aviation Logistics - United States Marine Corps 3-21.2.pdf · CHAPTER 1 FUNDAMENTALS Within the United States Marine Corps, the Deputy Commandant for Aviation is responsible for planning

USMC

US Marine Corps

PCN 143 000102 00

MCWP 3-21.2

Aviation Logistics

USMC

DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

DEPARTMENT OF THE NAVY Headquarters United States Marine Corps

Washington, D.C. 20380-1775

4 October 2012

FOREWORD

Marine Corps Warfighting Publication (MCWP) 3-21.2, Aviation Logistics, establishesdoctrine for planning and executing Marine aviation logistics (AVLOG). It provides thephilosophy for employing Marine AVLOG in support of Marine Corps operations.

Effective AVLOG is the force multiplier of the Marine air-ground task force’s (MAGTF’s)aviation combat element (ACE). Viable AVLOG support enables the ACE commander tomaintain more capable forces in decisive operations longer. Marine AVLOG is an integralpart of the MAGTF as it extends the ACE’s operational reach and flexibility.

This publication is primarily for commanders and staff officers who plan and executeAVLOG. It should be read by all Marines who are supported by or involved in AVLOG.It is also for any other activity requiring an understanding of Marine AVLOG. It providesa common basis for understanding Marine AVLOG and how the MAGTF exploits thosecapabilities operationally and tactically.

This publication supersedes MCWP 3-21.2, Aviation Logistics, dated October 2002.

Reviewed and approved this date.

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

RICHARD P. MILLS Lieutenant General, U.S. Marine Corps

Deputy Commandant for Combat Development and Integration

Publication Control Number: 143 000102 00

DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

This page intentionally left blank.

Aviation Logistics _______________________________________________________________________________________________ iii

AVIATION LOGISTICS

TABLE OF CONTENTS

Chapter 1. Fundamentals

Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Aviation Logistics Versus Aviation Ground Support. . . . . . . . . . . . . . . . . . 1-1Levels of Aviation Logistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

Strategic-Level Aviation Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Operational-Level Aviation Logistics. . . . . . . . . . . . . . . . . . . . . . . . . . 1-3Tactical-Level Aviation Logistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

Marine Aviation Logistics Squadron . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Maintenance Levels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4

Organizational-Level Maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Intermediate-Level Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Depot-Level Maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Marine Aviation Logistics Support Program . . . . . . . . . . . . . . . . . . . . . . . . 1-6Task-Organizing Aviation Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Compositing Marine Aviation Logistics Support

Program Support Packages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7Fly-In Support Package. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-8Contingency Support Package . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-8Follow-On Support Package Allowance. . . . . . . . . . . . . . . . . . . . . . . . 1-10Marine Expeditionary Unit Ashore Support Package. . . . . . . . . . . . . . 1-10Remote Expeditionary Support Package . . . . . . . . . . . . . . . . . . . . . . . 1-11Training Squadron Allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-11

Maritime Prepositioning Force and Aviation Logistics Support Ship Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-11

Maritime Prepositioning Force Operations in Support of Expeditionary Aviation Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-12Aviation Logistics Support Ship Operations in Support of ExpeditionaryAviation Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-12

Reserve Aviation Logistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-13

Chapter 2. Organizational Structure and Responsibilities

Aviation Logistics Supporting Establishment . . . . . . . . . . . . . . . . . . . . . . . 2-1Naval Air Systems Command. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2Naval Supply Systems Command. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2

iv _____________________________________________________________________________________________________ MCWP 3-21.2

Naval Sea Systems Command. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Program Executive Office Command, Control, Communications, Computers, and Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3

Type Commanders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4Fleet Readiness Centers and Cognizant Field Activities . . . . . . . . . . . . . . . 2-4

Rework Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4Aeronautical Modification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4Support Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6

Headquarters, Marine Corps, Aviation Logistics Support Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6

Marine Corps Forces Component Command Aviation Logistics Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7

Aircraft Maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7Aviation Supply. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8Avionics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8Ordnance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-9Aviation Logistics Information Management and Support. . . . . . . . . . 2-10Future Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-10

Marine Corps Operating Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-11Marine Expeditionary Force, Class V(A) Logistic Support . . . . . . . . . . . . . 2-12Marine Aircraft Wing Aviation Logistics Department . . . . . . . . . . . . . . . . . 2-12

Aircraft Maintenance Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-13Aviation Supply Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-13Avionics Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-13Aviation Ordnance Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-14Aviation Logistics Plans Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-14Aviation Logistics Information Management and Support Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-14

Chapter 3. Marine Aviation Logistics Squadron

Maintenance Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Avionics Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2Aviation Ordnance Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Aviation Supply Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4

Supply Response Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Consumables Management Division. . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Repairables Management Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Supply Accounting Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5Squadron Support Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5Supply Management Division. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5Supply Personnel and Administration Division . . . . . . . . . . . . . . . . . . 3-6

Marine Aviation Logistics Squadron Operations Department . . . . . . . . . . . 3-6Deliberate Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6Crisis Action Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7

Aviation Logistic Information Management and Support Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7

Aviation Logistics ________________________________________________________________________________________________ v

Chapter 4. Command and Control Information Management Systems

Naval Tactical Command Support System . . . . . . . . . . . . . . . . . . . . . . . . . 4-1 Naval Aviation Logistics Command Management Information System Optimized Organizational Maintenance Activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1Naval Aviation Logistics Command Management Information System Optimized Intermediate Maintenance Activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Relational Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4Optimized Organizational Maintenance Activity (Organizational at Intermediate). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5Integrated Barcode System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5

Naval Air Fleet System Array . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5AIRSpeed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5Aviation Maintenance Training Continuum System . . . . . . . . . . . . . . 4-5Interactive Electronic Technical Manuals . . . . . . . . . . . . . . . . . . . . . . 4-6Joint Knowledge Caching Server . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6Naval Aviation Maintenance Discrepancy Reporting Program . . . . . . 4-6Optimized Organizational Maintenance Activity Mid-Tier . . . . . . . . . 4-6

Support Equipment Management System . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6Support Equipment Resources Management Information System . . . . 4-6Automated Support Equipment Recommendation Data. . . . . . . . . . . . 4-7Local Asset Management System . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7

Additional Aviation Logistics Information Management Systems . . . . . . . 4-7Ordnance Information System-Wholesale/Retail . . . . . . . . . . . . . . . . . 4-7All Weapons Information System. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7Aviation Logistics Support Ship Automated Load Planning System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-8

Chapter 5. Planning

Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1Strategic Level Aviation Acquisition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1

System Acquisition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1Mission Need Determination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Integrated Logistic Support Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Maintenance Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Logistic Requirements Documentation. . . . . . . . . . . . . . . . . . . . . . . . . 5-2Weapon System Planning Document . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Program Planning Document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Budgeting and Funding for War Reserve Materiel. . . . . . . . . . . . . . . . 5-3Establishment of the Maritime Prepositioning Force Ashore. . . . . . . . 5-4Concept of Maritime Prepositioning Ships Squadron Aircraft Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4Concept for Marine Corps Prepositioning Program—Norway Aviation Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5

vi _____________________________________________________________________________________________________ MCWP 3-21.2

Aviation Logistics Support Ship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6 Capabilities and Modifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6Mobile Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-8Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-8Loading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-9Predeployment Logistic Actions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-9

Aviation Logistics Concept Development Planning Process . . . . . . . . . . . . 5-10Problem Framing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-11Course of Action Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-11Aviation Logistics Concept of Support Wargaming, Comparison, and Decision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-19Orders Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-19Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-20

Appendix

A Aviation Logistics Support Concept Matrix . . . . . . . . . . . . . . . . . . . . A-1

Glossary

References

CHAPTER 1FUNDAMENTALS

Within the United States Marine Corps, theDeputy Commandant for Aviation is responsiblefor planning and coordinating staff activities forall matters relative to organization, equipment,manpower, training, and support of Marine Corpsaviation units and installations, including allaviation logistics (AVLOG) matters. MarineCorps aviation is an integral part of navalaviation; therefore, the Deputy Commandant forAviation is responsible to the Chief of NavalOperations (CNO) to ensure that Marine Corpsaviation aligns with the overall Naval AviationEnterprise. At all levels, the aviation combatelement (ACE) commanders and aviationlogisticians must plan and execute generallogistical operations and aviation-specific (thefocus of this publication) logistical operations.These AVLOG operations must sustain the ACEas it provides support to the Marine air-groundtask force (MAGTF) anywhere in the world.

Mission

As a result of United States Code, Title 10,Armed Forces, and joint doctrine, the MarineCorps, in coordination with the Navy, has madelogistical self-sufficiency an essential element ofMAGTF expeditionary warfighting capabilities.This ability means that the AVLOG mission ofthe Marine Corps, at all command and supportlevels, is to assist in generating ACEs that arerapidly deployable, self-reliant, self-sustaining,and flexible:

Rapid deployment demands that ACE organi-zations, equipment, and supplies be readilytransportable by land, sea, and air.

A self-reliant ACE is task-organized to supportitself logistically with accompanying supplies

for specific timeframes without undue concernfor resupply or developed infrastructureashore.

An ACE’s AVLOG capabilities and accompa-nying supplies enable it to sustain its ownoperations for up to 90 days while externalresupply channels are organized and estab-lished.

An ACE’s inherent self-sustainment and rapiddeployability capabilities allow it to quicklyreconstitute itself and permit rapid withdrawalfrom a completed operation and immediatereembarkation for follow-on missions.

Aviation Logistics Versus Aviation Ground Support

Logistical support of the ACE is more complexthan that of the other MAGTF elements because itis sourced and funded by both the Navy andMarine Corps; therefore, the ACE must employtwo sets of procedures for supply and mainte-nance operations. Logistical support is providedby two types of units organic to the ACE: theMarine aviation logistics squadron (MALS) andthe Marine wing support squadron (MWSS). TheMALS provides AVLOG (aviation-specific sup-port), while the MWSS provides aviation groundsupport (AGS), expeditionary airfield (EAF) sup-port, aircraft rescue and firefighting capabilities,and combat service support (CSS). An additionalCSS detachment from the MAGTF’s logisticscombat element can provide ground logistic sup-port beyond the capability of the ACE’s organiclogistical units. Detailed information about AGSmay be found in Marine Corps Warfighting Publi-cation (MCWP) 3-21.1, Aviation Ground Support.

1-2 ____________________________________________________________________________________________________ MCWP 3-21.2

Levels of Aviation Logistics

Successful deployment, employment, sustain-ment, and redeployment of a MAGTF ACE arethe result of well-coordinated naval AVLOG sup-port activities conducted at the strategic, opera-t ional , and tact ical levels . The strategic,operational, and tactical levels of logistics func-tion as a coordinated whole, rather than as sepa-rate ent i t ies . Although the Marine Corpsgenerally focuses on the operational and tacticallevels of logistics, all Marines must understandthe interaction of the three.

Associated national agencies, such as the Officeof the Secretary of Defense and Defense Logis-tics Agency, the joint staff, and individual Mili-tary Services, address strategic logistic issues.The Services coordinate their required strategicand operational logistics. Combatant command-ers and their logistic staffs, both supporting andsupported, manage strategic and operationallogistic issues that affect their assigned missions.Service components, subordinate commanders,their logistic staffs, and small-unit logisticianshandle operational and tactical logistic issues.

Strategic-Level Aviation Logistics

Strategic AVLOG supports organizing, training,and equipping the forces needed to furthernational interests. It links the national economicbase (people, resources, and industry) to navalaviation operations. The combination of strategicresources (national sustainment base) and distri-bution processes (US Military deployment com-ponents) represents the total national capabilitiesof the United States.

These capabilities include the Department ofDefense (DOD), the Military Services, and othergovernment agencies and the support of the pri-vate sector as necessary. Strategic naval AVLOGcapabilities are generated based on guidance fromthe CNO N78 (Director, Air Warfare) and theDeputy Commandant for Aviat ion, while

AVLOG requirements are identified by the oper-ating forces. Lead times to coordinate and planstrategic naval AVLOG range from days to years.For example, it may take mere days to positionAVLOG assets around the globe in response to acrisis, 2 years for fiscal and routine operationaldeliberate planning, and 10 years or more forfacility development.

Support-specific items for AVLOG are providedthrough Navy materiel and equipment support sys-tems. The Deputy Commandant for Aviation coor-dinates with the CNO; Commander, Naval AirSystems Command (COMNAVAIRSYSCOM);Commander, Space and Naval Warfare SystemsCommand; Commander, Naval Sea Systems Com-mand (NAVSEASYSCOM); and other naval avia-tion support activity commanders in—

Planning for and acquisition of equipment,weapons, weapon systems, information tech-nology systems materiel, supplies, facilities,maintenance, and support services required forMarine Corps aviation.

Coordinating with the CNO to ensure the char-acteristics of newly procured or developedAVLOG assets and information technologysystems for the Marine Corps meet operationalrequirements.

Ensuring proposed training would prepareMarine Corps AVLOG personnel for requiredsupport activities.

Within the aviation department of Headquarters,Marine Corps (HQMC), the Aviation LogisticsSupport Branch (ASL) coordinates with variousoffices within the Office of the Chief of NavalOperations (OPNAV) and other agencies forplanning the logistical support of both ActiveComponent and Reserve Component Marine avi-ation. This support includes matters of policy,management, procurement, supply, and distribu-tion of materiel, including acquisition, planning,programming, construction, management, main-tenance, and disposition of real estate and facili-ties for aviation installations.

Aviation Logistics ______________________________________________________________________________________________ 1-3

Operational-Level Aviation Logistics

Operational AVLOG links tactical requirementsto strategic capabilities to accomplish the ACE’soperational goals and objectives. It includes thesupport to sustain air missions and major opera-tions. Operational AVLOG supports expedition-ary aviation operations and provides theater-wideAVLOG support, generally over periods of weeksor months.

Aviation logisticians assist in resolving tacticalrequirements and coordinate the allocation,apportionment, and distribution of resourcesboth in theater and within the continental UnitedStates (CONUS). These logisticians workclosely with operators at the tactical level toidentify theater shortfalls and report them to thesupporting establishment. At the operationallevel, the concerns of the aviation logistician andthe operator are closely interrelated. Opera-tional-level AVLOG focuses on supporting forceclosure with the objective, sustainment, reconsti-tution, and redeployment of the ACE in theater,which includes the following:

Supporting operational-level command andcontrol and information technology systemsfor effective planning and management ofoperational AVLOG efforts.

Supporting AVLOG requirements at interme-diate and forward support bases.

Developing a concept of AVLOG support foroperation plans (OPLANs) and contingencyplans (CONPLANs).

Supporting employment of geoprepositionedand maritime prepositioned AVLOG supportassets.

Supporting arrival and assembly of aircraft andthe aviation logistics support ships (T-AVBs)in theater and their reception, staging, onwardmovement, and integration (RSOI).

Coordinating AVLOG support with joint, otherService, and host-nation agencies.

Supporting the reconstitution and redeploy-ment of the ACE and maritime prepositioningforces (MPFs) for follow-on missions.

Tactical-Level Aviation Logistics

The focus of the tactical level is to support theACE commander’s intent and concept of opera-tions while maximizing the commander’s flexibil-ity and freedom of action. Tactical AVLOGinvolves the coordination of functions required tosustain and move aviation squadrons, personnel,equipment, and supplies. These functions mustdeliver flexible and responsive AVLOG to meetthe needs of the forces engaged in operations. Theresponse time of tactical AVLOG must be flexibleenough to ensure expeditious deployment. Thistype of support requires anticipatory planning.

