including some prepositioned war reservemateriel. Marine Corps logistics bases control thestorage of principal end items. They also have re-pair centers that perform depot-level (5th echelon)maintenance and, when directed, overflow field/intermediate-level (3d and 4th echelon) mainte-nance on ground equipment. They can also serveas manufacturing centers when directed. BlountIsland Command is responsible for inventorymanagement and equipment maintenance, modifi-cation, and replacement in support of the MPFand the Norway Geoprepositioning Program. TheCommander, Marine Corps Logistics Bases, is re-sponsible for the initial procurement and releaseof the initial issue package of spares that supportnew acquisitions.

c. Marine Corps Bases, Stations, and Reserve Support Centers Marine Corps bases, stations, and reserve supportcenters furnish the garrison administration, hous-ing, storage, maintenance, training, and deploy-ment support facilities. The operating forces andthe Marine Corps Reserve use bases, stations, andcenters to maintain their combat readiness andsupport their deployment on routine and contin-gency-response operations. Bases, stations, andcenters provide critical logistics support to de-ploying forces during predeployment prepara-tions. Some bases and stations are designatedstations of initial assignment for Marine CorpsReserve mobilization and are responsible for as-sisting the operating forces with the throughput ofMarine Corps Reserve personnel and materiel insupport of MAGTF deployment. Detailed infor-mation is in the Marine Corps Mobilization Man-agement Plan.

d. Department of the Navy AgenciesCertain Department of the Navy agencies supportboth the Navy and the Marine Corps. In the areaof logistics, the most visible functions are naval

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aviation materiel support and health service sup-port. Materiel support is provided by Naval Sys-tems Command. Naval Systems Command’ssupport responsibilities include the development,logistics support planning, acquisition, testing andevaluation, contracting, construction, installation,conversion, alteration, configuration manage-ment, overhaul, and depot-level maintenance andrepair of—

l Ships.l Aircraft.l Surface and undersea craft.l Weapons and weapons systems.l Missiles and other expendable ordnance.l Command, control, and communications

systems.l Space and oceanographic systems and

equipment.l Targets.l Training equipment and devices.l Land vehicle systems and equipment.l Fixed ocean systems and structures.l Shore facilities, utilities, and related equip-

ment.l Land-based test sites, materials, supplies,

and supporting services for both the Navyand the Marine Corps.

Health service support is provided by the Bureauof Medicine and Surgery. The Bureau—

l Directs shore-based medical and dental cen-ter laboratories and training activities.

l Provides all professional and technical as-sistance required to safeguard and promotethe health of Navy and Marine Corps per-sonnel.

l Provides professional and technical guid-ance in the care and treatment of sick and in-jured Navy and Marine Corps personnel andtheir dependents.

2008. War Materiel Support

The MEF can deploy with sufficient equipmentand supplies to support up to 60 days of contin-gency operations. This 60-day level of supportprovides reasonable assurance that the employedforce can be self-sustaining until resupply chan-nels are established, regardless of the area of op-erations or its logistics infrastructure. TheMAGTF ACE can deploy with sufficient equip-ment and supplies to support up to 90 days of con-tingency operations. The ACE maintains varioussupplies and equipment to support aviation unitsin contingency response. This inherent sustain-ability of Marine Corps forces is made necessaryby, and is characteristic of, naval expeditionaryoperations. The manner in which materiel supportis planned and positioned considers both the orga-nizational structure and employment doctrine ofthe MAGTF and the availability and responsive-ness of access to stocks of war reserve materiel(WRM), which is maintained in accordance withDOD policy.

WRM is defined as mission-essential principalend items, secondary items, and munitions re-quired to attain operational objectives in the sce-narios authorized for sustainability planning andother stockage objectives approved for program-ming in the Defense Planning Guidance. WRMinventories are acquired during peacetime. Theseinventories are flexible, and they provide an ex-pansion capability that can respond to spectrumregional contingencies, while minimizing invest-ment in resources.

a. Sources The Marine Corps attempts to satisfy the WRMrequirement by first using peacetime operatingstocks possessed by the Marine Corps or theDOD. To satisfy remaining requirements, theMarine Corps relies on the U.S. industrial baseand host nation support. Finally, the MarineCorps stocks assets to meet WRM requirementsonly when other, less resource-intensive alterna-tives prove infeasible.


b. FunctionsWRM programs address two functions: require-ments determination and sourcing.

For planning, programming, and budgeting pur-poses, requirements determination identifies thetypes and quantities of materiel required to sup-port planned operational objectives for scenarios.It also identifies other stockage objectives ap-proved for programming in the Defense PrintingGuidance. Materiel requirements serve as goalsfor funding.

Sourcing is the process of identifying where themateriel needed to meet the requirement is heldand who is responsible for providing that materi-el. Actual stocks on hand or programming objec-tives (the amount of materiel to be procured basedon approved funding) should not be confusedwith requirements. The actual attainment of mate-riel is affected by such competing goals as cost re-duction, inventory reduction, and stock rotation.

c. Ground-Common Versus Aviation-Peculiar MaterielThe Marine Corps prepares and implements poli-cy for ground-common war materiel within DODguidelines and as coordinated by the DeputyChief of Staff, I&L, Headquarters, Marine Corps.The Deputy Chief of Staff for Aviation, Head-quarters, Marine Corps, coordinates Marine Corpsparticipation in aviation-peculiar war materielpolicy and management, as coordinated by theChief of Naval Operations.

d. War Materiel RequirementThe war materiel requirement is the total MarineCorps requirement for materiel and equipmentneeded to train, equip, field, and sustain forces incombat. It is based on the requirements of com-mitted MAGTFs, including assigned MarineCorps Reserve units, committed to distinct majorregional contingencies for planning. The war ma-teriel requirement has two components: peacetimeforce and war WRM requirements.

The peacetime force materiel requirement isthe materiel required to support day-to-day

operational and training requirements of both theactive and Marine Corps Reserve forces as well asthe supporting establishment. It includes peace-time operating stocks and table of equipment ma-teriel.

The WRM requirement is that portion of the warmateriel requirement required to be onhand on(D-day) or after the day an operation commences.This level consists of the war materiel require-ment less the sum of the peacetime assets as-sumed available on D-day and the war materielprocurement capability. It includes the depth ofsupport required (supplies and equipment neededto sustain MAGTFs) for a distinct period of timeand is based on projected employment scenariosto support either operational requirements or bud-getary planning.

e. Sourcing War MaterielMAGTFs will deploy with sustainment drawnfrom WRM stocks, which are inventories that areaccumulated based on the war materiel require-ment. These inventories may not exactly equal thewar materiel requirement because of funding con-straints. Figure 2-7 (on page 2-20) depicts thesourcing of war materiel in support of a MAGTF.

(1) Peacetime Force Materiel Stocks.Peacetime force materiel stocks are on-hand in-ventories that support day-to-day operational andtraining requirements of the operating forces andthe Marine Corps Reserve.

(2) War Materiel Procurement Capability.War materiel procurement capability is the quan-tity of an item that can be ordered on D-day or af-ter the day an operation commences. Sources caninclude industry or other available sources; e.g.,host nations.

(3) War Reserve Materiel Stocks. WRMstocks consist of two portions: field and inventorycontrol. WRM stocks (field) is the portion of thewar reserve material stocks held by the operatingforces. WRM stocks (inventory control point) isthe portion of the WRM stocks held at the whole-sale level at Marine Corps logistics bases or in the

2-20 ________________________________________________________________________________________________ MCWP 4-1

DOD supply system under the cognizance of anintegrated materiel manager.

Starter stocks are WRM that are located in or suf-ficiently near a theater of operations to supportthe conduct of military operations until resupplyat wartime consumption rates is established or thecontingency ends, whichever comes first. MPFassets are starter stocks.

Swing stocks are centrally held WRM. They maybe positioned ashore or afloat and are capable ofsupporting requirements of more than one contin-gency in more than one theater of operations.Swing stocks are used as a source of accompany-ing supplies. A portion of swing stocks will beused to complement starter stocks as a follow-onsource of supply. All WRM stocks and inventorycontrol points, whether held by Commander,Marine Corps Logistics Base, or an integratedmateriel manager, are swing stocks.

Figure 2-7. Sourcing War Materiel for Operations.


f. Budgeting and Funding for War Reserve MaterielResponsibility for programming, budgeting, andfunding for WRM differs depending on whetherthe items are ground-common principal enditems, ground-common secondary items, or avia-tion-peculiar materiel.

(1) Ground-Common Principal End Items.Ground-common principal end items are enditems and replacement assemblies that, in thejudgment of the Military Services, are importantenough to need central inventory control. This in-cludes centralized computation of requirements,central direction of distribution, and centralknowledge and control of all assets owned by theMilitary Services. Ground-common principal enditems are normally selected on the basis of theiressentiality for combat, high monetary value, dif-ficulty of procurement or production, or criticalityof basic materials or components.

New ground-common principal end items forwhich a combat active replacement factor hasbeen determined will be budgeted and fundedduring initial acquisition of WRM stocks.Commander, MARCORSYSCOM, and Com-mander, Marine Corps Logistics Bases, are re-sponsible for programming, budgeting, andacquisition of ground-common principal enditems for which they have procurement authority.

(2) Ground-Common Secondary Items.Ground-common secondary items are consumableand reparable items other than principal enditems. New ground-common secondary items forwhich a table of authorized materiel (TAM) con-trol number and a combat active replacement fac-tor have been assigned will be budgeted andfunded for WRM stocks, in addition to organiza-tional allowances during initial acquisition.

Programming and budgeting to maintain levels ofground-common secondary items are generallythe responsibility of the equipment owner. Pro-gramming and budgeting for WRM stocks (field)is the responsibility of the respective force com-mander or Marine Corps activity that maintainsthe assets on accountable records. Programming

and budgeting for WRM stocks (inventory controlpoint) are the responsibility of Commander,Marine Corps Logistics Bases. Commander,Marine Corps Logistics Bases, is responsible forthe programming and budgeting of secondaryitems for the Commander, Marine Corps ForcesReserve.

(3) Aviation-Peculiar Materiel. The DeputyChief of Staff for Aviation is responsible for coor-dinating all Marine Corps aviation logistics, in-cluding determining requirements and sponsoringdevelopment and acquisition of aviation-peculiarend items and secondary items. The Aviation De-partment reviews the Navy PPBS process to en-sure that approved Marine aviation programs arecorrectly reflected in the future years’ defenseprogram and the annual DOD budget. Specificaviation WRM responsibilities include—

l Participating in the Chief of Naval Opera-tions’ Nonnuclear Ordnance RequirementsProcess for determination of class V(A)WRM requirement.

l Providing updated data elements for MarineCorps aircraft and aviation activities to usein Nonnuclear Ordnance Requirements Pro-cess model computations.

l Assisting the Navy program/acquisitionsponsor for designated WRM stocks.

l Coordinating class V(A) requirements forMPF and landing force operational reservematerial on amphibious shipping and the ap-propriate distribution of stocks held at Chiefof Naval Operations distribution centers.

g. Withdrawal of War Reserve Materiel Stocks Authority to approve the release of WRM stocksis limited to—

l Deputy Chief of Staff, I&L Department, forprincipal and secondary items (except classV(W) and aviation-peculiar materiel) forWRM (inventory control point) in supportof scenarios approved in the Defense Plan-ning Guidance.

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l Commander, MARCORSYSCOM for classV(W) from swing stocks.

l Commander, Marine Corps Forces, Pacific,and Commander, Marine Corps Forces, At-lantic, for WRM (inventory control point)for all classes of supply except class V(W)and aviation-peculiar equipment.

l Commander of the Marine Corps forces ofthe Marine Corps activity holding WRMstocks assets on accountable records forissue/use in circumstances other than con-tingencies. Peacetime issue of WRM stocksis stringently controlled and occurs onlywhen assets cannot be obtained in a timely

manner from procurement or maintenancesources.

l Commander, Marine Corps Forces, Pacific,and Commander, Marine Corps Forces, At-lantic, for class V(W) starter stocks in sup-port of contingencies. Starter stocks mayalso be released in support of peacetime op-erations if they will be replaced by Marineforces training allowances or through priorcoordination with Commander, MARCOR-SYSCOM.

l Designated Navy agencies via Deputy Chiefof Staff for Aviation for aviation-peculiarWRM stock.

Chapter 3

Command and Control of Logistics

Command and control of logistics involves thepeople, communications architecture, and pro-cesses needed to generate, collect, and transmitlogistics information that enables the commanderto plan, assess risk, and make decisions that influ-ence the battle. Command and control supportsthe planning, decision, execution, and assessmentcycles (PDE&A) of logistics support at all levelsof war. It enables MAGTF elements to pass logis-tics information to higher, adjacent, supported,supporting, and subordinate elements and to inte-grate logistics operations with maneuver, fires, in-telligence, and force protection operations.Command and control coordinates support acrossstrategic, operational, and tactical levels, yetmaintains a focus on the needs of the operatingforces.

3001. Command and Control Organization and Architecture

Knowledge of capabilities, activities, location,and status of logistics functions at any point in thebattle is essential to permit timely decisionmak-ing. Accordingly, command and control of logis-tics promotes situational awareness of all logisticsfunctions at all levels and provides commanderswith the information needed to make timely andrelevant decisions. The backbone of commandand control used for logistics is the C2 organiza-tion. It uses comprehensive data from a variety ofsources, which are accessible by a communica-tions and information systems architecture, toprovide a common logistics picture. This architec-ture provides the channel to request or coordinateservice support and to report or monitor materielstatus. This architecture must also be fully in-teroperable with the joint force and other Ser-vices. The C2 organization and architecture areemployed in an environment significantly influ-enced by the pressures of uncertainty, limitedtime, and the need to maintain operational tempo.

a. Uncertainty MCDP 6, Command and Control, states that weare faced with conflicting demands—the desirefor absolute certainty, limited time in which to re-spond, and the need to maintain operational tem-po. The analytical nature of logistics drives theplanner toward specific levels of detail; yet in or-der to maintain tempo, decisionmaking requiresthe planner to use a more intuitive approach. Lo-gisticians resolve these conflicts by accepting anddealing with varying levels of uncertainty.

During planning, logisticians accept a very lowlevel of uncertainty regarding logistics capabili-ties and a moderately higher level of uncertaintyregarding logistics requirements. Therefore, at aminimum, Marine commanders should be able todetermine logistics requirements based on theunit’s designated manning, equipment, and tableof organization mission statement. Commandersidentify requirements through advanced planning,standing operating procedures, training, MOScompetence, and experience.

At the higher end of the uncertainty spectrum isthe unknown operational environment. Plannersreduce the impact of uncertainty in the unknownoperational environment by undertaking a thor-ough intelligence effort, employing a fully inte-grated planning process, synchronizing priorities,placing redundancy and flexibility in their plans,and maintaining situational awareness.

b. Time The MAGTF must have the ability to plan, de-cide, execute, and assess operations in a rapid andflexible cycle. This ability allows the command-ers to effectively use the available time and toadapt rapidly to changing situations. The MarineCorps refers to the planning, decision, execution,and assessment cycle as PDE&A. In today’s war-fighting environment, the t ime needed tocomplete the Marine Corps’ PDE&A cycle is

3-2 _________________________________________________________________________________________________ MCWP 4-1

inherently longer at higher echelons than at lowerechelons. For example, the joint force commandermay have days or weeks to plan the commence-ment of operations, whereas the commander of aMEU(SOC) may have just a few hours. There-fore, to coordinate interrelated PDE&A cycles,planners must be adaptable—form should not beenforced rigidly to the detriment of effectiveness.Subordinate commanders and individuals direct-ing support functions must make every effort toadjust their PDE&A cycles to accommodate thesenior/supported commander’s cycle. A continu-ous flow of information among all command ech-elons and functional activities and the exchangeof liaison officers facilitates communications andincreases PDE&A cycles.

c. Tempo In warfighting, it is essential to maintain a con-stant, uninterrupted operational rhythm thatleaves the enemy no recovery time to reflect, reor-ganize, and react. To ensure and maintain this op-erational tempo, logisticians must anticipatewhere and when support must occur, and thenthey must balance this support with other battle-field activities. Command and control systemsthat support logistics operations provide logisti-cians with a means to effect these tasks. Logisti-cians also use the PDE&A cycle to plan supportduring anticipated pauses rather than to createpauses to provide support; this enables the sup-ported commander to maximize tempo.

The replenishing of direct and general support lo-gistics elements and the restocking of supportareas are sequenced with the operational require-ments of the supported elements. This avoids theunnecessary delay of operations and precludesconflicts at transportation nodes, lines of commu-nications, and main supply routes. A C2 systemthat totally integrates with all activities within thebattlespace is essential to replenish and restockeffectively. Logisticians plan for and build redun-dancy and flexibility into their C2 systems in or-der to be responsive to emergency requirements;to be ready to consolidate, shift, or divert assets;and to fight their way to the supported unit to en-sure timely delivery of supplies to prevent any in-terruption in tempo.

3002. Command and Control Organizations and the Levels of War

a. Strategic Level At the strategic level of war, the Marine Corpsmust effectively and efficiently disseminate infor-mation and directives to and from Headquarters,Marine Corps. The principal agents for dissemi-nation of logistics information are Deputy Chiefof Staff, I&L (ground) and Deputy Chief of Staff,Aviation. An effective flow of information and di-rectives enables the Marine Corps to manage ma-teriel readiness, mobilization and deploymentsupport, and materiel replenishment (see fig. 3-1).Headquarters, Marine Corps logisticians workclosely with—

l Higher headquarters (joint chief of staff,DOD, federal logistics agencies, and our in-dustrial base).

l Adjacent commands (other Services’ logis-tics departments).

l Supported commands (operating forces,bases, and stations).

b. Operational Level At the operational level of war, the logistics effortenables force closure; establishes and maintainsarrival and assembly areas; and coordinates in-tratheater airlift, sustainment needs, and force re-deployment requirements. Commander, MarineCorps Forces, Pacific, and Commander, MarineCorps Forces, Atlantic, direct logistics at the op-erational level. They must be able to expeditious-ly coordinate logistics needs with—

l Higher commands (unified command logis-tics coordination agencies, Defense Logis-tics Agency item managers, and MarineCorps logistics and naval aviation supportagencies).

l Adjacent commands (advanced logisticssupport bases, intermediate staging bases,in-theater common-item/user support agen-cies, and/or host nation support agencies).

l Supported commands.