The ACE is specifically designed to possess theorganic CSS organizations to accomplishassigned missions, AVLOG, and AGS. Althoughno single element of the ACE has all of the oper-ational and logistic capabilities needed to operateindependently, each element has the capabilityfor some basic self-support tasks. The ACE pos-sesses unique AVLOG support capabilities essen-t i a l fo r a i rc ra f t opera t ions—the MALS.Typically, the ACE deploys with accompanyingsupplies to conduct operations for up to 90 days(the period when resupply channels are beingestablished and flow of supplies initiated).

It is important to note that the Marine expedition-ary unit (MEU) ACE is normally embarkedaboard an air-capable ship, such as an amphibi-ous assault ship (general purpose) (LHA) oramphibious assault ship (multipurpose) (LHD).The ship’s aircraft intermediate maintenancedepartment, supply department, and ordnancedepartment, rather than the MALS, is responsiblefor the AVLOG support of embarked Marine air-craft. Marine Corps aircraft squadrons operatingfrom a carrier would receive support from similarentities aboard the carrier. Maintenance, supply,and ordnance personnel from the MALS and theaircraft squadrons generally augment the Navypersonnel assigned to these sections by working inshipboard spaces to provide required support.

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Marine Aviation Logistics Squadron

The MALS is the tactical AVLOG organizationof the Marine Corps and is responsible for pro-viding intermediate-level (I-level) maintenance,supply, ordnance/armament, and informationtechnology systems support for aircraft and aero-nautical equipment. Each MALS provides a coregroup of supervisory and support personnel,which, when augmented by aircraft-specificmaintenance personnel from aircraft squadrons,provides an intermediate maintenance capabilityfor either fixed-wing or rotary-wing aircraft. Seefigure 1-1.

Maintenance Levels

Commander, Naval Air Forces Instruction4790.2, The Naval Aviation Maintenance

Program (NAMP) , and Ch ie f o f Nava lOperations Instruction (OPNAVINST) 8000.16,Naval Ordnance Maintenance ManagementProgram (NOMMP), support CNO/Commandantof the Marine Corps (hereafter referred to as theCommandant) readiness and safety objectives andprovide for optimum use of manpower, facilities,materiel, and funds. Detailed informationregarding funding can be found in Department ofthe Navy Staff Offices Manual P-3013-1,Financial Management of Resources FundAdministration (Operating Forces); Marine CorpsOrder P4400.177, Marine Corps Aviation SupplyDesk-Top Procedures with Continuous ProcessImprovement ; and Naval Supply SystemsCommand (NAVSUP) P-485, OperationalForces Supply Procedures.

The naval aviation maintenance program (NAMP)/naval ordnance maintenance management pro-gram operate on three levels of maintenance—organizational level (O-level), I-level, and depot

TACTICALSQUADRON

MARINE AVIATIONLOGISTICS SQUADRON

O-Level CoreCommon Support

I-LevelSpecific Augment Support

F/A-18C

F/A-18C

F/A-18DF/A-18D

AV-8B

AV-8B

EA-6B

EA-6B

KC-130R

KC-130R

Figure 1-1. Marine Aviation Logistics Squadron Support Organization.


level (D-level)—and govern management of alllevels of aviation and aeronautical equipmentmaintenance and ordnance. The programs providethe management tools required for efficient andeconomical use of personnel and materielresources in performing maintenance. They alsoprovide the basis for establishing standard organi-zations, procedures, and responsibilities foraccomplishing all maintenance on naval aircraft,associated materiel, and equipment. The divisionof maintenance into the three levels allows man-agement to—

Classify maintenance functions by levels. Assign responsibility for maintenance func-

tions to a specific level. Assign maintenance tasks consistent with the

complexity, depth, scope, and range of work tobe performed.

Accomplish any particular maintenance task orsupport service at a level that ensures opti-mum economic use of resources.

Collect, analyze, and use data to assist all levelsof NAMP management. Information technol-ogy systems are a critical enabler across all lev-els of maintenance.

Organizational-Level Maintenance

Organizational-level maintenance is performeddaily by operating units (squadrons) in support oftheir operations. The O-level maintenance mis-sion is to maintain assigned aircraft and aeronau-tical equipment in a full mission-capable statuswhile continuing to improve the local mainte-nance process. While O-level maintenance maybe done by I-level or D-level activities, O-levelmaintenance is usually accomplished by mainte-nance personnel assigned to aircraft squadrons.Generally, O-level maintenance can be groupedunder the following categories:

Inspections. Servicing. Handling.

On-equipment corrective and preventive main-tenance, including repair, removal, andreplacement of defective components.

Class V(A) [aviation ammunition] ordnanceloading/unloading and arming/dearming.

Incorporation of technical directives. Recordkeeping and reports preparation. Age exploration of aircraft and equipment

under reliability-centered maintenance (RCM).

Intermediate-Level Maintenance

Intermediate-level maintenance is the responsibil-ity of and performed by designated maintenanceactivities, usually the MALS. The I-level mainte-nance mission is to enhance and sustain the com-bat readiness and mission capability of supportedactivities by providing quality and timely mate-riel support at the nearest location with the lowestpractical resource expenditure. Intermediate-levelmaintenance consists of on- and off-equipmentmateriel support and may be grouped under thefollowing categories:

Performance of maintenance on aeronauticalcomponents and related support equipment andEAF components.

Calibration of designated equipment. Processing aircraft components from stricken

aircraft. Providing technical assistance to supported

units. Incorporation of technical directives. Manufacture of selected aeronautical compo-

nents, liquids, and gases (cryogenics). Performance of on-aircraft maintenance when

required. Age exploration of aircraft and equipment

under RCM. Munitions assembly and receipt, issue, storage,

and inventory. Off-equipment corrective and preventive main-

tenance, including repair, removal and replace-ment of defective components.

1-6 ____________________________________________________________________________________________________ MCWP 3-21.2

Depot-Level Maintenance

Depot-level maintenance is performed at navalaviation industrial establishments to ensurecontinued flying integrity of airframes and flightsystems during subsequent operational serviceperiods. Depot-level maintenance is alsoperformed on materiel requiring major overhaulor rebuilding of parts, assemblies, subassem-blies, and end items. It includes manufacturingparts, modifying, testing, inspecting, sampling,and reclamation. Depot-level maintenancesupports O-level and I-level maintenance byproviding engineering assistance and performingmaintenance beyond the capabilities of the otherlevels. Depot-level maintenance functions aregrouped under the following categories:

Standard D-level maintenance of aircraft. Rework and repair of engines, components,

and support equipment. Calibration by Navy calibration laboratories. Incorporation of technical directives. Modification of aircraft, engines, and default

support equipment. Manufacture or modification of parts or kits. Technical and engineering assistance by field

teams. Armament of aircraft and equipment under

RCM. Rework of EAF components.

Marine Aviation Logistics Support Program

Together with the T-AVBs and mari t imepreposi t ioning ships (MPSs), the MarineAviation Logistics Support Program (MALSP)provides the MALS with the ability to supportall aircraft types that compose a MAGTF ACE.The MALSP was implemented to provideflexible and effective operational AVLOG to thedeployed ACE. I t enables ACE AVLOGplanners to rapidly and efficiently identify,marshal, and deploy those AVLOG elements

that are necessary to support a task-organizedmix of Marine aircraft.

Prior to the MALSP, there was no standardmethod of task-organizing aviation spare parts,support equipment, EAF, mobile facilities, andaviation support personnel. Commonly, the unitsupply/maintenance officer used his experience todetermine what assets to take when organizing fordeployment. Because experience levels differedfrom unit to unit, no two units deployed with simi-lar support packages. The potential to leavebehind items vital to the unit’s mission was great.The time required to assemble AVLOG supportpackages exceeded all other phases of task-orga-nizing an ACE. Although AVLOG support wasprovided, it was neither responsive nor effective.

Task-Organizing Aviation Logistics

A key feature of the MALSP concept is the on-going development of logistic support capable ofrapid task organization and deployment. The pri-mary means for accomplishing this enhancementis a series of standardized, predetermined logisticsupport packages containing all elements (notincluding Class V[A] munitions) required to sup-port any CONPLAN that the Marine Corps maybe tasked to execute. Contingency support pack-ages (CSPs), the primary MALSP buildingblocks, contain negotiated allowances of spareparts, support equipment, EAF, mobile facilities,and the personnel needed to sustain Marine avia-tion in combat. The MALSP, together with theMPF program (including the T-AVBs), providesaviation logisticians the ability to identify andintegrate people, support equipment, EAF,mobile facilities, and the spare parts needed tosupport all aircraft types that could comprise aMAGTF ACE. It integrates current and futuresupport programs and concepts necessary to sus-tain Marine aviation in combat.

While in garrison, Marine aircraft squadrons of aspecific type, model, and/or series (T/M/S) are


usually consolidated in specific Marine aircraftgroups (MAGs). In combat or other contin-gencies, the Marine Corps task-organizes toprovide a tailored force with appropriate capa-bilities for the designated mission. Requirementsto task-organize means that Marine aviation willlikely deploy by combining (compositing)different T/M/S aircraft from several MAGs into asingle aviation element. The result is a task-organized squadron, MAG, or Marine aircraftwing (MAW), depending on the size of the forcerequired. The attachment or detachment of aircraftassociated with task-organizing is only one aspectof the equation. The transfer and receipt of thelogistic support packages between task-organizedunits is a more complex undertaking.

Compositing Marine Aviation Logistics Support Program Support Packages

Compositing occurs when creating the MAGTFACE. For example, aircraft squadrons of differentT/M/S aircraft may be tasked to move from oneMAG to another, creating a composite MAG thatcan serve as either a rotary-wing or fixed-wingelement of the ACE. As the aircraft move to joina composite unit, the associated logistic supportmust also move.

The MALS within the MAG supplying the air-craft squadron provides the supporting logisticassets in the form of T/M/S-specific “buildingblocks.” The MALS from which these “buildingblocks” are drawn is the parent MALS. TheMALS to receive these “building blocks” or CSP,is the host MALS. In this manner, Marine avia-tion logisticians are able to use a building blockapproach to rapidly establish a comprehensivesupport package capable of supporting any air-craft mix.

It is important to ensure that the composition ofthe various MALSP packages is well understood.A typical MALS will have the following:

Fly-in support package (FISP). Peculiar contingency support package (PCSP).

Common contingency support package (CCSP). Follow-on support package (FOSP). Marine expeditionary unit ashore support

package (MESP). Remote expeditionary support package (RESP). Training squadron allowance.

Logistic planning for MALSP requires that thelogistic assets available at each MALS be consid-ered and used in sourcing the various MALSPsupport packages. As a starting point in develop-ing MALSP, notional aircraft assignments to sup-port Marine expeditionary brigade (MEB) ACEswere developed. Logistic support requirementswere then developed and organized into MALSPsupport packages to support the notional MEBACE. The packages are capable of providing sup-port for a predetermined number of a particularT/M/S aircraft. The T/M/S PCSPs are capable ofbeing stacked upon a common “core” CSP at ahost MALS, much like building blocks. Thesebuilding blocks can be arranged in any way thatthe operational commander requires.

Each of the building block allowance categoriesdescribed is designed to support a specific typeand number of aircraft at a predetermined level ofrepair. These allowances are designed to be mutu-ally supportive and fit together like blocks to forma solid aviation support foundation (see fig. 1-2).For example, AVLOG assets can be task-orga-nized from one or more parent MALS and joined

6 KC-130 Support

14 AV-8B Support

12 F/A-18D Support

14 AV-8B Support

5 EA-6B Support

12 F/A-18C Support

Parent MALS FW ACE"Core" of I-Level Support

FW fixed wing

Figure 1-2. Marine Aviation Logistics Support Program Building Block Concept.

1-8 ____________________________________________________________________________________________________ MCWP 3-21.2

to the core of a host MALS. Together, rotary-wingand fixed-wing composite MALS will form thelogistic support base for the MAGTF ACE for upto 90 days at combat flying hour rates.

Fly-In Support Package

The ACE fixed-wing and rotary-wing aircraftare flight ferried directly to the theater ofoperations and are supported by Air MobilityCommand (AMC) aerial tankers and cargo air-craft. The remainder of the fly-in echelon (FIE)is flown into the theater of operations by AMC/Civil Reserve Air Fleet (CRAF) aircraft and in-cludes squadron personnel, such as maintenanceand support crews, a representative T/M/S FISPcontained in mobile facilities, limited O-levelindividual materiel readiness list (IMRL)/sup-port equipment, and EAF items.

As organizational-level parts support packages,FISPs are designed to support the FIE aircraft ofthe MAGTF ACE. The FISP allowances pro-vide the spare parts normally removed andreplaced at the O-level. The allowances are com-puted at combat utilization rates for a 30-dayendurance period and are designed to support aparticular T/M/S and quantity of aircraft. Theseassets are additive to the aviation consolidatedallowance list (AVCAL) and the consolidatedshipboard allowance list (COSAL).

Until activated in support of a contingency, aFISP is considered protected stock materiel, ismaintained under the cognizance of the MALSaviation supply officer, and is to be drawn downonly to rotate stock/maintain configuration con-trol. The FISP assets are not removed to fill mate-r ie l requirements in support of garr ison/peacetime operations. Additionally, FISPs are notused as “pack-ups” to support garrison/peace-time squadron deployments or training exerciseswithout the approval of HQMC ASL.

Support equipment supporting the FIE includes allnoncustody coded (N-coded) IMRL and minimalP, L, or M custody-coded IMRL items requireddur ing f l ight fer ry or for in i t ia l a i rcraf t

debarkation, parking, or servicing operations (seetable 1-1 for information on custody codes).Support equipment assets for the FIE, whencombined with the assets offloaded from MPSs,comprise all necessary custody-coded [O-level]support equipment required during the first 30days of a contingency.

Upon a squadron’s arrival in the area of opera-tions, the FISP will be combined with the O-leveland limited I-level support equipment that hasbeen transported into theater via FIE/MPS. Thiscombination provides readiness and sustainabilityfor the deployed aircraft until a tailored I-levelmaintenance capability, such as the MALS,arrives in theater aboard a T-AVB, by airlift, or byother means.

Contingency Support Package

Contingency Support Packages consist of thecommon and specific I-level logistic supportrequired for the composite deployment of detach-ments/squadrons of particular T/M/S aircraft. Seefigure 1-3.

The five basic elements that comprise CSPs arepersonnel, support equipment (such as IMRLitems), EAF, mobile facilities, and AVCAL/COSAL. There are master allowance documentsfor each element, such as a table of organiza-tion, IMRL, table of basic allowance (TBA), andAVCAL/COSAL. Because O-level IMRL,mobile facility allowances, and personnel alloca-tions are already separately identified and rap-idly deployable, they are incorporated into CSPs.The CSP allowances are computed at the com-bat utilization rate for a 90-day enduranceperiod. From the master allowance documents,MALSP allowances are divided into PCSP andCCSP allowance subcategories.

Peculiar Contingency Support Package Allowances

The PCSP allowances consist of the specificitems required to provide I-level supply and sup-port equipment support for a specific T/M/S air-craft. A specific item is one that is used for aspecific aircraft or support equipment application.

______________________________________________________________________________________________
Aviation Logistics 1-9
Table 1-1. Individual Materiel Readiness List.

Code Usage Remarks

E Items used infrequently (less than once a month)

The item is available from the supporting IMA as required. The IMA makes the item available to activities. After use, the activities return the item to IMA.

M Noncalibratable items requiring management and not otherwise custody coded

The quantity authorized for these items is the total quantity required for subcustody by each activity supported. An example of an M-coded item is a carrying case for a calibratable item when it is listed in the source data as a separate end item. There are two steps for assigning items in code M. First, the support equipment controlling authority identifies the item. Second, the Naval Air Engineering Center assigns code M to the item.

P Items weighing more than 200 pounds (more than 300 pounds for wheeled equipment)

When authorized for a supporting IMA, the IMA or MALS contingency support package quantity is the total quantity required for subcustody to each O-level maintenance activity. The items are issued on a subcustody basis to squadrons for full-time use. The squadron returns the item to the IMA prior to deployment. While deployed, the new supporting IMA issues these items to embarked squadrons.

L Items requiring calibration and management

These are items designated for use at O-level maintenance and not already coded D, E, or P. The quantity authorized is the total quantity required for subcustody by each activity supported. The O-level activities retain the items when deployed.

Support Equipment

Spare/Repair Parts

People

MobileFacilities

COMMONSUPPORT

COMPOSITE ACEAVIATION SUPPORT

FW CCSP FW CSP

SPECIFICSUPPORT

F/A-18PCSP

AV-8BPCSP

EA-6BPCSP

KC-130JPCSP

FW fixed wing

Figure 1-3. Marine Aviation Logistics Support Program Contingency Support Package.

1-10 ___________________________________________________________________________________________________ MCWP 3-21.2

Common Contingency Support Package Allowances

The CCSP allowances consist of those Marinecommon supply assets and support equipmentthat the host MALS provides in support ofassigned aircraft. A fixed-wing common item isone that applies to at least the Joint StrikeFighter, F/A-18, and AV-8B aircraft. A rotary-wing common item is one that applies to at leastthe CH-53E, CH-46E, H-1, or MV-22B aircraft.For planning purposes it is assumed that thefixed-wing and rotary-wing MALS will be geo-graphically separated.

Follow-On Support Package Allowance

Equipment for the FOSP consists of supply itemsand support equipment assets that, although notrequired to initiate the assault, are required tosustain the assault. The FOSP materiel resultsfrom a combination of several factors—

The FOSP spares requirement is determined byrunning the readiness-based sparing model tothe full site baseload and the MALS/site indi-vidual component repair list versus the num-ber of aircraft in the package and the planningindividual component repair list, which is howa CSP is modeled.

The degree to which the FOSP allowancequantity exceeds the site’s authorized PCSPand CCSP allowance quantities for an itembecomes the authorized FOSP allowance quan-tity for that item.

There are also items that, because of airlift andsealift constraints must be phased into anemployment area by use of assault follow-onechelon or follow-up shipping. For example,weight and cube can be considerations in des-ignating materiel as a FOSP allowance.

Since FOSP assets are required to sustain theassault, the allowances are built to a 90-daycombat utilization rate. These allowances aresite specific and must be distinctly identified inallowance documents provided to each MALS.

Marine Expeditionary Unit Ashore Support Package

During combat and foreign humanitarian assis-tance/disaster relief operations, the MEU ACE ordetachments have been placed ashore forextended periods, apart from the amphibiousready group. As a result, aviation supply supportbecame an unsourced requirement with a poten-tial negative impact on sortie generation and con-tingency readiness. Historically, the parent MALShas sourced logistic requirements in support ofextended MEU ashore operations out of availableoperating stock. As a result, MESP were createdto provide a standard MEU deckload O-level, sup-ply-only support at a 30-day combat utilizationrate. The MESP is not intended to be used to sup-plement/provide greater depth for a FISP or otherpackage that is or will be deployed.

Deployment of the MESP requires the MEUcommander to request MESP support from theAviation Logistics Department (ALD):

East Coast based MEUs are supported byUnited States Marine Corps Forces Command(MARFORCOM).

West Coast based MEUs are supported byUnited States Marine Corps Forces, Pacific(MARFORPAC).

The MARFORCOM/MARFORPAC ALD, incoordinat ion wi th the respect ive Marineexpeditionary force (MEF); MAWs; Commander,Naval Air Forces (COMNAVAIRFOR); Com-mander, Naval Surface Forces; and the navalinventory control point (NAVICP), will direct thedeployment the MESP. This deployment shalloccur by standardized container, which can bemoved by MEU-organic KC-130 heavy ormedium lift rotary-wing aircraft for rapiddeployment within 24 hours. The parent MALSfrom which the MESP T/M/S package is drawnshall act as the primary point of entry for supplyrequisitions and provide logistical support. Ifmultiple MESP T/M/S packages are deployed, aparent MALS is selected as the primary port of

Aviation Logistics _____________________________________________________________________________________________ 1-11

embarkation. The MEU commander, withconcurrence from the supporting MARFORCOMand/or MARFORPAC ALD, directs the MESPredeployment and reconstitution once the theatercommanders order the completion of operations.

Remote Expeditionary Support Package

On occasion, Marine aircraft deploy in support ofcontingencies without MPF assets. Due to opera-tional timing, economic considerations, andgeography, these aircraft squadrons will deploy toan area of operations with only a FISP and aMALS detachment with the requisite AVLOGsupport elements required to sustain initial com-bat flight operations. In these scenarios, MALSdetachments and the requisite FISPs cometogether to form a RESP. Deliberate AVLOGrequirement planning in support of major theaterwar OPLANs is available. In such cases, opera-tional planning requires that these squadronsdeploy with a FISP and a requisite logistic sup-port package that will sustain initial combat flightoperations until MPF assets arrive.

Design and allowances of CCSPs/PCSPs arebased on support of an entire MEB’s ACE com-plement of aircraft. Allowances of PCSPs supporteither a full squadron of aircraft or, in somecases, multiples of a full squadron of aircraft. Forexample, an AV-8B PCSP equals the requiredspecific support for a single AV-8B squadron,while an F/A-18 PCSP equals the required spe-cific support for three F/A-18 squadrons. Thedesign of CCSPs/PCSPs supports the deploy-ment and logistics of entire squadrons/groups ofsquadrons used during major theater war/contin-gencies. Although this type of allowancing makesgreat use of scarce economic resources, it hin-ders rapid tailoring of CSPs that support less thana predetermined number of aircraft. Often,Marine aircraft must support contingencies thatare at the lower end (intensity) of the range ofmilitary operations. Usually, these contingenciesdo not require multiple squadrons of an aircrafttype or the full support of CCSPs/PCSPs.

A RESP is a combination of O-level protectedstock (FISP) augmented by selected PCSP stocksupporting targeted repair capability, aviationweapons support equipment, aviation supportequipment, mobile facilities, and MALS person-nel that would detach from a CSP to be used tosupport ACE operations. A RESP is strategicallyairlifted to the area of responsibility and designedto support a notional number of aircraft minusClass V(A) munitions until the arrival of logisticsupport from T-AVB (CCSP/PCSP) or MPFassets. When full CSPs operational requirementsare not deployed, an RESP can act as a standalonecapability to support operational requirements.

Developed during deliberate planning, RESPsprovide AVLOG planners “ready-made” tools torapidly tailor support regardless of aircraft mixand operational scenario. Composition of RESPsincludes the AVLOG support elements, which arecurrently resident within CCSPs/PCSPs andrequire no additional economic resources. Seefigure 1-4 on page 1-12.

Training Squadron Allowance

Designated MALS provide support to trainingsquadrons attached to the MAG they support.Training squadron allowances are built to supporta 30-day endurance period at peacetime flyinghours. The training squadron allowance IMRL/AVCAL/COSAL/mobile facilities are additive tothe allowances of the MALS and are distinctlyidentified as such in allowance documents.

Maritime Prepositioning Force and Aviation Logistics Support Ship Support

Aviation combat element aircraft can be sup-ported by one or more of three maritime preposi-tioning ships squadrons (MPSRONs). They canalso get support from one or both of the AVLOGsupport T-AVB ships.

1-12 ___________________________________________________________________________________________________ MCWP 3-21.2

Maritime Prepositioning Force Operations in Support of Expeditionary Aviation Logistics

An MPF operation is the rapid deployment andassembly of a MAGTF into a permissive areausing a combination of intertheater airlift and for-ward-deployed MPSs. These operations are stra-tegic deployment options that are global innature, naval in character, and suitable foremployment in a variety of circumstances. AnMPF is a rapid response enabling force that canbe mission-tailored and self-sustainable. As such,MPF operations provide an essential element inconducting the national military and maritimestrategies by protecting key naval chokepointsand sea lines of communications. Such operationsinclude the airlift of MAGTF and Navy ele-ments, such as the Navy support element or navalcoastal warfare, with some associated equipmentinto an arrival and assembly area to join withequipment and supplies carried aboard MPSs.

Aviation Logistics Support Ship Operations in Support of Expeditionary Aviation Logistics

The mission of the T-AVB is to provide rapid anddedicated sealift for employment of a tailoredaviation intermediate maintenance activity (IMA)to support deployment of Marine Corps fixed-wingand rotary-wing aircraft. Most equipment andsupplies required to sustain forward deployedfixed-wing and rotary-wing aircraft will bedelivered by the T-AVB. Although the concept ofoperations for the T-AVB is primarily to supportMAGTF operations, the T-AVB could be tasked tosupport other amphibious operat ions. Anamphibious operation provides for forcible entryinto an objective area, rather than the unopposedentry required for an MPF. In all cases, the T-AVBwould still require an unopposed entry into anobjective area before offloading ashore. If theembarked MALS intermediate maintenance

Support Equipment

Spare/Repair Parts (FISP/PCSP)

People

MobileFacilities

"SELECTED" COMMON SUPPORT

COMPOSITE FIEAVIATION SUPPORT

FW/RW CCSP RESP CSP

"SELECTED" SPECIFIC SUPPORT

T/M/S CSP

T/M/S CSP

T/M/S CSP

T/M/S CSP

FW fixed wingRW rotary wing

Figure 1-4. Remote Expeditionary Support Packaging.


support is phased ashore, a secondary mission canbe performed to serve as an asset dedicated tostrategic sealift.

To enhance responsiveness, one ship is berthed onthe east coast and another on the west coast of theUnited States. Both ships (SS Wright/T-AVB-3and SS Curtiss/T-AVB-4) are part of the ReadyReserve force and are crewed by maritime admin-istration personnel in reduced operating status 5:they can be fully activated in 5 days. When acti-vated, the Ready Reserve force ships come underthe operational control of the Military SealiftCommand (MSC). Both the SS Wright and SSCurtiss can be configured to allow for I-levelrepair capability while underway, in stream, orpierside and are heavy-lift helicopter capable.They are supported by embarked informationtechnology systems. The MALS can be partiallyoperational aboard the T-AVB during transit tothe area of operations.

On notification of movement, the T-AVB isexpected to arrive in the operational area within30 to 35 days to marry with aircraft, personnel,and support prepositioned by fixed-wing flightferry and FIE units. Transfer of the IMA spareparts and equipment ashore normally begins onarrival if conditions permit. If rapid movementashore is not possible, MALS operations can besustained in the operational area. Under theseconditions, the T-AVB prioritizes its workload insupport of flight line maintenance requirementsto ensure that mission-essential support is pro-vided. See figure 1-5 on page 1-14.

Reserve Aviation Logistics

The Marine Corps Reserve is organized under theCommander, United States Marine Corps ForcesReserve. The mission of the Marine CorpsReserve is to provide trained units and qualifiedindividuals to be available for active duty in timeof war or national emergency and at such othertimes as national security may require. Marine

Corps Reserve aviation support is organized andemployed in the same manner as in the activeforces. Reserve Component aviation support unitsare capable of independent, task-organized logis-tic support as an element of a MAGTF. TheMAGTF commander can integrate Reserve Com-ponent assets into the MAGTF’s ACE in the samemanner and with the same ease as active assets.The structure of the Marine Corps Reserve pre-dominantly reflects the active operating forces.The Marine Corps Reserve is organized into indi-vidual augmentation detachments that areassigned to an operating force’s higher headquar-ters (HHQ) and throughout the supporting estab-lishment when activated. Actual employment ofthe Marine Corps Reserve’s assets is situationdriven. Marine Corps Reserve AVLOG can—

Reinforce active operating forces. Augment active operating forces and support-

ing establishment activities including remain-behind equipment and fleet replacement squad-ron support.

Form MAGTFs for service with the fleet.

Marine Corps Reserve logistic capabilities andresponsibilities are comparable to the logisticcapabilities and responsibilities of their activecounterparts. The Marine Corps Reserve can aug-ment and reinforce any major operation in whichMarine forces operate. Combatant commandersexercise combatant command (command author-ity) over assigned Marine Corps Reserve forceswhen mobilized or ordered to active duty (otherthan for training).

Upon activation, Commander, United StatesMarine Corps Forces Reserve transfers com-mand of Reserve Component forces to Com-mander, United States Marine Corps ForcesCommand (MARFORCOM) for Active Compo-nent/Reserve Component integration, predeploy-ment training, and deployment/redeploymentactions required to support combatant com-mander requirements.

1-14 ___________________________________________________________________________________________________ MCWP 3-21.2

FISPs fly in with assaultechelon aircraft (O-level remove-and-replace)

Fly-in aircraft fall-in onO-level supportequipment offloaded fromMPF ships

CCSPs and PCSPs follow FISPsby T-AVB/airlift in the assaultfollow-on echelon (tailoredI-level capability)

1

2

3

Figure 1-5. Marine Aviation Logistics Support Program Employment.

CHAPTER 2 ORGANIZATIONAL STRUCTURE AND RESPONSIBILITIES

Each organization has inherent logistic capabili-ties and each type commander (TYCOM) hasspecific responsibilities at the strategic, opera-tional, and tactical levels of war. Responsibilitiesand capabilities overlap because no organizationor level of support can function effectively with-out extensive, continuous coordination betweensupported and supporting organizations.

Aviation Logistics Supporting Establishment

Numerous Department of the Navy (DON)commands/agencies support naval aviation (seefig. 2-1). In logistics, the most visible function isnaval aviation materiel support, provided bynaval systems commands. Naval systems

commands support responsibilities include thedevelopment , logis t ic suppor t p lanning ,acquisition, testing and evaluation, contracting,construction, installation, conversion, alteration,configuration management, overhaul, and D-levelmaintenance and repair of the following:

Aircraft. Weapons and weapon systems. Missiles and other expendable ordnance. Command and control and communications

systems. Training equipment and devices. Land vehicle systems and equipment. Shore facilities, utilities, and related equip-

ment. Materiel, supplies, and supporting services for

the Navy and the Marine Corps.