The G-4s for both the Commander, Marine CorpsForces, Pacific, and the Commander, MarineCorps Forces, Atlantic, coordinate ground logis-tics support issues with subordinate MAGTF G-4/S-4s. Commander, Naval Air Force, Pacific, andCommander, Naval Air Force, Atlantic, deal di-rectly with the MAGTF ACE aviation logisticsdepartment to assist in resolving aviation logistics

requirements. In joint operations the principal lo-gistics agent is the J-4 at the unified/subunifiedand/or the JTF staff level. When the MAGTFcommander is designated as the joint force com-mander, the MAGTF G-4/S-4 may assume J-4 re-sponsibilities. When the JTF has a Marine Corpsforces component, the MAGTF G-4/S-4 becomesthe Marine forces G-4 for the JTF. See figure 3-2.

Figure 3-2. Command and Control of Operational Logistics.

Figure 3-1. Command and Control of Strategic Logistics.

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c. Tactical Level Command and control of logistics at the tacticallevel focuses on monitoring, directing, and exe-cuting logistics operations and maintaining com-munications with supporting operational-levelforces. Tactical logisticians are linked to—

l Higher commands (Service componentheadquarters and MEF command element).

l Adjacent commands (theater logistics agen-cies, inter-Service support agencies, andhost nation support agencies).

l Supported commands (MAGTF CE, GCE,ACE, and CSSE).

At the tactical level, MAGTF element G-4s/S-4semploy all of their organic logistics support capa-bilities as effectively as possible and coordinatewith the CSSE. The CSSE’s mission is to provide

Figure 3-3. Command and Control of Tactical Logistics.


logistics support exceeding the organic capabili-ties of other MAGTF elements. The ACE aviationlogistics department works with the MALS to re-solve aviation logistics shortfalls. See figure 3-3.

3003. Command and Control Information Systems

There are two basic uses for information: to pro-mote situational awareness as the basis for a deci-sion and to direct and coordinate actions in theexecution of that decision. There are currentlyover one hundred logistics information systemswithin the Marine Corps that support force de-

ployment planning and execution, sustainment,and distribution. Biannually, the I&L Department,Headquarters, Marine Corps, publishes a compre-hensive listing of these systems in a Logistics In-formation Resources Plan. The Logist icsInformation Resources Plan provides a roadmapfor employing technologically advanced informa-tion systems to enhance logistics information sys-tems. It also provides a migration strategy thatidentifies the number of systems (eliminating re-dundancies) and uses joint systems to their advan-tage. Table 3-1 (on pages 3-5 through 3-7)provides a partial listing of significant informa-tion systems currently in use to support forcestructure, movement, sustainment, materiel readi-ness, and fiscal management.

Table 3-1. Operational and Materiel Readiness Systems .

System Name FunctionsOperational System

Planning, Programming, and Budgeting System (PPBS)

Produces a plan, a program, and a 2-year budget for the DOD. Provides combatant commanders with the best mix of forces, equipment, and support attainable within fiscal constraints.

Joint Operation Planning and Execution System (JOPES)

Executes joint planning (DOD-directed and JCS-specified system).

Enables supported commanders, supporting commanders, and the United States Transportation Command (USTRANSCOM) to manage deployment of forces and follow-on sustainment for both training and contingencies.

Global Command and Control System (GCCS)

Provides flexible, evolutionary, interoperable joint command, control, communications, computers, and intelligence (C4I) system capabilities and will eventually connect joint and upper echelon Service systems down to the battalion level.

Moves information both vertically and horizontally. Encompasses the policies, procedures, personnel, automated information systems, common communications paths, and common switches necessary to plan, deploy, sustain, and employ forces.

Provides joint operation planning and execution capabilities and facilities with deployment and redeployment of Marine Corps forces.

Ensures compatibility with MAGTF C4I. Incorporates JOPES as one of its first applications. The Marine Corps tactical combat operations (TCO) system facilitates MAGTF planning and employment under JOPES.

.

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Operational System—ContinuedMarine Corps Training, Exercise, and Employment Program (MCTEEP)

Provides operational training exercise and employment scheduling for Marine Corps operating forces. This scheduling is then used to update and maintain other automated systems.

Schedules all contingency operation plans. Schedules all normal routine exercises.

Standard Accounting, Budgeting, and Reporting System (SABRS)

Functions as a DOD automated accounting and reporting system.

Accounts for and reports expenditures of appropriated funds. Provides submissions to the DOD budget cycle.

Marine Air-Ground Task Force System (MAGTF II)/Logistics Automated Information System (LOGAIS)

Supports Marine Corps ground logistics data requirements. Serves as a primary planning tool to select and tailor a MAGTF. Provides updates to JOPES. Supports force deployment, planning, and execution. Includes TC-AIMS and MDSS II. Provides an improved degree of integration between MDSS II and TC-AIMS.

Note: TC-AIMS II, a joint system, will eventually replace TC-AIMSand MDSS II. TC-AIMS and ATLASS will be the primary systems thatprovide functional logistics management for sustainment and distribu-tion.

Transportation Coordinator’s Automated Information for Movement System (TC-AIMS)

Provides automated support for motor transport, control, planning of support, and coordination of overland movement and convoys.

Manages use and movement of day-to-day motor transport and heavy equipment.

Provides inventory, support requests, and task and dispatch management through its resource management tool.

Supports convoy management with an embarkation and marshaling module.

Tracks critical events, including user time statistics.Interfaces with the MDSS II.

MAGTF Deployment Support System II (MDSS II)

Assists in deployment planning and execution and unit movement at the MEF level and below.

Functions in coordination with TC-AIMS.

Theater Medical Information Program (TMIP)

Provides a global capability that links medical information databases to integration centers. These integration centers are accessible by Navy medical personnel while engaged in support of Marine forces.

Provides theater medical integrated automated information using GCCS and Global Combat Support System (GCSS), which links all echelons of medical care in support of Marine forces.

Table 3-1. Operational and Materiel Readiness Systems (Continued).

System Name Functions

.


Materiel ReadinessGlobal Status of Resources and Training System (GSORTS)

Provides information on the readiness status of units with respect to personnel, equipment, and training.

Asset Tracking Logistics and Supply System (ATLASS)

Provides automated support for supply and maintenance. Note: ATLASS replaces two mainframe-based systems developed inthe early 1970s (Marine Integrated Maintenance Management System[MIMMS] and Supported Activities Supply System [SASSY]) with aclient-server system based on an open system architecture. ATLASS isbeing implemented through phased development, with the currentphase focusing on integrating user-unit supply and shop-level mainte-nance functions.

Naval Tactical Command Support System (NTCSS)

Provides status and ad hoc reports to the Battle Group Logistics Coordinated Support System (BGLCSS).

Provides the ACE with a fleet tactical command support system.

Note: NTCSS is formulated around SNAP III, which began the processof integrating shipboard computers by adopting C2 systems architec-ture for command support applications. It replaces vintage 1970s fleetequipment with modern minicomputers, personal computers, and localarea networks.

Shipboard Nontactical Automated Data Processing Program III (SNAP III)

Provides automated information processing support for supply, finance, and organization maintenance management to the MWSG and MALS.

Naval Aviation Logistics Command Management Information System (NALCOMIS)

Provides automated information processing support for maintenance of all aviation equipment and spares to aviation units (MWSG and MALS) and selected base and garrison activities throughout the Marine Corps.

Shipboard Uniform Automated Data Processing System (SUADPS)

Provides financial, inventory, and logistics management of aviation supply support for Marine aircraft.

Conventional Ammunition Integrated Management System (CAIMS)

Provides on-line inventory management data; e.g., ammunition location, quantity, material condition, purpose code, requisition status.

Table 3-1. Operational and Materiel Readiness Systems (Continued).

System Name Functions

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3004. Information Management and Technology Improvements

Logistics provides resources that support thewarfighter. Command and control of logisticsmanages the process of providing those resources.Information management is a principal tool usedto accomplish this process. The Marine Corps’overall information management objective mustbe in consonance with doctrine presented inMCDP 5, Planning, and MCDP 6, which is to col-lect critical data from diverse organizations andcross-functional activities so it can be integratedto develop a common operational picture.

The rapid pace of information management tech-nology requires planners to consider current andemerging capabilities that apply to the MarineCorps. The actual methodology pursued to man-

age logistics information can range from the mostprimitive, manual methods to sophisticated data-base management. The model and methodologyused by the Marine Corps will shape how logis-tics information is managed in the future. TheMarine Corps’ information modernization effortswill incorporate emerging technologies and adaptsuccessful business practices, while remainingconsistent with its doctrine.

a. The Model The current Marine Corps logistics activity modelis a series of processes that identifies a require-ment, matches it to a resource, and provides thatresource to a customer (see fig. 3-4). Currentbusiness practices also use a similar activity mod-el (see fig. 3-5). The analogy to command andcontrol of logistics activity in the business modelis supply chain management.

Figure 3-4. Current Marine Corps Logistics Activity Model.

Figure 3-5. Business Model: Supply Chain Management.


If a business is to have effective supply chainmanagement, it must have the following three ca-pabilities:

l Provide visibility end to end within themodel (command and control allows com-manders to see the whole picture, not justselected parts).

l Manage the flow end to end (informationebbs and floods; the further out this fluctua-tion can be recognized the sooner adjust-ments can be made to sustain the flow).

l Coordinate interface of the functions withinthe model (problems typically occur at theinterfaces of the functions, but coordinationbetween the interfaces can maintain a steadyand efficient flow in the logistics pipeline).

These three capabilities ensure speed, agility, andprecision. Information management, using im-proved technology, helps achieve these capabili-ties, manage the activities that occur within themodel, and support command and control of lo-gistics. Information management requires the ca-pabilities depicted in figure 3-6.

b. The Methods The methods to implement a logistics model are acombination of existing systems and emergingapproaches to future requirements. Some arefunctional and fielded and others still under de-velopment.

(1) Global Combat Support System. TheGCSS is not a discrete system; it is an overarch-ing capability. Its goal is to provide universal ac-cess to information and the interoperability of thatinformation within logistics and other supportfunctions. Ultimately, it will link informationwith other C2 systems in order to contribute to thecommander in chief’s common operational pic-ture. GCSS encompasses six essential attributes:any box, any user, one net, one picture, commonservices, and robust communications architecture.GCSS consists of applications and shared datathat ride on a common operating environment andare linked through a global network. It providesnear-real-time command and control of the logis-tics pipeline from battlefield to sustaining base,one fused picture of combat support to the war-fighter, and a closed link between operational C2and logistics C2. Compliance with GCSS will en-sure that information can be shared not onlyamong multiple logistics functions but also withjoint and coalition partners.

(2) Unified MAGTF C4I Requirements. Uni-fied MAGTF C4I provides a common MarineCorps information infrastructure that integratesrequirements, resources, and acquisition initia-tives toward a layered, standardized architecture.Emerging C4I requirements are programmedacross eight standing operational requirementsdocuments. These documents track requirementsthat support the common Marine Corps informa-tion infrastructure and that support requirementsspecific to MAGTF information missions. Among

Figure 3-6. Logistics Information Management Model.

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these requirements is an effort that targets theCSSE and supporting establishment. This effortincludes annexes that identify CSS command andcontrol, materiel readiness, mobility and transpor-tation, facilities, budget and finance, manpowerand personnel, health services, and combat devel-opment and acquisition information technologyrequirements.

(3) Shared Data. For information technology tosupport command and control of logistics, plan-ners need a means by which information is acces-sible, shared, standardized, and timely to all usersof the model. Historically, commanders culledthrough numerous reports from various com-mands and staff functional agencies; integratedthe critical information; and posted the informa-tion on acetate-covered maps, display boards, ormatrices. The sheer volume of material and thelimits of time made this method ineffective. How-ever, advancements in technology permit the de-velopment of a shared data environment thatsatisfies all three modeling capabilities: end-to-end visibility, end-to-end flow management, andcoordination of function interface. Shared data ca-pabilities promote functional integration of activi-ties that focus on accomplishing a particularmission or enabling a specific process. The shareddata environment has become a DOD initiativeand the central focus for information technologythat supports command and control of logistics. A

shared data environment supports command andcontrol of logistics through three principle means:

l Integrating all pertinent logistics informa-tion into one picture to reduce the PDE&A.

l Sharing the same information across thebreadth of logistics functions to support de-centralized decisionmaking, which is criticalto logistics speed and agility.

l Providing a data environment based on visi-bility vice history.

This shared data environment is implemented viaa shared “data warehouse.” The data warehouse isan ethereal repository that is networked or webbased. Data is separated from its mission applica-tion source and stored in the “warehouse,” whichallows access by multiple users, across multiplesystems that interact and interface in real- or near-real-time.

c. Future Capabilities Emerging information technology supports themanagement of logistics information based onthree methods (see table 3-2). Information tech-nology allows the commander to accomplishthree essential tasks: anticipating requirements,allocating resources, and dealing with uncertainty.

Table 3-2. Future Logistics Information Management.

Methods CapabilitiesCommon communication infrastructure.

Provides backbone to command and control.

Application, automated identification technology, and decision support tools.

Provides speed, agility, and precision to the information process.

Shared data. Provides foundation for efficiency and effectiveness of information.


(1) Joint Total Asset Visibility. Joint total as-set visibility (JTAV) is the desired capability toprovide users with timely and accurate informa-tion on the location, movement, status andidentity of units, personnel, equipment, andsupplies. It will also include the ability to act uponinformation to improve overall performance of lo-gistics practices. JTAV will provide in-process,in-storage, and in-transit business processes.

In-process assets are items that are being eitherrepaired or procured. They include items that arein repair at depot-level repair organizations or onorder from vendors and not yet shipped.

In-storage materiel assets encompass all classesof supply, whether categorized as wholesale or re-tail. For JTAV purposes, visibility of wholesaleassets in storage means information on stock bal-ances by condition code and purpose code, whilevisibility of materiel requirements means infor-mation on reorder points, requisitioning objec-tives, and retention limits. Visibility of retailassets consist of stock balances by condition codeand assets on order.

In-transit visibility refers to the ability to track theidentity, status, and location of unit and nonunitcargo, passengers, and patients from origin to des-tination. The Global Transportation Network isthe automated information system that providesin-transit visibility. The Global TransportationNetwork provides an automated tool for com-mand and control and business operations of theDefense Transportation System managed by theUnited States Transportation Command. It gath-ers data from a number of DOD, Service, agency,and commercial transportation systems to providethe visibility necessary to improve both move-ment efficiencies and command and control of thetransportation pipeline.

JTAV will include full integration with joint per-sonnel asset visibility (JPAV) and comprehensivemedical asset visibility through the Theater Medi-cal Information Program (TMIP). Ordnance asset

visibility will be achieved through the Ammuni-tion Management Standard System (AMSS).JTAV, JPAV, TMIP, and AMSS provide total as-set visibility via GCSS.

(2) Decision Support Tools. Decision supporttools support the ability to perform analysis of in-formation aggregated from multiple sources andfunctions. This capability supports situational“what ifs” and comparisons of baseline planningfactors against actual execution data using a datawarehouse. Decision support tools allow plannersto—

l Conduct “what-ifs” to determine the valueof one alternative against another (highlight-ing strengths, redundancies, and vulnerabili-ties).

l Conduct baseline comparisons in order toidentify specified plus or minus deviationsfrom the planning baseline during execu-tion.

l Support command and control by reducingthe PDE&A cycle.

l Use visual displays, query capabilities, andcollaborative workspaces.

l Provide qualitative and quantitative valuesto logistics activities, alternatives, and deci-sions.

(3) Automated Identification Technology.Automated identification technology supportscommand and control of logistics by providingspeed and accuracy to the collection and input ofdata. Automated identification technology pro-vides the means to capture source data on the sta-tus, location, and movement of assets. Automatedidentification technology devices include barcodes for individual items, optical memory cardsfor multipacks and containers, radio frequencytags for containers and pallets, and a movementtracking capability that uses satellite links forconvoys, trains, and barges.

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3005. Considerations for Joint or Multinational Command and Control of Logistics

Joint and multinational operations are complexand bring together diverse military organizationsthat must operate together and logistically supportone force. Multinational forces may have differ-ences in C2 systems, language, terminology, doc-trine, and operating standards. The followingconsiderations can minimize the impact of this di-versity and promote efficiency.

a. Liaison Liaison is the basis for effective command andcontrol of logistics support in joint and multina-tional operations. Liaison representatives (e.g., li-aison officers, liaison teams, couriers) should bechosen specifically for their knowledge and fa-miliarity with the capabilities, limitations, and lo-gistics concept of operations of their Service/national organization.

b. Equipment The demand for information often exceeds the ca-pabilities of C2 equipment within joint and multi-nat ional commands. I t is crucial that thecommander identify, as early as possible, the C2requirements that are external to the command orthat require the use of national and/or host nationequipment.

c. Standard Logistics Procedures Standardization of logistics procedures by joint ormultinational forces is essential.

d. Agreements Agreements should be made with probable jointor multinational partners regarding command andcontrol of logistics. These agreements should cov-er principles, procedures, and overall logistics re-port requirements (including standard text format,standard databases, and data formats). Agree-ments should be arrived at by mutual agreementin advance of the operation/war.

e. Policy in Absence of Agreements Joint/multinational forces should adopt the proce-dures of one Service or ally on direction of thecommander if C2 agreements have not been de-termined in advance.

f. Interpreters The United States provides interpreters to ensurethat U.S. interests are adequately protected.

g. Communications Security and Cryptographic Systems The operational acceptability and disclosure or re-lease of communications security to allied gov-ernments for multinational use will be determinedand approved by national authorities before enter-ing into discussions with allied nations.