CNO

COMNAVAIRSYSCOM COMNAVSUPSYSCOM COMNAVSEASYSCOM COMSPAWARSYSCOM

FRC’s NAVICP

NOLSC

CMC

D/C AVN

ASL

ASN (RDA)Assist Secretary of the Navy(Research, Development

& Aquisition)

PEO C41

Coordinationfor currentreadinessreporting

ASN (RDA) Assistant Secretary of the Navy (Research, Development and Acquisition)CMC Commandant of the Marine CorpsCOMNAVSUPSYSCOM Commander, Naval Supply Systems CommandCOMNAVSEASYSCOM Commander, Naval Sea Systems CommandCOMSPAWARSYSCOM Commander, Space and Naval Warfare Systems CommandD/C AVN Deputy Commandant for AviationFRC fleet readiness centerPEO C4I Program Executive Office Command, Control, Communications, Computers, and Intelligence

Figure 2-1. Notional Aviation Logistics Supporting Establishment.

2-2 ____________________________________________________________________________________________________ MCWP 3-21.2

Naval Air Systems Command

Research , des ign , deve lopment , t es t ing ,acquisition, and logistic support of all aviationprocurements relating to Navy and Marine Corpsaircraft, missile targets, associated materiel, andequipment is the responsibility of Naval AirSystems Command (NAVAIRSYSCOM). As thetechnical manager for aviation maintenance, theCOMNAVAIRSYSCOM—

Provides guidance on procedures, technicaldirection, and management review at eachlevel of maintenance.

Provides aviation maintenance procedural doc-uments in sufficient scope and depth to clearlydefine the maintenance functions, organiza-tions, and responsibilities to perform thesefunctions.

Implements and maintains a complementingmetrology and calibration program as a part ofthe NAMP.

Assists the CNO and others in developingtraining programs for officer and enlisted per-sonnel assigned to aviation maintenance.

Provides aviation maintenance materiel allow-ance lists and lists of facilities that are autho-rized, available, and required for fleet andshore activities.

Makes recommendations on design of themaintenance data system (MDS) to reduceredundant, time-consuming, and unnecessaryreporting. Ensures the MDS is compatiblethroughout all levels of maintenance.

Serves as functional manager for Naval Avia-tion Logistics Command Management Infor-mation System (NALCOMIS) per Naval AirSystems Command Instruction 5230.11, FleetAviation Logistics Information Systems Func-tional Management Manual.

Provides NAMP instruction support for CNON781C (OPNAV Principle Official ProgramSponsor).

Provides fleet aviation performance improve-ment support.

Provides on-site NAVAIRSYSCOM field ser-vice representative support to activitiesrequesting assistance.

Develops and maintains management informa-tion systems that directly support the fleet.

Plans, designs, develops, and implements allinformation decision support systems thataffect the total life cycle of aeronauticalequipment.

Provides technical support related to naval avi-ation resource analysis, maintenance engineer-ing, logistic engineering, and logistic supportprogram implementation.

Provides support of all aviation maintenancetrainers and weapon system training programsand manages D-level aircraft training courses.

Naval Supply Systems Command

Naval Supply Systems Command provides mate-riel in support of the operation and maintenanceof aeronautical equipment/ordnance. Every effortis made to have materiel located when and whereit is needed. The intent is to make the relation-ships between the supplier and the user as simpleas possible, within the boundaries of logisticdirectives published by higher authority. Avia-tion materiel consists of spare parts for aircraft,engines, avionics, electrical, accessories, andsafety equipment; EAF components; supportequipment; common and specific support equip-ment; and weapons/ammunition. NumerousNAVICPs and the Naval Operational LogisticsSupport Center (NOLSC) provide for the func-tions discussed below.

The NAVICP computes aviat ion materielrequirements in range and depth for the AVCALand COSAL. This responsibility includes con-ducting and coordinating provisioning confer-ences and identification and transfer of items tobe managed by other cognizant inventory controlpoints. The NAVICP also—

Budgets for and funds all assigned aviationmateriel requirements.

Procures materiel directly from industry orother government agencies.

Allocates NAVAIRSYSCOM procured ma-teriel to stock points, distributes materiel to fill


replenishment stock requirements, and refersrequisitions to stock points to meet require-ments.

Disposes of materiel in excess of systemrequi rements (which inc ludes suppor tequ ipmen t ) when au tho r i zed by t heCOMNAVAIRSYSCOM.

Maintains aeronautical spares and spare partscatalogs. The catalog function includes obtain-ing national stock numbers from the DefenseLogistics Information Service Center.

Determines system asset rework requirementsof repairable components to be processed bynaval, inter-Service, or commercial reworkfacilities.

Provides primary materiel support for air-launched weapons.

The NOLSC is the Navy’s centralized inventorymanager for all naval ammunition. It is a clear-ing house for fleet ordnance support manage-ment and warfare assessment and is responsiblefor the policies, procedures, and business sys-tems for arms, ammunitions, and explosives. Thecommanding officer of the NOLSC also has thefollowing responsibilities:

Provides support to fleet ordnance positioning,conducts storage analysis, and ensures world-wide visibility of the fleet plan.

Provides direction and procedures for ammuni-tion allowance establishment and processing;receives, reviews, and approves all allowancerequests; and processes and loads all allowancedata into the Ordnance Information System-Wholesale (OIS-W).

Serves as the naval aviation ordnance commu-nity’s point of contact for moving conventionalordnance to locations outside CONUS.

Provides life cycle program support for allnaval ammunition, weapons, combat systems,and support equipment.

Acts as the naval ordnance automated informa-tion system (AIS) program manager and pro-vides functional management of OIS-W andOrdnance Information System-Retail (OIS-R).

Naval Sea Systems Command

A NAVSEASYSCOM component, the Naval Ord-nance Safety and Security Activity’s (NOSSAs)primary mission is to establish standard policy andprocedures for and provide global oversight ofDON explosives safety, ordnance physical secu-rity and environmental matters, and insensitivemunitions. It provides global oversight of theNAVSEASYSCOM ordnance quality evaluationprogram. Other management responsibilities aresupervising special offices, Reserve Componentunits, and other field activities that perform explo-sive safety inspections. The Explosives SafetySupport Offices Atlantic and Pacific continue toreport as detachments to the NOSSA. CoreNOSSA functions include the following:

Explosives safety. Insensitive munitions. Ordnance environmental support. Quality evaluation. Security.

Program Executive Office Command, Control, Communications, Computers, and Intelligence

Program Executive Office (PEO) Command,Control, Communications, Computers, and Intel-ligence (C4I) is partnered with Space and NavalWarfare Systems Command and other industrypartners. The PEO C4I provides integrated com-munication and information technology systems,delivering end-to-end connectivity and enablingdecision superiority to US naval forces.

In support of the AVLOG community PEO C4I,Command and Control Program Office (PMW150), the Naval Tactical Command SupportSystem (NTCSS) provides the full range ofresponsive mission support AIS hardware andsoftware to facilitate management of information,personnel, materiel, and funds required tomaintain aircraft. Specifically, NTCSS supportsI-level and O-level aviation maintenance manage-ment, materiel, financial management, andrelated administrative management.

2-4 ____________________________________________________________________________________________________ MCWP 3-21.2

The NTCSS provides tactical commanders therequired mission support information for tacticaldecisions, improved equipment supportability,and maintainability. This results in a commensu-rate enhancement in the material condition andcombat readiness of surface, subsurface, and avi-ation units. The key NTCSS applications used byaviation logisticians are NALCOMIS OptimizedOrganizational Maintenance Activity (OOMA),NALCOMIS Optimized IMA, and relational sup-ply (RSUPPLY) (see chap. 4).

Type Commanders

Type commanders are responsible for the mainte-nance and materiel condition of aeronauticalequipment assigned to their cognizance for theoperation and support of the naval aviation mis-sion (see fig. 2-2). Each TYCOM coordinatesaeronautical equipment assignment logistic sup-port and maintenance performed on aeronauticalequipment under his custody. Naval operatingforces are assigned to TYCOMs for training,employment, and logistic support. The Com-mander, MARFORPAC and the Commander,MARFORCOM are also designated as the Com-manding General, Fleet Marine Force, Pacific andthe Commanding General, Fleet Marine Force,Atlantic, respectively. While in this role, they arethe TYCOMs for the Marine Corps on Marineaviation ordnance. Logistic support, aviation ord-nance training requirement submission, and non-combatant expenditure allowance (NCEA) ofClass V(A) munitions are the only TYCOM func-tions performed by the Commanding Generals ofthe Fleet Marine Forces, Atlantic and Pacific. TheCOMNAVAIRFOR and the Commander, NavalAir Forces Reserve are the TYCOMs for MarineCorps aircraft and aviation support equipment.They are responsible for logistic support of bothNavy and Marine Corps aircraft and engines.

The MARFORCOM and MARFORPAC ALD,respectively, support the COMNAVAIRFOR forlogistic matters related to aviation materielreadiness and internal materiel management ofcommon aviation support. Factors impactingmateriel readiness include aircraft configurationmanagement, budgeting procedures, personneltraining, aircraft materiel condition, IMRLmateriel management, and other special programs.

Fleet Readiness Centers and Cognizant Field Activities

Industrial functions consist of three general cate-gories: rework activities, aeronautical modifica-tion, and support services.

Rework Activities

Rework activities consist of maintenance andmodification functions. Maintenance functionsare those functions required to maintain or restorethe inherent designed service levels of perfor-mance, reliability, and materiel condition. Func-tions include complete rebuild, reclamation,refurbishment, overhaul, repair, replacement,adjustment, servicing, and replacement of systemconsumables. They also include inspection, cali-bration, and testing.

Aeronautical Modification

Aeronautical modification functions are requiredto change or improve design levels of perfor-mance, reliability, and materiel condition. Theterm modification, as used in this publication,includes alteration, conversion, engineeringchange, and modernization. For effectively per-forming industrial rework and manufacturingfunctions, aviation systems, subsystems, compo-nents, and equipment must be allocated and dis-tributed to the various production shops accordingto particular industrial function capabilities.


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2-6 ____________________________________________________________________________________________________ MCWP 3-21.2

Support Services

The D-level supports the O- and I-levels by pro-viding technical help and carrying out those func-tions beyond the responsibility or capability ofthe O- and I-level activities through the use ofmore extensive facilities, skills, and materiels.Personnel from depots carry out D-level func-tions in depots or in the field. The fleet readinesscenter will—

Maintain and operate facilities and perform acomplete range of D-level rework operationson designated weapon systems, accessories,and equipment.

Manufacture parts and assemblies as required. Provide engineering services in the develop-

ment of changes in hardware design. Furnish technical and other professional ser-

vices on aircraft maintenance and logisticproblems.

Perform other levels of aircraft maintenancefor eligible activities, on specific request orassignment.

Perform other functions as directed by theCOMNAVAIRSYSCOM.

Headquarters, Marine Corps, Aviation Logistics Support Branch

The Deputy Commandant for Aviation and theHead, ASL are responsible for developing andimplementing matters of AVLOG policy andmanagement. Materiel, equipment, and systemsof AVLOG are provided for through Navy mate-riel and equipment support systems. To plan forand acquire equipment, weapons, weapon sys-tems, materiel, supplies, facilities, maintenance,and support services for Marine Corps aviation,HQMC ASL coordinates with—

Each department of the aviation branch, suchas aviation plans/programs/budgets and avia-tion weapon systems requirements.

OPNAV.

COMNAVAIRSYSCOM. Commander, Naval Sea Systems Command. PEO C4I. Other naval aviation support activities.

The organization also coordinates with the CNOto ensure that the characteristics of newly pro-cured or developed equipment and materiel forthe Marine Corps meet operational requirementsand that proposed training prepares Marine Corpspersonnel for combat. The HQMC ASL coordi-nates AVLOG actions with other agencies as partof its responsibility for Marine Corps aviation.Specific functions within the purview of HQMCASL include the following:

Assist CNO staff and the naval AVLOG sup-porting establishment in distributing aeronauti-cal and related materiel for adequate outfittingof Marine Corps aviation units.

Develop logistic plans and programs for avia-tion units and represent Marine Corps aviationin developing naval aviation maintenance andsupply policies and procedures.

Represent Marine Corps aviation in the devel-opment and execution of maintenance plans,test equipment master plans, and integratedlogistic support plans for aeronautical weaponsystems and related equipment subsystems andaviation ordnance.

Represent the Marine Corps in developingnaval aviation maintenance and aviation sup-ply policies and procedures.

Provide comments, directions, and recommen-dations on AVLOG support for aviationweapon systems and associated equipment thatare under development or in procurement.

Coordinate AVLOG requirements relative todeployment, employment, and maritime orland prepositioning.

Develop and monitor plans and programs onaviation ordnance.

Coordinate logistic support needs for airbornearmament and armament handling equipment.

Review and assist in the preparation or revisionof weapons systems planning documents,


program planning documents, and other longrange AVLOG planning tools.

Supervise and monitor the Aviation ExplosiveSafety Program and conventional ammunition.

Function as the occupational field specialists inaviation maintenance, avionics, ordnance, sup-ply, and aviation logistics information manage-men t and suppo r t ( A L I M S ) m i l i t a r yoccupational specialties (MOSs).

Monitor and analyze aircraft readiness data andrecommend appropriate actions.

Assist CNO and other supporting agencies inthe planning, programming, development, andfielding of AIS equipment and software to sup-port Marine Corps AVLOG.

Provide program direction for the MALSPwithin approved aviation plan requirements.

Coordinate with CNO, NAVAIRSYSCOM,and subordinate DON activities on MALSPpolicy and requirements within a command andbetween supported and supporting commands.

Marine Corps Forces Component Command Aviation Logistics Department

All joint forces with Marine Corps forces assignedwill include a Marine Corps component commandheadquar te rs , such as MARFORCOM orMARFORPAC. There are two combatant com-mand-level Marine Corps component commandswith s tanding ALDs: MARFORCOM andMARFORPAC. The 4th MAW ALD staffprovides ALD functions for the United StatesMarine Corps Forces Reserve (MARFORRES)component command. All other combatantcommand-level Marine Corps componentcommands can be augmented f romMARFORCOM, MARFORPAC, and MAW ALDstaffs to provide ALD staff functionality as re-quired. The Assistant Chief of Staff (AC/S) ALD,as a primary staff branch of a Marine Corps com-ponent command headquarters, is responsible forstrategic and operational aspects of AVLOG for

forces assigned under his cognizance. The AC/SALD ensures the readiness of assigned aircraft,support equipment, mobile facilities, and aviationmunitions by providing support and sustainment.The AC/S ALD advises Marine component com-manders on readiness, policies, deliberate plan-ning, organization, functions, and operations. TheAC/S ALD also reviews and assists in preparationor revision of weapon systems planning docu-ments, program planning documents (PPDs), andother long-range AVLOG planning tools. Whendirected, the ALD deploys in support of a MarineCorps forces component command headquarters.The AC/S ALD is responsible for management,distribution, and accountability of mobile facilitiesand ancillary equipment. The ALD providesAVLOG assistance as required to bases andstations. Each Marine Corps forces componentcommand ALD—aircraft maintenance, aviationsupply, avionics, ordnance, aviation logisticsinformation management and support, and futureoperations—has special functions.

Aircraft Maintenance

The aircraft maintenance department must—

Provide counsel to the AC/S ALD and otherstaff sections on all aviation maintenance-related matters.

Develop and coordinate with NAMP policysteering committee on maintenance/materielpolicy and procedures.

Participate with external aviation supportactivities in all decisionmaking processes thatrelate to deployability and sustainability.