Chapter 4

Logistics Planning

MCDP 4 defines logistics operating systems andcommand and control as core capabilities that areessential to our expeditionary nature. Integral toany logistics operating system are the sources ofthe logistics capability and the distribution proce-dures used to deliver the capability. MCDP 5defines planning as the art and science of envi-sioning a desired future and creating effectiveways to bring about that future. It is a preparationprocess that fully integrates all battlespace func-tions to achieve a desired result. Therefore, plan-ning for logistics focuses on integrating logisticscore capabilities with all battlespace functions atall levels in order to get to the fight, to sustain thefight, and to prepare for the next fight.

As a Service, the Marine Corps must fulfill itsgeneral Title 10 obligations to organize, train, andequip forces capable of performing a wide rangeof missions. As an operational force, MAGTFsmust be prepared to execute missions and to re-spond to developing contingencies based on guid-ance from the supported combatant commander.Planning efforts at any level (strategic, operation-al, or tactical) must be fully integrated with plan-ning at the other levels to ensure that all levelswork together to achieve the common goal ofmission success. Logistics planning results in—

l Building the MAGTF’s ability to supportnational interests and mission accomplish-ment.

l Positioning a MAGTF globally, then withina theater, and, ultimately, within a bat-tlespace.

l Sustaining a MAGTF throughout training,deployment, employment, and reconstitu-tion.

4001. Planning at the Levels of War

Strategic plans cover the overall conduct of a war,whether the focus is on wartime execution orpeacetime preparation. Campaign plans, normallyprepared at the operational level of war, cover aseries of related military operations aimed at ac-complishing a strategic or operational objectivewithin a given time and place. Tactical plans gen-erally cover a single military evolution. Logisticsplanners also prepare logistics functional plans tosupport integrated plans.

Logistics planning is the combination of coordi-nated processes at the strategic, operational, andtactical levels used to calculate materiels and ser-vices requirements, identify sources of the re-quired materiels and services, and determine themeans to provide logistics support to the support-ed forces. It involves earmarking existing assetsfor specific potential uses and identifying defi-ciencies in current support capabilities for correc-tive action.

Planning techniques and procedures will varywith the time available. Force planning at the stra-tegic level (i.e., organizing, training, and equip-ping the Armed Services) is based on 2- to 6-yearcycles in the Joint Strategic Planning System(JSPS) and PPBS. Force planning at the opera-tional level uses deliberate planning processesthat span 2-year cycles if time is not a critical fac-tor. When the time available for planning is short(sometimes as little as a few hours or days) be-cause of a need to support the near-term deploy-ment and/or employment of military forces, the

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planner uses crisis action planning or time-sensi-tive operational planning procedures. JOPES pre-scribes joint operation planning techniques andprocedures that supports the planning process.Marine organizations use the Marine Corps Plan-ning Process (MCPP) to prepare their plans andorders, as well as Marine Corps input to JOPES.

4002. Administrative and Operational Planning

At all levels of war, Marine Corps logistics plan-ning involves activities in both administrative andoperational command channels. In the context ofcoordinated DOD planning systems, these sys-tems assist in furnishing the best possible mix ofmissions, forces, equipment, and support to thecombatant commanders. They support resolutionof issues in the national interest at the strategicand operational levels that involve the MarineCorps supporting establishment (through Head-quarters, Marine Corps) and operating forces orReserves (through the Commander, Marine CorpsForces). While strategic and operational planningmay seem transparent, perhaps even irrelevant,they provide the basis for the tactical employmentof the MAGTF at the tactical level.

4003. Planning for Resources

Planning for a single mission or contingency isrelatively straightforward but rarely the norm.Multiple, concurrent operations frequently occurwhose requirements conflict and compete for thesame resources and constrain preparations for re-sponse. Logistics planners accommodate potentialor actual competing requirements for resources byapportioning or allocating available resources, es-tablishing distribution priorities, and anticipatingdemands.

a. Apportion and Allocate Resources Apportionment and allocation decisions establishhow much of a particular resource is available tothe supported commander. Apportionment is theplanned distribution of limited resources among

competing requirements; it is a fundamental fea-ture of deliberate planning. In time-sensitive plan-ning, apportionment blends into allocation, whichis the actual distribution of limited resourcesamong competing requirements. Apportionmentand allocation are processes that divide limited re-sources, but they may not always satisfy projectedconsumption or provide desired sustainment lev-els. Resolution of shortfalls may require either acommander’s intervention to obtain increased ap-portionments and allocations or modifications tothe concept of operations to reduce consumptionrequirements. Identification of potential appor-tionment support shortfalls in both operation andsupport plans is critical to ensure the logistics fea-sibility of an operation plan.

b. Establish Distribution Priorities The commander must establish distribution prior-ities for the apportioned or allocated logistics re-sources. These priorities determine who willreceive what resources, when. Priorities are ini-tially based on the concept of operations andmodified as the situation develops.

c. Anticipate Demands Analysis of assigned missions and tasks to deter-mine resources, requirements, and shortfalls re-duces uncertainty. It cannot entirely remove theimpact of unanticipated support demands, but itcan minimize their extent and potential effect onoperations. Additionally, planning gives com-manders and their staffs the opportunity to assessthe area of operation’s environment, the assignedforces’ and the potential opposition’s characteris-t ics , and the nature of the miss ion. Thisassessment should enable commanders and theirstaffs to develop flexibility in planning that ad-dresses most unanticipated demands.

4004. Principles and Considerations

The principles of logistics defined in chapter 1—responsiveness, simplicity, flexibility, economy,attainability, sustainability, and survivability—areuniversal constants that apply equally to all


aspects of logistics. In addition to these princi-ples, other logistics considerations exist that com-manders and logistics planners must judiciouslyapply to particular situations. These consider-ations will not dictate a specific course of action,but, if used wisely, they will help the plannermaximize the effectiveness and efficiency of lo-gistics operations. Logistics considerations arediscussed in the following subparagraphs.

a. Integrated Planning Operations cannot be conducted successfullywithout adequate logistics support. Logistics sup-port cannot be effective if it is planned withoutdetailed coordination with the functions it sup-ports. Although the need for integration is obvi-ous, staffs are typically organized on a functionalbasis that inhibits this coordination. Commandoversight is necessary to ensure that essentialfunctional integration occurs to produce one plan.

b. Forward Focus The focus of logistics support is from the conti-nental United States into the theater and forward,and from higher levels of support to lower levels.A system of continuous replenishment may takethe form of either automatic (push) or requisition-ing (pull) replenishment. Commanders and plan-ners must devise a balance of push and pullreplenishment that efficiently and effectively sup-ports an operation and relieves the forward com-manders of logistics support details withoutimpairing their control of their organic logisticssupport capabilities. The replenishment systemmust effectively use the available transportationto maximize throughput, minimize expenditure ofresources in the pipeline, and reduce commandand control of logistics.

c. Logistics Constraints Logistics resources are usually constrained.Therefore, their use must be disciplined to accom-modate these constraints. At the strategic level,these limitations are either fiscal constraints or theunavailability of materials, industrial facilities,and skilled labor. Long lead times for mobiliza-tion and deployment can also affect the strategic

concentration of forces and supplies within a the-ater.

At the operational and tactical levels, commonlimitations are attributed to—

l Inadequate transportation means and portcapacities.

l Insufficient quantities of certain munitions,equipment, and critical spare parts.

l Lack of trained logistics personnel. l Failure to plan for adequate or interoperable

command, control, communications, andcomputer systems.

d. Standardization Standardization is the commonality of equipmentand uniformity of procedures. Standardized pro-cedures make complex tasks easier to execute in atimely way. Commonality of equipment reducesthe number of different maintenance proceduresinvolved and reduces the amount and type of sup-port equipment. Standardization promotes econo-my by reducing unnecessary redundancy. It alsopromotes productivity, flexibility, and system re-liability.

e. Centralization Versus Decentralization Centralized control and decentralized executionare ideals sought in logistics support operations. Ifachieved, support will be responsive, economical,and flexible. Often, however, a balance betweencentralization and decentralization is difficult toachieve. Control may suffer because it is frag-mented, or support may fall short becauseservices and materiel are too concentrated. Conse-quently, commanders and their staffs at all levelsmust use judgment and experience to achieve theoptimal mix of centralized control and decentral-ized execution based on the circumstances.Centralized control is most effective at the strate-gic level. It draws on the existing infrastructure,established procedures, and a stable environment.The degree of centralization varies at the opera-tional level as forces can be fragmented, some-times over great distances, and operations takeplace under primitive, expeditionary conditions.

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At the tactical level, the degree of centralization isdetermined by the mission and concept of opera-tions—factors that may override considerations ofa purely logistical nature.

f. Expenditure and Consumption Commanders, operators, and logisticians must un-derstand the difference between consumption andexpenditure in order to enhance both responsive-ness and economy in logistics support operations.Expenditure will always be greater than consump-tion because expenditure represents the sum ofconsumption, pipeline quantities, safety stocks,pilferage, waste, and loss. When determining re-quirements, planners must distinguish betweenconsumption and expenditure. The supportedcommander submits requirements based on antici-pated consumption. The supporting commanderestimates requirements based on anticipated ex-penditures. While the supported commander muststrive to identify consumption rates accurately,the supporting commander must constantly striveto refine expenditure rates. Usage factors requirecareful, constant reevaluation to ensure that theyare based on current data.

g. Alternative Planning Logistics alternative planning establishes morethan one option to provide support using equiva-lent means. Alternative planning can involve sub-stitute modes of transportation, sourcing suppliesfrom different locations, or reassigning supporttasks between different organizations. This re-quires a certain degree of planned redundancy butdoes not imply intentionally oversupplying or ap-portioning and allocating an excessive reserve.Alternative planning is essential to flexible sup-port when fixed resources are apportioned or allo-cated for support of a particular operation.

h. Echelonment Echelonment is the preplanned provision or posi-tioning of resources to ensure uninterrupted logis-tics support. Echelonment can cause variation inthe level of support capabilities available in a giv-en location at a specified time. It must be consid-ered when developing task-organized elements toaccomplish specific functions. Echelonment plan-

ning considers the phasing of logistics support inboth time and location to maximize the effective-ness of logistics operations. If properly used, ech-elonment contributes to the responsiveness,economy, and flexibility of logistics support oper-ations and to the survivability and sustainabilityof Marine Corps forces.

i. Logistics Reserves Logistics can be a pacing factor at the operationallevel of war. While the adequacy of logistics tosustain operations governs the rate at which thecampaign can proceed, the presence of a reservecapability may determine whether opportunitiesare exploited or are missed. Just as strategic andoperational reserves are necessary to exploit tacti-cal or operational success or to respond to newcontingencies, it is also necessary to coordinateand establish reserves of logistics resources thatcan be committed only by the Commander,Marine Corps Forces, at the strategic, operational,and tactical levels. Logistics reserves are estab-lished for possible consumption by the supportedforces, but their intent is not to cover expendituresin the supporting force’s pipeline. It is importantto note that building a logistics reserve should nottake priority over satisfying imminent or immedi-ate support requirements.

j. Redundancy Redundancy is the duplication of systems, units,or functions that provides alternate means of sup-port if there is an interruption, failure, or loss ofcapability. Redundant capabilities help preventdisruption of support. This concept may be per-ceived as a contradiction of economy. However,properly planned redundancy can provide assur-ance of continued support. It can also contributeto enhanced responsiveness. Although redundan-cy improves flexibility and survivability, redun-dancy of systems, units, or functions should belimited to only what is essential to accomplish themission.

k. Conservation Conservation avoids waste and is one of the com-ponents of economy. Because limits always existon available supplies and services, commanders


must continuously practice and enforce conserva-tion. Commanders also enforce conservation toimprove overall flexibility by making the con-served resources available elsewhere or at a latertime. Means of conservation may include recy-cling of materiel, proper use of salvage, and localrebuilding of spares when authorized.

l. Austerity Austerity avoids excess and is also a componentof economy. Austerity entails providing justenough materiel or services to accomplish themission. The objective of the logistics planner isto provide for the consumers’ needs, rather thantheir wants. Austerity will not eliminate a com-modity or service, but it will reduce it to absoluteessentials. Commanders should encourage auster-ity even in times of plenty. Wide swings betweenwasteful overabundance and inadequate supportjeopardize mission accomplishment.

m. Throughput Throughput is a function of the distribution sys-tem. It is a measure of the amount of materielpassing through a processing point within a speci-fied period of time. The distribution system is thepipeline through which supplies and services flowfrom the supporting command to the supportedcommand. The flow cannot begin until require-ments are identified and supplies and servicesprocured. Until the flow of materiels begins, theMAGTF relies on its organic sustainment that de-ploys with it. As procurement actions are accom-plished, goods and services begin to flow, andeventually the flow reaches a state that matchesexpenditures. Maintenance of throughput is af-fected by lead time and control.

From the perspective of the supported force, leadtime is the period between requesting and receiv-ing the supplies or services identified as supportrequirements. On occasion, the flow of thethroughput system is interrupted and lead timesmust be gauged to anticipate such delays. Accom-panying supplies and services must be adequatelysized and timing of requisitions anticipated so thatcapabilities overlap or at least cover requirementsthroughout the lead time.

Control of the throughput process (flow) is thesingle most demanding task for supporting forces.Supporting forces must be able to adjust the flowof supplies and services to expedite critical sup-plies and services as necessary. Control measuresmust allow for the accumulation of lower prioritysupplies and services at holding points or their di-version to forces that have higher priorities. Thesupported commanders and their staffs integraterequirements and capabilities during planning andparticipate in controlling the flow of supplies andservices support during execution.

4005. Mission and Task Analysis

Mission and task analysis is the foundation of allplanning. It is the basis for preparing initial esti-mates of supportability and draft logistics annexesor for completing orders for logistics operations.Commands at all levels receive orders from high-er commands that specify an operational missionand implementation tasks. Logisticians assignedto both supported and supporting commands mustapply their own functional area expertise to theintegrated staff effort to analyze these missionsand tasks in the context of the higher headquarterscommander’s intent, the higher headquarters’mission, and the initial commander’s orientation.Logisticians parallel efforts of the other function-al area experts on the planning staff in identifyinglogistics-specific tasks. These tasks are eitherspecified, implied, or mission-essential. Specifiedtasks are stated explicitly in a higher headquartersdirective. Implied tasks are not stated, but they areobviously required for mission accomplishment.Mission-essential tasks must be completed for thecommand to be successful.

During planning, logisticians must identify theconstraints or restraints that could limit a unit’sfreedom of action and identify, for the unit, cer-tain criteria that must be met before taking a cer-tain action (e.g., boundaries, timing, coordinationrequirements, preconditions, mandated stockagelevels, resource apportionments, and allocations).Assumptions identify critical factors that affectthe course of action, assigned mission, or task.Logisticians resolve resource shortfalls affecting

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the assigned mission or task through redistribu-tion, replenishment, modification to the course ofaction, or assignment of tasks.

4006. Factors Affecting Logistics Planning

A variety of factors influence logistics planningefforts to determine precise logistics support re-quirements (i.e., what, when, where). These fac-tors affect logistics estimates, annexes, and plansfor logistics support operations. At all levels andin all commands, staffs must take these factors in-to consideration while preparing logistics esti-mates and annexes. Commanders of supportinglogistics organizations and their staffs also pre-pare complete plans for logistics support opera-tions based on these factors.

Many logistics support requirements can be cal-culated mathematically based on the number ofpeople and types or quantities of equipment to besupported for a specified period of time overknown distances. The basis for estimating othersupport requirements is less precise, requiringjudgment and experience to develop reasonablepredictions. Information processing systems havegreatly facilitated requirements estimation by al-lowing planners to merge, categorize, and sum-marize large quantities of data. However, in theend, all information systems reflect the inputs oftheir users, and logisticians must review input da-ta and underlying assumptions carefully, examineplanning output critically, and apply commonsense to any plan before it is implemented.

a. Intelligence Intelligence resources are a source of vital infor-mation for logistics planners. Characteristics ofthe area of operations and the area of interest canassist, as well as hinder, accomplishment of thelogistics support mission. The potential effects ofenemy force strengths, locations, and capabilities,in addition to the effects of weather and terrain onlogistics operations, can be significant. Logisticsplanners must circumvent impediments and buildsurvivability into their logistics organizations. Lo-

gisticians must also take into account the existinginfrastructure (e.g., road, rail, and communica-tions networks; ports and airfields; storage andmaintenance facilities) that could be used to en-hance the effectiveness of support operations.

b. Personnel Personnel support planning begins with accurateidentification of the number and location of per-sonnel (by gender) to be supported. This drivesnumerous requirements, which include but are notlimited to feeding, billeting, and transportation. Influid, fast-moving situations, especially duringdeployment or redeployment, it can be very diffi-cult to precisely establish the population densityneeding support at a particular place and time.Command attention may be necessary to ensurethat support capabilities correspond to personnelrequirements.

c. Equipment Density, Distribution, and Characteristics The quantity and type of equipment, equipmentlocation, equipment technical specifications, andinformation regarding how equipment is em-ployed are critically important to planners. Re-quirements for fuel, batteries, spare parts,maintenance, salvage, and ammunition are allbased on this information.

d. Historical Data Historical data collected from past operations pro-vides a foundation for calculating current supportrequirements. Much of this historical data is avail-able in table and chart form in a digital data for-mat. Although it is unlikely that a comprehensivetemplate of previous operations is available oruniversally applicable to the current operation be-ing planned, historical data can be very useful inestablishing the extent of support that the opera-tion may require.

e. Modeling and Simulation Advances in computer technology and analyticaland gaming software make it increasingly possi-ble to run models and simulations of proposed op-erations to approximate how an operation mayunfold. Although this technique is not completely


predictive, it is another way of establishing ten-ta t ive suppor t requirements and is morecomprehensive and convenient than traditionalcalculation methods. Furthermore, models andsimulations can be tremendously useful in effec-tively demonstrating the possible impact ofproposed changes in force structure or concept ofoperation.

f. Experience and Intuitive Analysis Commanders and logisticians must apply judg-ment based on experience and sound staff work toassess risk and ensure that a proposed solution toa support problem is both feasible and practical.While the planning factors discussed in this publi-cation contribute to an increased level of certain-ty, the ability to analyze the incomplete pictureand make a sound decision demands firm ground-ing in known capabilities and requirements.

4007. Coordination in Planning

There is extensive coordination and some overlapof functions between the strategic-operational andoperational-tactical levels of logistics supportplanning.

a. Strategic-Operational Level At the strategic-operational level, logistics plan-ning focuses on JSPS, PPBS, and JOPES. JSPSand PPBS define national interests and the struc-ture, equipment, and organization that U.S. mili-tary forces need to protect these interests. JOPESdefines national actions; e.g., mobilization anddeployment or employment of forces to protectthose interests. They are cyclical, continuous,overlapping evolutions that regularly produce up-dated visions of general military requirements, themeans for satisfying those requirements, and spe-cific operation planning tasks or contingency re-sponse direction to the combatant commanders.

b. Operational-Tactical Level Within the theater-strategic and operational-tacti-cal levels, JSPS and PPBS guidance and resourcesare developed into specific joint operation plans

that are prepared in accordance with JOPES. TheMarine Corps forces component and its subordi-nate MAGTFs prepare their input to JOPES, aswell as their own operation plans and operationorders, by using MCPP. Commanders and stafflogisticians prepare taskings and supportabilityestimates from which subordinate commandersand their staffs develop their own estimates,plans, and orders. GCCS (with its tactical combatoperations interface) is the host for this work inJOPES. When time is not a critical factor, the de-liberate planning process is used. When timeavailable for planning is short, planners use crisisaction planning procedures.

4008. Planning Systems

The purpose of joint operation planning is to ef-fectively use the military arm of national power toprotect U.S. interests or implement national poli-cy. Joint planning consists of a systematic seriesof actions or procedures to determine the bestmethod of accomplishing assigned tasks. The fol-lowing subparagraphs address key systems usedby DOD for planning (JSPS, PPBS, and JOPES),command and control (GCCS), and the MarineCorps planning system (MAGTF II/LOGAIS).

a. Joint Strategic Planning System In general, JSPS is a formal series of events, ac-tivities, and guidance conducted on a biennial cy-cle by which the Chairman, Joint Chiefs of Staff,discharges responsibility to accomplish the fol-lowing tasks:

l Prepare strategic plans.l Assist the President in giving strategic di-

rection to the Armed Forces.l Review Service programs and conduct risk

assessments.l Set guidance and apportion resources for

contingency planning.l Furnish planning continuity for the strategic

planning process.l Provide guidance to PPBS.

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A specific product of the JSPS process is the JointStrategic Capabilities Plan, which is the key docu-ment used by combatant commanders and theService chiefs for accomplishing military tasks ina short-range period (2 years). The Joint StrategicCapabilities Plan provides guidance to thecommanders in chief and Service chiefs based oncurrent military capabilities. It apportions re-sources provided by the PPBS to develop opera-tion plans.

b. Planning, Programming, and Budgeting SystemPPBS is the system used by DOD and Serviceplanners to allocate DOD funds to the require-ments generated by JSPS. In its simplest form, therequirements are analyzed, a program (for thenext 6 years) is implemented, and annual budgetsare developed to allocate funds by the appropria-

tion categories of military personnel, operationsand maintenance, research and development,procurement, and military construction. PPBSencompasses planning input, guidance, and fol-low-up action coordinated between the operation-al and administrative command channels at theService or combatant commander level.

c. Joint Operation Planning and Execution SystemJOPES (see fig. 4-1) is a DOD-directed, JointChiefs of Staff-specified system for joint opera-tion planning. JOPES brings both deliberate plan-ning and crisis action planning into a singlesystem architecture to reduce the time required todo either, to make the refined results of deliberateplanning more readily accessible to planners incrisis action planning, and to more effectivelymanage any plan during its execution.

Figure 4-1. Joint Operation Planning and Execution System.


d. Global Command and Control System GCCS (see fig. 4-2), discussed in greater detail inchapter 3, is a C2 system that provides JOPES ca-pabilities and facilitates the deployment and rede-ployment of Marine Corps forces. JOPES is oneof the first applications incorporated into GCCS.GCCS and MAGTF C4I must be compatible. Inparticular, the Marine Corps Tactical CombatOperations System facilitates MAGTF planningand employment under JOPES.

e. MAGTF/LOGAIS The MAGTF II/LOGAIS family supports deliber-ate, crisis action, and time-sensitive planning forMAGTF deployment, employment, and redeploy-ment. Table 4-1 (on page 4-10) identifies the

MAGTF/LOGAIS family of subsystems. Table 4-2 (on page 4-11) depicts the relationship ofMarine Corps planning systems with the othersystems used in DOD.

4009. Planning Procedures

Specific procedures exist to organize and regulateplanning actions; facilitate coordination betweenthe supporting organization and the supportedforce at all levels; and ensure planning is thor-ough, relevant, and timely. These proceduresmust be followed carefully without losing sight ofthe planning purpose: to produce an effective planwithin the time allowed that articulates how toaccomplish the mission directed by highercommand.

Figure 4-2. Global Command and Control System.

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Marines performing strategic-operational plan-ning will follow the applicable DOD and jointplanning procedures of the JOPES. Marines per-forming operational-tactical planning satisfy theapplicable DOD and joint planning procedures,but they normally use MCPP to conduct opera-tional-tactical planning.

a. Marine Corps Planning Process The MCPP is a six-step model for integrated staffaction that all Marine commanders and staffs atthe operational and tactical levels use for MAGTFplanning, orders development, and execution. It iscompatible with joint planning systems, so it canalso be used to prepare Marine Corps forces’

Table 4-1. MAGTF II/LOGAIS Family of Systems.

System FunctionsMarine Air-Ground Task Force System II (MAGTF II)

Estimates lift footprints.

Compares alternative force structures.

Forecasts lift and sustainability requirements.

Generates and refines time-phased force and deployment data.

Provides the Marine Corps data interface to JOPES.

MAGTF Deployment Support System II (MDSS II)

Enables the MAGTF and subordinate elements to develop and tailor force structures (personnel, supplies, and equipment).

Monitors combat readiness (personnel and equipment attainment) status.

Serves as the source of actual movement and embarkation data at level VI (national stock number, social security number, serial number, etc.).

Computer-Aided Embarkation Management System (CAEMS)

Produces amphibious, commercial shipping, and MPS load plans (template deck diagrams).

Produces associated standard and embarkation reports (dangerous cargo manifest, trim stress and stability, etc.).

Transportation Coordinators’ Automated Information for Movement System (TC-AIMS)

Supports planning and execution for movement of forces from points of origin to destination.

Provides in-transit visibility to the U.S. Transportation Command’s component commanders and the Defense Transportation System.

MAGTF Digital Library (MDL) Facilitates the gathering of valid source data for use by the MAGTF II/LOGAIS family of systems.


planning inputs for joint operation plans and oper-ation orders.

MCPP structures Marine planning into six stepsthat involve a continuous, iterative cycle from thebeginning of planning to execution. These stepsare a tool for both preparing an order for an antic-ipated mission or situation and adapting an orderto a developing situation after execution com-mences. The six steps in that process are—

l Mission analysis.l Course of action development.l Course of action analysis.l Course of action comparison/decision.l Orders development.l Transition.

MCPP embodies the following tenets in order toguide commanders and their staffs.

(1) Top Down Planning. Planning centers onthe commander. The commander’s intent andguidance are central to planning logistics supportfor any operation. The commander uses planningto gain knowledge and situational awareness. Theplan is a translation of the commander’s guidanceinto an understandable design for action by thestaff and subordinate commanders who will ac-complish the mission.

(2) Single Battle Concept. The single battleconcept effectively focuses the efforts of all theelements of the force to accomplish the missionand maintain unity of effort. While battlespacemay be conceptually divided into deep, close, andrear to facilitate planning and decentralized exe-cution, activities conducted in each segment areviewed as an indivisible entity since operations inone area of the battle may have impact on others.

(3) Integrated Planning. Integrated planningprovides a functional approach that is systematic,coordinated, and thorough. It is organized by thewarfighting functions of intelligence, commandand control, maneuver, fires, logistics, and forceprotection. The key to integrating these functionsis a cross-functional representation within thestaff and from subordinate and supporting com-mands via liaison officers.

b. Marine Corps Forces and MAGTF Planning Inputs Marine Corps forces and MAGTFs prepare inputto operation plans and supporting plans indeliberate and time-sensitive planning modes.During deliberate planning, the combatant com-mander requires three types of planning inputfrom the Marine Corps forces component: con-cept development recommendations, plan devel-opment material, and supporting plans. During

Table 4-2. Marine Corps Planning Systems Relationship.

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time-sensitive planning (crisis action planning),the combatant commander or JTF commander re-quires two types of planning inputs from theMarine Corps forces component: concept devel-opment recommendations and execution planningmaterial.

Planning input is prepared using MCPP with fullparticipation from the logistician to ensure logis-tics feasibility. MCPP is of particular importanceto Marine logisticians at the operational andtactical levels. MCPP is the standard MarineCorps forces or MAGTF planning process, adapt-ed to the Marine Corps’ warfighting philiosophy.


Chapter 5

Logistics Execution

The preceding chapters have described MarineCorps logistics concepts, force and materiel orga-nization, command and control, and planning.This chapter discusses executing these elementsinto logistics operations in support of expedition-ary MAGTF operations.

Note: MCWP 4-1 presents the conceptual frame-work for delineating tasks and responsibilities foran entire MEF to deploy on short notice. A small-er MAGTF’s tasks and responsibilities will be thesame as presented here, only smaller in scope.The information presented also applies to for-ward-deployed MAGTFs, with reduced time con-straints associated with crisis response.

5001. Expeditionary Operations

Joint Pub 1-02 defines an expedition as “a mili-tary operation conducted by an armed force to ac-complish a specific objective in a foreigncountry.” The mission of a military expeditioncan vary widely and is limited only by the rangeof political objectives that may require the use ofmilitary force. Examples of military expeditionsinclude providing humanitarian assistance intimes of disaster or disruption, establishing andkeeping peace, protecting U.S. citizens or com-merce, punishing a foreign political group for anact of aggression, or defeating an enemy govern-ment by defeating its armed forces in combat.

MCDP 3, Expeditionary Operations, establishesdoctrine for the conduct of expeditionary opera-tions by the U.S. Marine Corps. It identifies thedefining characteristics of expeditionary opera-tions as the physical introduction of a militaryforce onto foreign soil. The term expeditionaryimplies that an operation will be of a temporaryduration and involves an intended withdrawalfrom foreign soil after the accomplishment of the

specified mission. However, in practice, an expe-dition may not necessarily involve ground forcesphysically entering a foreign country. An expedi-tionary force may accomplish its mission bymerely establishing a visible and credible pres-ence nearby—direct application of coercive forcemay not be required. Regardless of the location ofthe expeditionary force, expeditionary operationsinvolve the establishment of forward bases fromwhich military power can be brought to bear onthe situation as needed. Therefore, an expedition-ary operation requires the temporary creation of asupport apparatus that sustains the operation untilits conclusion. Logistics—the movement andmaintenance of forces . . . the “mounting” of theexpedition—is a central consideration in the con-duct of expeditionary operations.

The means for conducting expeditionary opera-tions are created, in part, through the applicationof strategic and operational logistics capabilitiesin the administrative and operational chains ofcommand by Headquarters, Marine Corps, thesupporting establishment, and the senior partici-pating commander of Marine Corps forces orMAGTF commander. The methods for executingexpeditionary operations and the actual conductof operations are supported with operational andtactical logistics functions exercised by participat-ing MAGTF commanders and their subordinatesin operational channels.

MCDP 3 states that expeditionary operations gen-erally unfold in five broad phases of action (seefig. 5-1 on page 5-2):

l Predeployment.l Deployment.l Entry.l Enabling and decisive actions.l Redeployment.

5-2 _________________________________________________________________________________________________ MCWP 4-1

The sequence is meant merely to provide a con-ceptual framework for considering expeditionarypower projection. The phases are not meant to de-termine the phases of an operation. Predeploy-ment and deployment actions, for example, areclosely related and overlap in some instances.

5002. Predeployment Actions

Predeployment actions include the commander’sorganization of the deployment to ensure thatforces arrive in the objective area in a logical se-quence, at the right time, and with the correctequipment and sustainment to support the conceptof operation. Regardless of the deployment mode,predeployment preparation and deployment arecomplex undertakings that require the accom-plishment of numerous tasks. In crisis response,the time available to accomplish these tasks islimited. Predeployment considerations are dis-cussed in the following subparagraphs.

a. Supporting Establishment InterfaceThe supporting establishment assists MarineCorps forces in training, readiness, sustainment,and embarkation of deploying forces. In July

1998, Commanders of Marine Forces Pacific andAtlantic were also designated Commanders ofMarine Corps Bases Pacific and Atlantic, respec-tively, to include all installations with operatingforces with the exception of the Marine AirGround Combat Center. This ensures effective-ness and efficiency of operations by the support-ing establishment in support of deployingoperating forces. Some bases and stations in thesupporting establishment act as designated sitesof initial assignment and also process the MarineCorps Reserve. Whether in support of generalmobilization or small-unit deployments, com-mand and staff coordination between the MAGTFand the supporting establishment counterpart isessential.

If deploying forces leave remain-behind equip-ment, the Commander, Marine Corps Forces, isinitially responsible for that equipment. The homebase or station will then act as caretaker of theequipment pending receipt of disposition instruc-tions from the Commander, Marine Corps Logis-tics Base.

b. Force Service Support GroupThe FSSG provides combat service support to theMEF in garrison and while deployed. If the FSSG

Figure 5-1. Logistics in Expeditionary Operations.


deploys with the MEF, its support capability ofunits in garrison diminishes as its support ofdeployed units increases. This necessitates theFSSG handoff of the CSS functions it usuallyconducted in garrison to the supporting establish-ment home base or station.

c. Civilian SupportTo provide deployment support functions at theorigin(s) and port(s) of embarkation, civilian per-sonnel, transportation, and materials handlingequipment can be contracted to supplement thecapabilities of the force.

d. Mobilization Personnel RequirementsThe currently programmed premobilizationstrength of the operating forces will constitute avalid point from which the Commander, MarineCorps Forces, can compute mobilization person-nel requirements. Ability to fulfill these require-ments will determine if activation of the MarineCorps Reserve is necessary.

e. Marine Corps Reserve MobilizationThe Deputy Chief of Staff, Plans, Policies, andOperations, exercises command and control ofMarine Corps mobilization for the Commandant.Execution of any major operation plan requiresaugmentation and reinforcement by the MarineCorps Reserve. The Marine Corps MobilizationManagement Plan provides direction and pre-scribes the concept, organization, responsibilities,and general procedures for mobilization of theMarine Corps Reserve. Augmenting and reinforc-ing Marine Corps Reserve units deploy with theMAGTF and integrate into the MAGTF to form afully-manned and capable fighting force.

Reserve mobilization is a time-phased process di-rected by Headquarters, Marine Corps. The 4thMarine Division, 4th MAW, and 4th FSSG mobi-lize Selected Marine Corps Reserve (SMCR)units in accordance with designated operationplans, operation plans in concept format, or otherdirectives. SMCR units move to the assigned siteof initial assignment via prearranged transporta-tion plans prepared by the Marine Corps Reserve

component in accordance with the Marine CorpsMobilization Management Plan. Mobilizationprocessing centers, established by the site of ini-tial assignment, complete the processing of theactivated SMCR units while they are en route totheir assigned Fleet Marine Force commands. Asdirected by Commander, Marine Corps Forces,Pacific, and Commander, Marine Corps Forces,Atlantic, augmenting and reinforcing SMCRunits, regardless of size, take their training allow-ance equipment to their site of initial assignmentor port of embarkation. At the mobilization pro-cessing center, the site commander coordinatesand effects liaison as necessary to support the—

l Arrival of SMCR unit personnel and equip-ment.

l Marriage of units with equipment arrivingfrom the Commander, Marine Corps Logis-tics Base.

l Allocation of pretrained individual man-power with their gaining commands.

l Integration of active and Marine Corps Re-serve units.

f. Fiscal AuthorityFiscal authority will be sufficient to implementthe directed level of mobilization.

g. Support FacilitiesInactive or caretaker status support facilities areavailable for use, if needed.

h. Involuntary ExtensionThe decision to mobilize (other than selective mo-bilization) includes authority for involuntary ex-tension of individuals beyond their expiration ofcurrent contract date.

i. Remain-Behind EquipmentRemain-behind equipment is equipment left at thehome base or station by a deploying MAGTF.The following procedures apply to Marine Corpsground-common, remain-behind equipment:

l MAGTF deploying elements report equip-ment that will not deploy to their respective

5-4 _________________________________________________________________________________________________ MCWP 4-1

major subordinate commands (division,MAW, or FSSG) for forwarding to theparent MEF command e lement . TheMAGTF command element reports directlyto the MEF command element.

l The MEF commander orders redistributionof equipment, based on reported equipmentshortages and deadlines, to fill force defi-ciencies. This includes equipment deficien-c ies of deploying , augment ing , andreinforcing SMCR units and WRM stocks(field).

l The MEF command element forwards re-main-behind equipment reports to the assis-tant chief of staff or G-4 at Marine CorpsForces, Atlantic, or Marine Corps Forces,Pacific.

l Commander, Marine Corps Forces, Atlantic,or Commander, Marine Corps Forces, Pacif-ic, reports equipment that is not required tofill force deficiencies to Commander,Marine Corps Logistics Base. Informationcopies of the report are also sent to hostbases and stat ions for the deployingMAGTF. The equipment reverts to controlof the Commander, Marine Corps LogisticsBase, inventory control point.

l Base and station commanders assume re-sponsibility for receipt, storage, security,and inventory of remain-behind equipmentthat has reverted to control of the inventorycontrol point until it is either recovered orreassigned by Commander, Marine CorpsLogistics Base.

l Base and station commanders issue instruc-tions regarding storage sites and schedulesfor turn-in of the remain-behind equipment.Information copies of the instructions aresent to Commander, Marine Corps Forces,Pacific; Commander, Marine Corps Forces,Atlantic; MEF command element; and divi-sion, MAW, and FSSG headquarters.

l MAGTF commanders and base and stationcommanders comply with applicable direc-tives regarding joint limited technical in-spections during changes in custody ofequipment.