Ensure the appropriate application and alloca-tion of AVLOG support for unit deployments,exercises, and contingency operations.

Collect and analyze maintenance, manage-ment, and materiel readiness data to determinelogistic support shortfalls and provide correc-tive action recommendations.

Provide technical assistance to subordinateunits and any internal staff section on the status

2-8 ____________________________________________________________________________________________________ MCWP 3-21.2

of aircraft maintenance or the degradation ofaviation capabilities.

Monitor engine, airframe, and associatedsuppo r t equ ipmen t ma in t enance andmodifications.

Coordinate aircraft maintenance materiel readi-ness list (AMMRL) requirements and provideprogram oversight.

Assist in the development of AVLOG inputs toOPLAN time-phased force and deploymentdata (TPFDD).

Serve as a member of logistic readiness andsupport programs related to the integratedlogistic support management teams, MALSP,and readiness reviews.

Participate with outside support activities todevelop AVLOG support requirements underthe amphibious ready group aviation readinessplan and unit deployment program.

Coordinate with appropriate activities for theenhancement and standardization of aviationmaintenance-related AIS.

Advise on personnel in MOS 60/61XX. Review, analyze, and evaluate managerial and

performance data in relation to the aviationmaintenance effectiveness and readiness pos-ture of the force.

Aviation Supply

The aviation supply department must—

Provide counsel to AC/S ALD and other staffsections on all aviation supply-related matters.

Advise subordinate commands on aviationsupply concerns.

Maintain liaison with higher and adjacent com-mands on aviation supply readiness and sup-port issues.

Participate with all activities involved toimprove aviation supply support policies andprocesses to ensure maximum aircraft/aeronau-tical system readiness.

Be the point of contact for aviation supply-related affordability issues.

Participate in all activities that identify andresolve significant aviation supply issues nega-tively impacting force readiness.

Review, analyze, and evaluate managerial andperformance data related to aviation supplyeffectiveness and readiness posture of theforce.

Oversee aviation supply policies, plans, andprocedures to ensure force deployability andsustainability.

Monitor the execution of aviation supply func-tions relating to MALSP and to the T-AVB.

Conduct active participation in allowanceissues including modeling, funding, and fillingallowances.

Participate with outside support activities todevelop AVLOG support requirements underthe amphibious ready group aviation readinessplan and unit deployment program.

Coordinate enhancements and standardizationof aviation supply-related AIS with appropriateactivities.

Maintain involvement in all flight hour pro-gram funding issues.

Provide advice on matters related to personnelin MOS 66XX.

Avionics

The avionics department must—

Provide counsel to the AC/S ALD and otherstaff sections as required on all avionics-related matters.

Monitor force aircraft readiness statistics andassist in resolving issues related to support ofall avionics weapon systems and avionics sup-port equipment.

Serve as the program manager and TYCOM’sSME for the force mobile facility program.

Validate requirements and direct redistributionof special mission MEU equipment, tactical airelectronic warfare equipment, and defensiveelectronic countermeasure equipment.

Validate requirements and participate in mod-ernization efforts of L-Class (LHA/LHD/LPD[amphibious transport dock]) ships related to


aircraft intermediate maintenance departmentavionics support and integration of MarineCorps mobile facilities.

Perform functions related to the movement ofMALS components required aboard the T-AVB.

Furnish technical assistance to subordinateunits and internal staff sections as required onmatters relating to avionics.

Provide representation at meetings, confer-ences, and reviews dealing with avionics pro-grams and associated equipment, such as theavionics operational advisory group, inte-grated logistics support management team, orprogram reviews.

Validate requirements and coordinate supportof the meteorology and calibration program,precision measurement equipment program,and automatic test equipment.

Coordinate engineering technical services withsupported wings, local Naval Air TechnicalData and Engineering Service Command, andTYCOMs in support of operational units.

Provide advice on matters related to personnelin MOSs 63XX/64XX.

Coordinate enhancements and standardization ofavionics-related AIS with appropriate activities.

Ordnance

The ordnance department must—

Provide counsel to the AC/S ALD and otherstaff sections as required on all aviation ord-nance-related matters.

Function as component adviser to the combat-ant commander (J-4) for Marine Corps ClassV(A) ammunition logistic issues.

Monitor Class V(A) ammunition preposition-ing programs.

Conduct Class V(A) ammunition deliberateplanning in support of OPLANs.

Function as TYCOM’s SME for NCEA andtraining programs.

Provide oversight of explosives safety programsand serve as senior inspector during explosivesafety inspections at Marine activities.

Monitor Marine aviation support packageClass V(A) portion and authorize release ofany Marine aviation support package ammuni-tion in ammunition condition code B [service-able (issue with qualification)] for use.

Coordinate with Navy fleet combatant com-manders to resolve Class V(A) ammunitionshortfalls.

Coordinate with fleet combatant commanderordnance storage/load plans for air stationammunition allowances for training and prepo-sitioned wartime reserves.

Provide status of in theater Class V(A) ammu-nition, such as expenditures, assets on hand bylocation, and status of inbound assets, to appro-priate internal staff during combat/contin-gency operations.

Coordinate ordnance-specific weapons require-ments, such as expeditionary storage maga-zines and combat aircraft loading areas, andordnance-specific construction requirements,such as expeditionary ammunition storageberms.

Register Class V(A) ammunition allowancesthrough OIS-W to monitor, review, and provideguidance to subordinate commands for inven-tory management, inventory accuracy, account-ability, and reporting of Class V(A) assets.

Monitor matters concerning the OrdnanceInformation System-Marine Corps (OIS-MC)

Act as a liaison and monitor matters affectingdeployed forces afloat, such as training, prede-ployment preparations/milestones, and MarineCorps/Navy integration operability issues.

Monitor, review, and provide guidance to sub-ordinate commands for arms, ammunition, andexplosives security.

Validate and approve Class V(A) priority 03ammunition requisitions provided by majorsubordinate commands.

Represent MARFORCOM; MARFORPAC;and Commander, United States Marine CorpsForces Reserve as a member of executive work-ing group committees charged with review ofpublications concerning aviation ordnance

2-10 ___________________________________________________________________________________________________ MCWP 3-21.2

standing operating procedures (SOPs) andexplosive safety manuals.

Manage fleet weapons support team personnelsupport of conventional and air-launchedweapons requirements.

Provide advice on matters pertaining to MOS65XX personnel.

Coordinate with appropriate activities,enhancements, and standardization of aviationordnance-related AIS.

Serve as a member of nonnuclear ordnancerequirement (NNOR) executive working groupfor MARFORCOM.

Aviation Logistics Information Management and Support

The aviation logistics information managementand support department must—

Provide counsel to the AC/S ALD and otherstaff sections on all aviation information tech-nology-related matters.

Develop and coordinate information technol-ogy policy.

Participate with external aviation supportactivities in all decisionmaking processes thatrelate to information technology deployabilityand sustainability.

Collect and analyze AIS readiness data todetermine information technology supportshortfalls and provide recommendations forcorrective actions.

Provide guidance to subordinate units and anyinternal staff section on the status of informa-tion technology systems or the degradation ofservices.

Maintain involvement on present and futurebudget requirements directly impacting AIScapabilities.

Participate with outside support activities todevelop and facilitate information technologysupport requirements for unit deployments.

Coordinate with appropriate activities regard-ing enhancements and standardization ofAVLOG information technology.

Monitor the execution of AIS functions relat-ing to MALSP.

Identify, coordinate, and synchronize AVLOGinformation technology requirements andimplementation for new information technol-ogy platforms.

Coordinate, collect, and analyze all present andfuture requirements to component headquartersfor consideration to the Marine RequirementsOversight Council.

Advise HHQ on all AIS-related matters, suchas the equipment status report.

Review, analyze, and evaluate managerial andperformance data related to the aviation infor-mation systems effectiveness and readinessposture of the force.

Provide representation at meetings, confer-ences, and reviews dealing with informationtechnology and associated equipment, such asthe AVLOG operational advisory group,NTCSS integrated logistics support manage-ment team, training standards requirementsreview, or transition task force meetings.

Validate information technology requirementsand coordinate support of information technol-ogy systems.

Represent MARFORCOM and MARFORPACas a member of executive working group com-mittees charged with review of publicationsconcerning aviation information technologysystems SOPs.

Coordinate enhancements and standardizationof information technology systems with appro-priate activities.

Advise AVLOG executive steering committeeon all matters of information technology inter-ests within the naval aviation enterprise.

Future Operations

The future operations department must—

Coordinate and execute all functions of avia-tion logistics deliberate planning with the com-batant commander, Service component,TYCOM, and fleet participants.


Produce Joint Strategic Capabilities Plan sup-porting plans and AVLOG annexes and appen-dices as required by the Joint OperationPlanning and Execution System (JOPES) andMCWP 5-1, Marine Corps Planning Process.

Identify and develop joint mission-essentialtask list requirements for component AVLOGrequirements.

Coordinate component AVLOG participationin joint and Service exercises.

Identify and develop master scenario eventslist to maximize component and MSC AVLOGparticipation in joint and Service exercises.

Coordinate crisis action planning (CAP) andexecution for AVLOG RSOI and follow-onService logistic sustainment.

Develop and monitor peacetime and contin-gency commander’s critical informationrequirements.

Coordinate component policy development forgeoprepositioning programs.

Coordinate Reserve Component force integra-tion requirements for peace and contingency.

Coordinate and monitor AVLOG supportaboard MPSs.

Provide representation and leadership atconferences, meetings, and reviews dealingwith AVLOG planning and contingencyrequirements.

Coordinate AVLOG requirements through Ser-vice and combatant commander channels.

Provide AVLOG input for combatant com-mander integrated priority list.

Coordinate and provide AVLOG input forcomponent input to combatant commander’sJoint Monthly Readiness Review.

Participate in and coordinate AVLOG input tocomponent headquarters for consideration tothe Marine Requirements Oversight Council.

Coordinate and provide AVLOG input forcombatant commander and Service planning,programming, and budgeting system issues anddocuments.

Identify, coordinate, and synchronize AVLOGrequirements and implementation for new avia-tion platforms.

Marine Corps Operating Forces

The Marine Corps operating forces constitute theforward presence, crisis response, and fightingpower available to joint force commanders.Marine Corps operating forces consist of MarineCorps forces assigned to combatant commandersor retained under the control of the Comman-dant, the Marine Corps Reserve under the controlof the Commandant, security forces under thecontrol of designated fleet commanders, and spe-cial activity forces under the control of the Secre-tary of State. Each commander of Marine Corpsforces may be assigned or designated as theMarine Corps component to the unified commandto which his forces are assigned. The commanderof Marine Corps forces coordinates and managesstrategic and operational logistic support issues.

The MARFORCOM/MARFORPAC ALD, withthe respective G-3 (air) and G-4, determinesAVLOG requirements, including the AVLOGsupport provided by the MALS and the CSS/AGS required to support MALS operations. TheMARFORCOM/MARFORPAC ALDs advisethe commander on the readiness status ofAVLOG support packages, identify require-ments, and recommend priorities and alloca-tions for AVLOG support in all functional areas.They work closely with assigned forces, specifi-cally the assigned wing (ALD) sections regard-ing the following AVLOG responsibilities:

Providing advice on the readiness status ofAVLOG support packages.

Developing policies and identifying require-ments, priorities, and allocations for AVLOGsupport.

Integrating AVLOG operations with logisticsupport from external commands or agencies.

Supervising the execution of the commander’sorders regarding AVLOG.

Ensuring that the concept of AVLOG clearlyarticulates the commander’s vision of AVLOGand supports the tactical concept of operationsand the scheme of maneuver.

2-12 ___________________________________________________________________________________________________ MCWP 3-21.2

Conducting deliberate and CAP, integratingAVLOG into overall CSS concept of support.

Conducting RSOI planning for the AVLOGconcept of support.

Developing AVLOG concept of support forOPLANs/CONPLANs.

Identifying and resolving support deficiencies. Collating the support requirements of subordi-

nate organizations. Identifying the support requirements that can

be satisfied with organic resources and passingnonsupportable requirements to the appropriatehigher/external command.

Coordinating with the amphibious task forceN-4 for the AVLOG provided under ACEMAW ALD/MALS S-3 cognizance.

Marine Expeditionary Force, Class V(A) Logistic Support

Aviation ordnance is the only AVLOG functionstaffed at the MEF. The MEF aviation ordnanceofficer assists the deployed and preparing todeploy MEU and ACE in matters related to avia-tion ordnance requirements and logistic support.The MEF aviation ordnance officer also servesas a liaison for other AVLOG matters for theMEF and coordinates with MARFORCOM/MARFORPAC or wing as required. Specificareas of responsibility are to—

Provide counsel to AC/S G-4 and other staffsections as required on all aviation ordnance-related matters.

Administer Class V(A) ammunition preposi-tioning programs.

Conduct Class V(A) ammunition deliberateplanning in support of OPLANs.

Administer alert contingency MAGTF ClassV(A) ammunition package.

Coordinate with MARFORCOM and/orMARFORPAC to resolve Class V(A) ammu-nition shortfalls.

Provide status of in theater Class V(A)ammunition to appropriate internal staff during

combat/contingency operations, such asexpenditures, assets on hand by location, andstatus of inbound assets.

Coordinate ordnance-specific weapons require-ments (e.g., expeditionary storage magazinesand combat aircraft loading areas) and ord-nance-specific construction requirements (e.g.,expeditionary ammunition storage berms).

Provide technical advice on and coordinatematters pertaining to Class V(A) ammunition,aircraft release/launch systems and armamentweapons support equipment (AWSE).

Conduct liaison on matters affecting deployedforces afloat (e.g., training, predeploymentpreparations/milestones, and Marine Corps/Navy integration operability issues).

Monitor, review, and provide guidance to sub-ordinate commands for arms, ammunition, andexplosives security.

Advise on MOS 65XX personnel.

Marine Aircraft Wing Aviation Logistics Department

The mission of the MAW ALD is to assistsubordinate MAGs in matters related to aviationmateriel readiness and internal materiel manage-ment o f weapon sys tems and advi se thecommander on all AVLOG matters. The ALD’sgoals are to maintain high aircraft and systemreadiness, minimize costs associated with main-taining aircraft, and improve AVLOG efficiency.This is accomplished through close coordinationwith HHQ, supporting naval and commercialorganizations, and subordinate commands. TheALD organization consists of six core functionalbranches—aircraft maintenance, aviation supply,avionics, aviation ordnance, AVLOG plans, andAVLOG information management and support.These functional branches work in conjunctionwith other MAW branches, HHQ, subordinateunits, and outside agencies in support of theoverall AVLOG mission.


Aircraft Maintenance Branch

Primary aircraft maintenance branch responsibili-ties include materiel readiness, aircraft configura-tion management and material condition, andtraining and related programs in support ofsquadrons assigned within subordinate MAGs.The aircraft maintenance officer and staff are theprincipal points of contact for coordinating air-craft materiel readiness between the aircraftTYCOM; the MAW commander ; and theassigned MAGs. The branch also—

Implements and coordinates aircraft mainte-nance policy within the MAW.

Conducts liaison with external agencies in sup-port of aircraft readiness within supportedMALS.

Coordinates aircraft maintenance support forship and unit deployments.

Performs aircraft data analysis and aviationprogram management.