5003. Deployment

Deployment planning and execution are challeng-es for even the most experienced and skilled lo-gisticians. Centralized control, coordination, andsupport of the deployment effort at the MarineForces command level are necessary to effective-ly manage deployment; simplify coordination oflogistics efforts; and interface with the deploy-ment directorate supported commander, transpor-tation component commands, the supportingestablishment, and other commanders and com-mands.

a. Deployment ResponsibilityThe designated commander is directly responsiblefor carrying out deployment and/or deploymentsupport missions.

b. Deployment SupportDeployment support is defined as the support pro-vided to a MAGTF that allows the efficient andeffective movement of forces from their origins toports of embarkation and on to ports of debarka-tion and final destination. Deployment supportassists the MAGTF commander in marshaling,staging, embarking, and deploying the command.The Commander, Marine Corps Forces, and sub-ordinate commands provide support to MAGTFsduring deployment and ensure that forces, sus-tainment, replacements, and supplies areobtained, prepared, and moved to ports of embar-kation in the types and amounts required by theMAGTF. This is accomplished by activating con-trol organizations, assuming operational controlof the Marine Corps Reserve establishment andvarious base and station functions, and coordinat-ing with the supporting establishment (especiallyHeadquarters, Marine Corps) and transportationoperating components. While retaining overallresponsibility, the Commander, Marine CorpsForces, assigns responsibilities for specific func-tions to subordinate and supporting commands,monitors their actions, and provides guidance andassistance as required.


c. Deployment Support OrganizationsMAGTFs deploy from permanent installationsand forward deployment sites for exercises andcombat operations. Certain organizations willcontrol and coordinate the marshaling, embarka-tion, and movement of forces. External agenciesthat provide transportation or deployment supportfor MAGTF deployments may include the follow-ing:

l The supported commander in chief.l The supporting commander in chief.l The fleet commander.l The U. S. Transportation Command and its

transportation operating components (Mili-tary Sealift Command, Air Mobility Com-mand, Mil i tary Traff ic ManagementCommand).

l The Defense Logistics Agency and its re-mote storage activities.

Marine Corps commands that are involved inMAGTF deployments may include the following:

l Headquarters, Marine Corps.l Commander, Marine Corps Forces, Atlantic.l Commander, Marine Corps Forces, Pacific.l Commander, Marine Corps Forces, Europe.l The deploying MEF.l The deploying MAGTF (if other than a

MEF deployment).l The division, MAW, and FSSG that provide

elements to the MAGTF and other com-mands that provide forces and sustainment.

l The bases and air stations from which theforces deploy.

l Commander, Marine Corps Logistics Base.

d. Joint Operation Planning and Execution SystemJOPES is a joint deployment planning and exe-cution management information system. Thecore product of the system is time-phased forceand deployment data (TPFDD). TPFDD providesvalidated force movement requirements duringplanning and the status of each movement re-quirement during execution. The TPFDD shows,

at a minimum, movement requirements by organi-zation (personnel and equipment), origin, destina-tion, ports of embarkation and debarkation,modes and sources of transportation, and move-ment scheduling. Information in the TPFDD isupdated continuously by deploying commandsand supporting commands during execution. Itpresents a comprehensive deployment picture thatis accessible by the National Command Authori-ties, the joint staff, supported and supporting uni-fied commands, Marine commands, and otherinterested parties.

e. Deployment ModesTransportation modes vary depending on the sizeof the MAGTF, the purpose and duration of thedeployment, and the anticipated employment. De-ployment of a MEF requires the use of all modesof transportation. This includes—

l Military or commercial trucks, buses, andrail from ground points of origin to points ofembarkation.

l Amphibious and commercial ships fromseaports of embarkation to seaports of de-barkation or destinations.

l Air Mobility Command or commercial char-ter airlift for personnel, supplies, and equip-ment from aerial ports of embarkation toaerial ports of debarkation.

During origin to port of embarkation movement,Marine Corps-owned assets are used to the maxi-mum extent possible. Commercial transport isused only after all Marine Corps assets have beenexhausted.

f. Movement ControlMovement control is defined as the planning,routing, scheduling, and control of personnel andfreight movements over lines of communications.Movement control supports the deployment offorces. Under the supervision and direction of thecommander, the deploying MAGTF must plan,organize, and direct its own deployment. Thecommander’s agency for this function is the ForceMovement Control Center, which will control anddirect all deployment activities. During planning,

5-6 _________________________________________________________________________________________________ MCWP 4-1

priorities and sequences for the deployment ofMAGTF personnel, equipment, and supplies tomeet operational objectives are established.MAGTF elements prepare specific aircraft and/orship load plans (incorporating the priorities/sub-allocations of ships and aircraft). Ship and aircraftload priorities and configurations will be re-viewed and revised as necessary throughout de-ployment. The Force Movement Control Centeridentifies locations and times that subordinate ele-ments must be in place at ports of embarkation,ports of debarkation, and, finally, at destinations.

g. Movement PrinciplesMovement principles include centralized control,regulation, and flexibility. The Commander,Marine Corps Forces, centralizes control ofmovement at the appropriate levels. The MEFcommander’s force movement control organiza-tions use multiple modes of transportation to reg-ulate movement and prevent congestion andconflicting movements within lines of communi-cations. The transportation system provides anuninterrupted flow of traffic that can adjust tochanging situations. The MEF must effectivelyuse limited transportation and deployment ca-pabilities. Commanders must divert or reroutetraffic to maintain continuous movement of per-sonnel, supplies, and equipment.

h. Movement Control OrganizationTransportation management and movement con-trol organizations must exist and function in thesame manner during both peacetime and periodsof conflict. Personnel and equipment in estab-lished tables of organization and tables of equip-ment should provide MAGTF deployment ormovement teams to operate movement control or-ganizations. For smaller MAGTFs, this may be nomore than one or two individuals in the S-4. Inmany cases, subordinate movement control orga-nizations at the battalion, squadron, regiment, andair group levels may be temporary functions thatare activated only when their organizations aremoving.

i. Movement Control During DeploymentTo provide complete and continued movementsupport to a MAGTF during predeployment anddeployment phases of an operation, control, coor-dination, and support organizations are estab-lished within and between existing commandsand agencies and are activated by the MEF at thedirection of Commander, Marine Corps Forces.These organizations assist the deploying MAGTFcommander in his efforts to prepare, pack, andmove to geographically dispersed embarkationpoints, and then to deploy.

(1) Crisis Action Team. The crisis actionteam is primarily an information processing andadvisory agency that keeps the Commander,Marine Corps Forces, abreast of the status of sub-ordinate unit or MAGTF deployments. The crisisaction team coordinates transportation require-ments, priorities, and allocations as required withthe following commanders in chief:

l United States Pacific Command.l United States Atlantic Command.l United States Central Command.l U.S. Pacific Fleet.l U.S. Atlantic Fleet.

(2) Force Movement Control Center. TheForce Movement Control Center provides theCommander, Marine Corps Forces, and the MEFcommander with the ability to control and coordi-nate all deployment activities. The Force Move-ment Control Center coordinates transportationrequirements, priorities, and allocations with theUnited States Transportation Command and itstransportation operating components (MilitarySealift Command, Air Mobility Command, Mili-tary Traffic Management Command). The ForceMovement Control Center directs all deploymentsupport activities of the division; MAW; FSSG;and deploying MAGTFs, units, and detachments.It also coordinates with supporting organizationsand commands to meet the deploying MAGTFcommander’s priorities. The Force MovementControl Center normally includes both operationsand logistics representation (G-3, G-4). The actual


structure of the Force Movement Control Centeris determined by the size and complexity of theMAGTF deployment.

(3) Logistics Movement Control Center.The Logistics Movement Control Center is theMEF commander’s movement control agency.The Logistics Movement Control Center is acti-vated on order by Commanding General, FSSG,and reports directly to the Force Movement Con-trol Center. The Logistics Movement ControlCenter may be augmented by base, station, hostnation, or other organizations. Separate LogisticsMovement Control Centers may support units andelements moving from separate geographic areas.When activated, the Logistics Movement ControlCenter controls and coordinates all equipmentaugmentation, Marine Corps-owned and commer-cial transportation, movement scheduling, materi-el handling equipment, and other support ofmovement from origin to port of embarkation inaccordance with the MAGTF embarkation sched-ule.

(4) Unit Movement Control Center. On or-der, each deploying command activates a UnitMovement Control Center to support deployment.Every deploying unit down to the battalion,squadron, or separate company level activates aUnit Movement Control Center to control andmanage its marshaling and movement. It can con-sist of a single individual who coordinates themovement of the unit/detachment. The UnitMovement Control Center ensures that units areprepared for embarkation, directs marshaling, co-ordinates organic assets, identifies additional sup-port requirements, and, as directed by theLogistics Movement Control Center, coordinatesthe movement of forces to the aerial port of em-barkation or seaport of embarkation.

(5) Base Operations Support Group.Bases establish base operations support groups tocoordinate their efforts with those of deployingunits. Bases have transportation, communications,and other assets that are useful to all commandsduring deployments. The base operations supportgroup coordinates directly with the MEF ForceMovement Control Center for deployment sup-

port and with the Logistics Movement ControlCenter for movement control and transportationsupport.

(6) Station Operations Support Group.Air stations establish station operations groups tocoordinate efforts with those of the deployingunits. Fleet Marine Force air stations have trans-portation, communications, and other assets thatare useful to all commands during deployments.Commander, Marine Corps Air Bases WesternArea, and Commander, Marine Corps Air BasesEastern Area, coordinate the activities of their re-spective station operations support groups.

(7) Port Operations Group and Depar-ture Airfield Control Group. The force ser-vice support group task-organizes, under theoperational control of the Logistics MovementControl Center, a port operations group to supportship embarkation and a departure airfield controlgroup to support airlift embarkation. Manning isnormally sourced from the FSSG. Augmentationand liaison personnel are also assigned from theMEF as a whole and from bases and stations.Functions common to the port operations groupand departure airfield control group include—

l Coordination with the Logistics MovementControl Center to verify the number of per-sonnel, the type and quantity of cargo, andtheir schedule for arrival at the port of em-barkation.

l Coordination with MAGTF representativesto ensure readiness for embarkation.

l Reception of troops and cargo at the embar-kation point and organization of units andcargo in the staging area(s) at the seaport ofembarkation or aerial port of embarkation.

l Provision of support at the seaport of embar-kation or aerial port of embarkation beyondthe deploying units’ organic capabilities;e.g., vehicle washing, defueling, emergencymaintenance, inspection, materiel handlingequipment, lighting, food service, and firstaid.

l Assistance in the inspection of loads to en-sure that they are complete, are correctly

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and safely prepared, and are making optimaluse of their containers (box and/or vehiclecargo bed) within lift constraints.

5004. Entry

Entry refers to the initial introduction of forcesonto foreign soil where no prior presence exists.During this phase, expeditionary forces are oftenat greatest risk, and for this reason, the introduc-tion of forces is often a complicated military evo-lution. Entry is normally accomplished by sea orair. In some cases, forces may be introduced byground movement from an expeditionary base inan adjacent country. Key to the entry phase is thepresence or creation of some entry point—anavailable airfield or port, an assailable coastline, asuitable and supportable drop zone, or an accessi-ble frontier. The most difficult type of entry isforcible entry, which refers to the initial introduc-tion of forces into a hostile environment via com-bat in the face of active resistance. Not allexpeditionary operations require forcible entry,although it is unavoidable in the absence of anysecure point of entry. Many expeditionary opera-tions involve the introduction of forces into a per-missive environment or an environment that hasnot yet turned hostile. There are situations inwhich a regional presence, not actual entry, mayaccomplish the mission, although the perceivedwillingness and capability to introduce forces re-mains fundamental.

a. Amphibious OperationsAn amphibious operation is an attack launchedfrom the sea by naval and landing forces that areembarked in ships or craft and involves a landingon a hostile or potentially hostile shore. Executionof an amphibious operation is a complex under-taking. The assault is only the last phase of an am-phibious operation; coordinated activities inphases of planning, embarkation, rehearsal, andmovement precede it. Accordingly, sound plan-ning provides a basis for successful execution.

An amphibious operation is characterized by arapid buildup of combat power ashore. Associated

with this projection of combat power may be therequirement to land CSS units to sustain the land-ing force. On the basis of establishing and main-taining an effective throughput system, combatservice support for amphibious operations mayremain sea-based or may be required to transitionfrom sea-based to shore-based support. Conse-quently, the assault elements must be self-suffi-cient during the early stages of the operation.Tactical and logistical planners must consider thecapabilities and limitations of the amphibious taskforce’s CSS and naval logistics support capabili-ties.

(1) Planning. Logistics and CSS planning foramphibious operations concentrates on the broadarea of supply and transportation to equip, move,and maintain the committed forces. The landingforce and its subordinate elements focus theirplanning on the six functional areas of logistics.Logistics and CSS planning for amphibious oper-ations include how the landing force and its sub-ordinate elements—

l Marshal landing force personnel, supplies,and equipment in embarkation areas in anorderly fashion.

l Establish and maintain a responsive and ad-equate throughput system in the objectivearea to sustain the landing force.

l Initiate a logistics pipeline system to supportsubsequent operations and base develop-ment and garrison forces (if higher head-quarters directs such development).

(2) Combat Service Support in the As-sault Phase. To sustain the assault, CSS opera-tions must support tactical operations. Therefore,the buildup of a CSS capability ashore must paral-lel the tactical buildup. Landing support opera-tions begin with the landing of the advanceelements of the landing force support element,and they continue until the operation ends. Com-bat service support early in the amphibious opera-tion is limited to the provision of essentialsupplies and services (e.g., rations, water, ammu-nition, fuel, medical support). Until the CSSE isestablished ashore, nonaviation-peculiar CSS


operations focus on the landing force support ele-ment and its shore element and on helicopter-landed support from ships. Aviation logistics sup-port generally remains aboard ship or out of thearea at supporting airfields.

(3) Ship-to-Shore Movement. During theamphibious assault, the commander, amphibioustask force is responsible for controlling the princi-ple means of transport: landing craft, landingships, amphibious vehicles, and helicopters. Navycontrol officers aboard control ships supervisewaterborne elements. The Navy control officer inthe helicopter direction center of the helicoptertransport group supervises helicopter elements.Landing force control agencies assist and advisethe Navy control organization.

(4) Navy Control Organization. The com-mander, amphibious task force, is responsible forcontrol of the ship-to-shore movement of bothwaterborne and helicopterborne assault forces.The Navy control organization is the executiveagency for the commander, amphibious taskforce, and has separate elements for surfacemovement and air movement. It directs landingcraft, amphibious vehicles, landing ships, andhelicopters during both waterborne and helicop-terborne ship-to-shore movements. The structureof the Navy control organization may vary. Thescope of the operation and number and type ofbeaches and helicopter landing zones dictate itsstructure. The tactical-logistical group is the agen-cy used by the commander, landing force, to ad-vise and assist the Navy control organizationregarding landing force requirements during theship-to-shore movement.

(5) Landing Force Control Organization.The landing force control organization interfaceswith the Navy control organization for the pur-pose of keeping it apprised of landing force re-quirements and priorities as well as advising ontransportation methods and phasing of serials. Al-though the exact structure of the landing forcecontrol organization may vary, the general com-position remains the same. Combat operationscenters of the various landing force elementsafloat are the focal points for monitoring and di-

recting operations ashore. The landing force sup-port element, composed of Navy and landingforce elements, establishes itself ashore as soon aspossible to ensure an organized and uniform flowof personnel, equipment, and supplies over thebeach in support of the landing force scheme ofmaneuver. The tactical-logistical group is a tem-porary task organization constituted from withinthe landing force to provide liaison between thelanding force control organization and the Navycontrol organization.

(6) Ship-to-Shore-Movement Communi-cations. The control of all landings is the re-sponsibility of the Navy control organization.Tactical-logistical groups aboard various controlships provide assistance. Navy communicationssystems include radio, visual, sound, and messen-ger support. In some instances, underwater wirefrom the control ship to the beach may be used.