Performs aircraft, engine, and support equip-ment accounting.

Develops and disseminates aircraft materielreadiness reports.

Performs cognizance and policy control of thecentral technical publications library.

Coordinates scheduling of D-level repair foraircraft, systems, engines, and support equip-ment.

Performs cognizance and policy control of theIMRL program.

Coordinates the assignment of personnel in the60/61XX MOSs.

Coordinates with the ALIMS branch onchanges/updates to MALSP and the use of theT-AVB.

Aviation Supply Branch

Primary branch responsibilities include coordinat-ing aviation materiel (such as inventory manage-ment, distribution, storage, and transportation),financial matters, training, and related programs in

support of squadrons assigned within subordinateMAGs. The aviation supply officer and staff arethe principal points of contact for coordinatingaviation supply matters between the aircraftTYCOM; the MAW commander ; and theassigned MAGs. The branch also—

Implements and coordinates aviation supplypolicy within the MAW.

Coordinates with the MAW comptroller on allmatters concerning operations, maintenance,and Navy expenditures.

Conducts liaison with external agencies in sup-port of aircraft readiness within supportedMALS.

Coordinates aviation materiel support for shipand unit deployments.

Coordinates the assignment of personnel in the6602, 6604, and 6672 MOSs.

Analyzes aviation supply and financial man-agement performance.

Monitors weapon system materiel supporttransitioning from commercial supply to Navysupply.

Coordinates with the ALIMS branch on policydevelopment input to HHQ for changes/updates to NTCSS and other aviation logisticinformation systems.

Avionics Branch

The primary responsibilities of the avionicsbranch include managing all avionics policy mat-ters and readiness issues within the wing. In addi-tion, the branch—

Manages all mobile facility and supportingequipment and coordinates the procurementand distribution of mobile facility assetsbetween higher and lower echelons.

Maintains a serialized inventory of selectedelectronic countermeasures equipment andcoordinates its assignment to units within thewing.

Coordinates the assignment of personnel in the63XX/64XX MOSs.

2-14 ___________________________________________________________________________________________________ MCWP 3-21.2

Coordinates engineering technical serviceswith supported MAGs, local Naval Air Techni-cal Data and Engineering Service Command,and TYCOMs in support of operational units.

Coordinates with senior and subordinate head-quarters to ensure supported operational unitshave custody of required aircraft mission-essential equipment.

Coordinates between senior and subordinateheadquarters to ensure prompt verification ofrapid action minor engineering changes.

Coordinates and provides oversight to calibra-tion services performed by subordinate units.

Aviation Ordnance Branch

The primary responsibility of the aviation ord-nance branch is managing Class V(A) munitionsand serving as the principal point of contact forcoordinating aviation ordnance matters and pol-icy between the supported MAGs and the func-tional TYCOM. The branch also—

Monitors the NCEA provided to sustain thesupported MAGs.

Manages aircraft armament equipment (AAE)prime pool under the cognizance of the func-tional TYCOM.

Coordinates the assignment of personnel in the65XX MOSs.

Monitors the Personnel Qualification and Cer-tification Program for Class V Ammunitionsand Explosives as administered by subordinatecommands.

Monitors the Marine Corps Ammunitions andExplosives Safety Program as administered bysubordinate commands.

Registers Class V(A) ammunition allowancesthrough OIS-W to monitor, review, and pro-vide guidance to subordinate commands forinventory management, inventory accuracy,accountability, and reporting of Class V(A)ammunition.

Assists the G-3 in compiling testing and train-ing requirements from subordinate commandsfor submission to HHQ.

Monitors matters concerning the OIS-R. Monitors, reviews, and provides guidance to

subordinate commands for arms, ammunition,and explosives security.

Conducts Class V(A) ammunition deliberateplanning in support of OPLANs.

Represents MARFORCOM and MARFORPACas a member of executive working group com-mittees charged with review of publicationsconcerning aviation ordnance SOPs and explo-sive safety manuals.

Aviation Logistics Plans Branch

Primary responsibilities of the AVLOG plansbranch include developing, coordinating, andassessing the AVLOG elements TPFDD requiredfor deliberate and crisis action war plans. TheAVLOG plans officer and staff are the points ofcontact between the MALS and the MEF. Theyprovide the key information on CSP data, liftrequirements, and AVLOG phasing into theater.Other key responsibilities are to—

Coordinate MAW policy development input toHHQ for geoprepositioning programs, updateto the MAGTF logistics automated informationsystem (LOGAIS) family of systems, andupdate MALSP doctrine to include the use ofthe T-AVB.

Review the concept of operations with thewing G-3/plans and determine the MALS con-cept of support based on guidance receivedfrom the MEF on current and future OPLANs/CONPLANs.

Develop force deployment planning andexecution (FDP&E) options with deliberateplanning.

Provide the input for the MEF/Marine Corpscomponent commanders AVLOG annex.

Aviation Logistics Information Management and Support Branch

Primary responsibilities of the ALIMS branchinclude managing all AIS policy matters and


coordinating information systems matters be-tween assigned MAGs, MAWs, and TYCOMs.The branch also—

Implements and coordinates AIS policy withinthe MAW.

Coordinates with MAW G-6 on all mattersconcerning information technology employ-ment and policy.

Coordinates AIS support for ships and unitdeployments.

Coordinates assignment of aviation informa-tion systems specialists (MOS 6694).

Conducts liaison with external agencies in sup-port of AIS.

Coordinates with all MAW logistic brancheson policy development input to HHQ forchanges/updates to NTCSS and other AIS.

Provides counsel to the AC/S ALD and otherstaff sections on all aviation information tech-nology-related matters.

Participates with external aviation supportactivities in all decisionmaking processes thatrelate to MAW information technology de-ployability and sustainability.

Collects and analyzes AIS readiness data todetermine information technology supportshortfalls and provide recommendations forcorrective actions.

Provides guidance to subordinate units and anyinternal staff section on the status of informa-tion technology systems or the degradation ofservices.

Maintains involvement on present and futurebudget requirements directly impacting AIScapabilities.

Participates with outside support activities todevelop and facilitate information technologysupport requirements for unit deployments.

Coordinates with appropriate activities regard-ing enhancements and standardization ofAVLOG information technology.

Monitors the execution of AIS functions relat-ing to MALSP.

Identifies, coordinates, and synchronizesAVLOG information technology requirementsand implementation for new information tech-nology platforms.

Advises HHQ on aviation information systemsspecialists.

Advises HHQ on all AIS-related matters, suchas the equipment status report.

Reviews, analyzes, and evaluates managerialand performance data related to aviation infor-mation systems effectiveness and readinessposture of the force.

Provides representation at meetings, confer-ences, and reviews dealing with informationtechnology and associated equipment, such asthe AVLOG operational advisory group,NTCSS integrated logistics support manage-ment team, training standards requirementsreview, and transition task force meetings.

Validates information technology require-ments and coordinates support of informationtechnology systems.

Represents the MAW as a member of executiveworking group committees charged withreview of publications concerning aviationinformation technology systems SOPs.

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CHAPTER 3 MARINE AVIATION LOGISTICS SQUADRON

The MALS provides AVLOG support, such asaviation-specific maintenance, ordnance, avion-ics, and supply, for subordinate units of a fixed-wing or rotary-wing MAG. The MALS—

Conducts intermediate maintenance on aircraftand aeronautical equipment.

Provides aircraft supply support. Assembles and distributes Class V(A). Manufactures cryogenics for supported units. Provides Navy-specific supply support to the

MWSS EAF and weather sections. Requires motor transport and engineering sup-

port from the MWSS to conduct Class V(A)ammunition distribution and establish mobilefacility sites.

Provides information technology support.

Each MALS, Active Component or Reserve Com-ponent, can perform the following core functions:

Provide I-level maintenance for aircraft andaeronautical equipment of all supported units;when authorized, perform first-degree repairon specific engines.

Provide aviation supply support for aircraft andNavy-funded equipment to all supported units.

Provide Class V(A) ammunition logistic sup-port to ACE squadrons. This support encom-passes the requisitioning, storage, handling,assembly, transportation, and inventory man-agement reporting of Class V(A) ammunition.The MALS must be capable of planning forand operating an ammunition issue point atexpeditionary sites.

Interpret, implement, audit, inspect, and pro-vide oversight for the MAG commanding offi-cer for all policies and procedures relating to

the administration and management of opera-tions and maintenance, Navy funds (less tem-porary additional duty funds), aviation supply,aircraft maintenance, aircraft ordnance, avion-ics, cryogenics, and information technologysupport for all units within the MAG/ACE.

Coordinate with the MWSS, Marine air controlgroup (MACG), and other supporting Navyand Marine Corps activities in planning for thesupport required to execute AVLOG.

Screen and inspect nonserviceable aeronauti-cal equipment/materiel for testing and repair,shipment to another repair facility, or disposal.

Maintain the capability to deploy and provideMALSP packages as integral units or astailored AVLOG elements assigned to anotherMALS to support aircraft assigned to a “host”MAG/MALS or ACE.

Conduct individual and unit training to qualifyorganic and supported squadron personnel forperformance of assigned missions and tasks.

Provide information technology support tofacilitate execution of the aviation supply,maintenance, and Navy-funded financial func-tions of the MAG/ACE.

Maintenance Department

The AVLOG functions of the MALS mainte-nance department include aircraft, avionics,ground support equipment (support equipment)maintenance, flight equipment, cryogenics, andmaintenance data collection and analysis. Allavailable talents and resources are used to ensurecomponents are repaired to the highest standardof quality to further enhance the warfighting

3-2 ____________________________________________________________________________________________________ MCWP 3-21.2

capabilities of the tactical squadrons. Specificresponsibilities are to—

Coordinate control of aircraft maintenanceperformed by and in support of squadrons andunits under the cognizance of the MAGcommanding officer and control of materielcondition and combat readiness of assignedweapon systems and equipment.

Conduct liaison among squadrons, stations,MAWs, and other activities in connection withmaintenance or materiel matters.

Ensure squadrons within the MAG providetemporary augmentation personnel as requiredfor training in the maintenance of organic sys-tems and subsystems by the I-level.

Coordinate predeployment planning for the pro-visioning of personnel, facilities, support equip-ment, and services for supported squadrons.

Screen supported deploying squadron materielto ensure only materiel considered essential tosupport the specific deployment is embarkedand consolidation of multiple squadron re-quirements is made whenever possible.

Screen appropriate MALSP IMRL allowancesto ensure they are tailored to support thequantity and type aircraft assigned to the MAGsquadrons.

Track aircraft assignments within the MAG. Maintain liaison with supported squadron

maintenance materiel control centers and theaviation supply department (ASD) and ensureadequate validation and reconciliation of out-standing requirements take place.

Monitor MAG squadrons to ensure an effectivemaintenance program is being conducted.

Monitor MAG squadrons to ensure an activeand effective quality assurance monitoring pro-gram exists.

Monitor MAG squadrons to ensure correctmaintenance, administration, and materielhandling procedures are used, directing parti-cular attention to the detection and removal ofall administrative impediments to aircraftreadiness.

Perform joint aircraft inspections periodicallywith squadron maintenance officers.

Assist squadrons in obtaining engineeringtechnical assistance.

Coordinate with other staff organizations toensure maintenance facility requirements forboth MALS and the O-level are updated andsubmitted as required.

Coordinate the assignment of aircraft parkingspaces within the MAG with the MAG S-4.

Ensure an aggressive and effective manage-ment program is in place to control cannibal-ization of aeronautical equipment. To themaximum extent possible, ensure selectivecannibalization actions are planned to preventaircraft from being in a nonflyable status formore than 30 consecutive days.

Ensure inter-MALS liaison is maintained forrepair of components in the secondary repairsite program.

Coordinate D-level drive-in or field modifica-tions of assigned aircraft.

Ensure an effective program is in place to per-form a quarterly review of the MALS individ-ual component repair list.

Conduct regular meetings, chaired by the main-tenance officer and cochaired by the aviationsupply officer, with supported units to ensureoptimum communication and coordination.

Analyze the mission accomplishment and capa-bilities of the department using reports pro-vided by the MDS on a continuing basis.

Avionics Department

The avionics department provides maximum sup-port, coordination, and leadership to the missionof the MALS regarding aircraft maintenance, avi-onics equipment maintenance, integrated logisticresource management, and professional personneldevelopment. Management of the MALS avion-ics department is the responsibility of the MALSavionics officer and is accomplished by interpret-ing and implementing avionics policies and pro-cedures for the MALS commander.


All maintenance and support of MALS, support-ing activities, and avionics equipment—to includeweapons repairable assemblies, shop repairableassemblies, support equipment, test measuringand diagnostic equipment—are performed by per-sonnel assigned to the avionics department. Thesefunctions encompass programs, equipment, andsupport for activities internal and, occasionally,external to the MAG. The avionics department,responsible to the commanding officer, has theoverall responsibility within the MALS for thescheduling, prioritization, and production of avi-onics equipment.

An avionics department exists within each MALSand consists of the following functional branches:avionics branch, precision measurement equip-ment branch, mobile facility branch, and variousproduction branches necessary to support theMAG’s flying squadrons. Each branch is respon-sible for the maintenance of its avionics equip-ment, the welfare of its personnel, an accurateaccountability of work center IMRL assets, andindividual branch security. The avionics branch isresponsible for overall department administrativeduties and I-level maintenance on avionics equip-ment. Depending on the type of aircraft sup-ported, the avionics branch may contain up tofive work centers: communications/navigation,electrical/equipment repair, automatic test equip-ment, electronic warfare, and radar.

Aviation Ordnance Department

The function of the aviation ordnance depart-ment is to provide the MALS with logistical andmanagement support of Class V(A) ordnance,AAE, and AWSE by interpreting and implement-ing the ordnance policies and procedures for theMAG. The MALS ordnance staff—

Ensures the management and distribution ofauthorized NCEA.

Assists the MAG (S-3) in developing, testing,and training requirements for aviation ordnance.

Ensures proper logistical support and storagerequirements for prepositioned war reservemateriel (WRM) are identified, includingbuildup and delivery of Class V(A), ammuni-tion stock points, advanced bases, and forwardarming and refueling points.

Manages the MAG’s ordnance safety programand ensures explosive safety policies and pro-cedures are issued and adhered to.

Ensures compliance with the policies and pro-cedures set forth in OPNAVINST 8000.16Cwhen preparing quality deficiency reports,explosive mishap reports, technical publica-tion deficiency reports, and engineering inves-tigation requests.

Ensures Class V(A) ammunition is managedaccording to the current revision of NAVSUPP-724, Conventional Ordnance ManagementPolicies and Procedures, and other relateddirectives.

Establishes and monitors the handling, qualifi-cation, and certification program for nonnu-clear aviation ordnance and nonnuclearexplosive devices for the MALS.

Establishes and maintains a satellite productioncontrol work center.

Analyzes department production and readinessusing reports provided by the MDS.

Ensures satellite production efforts support themaintenance department’s goals, objectives,and standards.

Publishes a monthly maintenance and trainingplan for airborne weapons, training assets,AWSE, AAE, and formal in-service training ofaviation ordnance personnel.

Ensures all maintenance performed on theAAE pool and AWSE aligns with the NAMPand the naval ordnance management policy.