(7) Unloading Operations. Generally, ship-to-shore movement has two phases: the initial un-loading period and the general unloading period.Selective unloading characterizes the first periodand general unloading characterizes the second.Sea-basing, another option for supporting opera-tions ashore, is a specialized form of logistics sup-port that does not involve either unloading or aship-to-shore movement in the traditional sense.

(8) Termination. Commander, amphibioustask force, terminates the amphibious operationonce the amphibious task force mission is com-pleted and all other conditions in the initiating di-rective are satisfied. The following sequence ofevents occurs:

l Commander, landing force, determines thatlanding forces are firmly established ashore;the force beachhead is secured; sufficientcombat, combat support, and CSS forces areashore to sustain operations; command,communications, and supporting arms coor-dination facilities are ashore; and forcesashore are ready to assume full responsibili-ty of the operations ashore.

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l Commander, amphibious task force, advisesthe appropriate higher authority once he andthe commander, landing force, agree to theabove conditions.

l Higher authority terminates the amphibiousoperation, dissolves the amphibious taskforce, and provides instructions concerningsubsequent external command relationshipsof the landing force and the MAGTF.

b. Maritime Prepositioning Force OperationsAn MPF operation is the rapid deployment andassembly of a MAGTF in a secure area using acombination of strategic airlift, tactical self-deploying aircraft, and forward-deployed MPS. Itbegins with the decision to employ the MPF andthe issuance of the necessary directives to the ma-jor participants (i.e., supported and supportingcommanders in chief). The responsible command-er in chief issues an initiating directive to thecommanders responsible for the MPF operation.Planning for MPF operations is continuous; how-ever, execution planning begins with the assign-ment of the MAGTF mission. Termination of theMPF operation occurs when all the prerequisitesin the initiating directive are met, and theMAGTF is established ashore.

MPF operations are a strategic deployment optionthat is global in nature, naval in character, andsuitable for employment in a variety of circum-stances. MPF organization provides for multithe-ater operations or the concentration of MPFswithin a given theater, and it provides the flexibil-ity for simultaneous or sequential employment ofMAGTFs worldwide. The essential strategic con-tribution of MPF operations is the mobility andflexibility that allows concentration of forcesquickly in a designated area. MPF and amphibi-ous operations are complementary capabilities;however, one is not an equivalent substitute forthe other. Amphibious operations provide themeans for forcible entry, while MPF operationspermit rapid deployment into permissive areaswhere force introduction is essentially unopposedand is expected to remain so through the arrivaland assembly phase. Amphibious operations can

be used in the same environment as MPF opera-tions, but the reverse is not true.

MPF operations involve airlifting MAGTF andNavy support element personnel into a host nationarrival and assembly area to join with equipmentand supplies prepositioned aboard maritime prep-ositioning ships. MPF includes the combinationof prepositioned and airlifted materiel of a MEFwith 30 days sustainment. Smaller MAGTFs maybe sustained for greater or lesser time dependingon the size of the force, the number of MPS in-volved, and other variables such as the inclusionof an aviation logistics support ship (TAVB).Fixed-wing tactical aircraft associated with anMPF operation will self-deploy with assignedsupport personnel and equipment.

(1) Employment Considerations. The criti-cal requirement for an MPF operation is a per-missive area that allows for the arrival andoff-loading of ships and aircraft and the assemblyof personnel, equipment, and materiel. The fol-lowing conditions are required to establish anMPF MAGTF ashore:

l A permissive area from the initiation of de-ployment through completion of arrival andassembly.

l Adequate strategic airlift and aerial tankersupport.

l Adequate off-load forces (Navy support ele-ment) to support the operation.

l Sufficient airfield space for the Air MobilityCommand and Civil Reserve Air Fleet oper-ations and throughput capability to supportthe intended airflow.

l Ample port and/or beach area for timely off-loading and throughput. The port must havesufficient water depth, adequate overheadclearance, and maneuver room to admitMPS. Beaches and advances must be evalu-ated for hydrographic supportability andmust be swept for mines and other hazards.

l A suitable road network between the portand/or beach and associated airfield to per-mit a timely arrival and joining of airlifted


units with their sea-lifted equipment andsupplies.

(2) Phases of MPF Operations. Phases ofan MPF operation include planning, marshaling,movement, arrival and assembly, and regenera-tion.

The planning phase begins on receipt of the warn-ing order and is continuous through completion ofthe operation.

During the marshaling phase, units complete finalpreparations for deployment, move to aerial portsof embarkation, and load aboard aircraft. Themarshaling phase begins on arrival of the first ele-ment at a designated marshaling point and endson departure of the last element from a departureairfield.

The movement phase consists of the movement offorces by air and sea to the arrival and assemblyarea. The movement phase begins on lift off of thefirst aircraft from the departure airfield or whenthe MPSRON begins transit to the arrival and as-sembly area. It ends when the last fly-in echelonaircraft arrives in the arrival and assembly area,and the last MPS arrives at the off-load point.

The arrival and assembly phase begins on arrivalof the first MPS or the first aircraft of the mainbody at the arrival and assembly area. This phaseends when adequate equipment and supplies areoff-loaded, and the MAGTF commander reportsthat the MAGTF is prepared to conduct its as-signed mission.

Regeneration is the process in which using unitsreturn MPS assets to as near condition code “A”as possible prior to backload. The regenerationprocess includes, but is not limited to, associationof mobile loads and collateral equipment, clean-ing off-loaded assets to meet U.S. agriculturalstandards, conducting required corrective mainte-nance, and servicing and reapplication of requiredpreservatives and preservation materials.

(3) Logistics and MPF Operations. AnMPF operation is a logistical operation because itinvolves deployment and preparation of theMAGTF for employment. The MAGTF missionis the focus of the MPF operation and logisticssupport.

Planning the logistics support of an MPF opera-tion must be comprehensive, and it must thor-oughly address the multifaceted character of theoperation to include—

l Marshaling and moving to ports of embar-kation (deployment support operations).

l Coordinating interrelated air and sea move-ments.

l Arriving and receiving in the arrival and as-sembly area.

l Preparing and distributing maritime preposi-tioned equipment and supplies.

l Supporting future tactical operations.

A critical goal in MPF logistics planning is to useexisting logistics systems and infrastructure asmuch as possible. Use of existing host nation sup-port and inter-Service support by all elements ofthe MPF is encouraged during the MPF operation.Planning must focus on providing continuoussupport for the duration of the MPF operation andsubsequent MAGTF operations. Plans to supportan MPF operation must be consistent with plansto support subsequent operations.

Facilities for off-loading include beaches, ports,arrival and tactical airfields, and assembly areas.These facilities must be in close proximity to eachother, they must be able to accommodate MPSand strategic-lift aircraft, they must have suffi-cient capacity to handle the MPF off-load, andthey must have all-weather capability.

The sequence and flow of airlifted and flight ferryelements are key variables. The fly-in echelon in-cludes selected supplies and equipment not prepo-sitioned but required during the first 30 days ofoperations. The sequencing of the fly-in echelonshould provide the planner flexibility to deploy

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critical supplies and equipment to the area of op-eration as needed.

A TAVB is an asset controlled by the commanderin chief. It is used as an intermediate maintenanceactivity for Marine aviation, and it provides main-tenance for fixed- and rotary-wing aircraft.TAVBs provide dedicated sealift for move-ment of the intermediate maintenance activity.Two TAVBs (one on each coast) are underadministrative control of the Military SealiftCommand in a ready reserve force-5 status.Ready reserve force-5 means that the ships will beready for transport to the seaport of embarkationno later than 5 days after direction to activate. Ex-tended MAGTF operational planning should in-clude activation of a TAVB. The intermediatemaintenance activity requires approximately 160additional strategic sorties if the TAVB is not em-ployed. Use of the TAVB requires the logisticsplanner to address—

l Timely TAVB activation to allow sea trialsand transit to the desired seaport of embar-kation.

l Provision for intermediate maintenance ac-tivity shutdown.

l Preparation for embarkation.l Provision of interim support for aircraft at

home base.l Operating procedures for the intermediate

maintenance activity en route to and withinthe objective area (this must include themethod for transporting materiel to andfrom the TAVB).

l Capability to offload and establish the inter-mediate maintenance activity in theater.

Hospital ship (T-AH) is a floating surgical hospi-tal with a mobile, flexible, and rapid response ca-pability that provides acute medical care insupport of military or humanitarian operations.T-AHs (one on each coast) are controlled by thecommander in chief. A fleet commander in chief(Commander in Chief, Pacific Fleet, or Com-mander in Chief, Atlantic Fleet) has operationalcontrol and the Military Sealift Command has ad-

ministrative control in a reduced operational sta-tus-5. Reduced operational status-5 means thatwithin 5 days of the order to activate the T-AH, itis fully prepared to depart to its assigned area ofoperation. The Bureau of Medicine is responsiblefor staffing and equipping the medical contin-gents.

(4) Supporting Agencies. The execution ofMPF operations requires the support of many di-verse agencies. The following paragraphs discusssome agencies that provide support to MPF oper-ations.

The U.S. Transportation Command is responsiblefor—

l Coordinating strategic deployment of forcesassigned to, or in support of, the unifiedcommander.

l Maintaining a deployment data base.l Providing airlift support through the Air

Mobility Command, including en route aeri-al refueling of the MAGTF’s flight ferriedaircraft and strategic airlift.

l Providing administrative direction and sup-port of MPSRONs through the MilitarySealift Command.

l Coordinating common-user surface trans-portation within the continental UnitedStates through the Military Traffic Manage-ment Command.

Marine Corps and Navy supporting and shore es-tablishments provide support and assist deploy-ment of forces as directed and/or coordinated byappropriate authority.

Marine Corps logistics bases have primary re-sponsibility for the readiness of maritime preposi-tioned materiel prior to its commitment in anMPF operation. This includes contract mainte-nance and logistics support of maritime preposi-tioned equipment and supplies aboard theMPSRON.


c. Air Contingency MAGTF Operations Air contingency MAGTF operations are task-organized, air-deployable forces that are main-tained by Commander, Marine Corps Forces,Pacific, and Commander, Marine Corps Forces,Atlantic. An air contingency MAGTF consists oflead elements ready to deploy within hours ofnotification. These elements deploy to a securearea for subsequent employment. While the focusof air contingency MAGTF operations is on thedeploying force, the significant role of logisticsunits in organizing and conducting the actualdeployment cannot be overlooked.

(1) Employment Considerations. The aircontingency MAGTF is task-organized to meetthe mission, the threat, and the available airlift.The size of the force can range from a reinforcedrifle company plus a battalion headquarters ele-ment to a regimental-sized force consisting of aregimental headquarters, two infantry battalions, atwo-battery artillery battalion, a two-platoon re-connaissance company, a two-platoon engineercompany, and an appropriate CSSE. Air contin-gency MAGTFs can be used as part of the fly-inechelon of an MPF, as reinforcement for an am-phibious force, or as the lead element of a MEF.The air contingency MAGTF is prepared to per-form the following missions:

l Stability operations (presence, humanitari-an assistance, security, peacekeeping, andcounterinsurgency operations).

l Limited objective operations (noncombatantevacuation, amphibious raid, airfield sei-zure, and counterterrorism operations).

l Conventional combat operations (amphibi-ous operations, operations ashore, and rein-forcement).

As an air movement operation, air contingencyMAGTF operations require detailed planning andpreparation by the deploying unit. An air move-ment operation consists of two phases: the plan-ning and preparation phase and the executionphase. The MAGTF embarkation officer handlesthe planning and preparations required for the air

movement. The MEF and the supporting base as-sist with coordinating and marshaling transportedunits into the staging area by loading supplies,equipment, and personnel at the departure air-field; and receiving and dispersing supplies,equipment, and personnel at the arrival airfield.

(2) Movement Control. The departure airfieldcontrol group (DACG) and the arrival airfieldcontrol group (AACG) are integral parts of air-field organization. The DACG’s and the AACG’smissions are to provide the personnel and equip-ment to coordinate, inspect, direct, and assist a de-ploying unit’s move through aerial ports ofembarkation or debarkation. The Air Force tankerairlift control element (TALCE) coordinates allaspects of the airlift mission, including aircraftmovement control, communications, and techni-cal supervision of loading and marshaling aircraft.Additional units, civilian agencies, or contractedsupport may fall under the cognizance of theDACG, the AACG, or the TALCE to assist withmarshaling and movement. Close coordinationamong the DACG, the AACG, the TALCE, anddeploying units is essential to ensure smooth exe-cution of air movement.

(3) Zones of Responsibility. Airfield opera-tions are normally subdivided into organizationalzones of responsibility for departure airfield oper-ations and arrival airfield operations. Departureairfield operations are subdivided into the mar-shaling area, alert holding area, call forward area,and loading ramp area. Arrival airfield operationsare subdivided into the unloading ramp area,holding area, and unit area.

(4) Deploying Unit Tasks and Responsi-bilities. During departure airfield operations, thedeploying unit has the marshaling area as its unitarea of operation. The deploying unit prepares forair movement; assembles vehicles, equipment,supplies, and personnel into chalks (loads); deliv-ers chalks to the alert holding area; and providesthe required dunnage or shoring to accompany itsloads. Its major functions include—

l Preparing personnel and cargo manifests.l Preparing other documentation agreed on

during the joint planning conference.

5-14 ________________________________________________________________________________________________ MCWP 4-1

l Conducting initial inspection of each chalk.l Releasing chalks to the DACG at the alert

holding area.

During arrival airfield operations, the deployingunit has the unit area as its zone of responsibility.It receives chalks from the AACG and terminatesthe air movement.

(5) Departure Airfield Control GroupTasks and Responsibilities. The DACG hasthe alert holding area or call forward area as itszone of responsibility. The DACG ensures thatchalks are moved forward to the ready line andreleased to the tanker airlift control element in ac-cordance with the established movement plan. Itsmajor functions include—

l Accepting chalks from the deploying unit.l Conducting inspections.l Establishing communications with the de-

ploying unit.l Establishing functional areas and backup

communications with the tanker airlift con-trol element.

l Assisting in joint inspections with the tankerairlift control element or ACE.

l Establishing a joint inspection area and a fi-nal briefing area or final manifest correctionarea.

l Establishing statistical data.

(6) Arrival Airfield Control Group Tasksand Responsibilities. The AACG has theholding area as its zone of responsibility duringarrival airfield operations. It receives and process-es chalks for release to the deploying MAGTF. Itsmajor functions include—

l Assembling chalks.l Inspecting for completeness.l Providing minor services (e.g., gas, oil, mi-

nor maintenance).l Developing statistical data.l Establishing radio and/or landlines to the

unit area and the functional area.

l Establishing backup communications in theunloading area with the tanker airlift controlelement.

l Establishing a temporary storage area.

(7) Coordination Requirements. Air move-ment operations require close coordination withall participating units. The DACG and AACG co-ordinate with the TALCE and/or the ACE as nec-essary to ensure smooth operations. It is essentialthat the movement officers of the embarking unitscontact the DACG as early as possible. This al-lows the DACG to coordinate the arrival of theunit, its gear, and its subsequent movementaboard an aircraft. Movement officers must coor-dinate receipt of gear and arrival of follow-on per-sonnel and gear with the AACG.

5005. Enabling and Decisive Actions

Enabling actions refer to those preparatory ac-tions taken by the expeditionary force after entryand establishment on foreign soil to facilitate theeventual accomplishment of the mission. Decisiveactions are those actions intended to accomplishthe primary mission. Both require logistics sup-port operations.

a. Enabling ActionsInitial forces, which have undertaken enablingactions designed to set the stage for the eventualdecisive actions, are typically followed by follow-on forces. Enabling actions may include seizing aport, airfield, or other lodgment to facilitate thesecure introduction of follow-on forces. Theymay include the establishment of the necessarylogistics and other support capabilities. In cases ofdisaster or disruption, enabling actions usuallyinvolve the initial restoration of order or stability.In the case of open warfare, enabling actions mayinvolve operations to halt or delay an enemy ad-vance, to attack certain enemy military capabili-ties, or to capture key terrain necessary for theconduct of decisive operations.


b. Decisive Actions Decisive actions are those actions intended to cre-ate conditions that will accomplish the mission. Indisasters, decisive actions include relief opera-tions. In disruptions, they often include peace-making and peacekeeping until local governmentcontrol can be re-established. In conflict, theyusually involve the military defeat of the enemy’sfighting forces.

c. Logistics Support OperationsLogistics support operations that support enablingand decisive actions enhance the commander’sability to influence the battle and affect theMAGTF’s combat power. They also facilitate theaccomplishment of noncombat missions in accor-dance with the commander’s concept of opera-tions. Logistics operations are based on detailedplanning, integration of logistics efforts and capa-bilities organic to both supported and supportingorganizations, and continued supervision duringplanning and execution by both supported andsupporting commanders.

Supporting commanders must task-organize theircommands to maximize their support capabilities.They must also aggressively monitor the opera-tional situation, constantly refine their prepara-tions to provide preplanned support, and strive toanticipate and prepare for emerging support re-quirements. Supported commanders must ensurethat their staff logisticians are intrinsically in-volved in operational planning, are making thebest use of organic logistics capabilities, and areclearly articulating support requirements to thesupporting commands. These guidelines apply atall levels of support and in all types of operations.

5006. Power Projection From the Sea and Amphibious Operations

There are three basic approaches to supportingpower projection from the sea and amphibiousoperations: sea-basing, employing sea echelons,and building up logistics ashore through beachsupport and CSS areas. As the Marine Corps fo-

cuses its MAGTF warfighting capability on con-ducting maneuver warfare in the littoral regionsof the world through the application of its opera-tional concept for operational maneuver from thesea (OMFTS) and capitalizing on information andtechnology advances, sea-basing will becomemore commonplace. There should be decreasingoccasions for employing sea echelons in OMFTSand for building up logistics ashore for sustainedoperations ashore. However, an understanding ofall three approaches is necessary to ensure thatMAGTFs retain maximum flexibility in logisticssupport of expeditionary operations. (See app. A.)

a. Operational Maneuver From the SeaOMFTS is supported from the sea. Ideally, therewill be no logistics buildup ashore, but this doesnot preclude putting essential logistics capabili-ties ashore, normally in the form of combat trainsor contact teams.

(1) Sea-basing. Sea-basing retains the major-ity of logistics support resources afloat, as close towhere needed as possible. Resources are sentashore only if and when they are specificallyneeded. Sea-basing is possible when logistics sup-port organizations have tactical mobility com-mensurate with the supported force’s mobility,when communications is assured, and when stow-age areas aboard ship permit easy access to both acomprehensive sample of the MAGTF’s sustain-ment resources and transportation departurepoints such as well decks and flight decks. Sea-basing enhances flexibility and mobility in dis-persing tactical forces in amphibious operations.

(2) Sea Echelon. The sea echelon conceptplaces amphibious ships in relatively safe holdingareas beyond the horizon. Amphibious ships arecalled forward as needed for offloading. This con-cept drastically reduces the concentration of am-phibious ships in the immediate objective area.Employing the sea echelon concept requires de-tailed planning to ensure that troops, equipment,and supplies are embarked correctly so that theywill be available for their preplanned, phasedmovement ashore.

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b. Sustained Operations AshoreLogistics-over-the-shore (LOTS) operations areused to sustain forces ashore after entry andinvolve the loading and unloading of ships. Theyare designed to be conducted without the benefitof fixed port facilities and can be adapted to useany available, suitable facility. This approach tosupporting troops ashore is appropriate only un-der certain conditions, the key factor being that anoperation must be of sufficient scope and durationto make the build up of logistics ashore worth-while. Another important factor is the degree ofenemy opposition; large concentrations of materi-el and equipment ashore can be vulnerable targetswhose destruction could severely impair the sup-ported operation.

The buildup of logistics ashore requires a beachsupport area developed by the landing support el-ement. The beach support area permits initial ac-cumulation of sustainment ashore and subsequentestablishment of a CSS area that provides sus-tained support to the landing force.

MAGTFs embarked on amphibious shipping arecapable of conducting LOTS operations in sup-port of the MAGTF. Doctrine for joint LOTS op-erations and some specialized equipment havebeen developed for LOTS operations involvingArmy units and equipment in addition to MarineCorps and Navy units and equipment.

c. Military Operations Other Than War Military operations other than war (MOOTW) is aspecial category of operations. MOOTW opera-tional characteristics can resemble either OMFTS,sustained operations ashore, or a combination ofboth. Often the focus will be on noncombat mis-sions such as evacuation, disaster relief, humani-tarian support, and similar activities that arelogistics-intensive. If the MAGTF’s mission is toprovide medical, transportation, engineering, orservices support, the logistics demand increasesand tactical- and operational-level logisticiansmust plan accordingly.

5007. Redeployment

Because expeditions are by definition temporary,all expeditionary operations involve a departureof the expeditionary force or a transition to a per-manent presence of some sort. Redeploymentmay be required by a change of mission, the as-signment of additional missions within the theateror in another theater, or a return to the base of ori-gin. The MAGTF’s organic sustainment and abili-ty to quickly reorganize and reconstitute withouthaving to first return to its home base or await es-tablishment of a theater logistics infrastructureprior to employment make it unique.

a. SustainmentThe MAGTF’s versatility stems from its naval,expeditionary character, which enables it to notonly respond quickly to contingencies, but also toshift rapidly between missions in littoral regionsof the world. The MAGTF has this capabilityeven in the absence of a logistics infrastructureashore and before resupply channels from thecontinental United States have been established—an advantage in undeveloped regions. TheMAGTF’s organic sustainment capability (sup-plies and functional logistics services) makes itcapable of independent operations for periods ofup to 60 days without resupply. Since theMAGTF is a lighter force, capable of operatingwith a smaller footprint, within an austere envi-ronment, it is more easily sustained, places lessdemand on lift, and simplifies the problems asso-ciated with redeployment.

b. ReconstitutionA MAGTF’s endurance, based on its accompany-ing sustainment, and its ability to maneuver at seamake it ideally suited for rapid reconstitution andredeployment in theater or out of theater withinthe limits of the accompanying supplies. MAGTFcommanders and logisticians must ensure thatrequisitions for replenishment are submitted com-mensurate with anticipated lead times for deliv-ery. It may be necessary to submit requisitionseven before consumption begins. Reconstitutionin theater requires resupply to rebuild baselinelevels of accompanying sustainment. Resupply


may not be necessary before committing a recon-stituted MAGTF to a new mission.

5008. Joint or Multinational Operations

Marine forces deploy for operations as part of anaval task force, joint task force, or multinationaltask force. In joint or multinational operations, theCommander, Marine Corps Forces or seniorMAGTF commander maintains the tactical integ-rity of Marine forces. Logistics support of joint ormultinational operations may call for compliancewith specific operational and administrativerequirements that are unique to those operations.Current joint doctrine provides a standard frameof reference for the planning, direction, and con-duct of operations in a joint environment.

a. Joint OperationsIn joint operations, the Services are normally re-sponsible for providing their own logistics sup-port. However, the unified commander—actingthrough the commanders of the component forc-es—is responsible for overall logistics coordina-tion. The unified commander must oversee thelogistics support of all parts of the unified forceand may direct Marine Corps resources to supportother Services. The unified commander is specifi-cally responsible for developing and sustainingmilitary effectiveness by establishing an effectivelogistics support structure/network. The unifiedcommander makes recommendations for joint ef-forts to improve economy consistent with militaryefficiency, reviews requirements, and recom-mends priorities and programs. The unified com-mander has the authority to coordinate thelogistics support of the Service components andto control distribution of that support when short-ages occur. The most common type of support is

single-Service logistics support. However, plansmay require or direct the use of other types ofsupport such as common servicing, cross-servic-ing, or joint servicing at the force, theater, depart-ment, or DOD level, including inter-Servicesupport.

b. Multinational OperationsIn multinational operations, logistics support is anational responsibility. Allied and coalition na-tions seek logistics systems that promote logisticsself-sufficiency within their fiscal capabilities.However, agreements exist that establish theframework for one country to provide support toanother country or its forces. The exchange of lo-gistics support between alliance or coalition par-ticipants can create significant economies ofeffort and cost savings. This type of logistics sup-port or cross-servicing may be in the form of sup-plies and/or services. Host nation supportagreements normally establish or specify the typeand amount of such support. If no appropriate in-ternational agreements exist, no authority existswhereby geographic combatant commanders canprovide for or accept logistics support from alliesor coalition forces, and combatant commandersare not authorized to enter into multinational rela-tionships without direction from the NationalCommand Authorities. Under these circumstanc-es, and with National Command Authorities’ ap-proval, multinational commanders should acquireas much logistical support as possible through tactand diplomacy, their knowledge of allied forces’doctrine, and personal and professional relationswith coalition and/or allied commanders and ap-propriate political leaders. In the absence of ap-proved formal support agreements, authorizationfor Marine Corps forces to receive logistics sup-port from allied or coalition forces or to providesupport to allied or coalition forces must comefrom higher authority in the operational chain ofcommand.

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Appendix A

Emerging Concepts

The Marine Corps’ support of emerging conceptsdemands a flexible approach to logistics that cansupport rapid decisionmaking and executionwhich creates and maintains a high tempo of op-erations. This approach must be as robust, flexi-ble, and expeditionary as the MAGTF it supports.MAGTFs will continue to be employed across thefull range of military operations, from humanitari-an assistance operations to general war. Accord-ingly, MAGTF logistics must be equally capableof supporting each of the emerging operationalconcepts with special focus on operational ma-neuver from the sea (OMFTS), sustained opera-tions ashore (SOA), and the supporting conceptsof ship-to-objective maneuver (STOM), sea-based logistics, and MPF 2010 and Beyond. Asthese fundamental operational concepts and asso-ciated logistics doctrine and organizations evolve,MAGTF logistics systems and equipment mustevolve as well. This appendix provides a frame-work for understanding the unique considerationsin the employment of logistics to support each ofthe following operating concepts.

1. Operational Maneuver From the Sea

The underlying operational concept for allMAGTF operations is OMFTS. This concept ap-plies the principles of maneuver warfare to navalforces at the operational level. In OMFTS, theMAGTF, as part of the naval expeditionary forcein the conduct of a naval or joint campaign, takesadvantage of the sea base as maneuver space. Asin maneuver warfare, OMFTS orients on the ene-my to shatter his cohesion through a variety of fo-cused and rapid actions. Hence, OMFTS projectsthe landing force from over the horizon to loca-tions selected for their impact on the enemy, asopposed to their ease in facilitating a logisticsbuildup. OMFTS requires no pause at the shore-line to establish a support base, thus preventing a

reduction in tempo, maintaining surprise, and pre-cluding dilution of combat power to provide secu-rity for a logistics base. OMFTS may also be theshaping operation in a larger campaign to enableintroduction of a larger force, to conduct sus-tained operations ashore, or to support any varietyof military operations other than war. OMFTSwill be facilitated by the supporting concepts ofship-to-objective maneuver, sea-based logistics,and MPF 2010 and Beyond.

a. Ship-to-Objective ManeuverThe implementing concept of STOM combinesship-to-shore movement with subsequent opera-tions ashore into a single, decisive maneuver thatoccurs directly from the ship to the objective.STOM generates operating tempo by avoiding thetraditional pause required to seize a landing sitebased on its suitability as a future logistics siteand to build up combat power ashore beforepressing to the objective. This concept envisionsthe shoreline as if it were a phase line. Fully capa-ble forces maneuver directly from the ship to theobjective, and sustainment comes directly fromthe sea base to the force, without double handlingon the beach. This concept maximizes capabilitiesof the advanced assault amphibious vehicle andthe MV-22 (when fully fielded) to transport thesurface assault and the vertical assault, respective-ly.

Note: Through skillful use of current capabilities,STOM is possible today, but on a limited scale.However, significant challenges remain in areasof adequacy of amphibious platforms, quantityand volume of surface transportation, and limita-tions imposed by current distribution means to ex-tend the scope and duration of STOM.

b. Sea-Based LogisticsSea-based logistics is another important imple-menting concept for executing OMFTS. Sea-based logistics envisions bringing ashore only

A-2 _________________________________________________________________________________________________ MCWP 4-1

those elements of the MAGTF that are essential tomission accomplishment. Most fire support, avia-tion, aviation support, command and control, andlogistics functions would remain sea-basedthroughout the operation. Sea-based logistics of-fers tremendous operational freedom of action tothe MAGTF, precluding the need to establish andthen to protect shore-based facilities. This trans-lates into an increased operating tempo and re-duced requirements for rear area security. Thereduced infrastructure ashore also facilitates therapid reembarkation and redeployment of thelanding force. Enhancing this capability—itsscope and duration—will significantly impact ef-forts that shape future transportation, communica-t ions , access , and mater ie l handl ing anddistribution capabilities, and it also supports theconcepts outlined within Joint Vision 2010.

Note: The Marine Corps can currently sea baseon a limited scale for a finite duration.

(1) Logistics Principles. The logistics princi-ples of OMFTS begin with the overarching pre-cept of sea-based logistics. For maneuver forcesto maximize the benefits of OMFTS, they mustbreak with the past and accept that there will nolonger be an “iron mountain” logistics footprint.The majority of the troops on the shore will becombat or combat support personnel whose focuswill be on defeating the enemy, not on protectingCSS areas and lines of communication. The newlogistics concept of precision logistics focuses onproviding timely sustainment in sufficient quanti-ty and on reducing inefficiency. Such efficient op-eration may delay or preclude the requirement tobuild up land-based materiel stocks, thereby per-mitting prolonged sea-based logistics and enhanc-ing the flexibility of the commander.

(2) Supply. The commander would bring ashoreonly consumable supplies and ammunition essen-tial for initial operations. Subsequent needs wouldbe resupplied from the sea base on an as-neededbasis. Supplies would be moved ashore via land-ing craft air cushion, advanced amphibious as-sault vehicle, MV-22, and other new deliverysystems. Supplies would not be stockpiled ashoreor force-fed to units. Requirements would be

passed via digitized communications equipmentfrom the requesting unit directly to the source ofsupply, whether that source is on board ship, at anintermediate staging base, or in the continentalUnited States.

(3) Maintenance. The repair of major end itemsof equipment would be accomplished throughcontact teams wherever and whenever requiredwith the necessary equipment and tools to effectthe repair. However, equipment would be morereliable and less prone to breakdown, and futuremaintenance actions may be more modularized.Maintenance would be easier to accomplish onsite at perhaps a lower echelon. Evacuation mayfocus on components vice end items. Evacuationof end items would be conducted only when it isbeyond the capability of the team to effect repairand return the equipment to the user.

c. MPF 2010 and BeyondMaritime prepositioning combines the advantagesof sealift capacity and endurance with airliftspeed to deploy a MAGTF with 30 days of supplyto an objective area. Strategically, MPFs offer thetheater commander a highly capable force, earlyarrival capabilities, and a minimum drain onscarce strategic lift resources. During OperationDesert Shield, the United States successfully de-ployed two MPF Marine expeditionary brigades(MEBs) to Saudi Arabia within a matter of days.

First-generation MPF ships required secure portand airfield facilities for offloading in the objec-tive area. Subsequent improvements in the MPSand in organization of the MPF now afford anopportunity for in-stream offloading. Theseimprovements enable reinforcement of theamphibious operation and provide more versatili-ty and flexibility in MOOTW. However, limita-t ions in the present system prevent forcecommanders from fully exploiting the potential ofthe MPF MAGTF. True integration with an ATFremains beyond the capabilities of the presentMPS. The landing craft air cushion is incompati-ble with the MPS, and current MPS platformshave limited capabilities to support helicopteroperations. Thus, the MPF must conduct offload-ing pierside or in-stream close to the shore with

Logistics Operations______________________________________________________________________________________ A-3

no over-the-horizon capability. The use of MPFforces in the assault phase of the amphibiousoperation would entail a hazardous improvisation.Any offloading, however selective, in the face ofeven a minimal threat poses extremely high risk.

The previously discussed limitations, budget con-straints, and past Navy shipbuilding prioritieshave combined to limit the size of the amphibiousfleet to levels far below Marine Corps needs.Since the end of World War II, Marine Corpsplanners have faced shortfalls in amphibious liftplatforms for both strategic deployment and oper-ational employment. Currently, the Navy has em-braced a “MEB plus lift” capability (although theMarine Corps employs as MEFs) as its programobjective, which determines the size of amphibi-ous fleets. This is a considerable reduction fromthe “MEF plus MEB” programs of the 1980s. Theamphibious force of the future will be made up ofsome 36 ships, with a few hulls kept in preserva-tion and reserve status, including—

l 12 general purpose amphibious assault ships(LHA) or general purpose amphibious as-sault ships (with internal dock) (LHD).

l 12 amphibious transport docks (LPD).l 12 landing ships, dock (LSD).

This future amphibious force, organized into 12,3-ship amphibious ready groups, would be unableto deploy a MEF without “swinging” amphibiousforces between oceans. Such a swing would add25 to 40 days to the time required to arrive in theamphibious objective area. Accordingly, MPFships will continue to provide the needed strategiclift to compensate, if only in part, for the futureshortfalls in amphibious shipping.

Improved capabilities and greater flexibility arerequired to respond to a broader range of opera-tional requirements portrayed in MPF 2010 andBeyond. Future MPFs must be capable of task or-ganization and arrival and assembly at sea to meetspecific mission objectives, either through inde-pendent operations or through participation in na-val, joint, or multinational operations. AlthoughMPFs will have no forcible entry capability, theywill be able to reinforce the ATF in the assault

phase of an amphibious operation. This ability tointegrate MPF capabilities and resources willgreatly increase the combat power and sustain-ability of the landing force. The following sub-paragraphs address the MPF capability envisionedfor 2010 and Beyond.

(1) Rapid Deployment Force. MPF 2010 andBeyond will adapt operating procedures to exploitthe opportunities offered by improved technolo-gy. Combining the C-17 that opens more areas ofthe world to the fly-in echelon, the MV-22 that fa-cilitates worldwide self-deployment, and the im-proved MPSs that facilitate the joining ofoperational units at sea allows rapid deploymentof the MPF into areas where deployment is notnow feasible. Improvements in offloading capa-bilities remove the dependence on port facilitiesand offer virtually worldwide deployment capa-bility. Finally, the ability to employ MPF units toreinforce the ATF during any phase of the assaultor assault follow-on echelon will significantly en-hance the ability to project combat power ashoreas well as to sustain forces from the sea.

(2) Rapid Assembly and Offloading ofCombat-Ready Units. MPF MAGTFs must beable to reinforce units on the ground rapidly withor without the initial availability of ports and air-fields. Furthermore, the MPF must be capable ofintegrating into an amphibious operation or se-quencing ashore on the heels of the amphibiousforce.

(3) Sustained Operations. MPF 2010 and Be-yond will provide long-term, in-theater logisticssupport to the MAGTF and other JTF forces froman offshore haven. This concept employs the fullrange of amphibious ships, landing craft, lighter-age, and rotary- and fixed-wing transports totransfer units and all classes of supply ashore.

(4) Modular Suites. Existing MPF shipscontain billeting, messing, and sanitation facili-ties for the ship’s company, naval commandteam, and contractor maintenance force. Thesurvey, liaison, and reconnaissance party andoffload preparation party are accommodated on asurge basis. MPF 2010 and Beyond envisions an

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additional capability to provide troops of theMPF MAGTF, primarily from the GCE, withaustere living accommodations for limited peri-ods on board MPF ships while in transit to thearea of operations.