Provides information on manpower, equip-ment, Class V(A) ammunition, and facilities toappropriate authorities.

Establishes a verification program for techni-cal manuals and directives maintained by thedivision.

3-4 ____________________________________________________________________________________________________ MCWP 3-21.2

Establishes and maintains an AAE pool inaccordance with the naval ordnance manage-ment policy and TYCOM requirement.

Ensures the OIS is used to manage Class V(A)ammunition.

Ensures the department maintains the capabil-ity to operate from advanced bases and forwardarming and refueling points.

Coordinates predeployment planning forordnance personnel, Class V(A) ammunitionpreposition requirements, facilities, supportequipment, tactical vehicle support, andservices to support squadrons according toNaval Sea Systems Command Ordnance Pub-lication 5, Volume III, Ammunition andExplosives Ashore: Advanced Bases.

Screens squadron ordnance requests and theavailability of Class V(A) ammunition toensure only essential assets embarked.

Ensures appropriate levels of support are iden-tified in the TPFDD database.

Aviation Supply Department

The ASD executes all storage, inventory, condi-tion, and management functions of Navy-pro-vided, aeronautical-related materiel. The ASDstaff functions include the responsibilities listedin the following subparagraphs. An ASD existswithin each MALS and their preferred locationsare adjacent to the aviation maintenance depart-ment. The hours of operation will normally betwenty four hours a day, seven days a week butmay be modified from time to time at the direc-tion of the aviation supply officer/chief.

Supply Response Division

The supply response division is responsible forthe initial screening and technical research of allrequisitions ordered through NALCOMIS or DD[Department of Defense] Form 1348-6, SingleLine Item Requisition System Document. The sup-ply response division will refer consumable req-uisitions that cannot be filled from supply officerstores to the appropriate supply point of entry.

The supply response division is also responsiblefor the reconciliation and monitoring of all out-standing direct turnover (DTO) requisitions,except for custodial, pre-expended bins, and ser-vice market items.

Consumables Management Division

The consumables management division is respon-sible for the procurement, receipt, storage, issue,delivery, servicability, and inventory of all con-sumable materiel. The consumables managementdivision consists of the following five branches:

The receiving branch receives and redistributesall materiel shipped to the MAG/MALS fromexternal sources.

The consumable delivery branch delivers allconsumable issues and DTO receipts and pro-cesses-related transactions.

The consumables storage branch stores, issues,and inventories all consumable materiel in thesupply officer’s stores and is divided into theconsumable storage section and the consum-able issue section.

The consumable control branch managesinventory of consumable materiel.

The pre-expended branch establishes, manages,and replenishes pre-expended bin sites autho-rized by the aviation supply officer or mainte-nance officer.

Repairables Management Division

The repairables management division is respon-sible for—

Repairables allowance management, procure-ment, receipt, storage, issue, delivery, servi-cability, and inventory of all repairable materiel.

Induction and recovery of repairables into/from the IMA and for shipment and trackingbeyond the capability of maintenance compo-nents to the appropriate activity.

Management and control of all classified andfleet-controlled materiel (repairable andconsumable).


The repairables management division consists ofthe following five branches:

The repairables control branch— Establishes and maintains repairable allow-

ances and is responsible for their procure-ment, inventory, and accountability.

Processes most repairable requisitions andreceipts and all repairables returned from theIMA.

Screens and tracks carcasses that are beyondthe capability of maintenance.

Performs receipt, storage, issue, packaging,and shipment duties on classified materiel.Procedures for handling classified materielare detailed in Secretary of the Navy Instruc-tion 5510.36, Department of the Navy (DON)Informat ion Securi ty Program (ISP)Instruction, and OPNAVINST 5218.7, NavyOfficial Mail Management Instructions.

The repairables delivery branch delivers allrepairable materiel (issues and DTO) to thecustomer. It also picks up all nonready-for-issue repairable components from the customerensuring accuracy of all documents, such asthe logbook, scheduled removal card, andmaintenance action form (MAF).

The repairables storage branch is responsiblefor the receipt, issue, storage, and inventory ofall repairable materiel in the supply officer’sstores. The storage of repairables is brokendown into two separate sections—weapons re-pairable assembly and shop repairableassembly.

The awaiting parts branch stores and managesrepairable components awaiting repair parts.

The supply shipping branch packages andships all aeronautical-related components andequipment.

Supply Accounting Division

The supply accounting division is responsible forall tasks related to maintaining and reporting thefinancial accounts granted to the ASD. Thesupply accounting division consists of two

branches—the end use branch and the stock fundbranch. The end use branch maintains and reportsall end use accounts allocated to the ASD and isdivided by operating target (OPTAR) funding.The stock fund branch reports transactions thataffect the Navy Working Capital Fund (NWCF)special accounting code (SAC) 207 inventory. Italso verifies the financial processing of alltransactions processed by the MALS.

Squadron Support Division

The squadron support division is responsible forreceiving, processing, and monitoring all require-ments for aeronautical-related custodial materieland maintaining custody records for all organiza-tional allowances. The squadron support divisionconsists of the customer assistance branch and thecustody records branch. The customer assistancebranch receives, processes, and monitors allrequirements for aeronautical-related custodialmateriel. The custody records branch maintainsthe custody record cards for all organizationalallowance materiel , such as IMRL; TBA;COSAL; controlled equipage listed in the NavalAir Systems Command Manual 00-35QH-2 (Sec-tion H), NAVAIR Allowance List for Aviation LifeSupport System and Airborne Operational Equip-ment for Aircraft Squadrons Navy and MarineCorps; and maintenance assist modules/testbench installations. This branch also formulatesthe quarterly and annual budgets and the midyearbudget review for all custodial materiel.

Supply Management Division

The supply management division is responsiblefor monitoring the overall supply departmentoperation, technical training, and MALSP allow-ances and pack ups as they pertain to deployedand contingency operations. The supply manage-ment division consists of the audit branch, whichmonitors all supply functions within the ASD toensure compliance with authorized proceduresand achievement of established goals, and theMALSP support branch, which validates andloads MALSP allowances and monitors pack ups.

3-6 ____________________________________________________________________________________________________ MCWP 3-21.2

Supply Personnel and Administration Division

The supply personnel and administration divi-sion is responsible for the administrative controlof all personnel assigned. The supply personneland administration division performs clericalfunctions and maintains the master files of allmessages, orders, correspondence, and directivesfor the ASD. The supply personnel and adminis-tration division consists of the supply personnelbranch, which performs functions related toadministrative control of all personnel within theASD, and the supply administrative branch,which provides clerical assistance for the ASD asdirected by the aviation supply officer or the avi-ation supply chief.

Marine Aviation Logistics Squadron Operations Department

The MALS is a command entity that is similar toother Marine squadrons. The MALS operationsofficer is the chief advisor to the MALS com-manding officer for all matters pertaining to theplanning and execution of tactical operationsinvolving aviation logistic support. The MALSoperations department identifies, plans, coordi-nates, and supervises all operational AVLOGplanning requirements.

Marine aviation logistics squadron operationsdepartment coordinates with both the parent MAGand each supported squadron regarding ALS fordeployed squadrons and detachments. Addi-tionally, it serves as the MALS point of contact forall deployment support involving the unitdeployment program, L-class/aircraft carrier (CV)/aircraft carrier (nuclear) (CVN), and T-AVB/MPFemployment plans and milestone reporting. It isalso responsible for AVLOG FDP&E as it relatesto deliberate planning and CAP.

Deliberate Planning

Deliberate planning is conducted during peace-time to develop and refine war plans. Planning in

this fashion allows for orderly and methodicalcommand and staff participation in the preparationof a plan. Deliberate planning is conducted whenthere is ample time for detailed, methodical, andcomprehensive planning and coordination. Thedeliberate planning process culminates with thecreation and refinement of TPFDD and its place-ment into the JOPES. The following steps will befollowed by the MALS operations departmentduring the deliberate planning process:

Coordinate the range and depth of AVLOGsupport required for the concept of operationsas defined by the MAW AVLOG plans sec-tion.

Review all plans that require employment ofAVLOG and Class V(A) support and coordi-nate operational AVLOG as required to sup-port each plan.

Coordinate review of OPLANs/CONPLANswith internal MALS departments.

Determine, in coordination with consolidatedadministration, assignment of MALS core andaugments personnel to— MPS survey, liaison, and reconnaissance

party, arrival and assembly operations ele-ment, and offload preparation party.

T-AVB. CV/CVN/LHA/LHD. Ashore ACE beddown airfield.

The MALS operations department also reviewseach applicable deliberate plan and determines—

If the commander’s intent and end state foreach deliberate plan/CONPLAN have beenmet.

The employment, configuration, and coordina-tion of arrival date of the T-AVB.

The TPFDD flow of AVLOG assets into thetheater of operations.

Each MALS unit line number is identified onthe TPFDD.

Site survey for the MALS beddown sites. Geoprepostioned support equipment offload

distribution and assignment plan.


Crisis Action Planning

The CAP performed by AVLOG planners at alllevels must recognize that CAP is not governedby rigid steps as it is a flexible means of coordi-nating staff action; however, certain conditionsmay be viewed as probable with respect to thepreparation of deployment data in response to anycrisis action situation. If the crisis is in responseto a contingency for which deliberate planninghas been conducted, the existing planning datacan be used as a tool to develop tailored support.If the crisis is in response to a contingency forwhich no deliberate planning has been previ-ously conducted, aviation logistic support mustbe tailored without the benefit of existing data.During CAP, the MALS operations department isresponsible for—

Recommending to the MALS commandingofficer operational priorities for the movementof MALS support.

Acting as the MALS point of contact for thewing staff when the CAP is established.

Coordinating the development and implemen-tation of troop movements from home stationto the seaport/aerial port of embarkation.

Coordinating with other MALS departments/sections to identify and tailor aviation logisticsupport.

Determining priorities for MALS personnelreplacements in coordination with the S-1.

Coordinating MALS operations security andsignal security.

Aviation Logistic Information Management and Support Department

The ALIMS Department is responsible for theadministration, operation, and maintenance of allcomputer systems and networks throughout theMAG. The ALIMS Department also serves as aliaison to external agencies regarding informa-tion technology issues. The ALIMS Departmentconsists of the following three divisions:

The administration division performs person-nel administration and quality assurance. Itperforms clerical functions and maintains themaster files for messages, orders, correspon-dence, directives, and personnel records forALIMS. Quality assurance is responsible forinspecting and auditing ALIMS functionswithin the MAG to ensure compliance withappropriate orders and directives.

The customer support division provides directsupport to MAG units for all AVLOG informa-tion technology systems. It provides technicalsupport, issue and receipt of assets, productioncontrol, asset management, maintenance, localarea network support, materiel management,and validation of AVLOG information tech-nology requirements.

The network support division provides directsupport to all AVLOG MAG units. The divi-sion is responsible for network and systemadministration, including the administrativeand operational control of the NTCSS andnaval air fleet system array (NFSA).

3-8 ____________________________________________________________________________________________________ MCWP 3-21.2


CHAPTER 4 COMMAND AND CONTROL INFORMATION MANAGEMENT SYSTEMS

Logistic information management at the tacticallevel ranges from manual methods to employ-ment of sophisticated AIS. Marine Corps avia-tion organizations down to the squadron levelhave organic AIS capabilities to manage themaintenance and logistic requirements of air-craft, aeronautical materiel, and aviation weap-ons and ordnance. Each organizat ion hasnetworked computer systems to support datainput and processing of various informationrequirements. Aircraft squadrons/MALS possessa variety of computer hardware suites and soft-ware applications for submitting input to andreceiving output from Navy and Marine Corpssupport systems. As such, AISs and their commu-nications systems are becoming seamlesslylinked and are necessary for the effective man-agement of all aeronautical assets.

The ALIMS section supervises the MALS’s/air-craft squadron’s communications and informationsystems support operations and is responsible forthe technical direction, control, and coordinationof communications and information systems sup-port tasks. There are a variety of AISs supportingnaval aviation. These systems are managed, con-trolled, and funded by the Navy for use by anddistribution to naval aviation (Navy/MarineCorps) activities and supporting establishments.This chapter discusses most of the major mission-critical AISs peculiar to aviation logistics.

Naval Tactical Command Support System

The NTCSS is included in the AIS and is underthe management of PEO C4I. It provides a fullrange of responsive mission support AIShardware and software to facilitate managementof information, materiel, and funds required tomaintain and operate aircraft. Specifically,

NTCSS supports O- and I-level maintenance,ind i r ec t suppor t ing ac t iv i t i e s ’ av ia t ionmaintenance management, and materiel andfinancial management.

The NTCSS, as a family of systems, incorporatesthe functionality provided by NALCOMISOOMA, NALCOMIS Op t imized IMA,RSUPPLY, OOMA (organizational at interme-diate), and the integrated barcode system (IBS)through the functional enhancement and integra-tion of existing legacy systems. Depending on thenature of the user site, all or some of thesefunctions are available to afloat units, MarineCorps air stations, and MALS. The NTCSSprovides tactical commanders and AVLOGmanagers the required mission support informa-tion for tactical decisions and improved equip-ment supportability and maintainability andresults in a commensurate enhancement in themateriel condition and combat readiness ofaviation units.

The optimized NALCOMIS provides squadrons(O-level), activities, and MALS (I-level) with amodern, real time, responsive, computer-basedmanagement information system. The threeobjectives of NALCOMIS are to—

Increase aircraft and aeronautical equipmentreadiness by providing local maintenance andsupply managers with timely and accurateinformation.

Reduce the administrative burden on the fleet. Improve the quality of upline reported data.

Naval Aviation Logistics Command Management Information System Optimized Organizational Maintenance Activity

The NALCOMIS OOMA provides effective AIScapab i l i t y to sa t i s fy va r ious func t iona l

4-2 ____________________________________________________________________________________________________ MCWP 3-21.2

requirements of the NAMP. It is a managementinformation system designed to provide MarineCorps O-level activities with timely and accurateinformation for day-to-day management ofassigned aircraft and equipment. It enables theorganization to manage maintenance and supplyprocesses by allowing users to enter, collect,process, store, review, report, and interface re-quired data. These detailed processes support—

Aircraft, engines, assets, EAF components, andsupport equipment repair.

Materiel requisitions. Direct and indirect support materiel control. Personnel, aircraft, and equipment assignment

and deployment. Subcustody of equipment. Utilization of resources. Additional actions at the O-level.

The major functions required by the O-level arecombined into one system that shares a commondatabase. This approach avoids redundancy offunctions and related data within the organi-zation. It also serves to improve the overallcommunication and response time associatedwith multiple databases. The major functions ofNALCOMIS OOMA are divided into eightsubsystems and two utilities.

The subsystems are—

Database Administration. This subsystemallows the O-level to establish and maintainsystem-level support tables. These tables pro-vide the baseline data for the O-level databaseapplication security and data tables.

Maintenance. This subsystem collects and pro-cesses maintenance-related data and providesthis data to other subsystems on the database.

Flight. This subsystem collects and processesflight-related data and provides this data toother subsystems on the database.

Logs and Records. This subsystem provides theability to establish and maintain configuration

profiles on aircraft, engines, modules, andcomponents assigned to the O-level.

Asset. This subsystem provides the ability toinventory and process inspection-related dataon O-level assigned assets, such as aeronauti-cal equipment, support equipment, IMRL, EAFequipment, and the aviation life support system.