(5) Accessibility and Selective Offloading.The advanced maritime prepositioning compo-nent must provide the ability to selectively off-load any on-board item in the quantity required.Design will accommodate shipboard vertical, lon-gitudinal, and lateral transfer of containers andequipment as well as alongside transfer and off-loading.

(6) Tailored Loads. Spreadloading of suppliesand equipment reduces the risk of losing force ca-pability in the event that a component is lost ordisabled. However, there is much to be gained bytailoring ship loads to meet a variety of specificcontingencies. An improved capability to rapidlydistribute or redistribute prepositioned equipmentand supplies enhances the MPF’s flexibility andability to adjust to changing circumstances.

(7) Command and Control of Logistics Op-erations. The tempo, diversity, and range of fu-ture logistics activities will require intensiveoversight and timely action. An integrated logis-tics operations center must be a key component ofMPF 2010 and Beyond. The logistics operationscenter would be activated while in transit to thearea of operations. It orchestrates bringing equip-ment into combat-ready status and monitors de-barkation, the provision of CSS, and the directionof reembarkation and reconstruction. The logis-tics operations center would integrate all com-modity areas and CSS organizations. All logisticsrequirements, functions, and resources would bemanaged from this single operations center.

(8) Reconstitution. A reconstitution capabilitywill allow the redeployment of the MPF MAGTFas a combat-ready force capable of sustained op-erations. The reconstitution of the MPF will bemade possible by improvements in storage, han-dling, distribution, and maintenance capabilities.Improvements in information technology will en-sure that the status and location of all supplies,

materials, and equipment are known at all timesby logistics managers.

(9) Fuel and Water Resupply. The transfer ofliquids ashore will be even more difficult whenoperations are conducted from over the horizon,and physical linkage with the beach is not possi-ble. Although fewer personnel and less equipmentmay be supported ashore, the pace and extent ofmaneuver ashore combined with the lack of facili-ties will pose problems. Improved fuel and waterdistribution capabilities are required to supportMPF 2010 and Beyond in order to provide ade-quate resupply of these commodities to theMEF(Fwd) from a sea base.

(10) Summary. The MPF’s unique combinationof strategic deployability, versatility, and combatpower ensures its relevance in future power pro-jection operations. Improvements in ship designand exploitation of technological advances willgreatly expand deployment and employment op-tions, thereby providing a more robust capabilityto conduct rapid reinforcement and humanitarianoperations of all types. Enhancements in materiel,organization, doctrine, and training will allowbetter integration of MPFs with other naval, joint,and multinational forces and, most significantly,will permit the MPF to reinforce the landing forcein the amphibious assault. Parallel improvementsin both structure and procedures for MPF supportwill enhance critical reconstitution and regenera-tion capabilities.

2. Sustained Operations Ashore

While organized and equipped to participate innaval campaigns and conduct OMFTS/STOM op-erations, the Marine Corps may be involved insustained operations ashore in the event of a ma-jor conflict. Marine forces in sustained operationsashore may continue to sea base support to the ex-tent necessary; however, order of magnitude,scope, and duration of the operation may require amore robust degree of logistics support basedashore with the support pipeline tying sea-basedsupport to theater-level supporting agencies. If thesustained operation ashore requires the transition


of a larger degree of logistics from afloat toashore, the transition must occur with due consid-eration to continuing support operations and with-out loss of capability.

a. Joint and Multinational OperationsWhen conducting sustained operations ashore,Marine forces are usually part of a larger joint ormultinational force. The Commander, MarineCorps Forces, is directly subordinate to the jointforce commander. Sustained operations ashorerarely, if ever, involve a MAGTF smaller than aMEF. The MEF commander, who may also be theCommander, Marine Corps Forces, must complywith operational direction from the joint forcecommander. The Commander, Marine CorpsForces, must be capable of coordinating combat,combat support, and CSS activity with adjacentunits from other Services and allied nations aswell as exercising operational control over at-tached U.S. and allied units. Of particular concernis the coordination of air operations by the ACEcommander with the joint force air componentcommander and the linkage into the joint logisticssystem. The joint and multinational nature ofmost sustained operations ashore requires exten-sive use of liaison personnel until systems andequipment become more interoperable. Detailedplanning for interfaces to joint and other Servicecommunications networks is considered essential.(Refer to para. 3004.)

b. Future Command and Control for LogisticsFuture command and control for logistics used insustained operations ashore will integrate within ajoint construct. It will depend on the communica-tion of its requirements and sourcing and distribu-tion of its capabilities through a Marine Servicecomponent agency at the theater level. To addressthis need, the Marine logistics command conceptis being examined to support the functions offorce closure, sustainment, and reconstitution andredeployment.

(1) Historical Background. The lessons ofthe Gulf War and current major theater war logis-tics requirements serve as a springboard for thedevelopment of a Marine logistics command con-

cept. During Desert Shield, lst FSSG deployedand organized into two general support activitieswith multiple direct support detachments. This or-ganization of logistics forces supported all Marineforces during Desert Shield. In preparation forDesert Storm, commanders identified a require-ment for additional logistics personnel and re-sources. A second FSSG was required due tomission scope, and the need for a robust com-mand and control structure was greater than oneFSSG could address without augmentation. The2d FSSG was deployed to reinforce and augmentthe theater logistics structure. Once both FSSGswere in theater, they were apportioned tasks: onemanaged the general support and operational lo-gistics responsibilities, while the other handledthe direct support tasks associated with tacticalcombat service support. This concept provided forrobustness of CSS forces and maximum flexibili-ty, while centralizing command and control of lo-gis t ics and combat service support . Thisorganization was successful in achieving efficientdivision of logistics tasks and was a significantcontributor to success in the war.

Based on this actual example, commanders andplanners became concerned that support of othermajor regional contingencies may be too muchfor a single FSSG to command and control. Themultitude of operational and tactical tasks woulddivide the commander’s attention between look-ing backward to ensure the arrival of sustainment,and simultaneously attempting to remain focusedon present and future battles. The solution wouldrequire development of an organization that wasoperationally focused on pushing support to thetactical level, thus freeing the CSS commander toconcentrate on supporting the current battle andpreparing for the next one. The Marine logisticscommand concept is one alternative that couldprovide the operational and logistics focus on theintertheater pipeline, sustainment, and intratheatersupport concerns, while freeing the CSS com-mander to focus on supporting the warfighter.

(2) Potential Future Scenario. The follow-ing paragraphs depict a potential employmentscenario for a notional Marine Logistics Com-mand.

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The role of the Marine Logistics Command dur-ing the deliberate planning phases of operationalplanning would be to support the identification,preparation, and submission of host nation and in-terservice support and intertheater and intratheaterrequirements for the Marine Service component.The FSSG, designated as the Marine LogisticsCommand, deploys early and provides support toarrival, assembly, and initial CSS missions to theMEF until its own CSSE can be established. Thisensures maximum flexibility on the groundshould the situation change drastically before allforces have flown into theater. As augmentationarrives and the force matures, the MEF’s CSSEassumes the direct support CSS mission. TheMarine Logistics Command then concentrates ongeneral support missions and interaction with oth-er theater logistics agencies, as they arrive.

The Marine Logistics Command, perhaps repre-senting the initial, dominant logistics-capableforce in an immature theater, would coordinatewith joint and multinational forces as the Marinecomponent logistics agency. While it might ini-tially be tasked to provide some lesser degree ofsupport to other Services, it is not envisioned (dueto its limited capabilities) that the Marine Logis-tics Command would assume the role of the per-manent theater support agency in a maturetheater. It would however function as the Ser-vice component link to the theater distributionsystem, communicate Marine Corps sustainmentrequirements, and ensure that capabilities in re-sponse to those requirements were introduced intothe theater and passed along to the warfighter.

3. Implications of Emerging Concepts

Technological developments that apply to MarineCorps equipment and systems will require 21st-century logisticians to be more innovative andforward-thinking than their predecessors. Emerg-ing concepts for the 21st century could yield sig-nificant savings in manpower, supply inventories,and maintenance costs, while at the same time in-creasing responsiveness, efficiency, and effective-ness of support.

a. Advancing TechnologiesTo further develop the capabilities inherent inOMFTS, advancing technologies that are applica-ble to Marine Corps information and logistics sys-tems and equipment are needed to reduce thelogistics footprint and reliance on facilitiesashore. Further, close liaison with civilian busi-nesses will be essential to take advantage of tech-nological breakthroughs.

b. Logistics Information SystemsThe Marine Corps, in conjunction with the Navy,needs to develop and field logistics systems thatwill provide near real time, over-the-horizon lo-gistics information. These systems also need to beable to determine future over-the-horizon, sur-face, and aviation assault support requirements.Finally, the development and fielding of aerialand surface refueling capabilities will need to beembodied in the over-the-horizon logistics in-formation capability. An over-the-horizon capa-bility is essential to the successful employment ofOMFTS and will also aid immeasurably in reduc-ing the logistics footprint ashore, especially whena sea-based logistics method is required.

c. Sea-basingSea-based logistics is yet another emerging sup-port concept that requires technology, coupledwith innovative thinking, to become a viable real-ity. When providing a sea-based logistics capabil-ity, the Marine Corps needs to ensure that thiscapability is fully integrated with amphibiousships, MPS, aviation logistics support ships, hos-pital ships, combat logistics force ships, offshorepetroleum discharge systems, and logistics-over-the-shore systems.

d. Total Asset VisibilityTotal asset visibility systems, combined withimproved business practices, can enhance theoperational tempo of 21st-century MAGTFs.Expeditionary logistics must be anticipatory andmore responsive to support the increased numberand frequency of requirements to units at greaterdistances dispersed over a larger battlefield.Effective and accurate total asset visibility sys-tems will be essential for rapid identification of


requirements, location in storage, immediateaccess, and tracking transportation assets fordelivery. Successful MAGTF logistics supportwill depend heavily on total asset visibility sys-tems to maintain responsiveness—especially inthe expeditionary operational environment of the21st century.

e. Distribution SystemsPlanners must develop future distribution systemsthat provide rapid and responsive means to re-ceive, store, access, break down, repackage, trans-port inland, and distribute on demand smaller“more easily digestible” unit packages. Innova-tions will be necessary in the packaging of unitdaily requirements that will facilitate direct deliv-ery from the container to the user. Improvementsin shipboard selective warehousing, access, andoffload technologies need careful examination toaddress the increased demand (increased deliver-ies, increased frequency of smaller sustainmentslices) on limited transportation assets. Sea-bas-ing will demand that distribution systems providethe means to accomplish at sea, or preclude hav-ing to do at all, the functions that currently neces-sitate general offload and buildup ashore.

f. SupplyExpeditionary logistics capabilities could de-crease the need to stockpile or warehouse sup-plies. Emerging technologies in commercialenterprise, military warehouse modernization, andpotential extension to shipboard or even containerdesigns may potentially improve receipt, storage,accountability, and issue operations to the pointwhere one supply warehouse person could do thework of ten in one tenth the time. Sizable costsavings could also result from increased use ofcommercial sources for commonly used items,tools, services, and repair parts. This could elimi-nate the current methods used to procure, store,

and maintain large inventories of repair parts orbackup subassemblies.

g. MaintenanceIn conjunction with MPS, as well as for conven-tional amphibious operations, shipboard mainte-nance requirements of on-board equipment needaccurate identification as well as reduction, wher-ever possible. Technology can again yield signifi-cant benefits in this area. The advances here canbe realized through incorporation of built-inmaintainability and reliability features in equip-ment and supplies. Such things as improved lubri-cants and longer shelf lives for various suppliescan substantially reduce on-board equipmentmaintenance and the rotation of needed supplies.Greatly improved equipment reliability and main-tainability, realized through technology, could al-so reduce the number of maintenance actionsrequired to ensure equipment readiness and sim-plify repair. Significant savings become feasiblein facilities, inventories, manpower, and the mon-ey required to maintain them. Enhanced techno-logical developments will also lead to growingprocurements of commercial end items versusmilitary-unique end items. Such efforts greatly re-duce equipment cost, increase availability of andaccessibility to commonly used parts, reducemean time to repair, and increase overall equip-ment readiness.

h. Retention of Amphibious CapabilityOMFTS and state-of-the-art technological logis-tics enhancements underscore the Corps’ navalcharacter and why it must continually strive toimprove its capability to conduct amphibious op-erations. The skills and knowledge built on ouramphibious capability are essential tools for influ-encing technological and tactical advances thatproduce time, manpower, cost, and other savings,

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Appendix B

Acronyms

AACG ......................arrival airfield control groupACE ............................... aviation combat elementACM .............. air contingency Marine air-ground

task forceADCON ............................. administrative controlAMSS.......................... Ammunition Management

Standard SystemATF.................................... amphibious task forceATLASS ........................Asset Tracking Logistics

and Supply System

BGLCSS ........................... Battle Group LogisticsCoordinated Support System

C2........................................command and controlC4I .............. command, control, communications,

computers, and intelligenceCAEMS.................. computer-aided embarkation

management systemCAIMS........................Conventional Ammunition

Integrated Management SystemCE ............................................ command elementCEBn............................ combat engineer battalionCOCOM............................... combatant commandCSS .................................. combat service supportCSSD ............ combat service support detachmentCSSE...................combat service support element

DACG ................. departure airfield control groupDIRLAUTH ....................direct liaison authorizedDOD................................. Department of Defense

ESBn ............................engineer support battalion

FSSG..........................force service support group

GCCS ................................. Global Command andControl System

GCE .................................ground combat elementGCSS ..................Global Combat Support SystemGSORTS .................... Global Status of Resources

and Training System

I&L................................ installations and logistics

JOPES ............................Joint Operation Planningand Execution System

JPAV......................joint personnel asset visibilityJSPS ....................Joint Strategic Planning SystemJTAV.............................. joint total asset visibilityJTF .................................................joint task force

LHA ......general purpose amphibious assault shipLHD ......general purpose amphibious assault ship

(with internal dock)LOGAIS..................................logistics automated

information systemLOTS ............................... logistics over-the-shoreLPD............................. amphibious transport dockLSD.......................................... landing ship, dock

MAGTF ...................Marine air-ground task forceMAGTF II................................ Marine air-ground

task force system IIMALS ............ Marine aviation logistics squadronMALSP ..........................Marine aviation logistics

support programMARCORLOGBASE..................... Marine Corps

logistics baseMARCORMATCOM ..................... Marine Corps

Materiel CommandMARCORSYSCOM......... Marine Corps Systems

CommandMAW ....................................Marine aircraft wingMCCDC.............................Marine Corps Combat

Development CommandMCDP ........... Marine Corps doctrinal publicationMCPP.................. Marine Corps Planning ProcessMCTEEP..... Marine Corps training, exercise, and

employment ProgramMCWP ......Marine Corps warfighting publicationMDL............................... MAGTF Digital LibraryMDSSII................. MAGTF Deployment Support

System IIMEB....................... Marine expeditionary brigadeMEF ...........................Marine expeditionary forceMEF (Fwd) ......................... Marine expeditionary

force (Forward)

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METT-T.................... mission, enemy, terrain andweather, troops and support

available-time availableMEU.............................Marine expeditionary unitMEU(SOC) ..................Marine expeditionary unit

(special operations capable)MIMMS .............. Marine Integrated Maintenance

Management SystemMLC..........................Marine Logistics CommandMOOTW........................ military operations other

than warMOS..................... military occupational specialtyMPF .......................maritime prepositioning forceMPS .......................maritime prepositioning shipsMPSRON ........................ maritime prepositioning

ships squadronMWSG .................... Marine Wing Support GroupMWSS.................. Marine wing support squadron

NALCOMIS.................................. Naval AviationLogistics Command

Management Information SystemNDP .............................naval doctrine publicationNTCSS ......................... Naval Tactical Command

Support System

OMFTS .......... operational maneuver from the seaOPCON................................... operational control

PDE&A...................planning, decision, execution& assessment

POL....................... petroleum, oils, and lubricantsPOM.................Program Objective Memorandum

PPBS .............................. Planning, Programming,and Budgeting System

SABRS............. Standard Accounting, Budgeting,and Reporting System

SASSY.......Supported Activities Supply SystemsSMCR ................. Selected Marine Corps ReserveSNAP III .........Shipboard Nontactical Automated

Data Processing Program IIISOA ...........................sustained operations ashoreSPMAGTF ...................... special purpose Marine

air-ground task forceSTOM ........................ship-to-objective maneuverSUADPS ..............Shipboard Uniform Automated

Data Processing System

TACON..........................................tactical controlT-AH................................................. hospital shipTALCE.....................tanker airlift control elementTAVB.....................aviation logistics support shipTC-AIMS .............. Transportation Coordinator’s

Automated Information forMovement System

TCO .............................tactical combat operationsTMIP........ Theater Medical Information ProgramTPFDD............................... time-phased force and

deployment data

U.S. .................................................. United StatesUSTRANSCOM .............................. United States

Transportation Command

VTOL.........................vertical takeoff and landing

WRM ....................................war reserve materiel

Appendix C

References

Joint Publications (Joint Pubs)

0-2 Unified Action Armed Forces (UNAAF)1-02 Department of Defense Dictionary of Military and Associated Terms4-0 Doctrine for Logistic Support of Joint Operations

Naval Doctrinal Publication (NDP)

4 Naval Logistics

Marine Corps Doctrinal Publications (MCDPs)

3 Expeditionary Operations4 Logistics5 Planning 6 Command and Control

Miscellaneous

United States Code, Title 10

Documents

MCWP 4-1 - Marines.mil 4-1.pdf · Logistics Operations Table of Contents Page Chapter 1. Overview of Marine Corps Logistics 1001 Service Responsibility 1-1 1002 Marine Corps Logistics