Data Analysis. This subsystem enables O-levelmaintenance, management, and materiel ana-lysts to approve MAFs and flight records forupline submission to the data services facility;correct, delete, and reinduct MAFs and flightdocuments; perform end-of-month MAF close-out processing; and generate MAF audit reports.

Technical Publications. This subsystem re-served for future use.

Reports. This subsystem provides the ability toselect and produce reports.

The utilities are—

Ad Hoc Query. This utility enables users tocreate reports to meet their specific needs. Thereports may be derived from selected databasetables allowing the manager to gather data invarious areas, such as aviation maintenance,management, and materiel reports; flightreports; trend analysis; manpower utilization;user login identification; special maintenancequalification assignments; and specific work-load reports.

System Administrator Management Menu. Thisutility provides the system administrator/analyst with the ability to maintain the systemconfiguration. The system administratormanagement menu includes— Application administration. System utilities. Detachment processing. Mail/messages facility. Printer management. Process status. System initialization. Operating system security management. Queue management.


Naval Aviation Logistics Command Management Information System Optimized Intermediate Maintenance Activity

Used at the MALS, NALCOMIS Optimized IMAprovides the capability to manage maintenanceand supply functions and processes by allowingsystem users to enter, collect, process, store,review, and report information required by theorganization. These processes include engine andsupport equipment repair, materiel requisitions,repairables management, awaiting parts manage-ment, personnel assignment and deployment,subcustody of equipment, use of resources, andadditional miscellaneous functions at the MALS.All functions required by the MALS are inte-grated into one system and share a database,which avoids duplication of related data amongthe organizations. The common database alsoserves to improve the overall communication andresponse time associated with materiel readinessin support of aircraft maintenance activities.Internal communication among users in theMALS is accomplished through online mailboxand hardcopy report notices, which are distrib-uted on preassigned work center printers.

The major functions of NALCOMIS OptimizedIMA that provide support to the MALS aredivided into the following ten subsystems, whichcontain similar processes:

Database Maintenance. This subsystem allowsthe database administrator to establish andmaintain data within NALCOMIS OptimizedIMA and perform the necessary local databasesupport functions for all subsystems. These sup-port activities include the initial loading andmaintenance of the database, purging datarecords generated by the application subsys-tems, transferring data to historical archives,and deleting outdated data. This subsystem alsohandles the processing of external interface datato update inventory and requisition records.

Maintenance Activity. This subsystem allowsmain tenance pe r sonne l t o documen tmaintenance actions, order parts, maintain

individual component repair list data, and makeinquiries. Actual documentation requirements,such as validation specif icat ions, formdescriptions, and field entry requirements, arecontained in MALS and other instructions. AnyNALCOMIS Opt imized IMA-spec i f i cdocumentation requirements are covered in thedetailed description of each function or screen.Contingency processing is included in thissubsystem.

Configuration Status Accounting. This subsys-tem contains three sections: aircraft engines,support equipment, and technical directives: Aircraft engine users establish and maintain

a database in NALCOMIS Optimized IMAto contain all the information pertaining toon-hand engines and their installed modulesand components as well as on-hand unin-stalled modules and components.

Support equipment maintains a database ofall information pertaining to assigned sup-port equipment.

Technical directives track incorporated andnonincorporated technical directives for air-craft engines, engine modules, engine com-ponents, support equipment, and supportequipment components.

Personnel Management. This subsystemcontains information on assigned military andcivilian personnel. The information is used forworkload management and to verify authori-zation for discrepancy signoffs, qualityassurance inspections, MAF reviews, and otherjob-related functions.

Asset Management. This subsystem containsthe functions required to maintain inventoryand utilization data for support equipment andIMRL items.

Materiel Requirement Processing. Thissubsystem covers materiel requirements gene-rated by maintenance customers at the O- andI-levels. These requirements include repairablecomponents, consumable repair parts, andindirect materiel support items.

4-4 ____________________________________________________________________________________________________ MCWP 3-21.2

Local/Upline Reporting. This subsystem sup-ports engine transaction records and is reservedfor future use.

System Support. This subsystem permits theuser to see a listing of the onscreen messagesthat are awaiting action. In addition, the systemadministrator uses online functions to reviewthe requests for reports and to release them forsubsequent printing.

Data Offload/Onload. This subsystem gener-ates files, reports, and documents for dataoffload/onload. These items accompany tem-porarily transferred support equipment andpersonnel and permanently transferred supportequipment, either to or from organizations.

Technical Publications. This subsystem pro-vides an automated technical library trackingsystem.

Relational Supply

Navy and Marine Corps operating units depend onreadiness to ensure mission success. One moduleof a group of applications comprising the NTCSSis RSUPPLY, which provides the Navy withonline inventory, logistic, and financial manage-ment tools and automates supply financial man-agement for the operating forces. Relationalsupply is composed of logistics management,inventory management and financial management.

Logistics Management

The logistics management subsystem provides—

Automated assistance for supply departmentmateriel control and customer support activities.

Online collection and maintenance of data onstock items, repairables, and requisitions.

Online requesting of materiel by supply depart-ment customers and automated issue of mate-riel or creation of requisitions.

Automation to manage offload or stock transfer.

It further automates preparation, control, record-ing and reporting of receipts; maintains the status

of all requisitions and purchases, includingmoney value only , pushed mater ie l , andNAVSEASYSCOM-funded initial outfitting typerequisitions; and verifies acceptability of variousdata elements prior to admittance of new datainto the system.

Inventory Management

The inventory management subsystem providesautomated support for control of inventory andconsists of two primary functions. The first func-tion—maintenance of inventory data—estab-lishes and maintains records that identify, locate,quantify, and describe stock items. Actual mate-riel versus recorded materiel on hand and mate-riel due versus materiel received are reconciledand surveys, gains, or losses are processed. Thesecond function—computing, adjusting, andreporting inventory data—implements policiesthrough system-wide inventory data modifica-tions and produces management reports that sum-marize stock item information held as inventorydata. Stocking objectives and allowances aremanaged within this function.

Financial Management

The financial management subsystem providessupport for either manual or automated updatesand information queries of all financial datamaintained in shipboard uniform automated dataprocessing system-real time. The subsystem iscomposed of three primary functions: providingautomated support for maintaining up-to-datefinancial data, monitoring and controlling fundexpenditures, and producing financial reports anddisplays. The financial management subsystemmaintains comprehensive financial records for allsupply transactions, provides data for all requiredreports and management information queries, andprovides controls to promote accuracy and valid-ity of financial data. The two accounting meth-ods incorporated into the financial managementsubsystem are the—

OPTAR. This method is used to account foractivity operations and maintenance funds. All


materiel and expenditures for obtaining ser-vices are expended to an annual appropriationupon issue to the unit or obligation for pur-chase. This accounting method is also per-formed for any supported units.

NWCF SAC 207. With this method, theaccounting aviation supply officer has inventoryand fiscal accountability for materiel in stock.Materiel in stores is held in the NWCF and,upon issue, is expended to an annual appropria-tion with reimbursement to the stock fund.Materiel transferred to other supply officers isretained in the NWCF and reported to the fleetaccounting and disbursing center (FAADC) asexpended through transfer. The FAADC recon-ciles transfer expenditures monthly to unitsinvolved. Formal inventory control records aremaintained and simplified working capital fundreturns are submitted monthly to the FAADC.

Optimized Organizational Maintenance Activity (Organizational at Intermediate)

The OOMA (organizational at intermediate) sys-tem collects data from O-level maintenance anduploads to NFSA OOMA mid-tier. The secondfunction of OOMA (organizational at intermedi-ate) is to distribute technical data from the OOMAmid-tier to O-level maintenance.

Integrated Barcode System

The IBS is a form of automated information tech-nology that applies barcode technology and auto-mated data entry techniques to materiel receiptand expenditure processing, physical inventorymanagement, configuration accounting, equipageaccounting, carcass tracking, and materiel ship-ment processing. This technology improves man-agement and accuracy of inventory control formission-essential items and items that require spe-cial controls or chain of custody accountability byregulation or directive. The IBS provides auto-mated functionality to conduct inventories, loca-tion audits, and receipts processing using barcodetechnology and without the use of printed mate-riel. Inventories or location audits are conducted

based on user-determined parameters, such aslocation range, stock number, or other criteria.Functionality is provided to conduct both sched-uled and unscheduled inventories. The IBS also—

Provides automated support for the perfor-mance of inventory count accuracy and qualitycontrols auditing prior to acceptance of theinventory results.

Provides a capability to automate inventoryreconciliation research.

Determines stock numbers that are out of bal-ance between stock records and inventoryresults.

Queries all applicable automated files. Presents information found in online or printed

reports.

Naval Air Fleet System Array

The NFSA is a group of systems that facilitatescurrent and future management, logistic, andtraining capabilities for O- and I-level organiza-tions. The NFSA systems include: AIRSpeed,Aviation Maintenance Training Continuum Sys-tem (AMTCS), interactive electronic technicalmanuals (IETMs), Joint Knowledge CachingServer, Naval Aviation Maintenance Discrep-ancy Reporting Program, and OOMA Mid-Tier.

AIRSpeed

AIRSpeed optimizes aviation logistics through rig-orous systems analysis and the effective applica-t ion of cont inuous process improvementmethodologies. Its primary mission is to trans-form the maintenance and supply chain into anintegrated, reliable, demand-pull-based replenish-ment system.

Aviation Maintenance Training Continuum System

The AMTCS provides early estimates of the man-power, personnel, and training requirementsneeded to support and sustain current operations.

4-6 ____________________________________________________________________________________________________ MCWP 3-21.2

The primary goal of AMTCS is to provide aseamless training continuum for each aviationtechnician’s level of technical proficiency.

Interactive Electronic Technical Manuals

The IETMs are electronic technical publicationsthat are located in a single database. When que-ried on a specific maintenance action (corrective,preventative, or troubleshooting), IETMs locateand consolidate all applicable information fromthe database and provide a customized mainte-nance solution. They operate with a server-basedapplication that receives continuous updates fromthe fleet central technical publication librarians,ensuring the most up-to-date technical data.

Joint Knowledge Caching Server

The Joint Knowledge Caching Server is a Web-based “knowledge resource” that provides war-fighters with an easy, accessible tool forresearching and obtaining accurate, up-to-datedata required to support their mission. I tautomatically receives daily updates to allpublications, orders, safety notices, policies, ordirectives that relate to and support aviationmaintenance operations.

Naval Aviation Maintenance Discrepancy Reporting Program

The Naval Aviation Maintenance DiscrepancyReporting Program facilitates the electronic sub-mission and complete processing of discrepancyreports, including engineering investigations,hazardous materiel reports, product quality defi-ciency reports, and aircraft discrepancy reports.

Optimized Organizational Maintenance Activity Mid-Tier

The OOMA mid-tier system provides operationalforces and supporting establishment entities,including DOD and Congressional level staffs,with naval aviation materiel and supply readiness

information. This information enables a commonpicture and understanding of naval aviationcapabilities and readiness for key leadership atall levels.

Support Equipment Management System

The support equipment management system is afamily of systems that provide information anddata management support for the budgeting,acquisition, assignment, and inventory control ofaviation support equipment. The support equip-ment management system is composed of thesupport equipment resources management infor-mation system (SERMIS), the automated supportequipment recommendation data (AUTOSERD),and the local asset management system.

Support Equipment Resources Management Information System

The SERMIS is the primary management infor-mation system supporting the AMMRL program.Directed by the OPNAV N78, the SERMIS is thesingle source for basel ine budget ing andacquisition of aviation support equipment forNAVAIRSYSCOM program managers andMarine Corps support equipment logist icmanagers. The SERMIS provides a centralizedand integrated database containing supportequipment data for inventory, allowance, andrework capability and production status in a formsuitable for online interactive access. TheCOMNAVAIRSYSCOM uses the SERMISdatabase to construct an IMRL for all MarineCorps aviat ion act ivi t ies . The IMRL is aconsolidated list of specified items and quantitiesof support equipment required by a particularaircraft maintenance activity or activity compo-nent to perform its assigned aviation maintenancemission. The IMRLs identify materiel require-ments and provide a basis for support equipmentprocurement. This information aids decisionsregarding readiness, budget forecasts, procurementrequirements, and redistribution of excess assets.


Automated Support Equipment Recommendation Data

The AUTOSERD is the primary system for datacollection and transfer of aviation support equip-ment requirement and acquisition informationamong the NAVAIRSYSCOM. It is also used bycognizant field activities and the NAVICP Phila-delphia, previously known as the Aviation SupplyOffice, Mechanicsburg, PA.

Support equipment requirements are documentedin support of aircraft, missiles, weapon systems,installed avionics, engines, and other systemssupport equipment for high operational readiness.One of the outputs of the logistic support analysisis a document and its associated process knownas the support equipment recommendations data.The support equipment recommendations data isthe source document for the AUTOSERD system.The support equipment recommendations data isa compilation of data that describes a requirementfor specific items of support equipment. It servesas the primary data record for the design,development, integrated logistic support, andallocation and superseding (prime/alternaterelationship) of support equipment. It describestechnical and design parameters and acquisitionand logistic support data to satisfy end articlesupport requirements.

The AUTOSERD system is the sole source ofinput for requirements data to the AMMRL pro-gram’s support equipment resources manage-ment information system. Its primary objective isto provide a consistent and coordinated supportequipment requirement process and pass accu-rate support equipment source data to the supportequipment resources management informationsystem for production of IMRLs.

Local Asset Management System

The local asset management system is a stan-dardized system for the management of supportequipment at all three levels of naval aviationmaintenance. The local asset management system

enhances the control of inventory through uplinereporting of support equipment assets to thesupport equipment resources managementinformation system. That system contains themaster database of equipment for the AMMRLprogram. The local asset management system alsoprovides automated methods of tracking supportequipment assets at the O- and I-levels.

Additional Aviation Logistics Information Management Systems

The systems discussed in the following sub-paragraphs provide additional functionality andcapabilities critical to materiel management andAVLOG operational planning.

Ordnance Information System-Wholesale/Retail

The OIS-W and OIS-R systems manage andcontrol naval aviation ammunition, ordnance, andexplosives. The MALS/squadron ordnancetechnicians and managers use the OIS-W toprovide online inventory management data, suchas ammunition location, quantity, materielcondition, purpose code, and requisition status. Itis the Navy’s single source database inventorytool and supports life cycle management of ClassV(A) materiel.

The OIS-R is a computer-based inventory manage-ment tool designed to provide automated ammuni-tion requisitioning, status accounting, andinventory management capability at the MALS/ammunition supply point level. The OIS-R alsoprovides the capability to interface with the OIS-Wby naval message from expeditionary sites. It is theprincipal system used to provide visibility of ClassV(A) and Class V(W) (ground) ammunition at theuser level and is a feeder system to the OIS-W.

All Weapons Information System

The All Weapons Information System is aNAVAIRSYSCOM Web portal that allows users

4-8 ____________________________________________________________________________________________________ MCWP 3-21.2

to access multiple Web applications for aviationordnance data collection and reliability using oneusername and password. The OPNAVINST8000.16 governs the use of the system’s modules,which allows the user to:

Develop/track configuration management. Track inventory. Collect performance data. Develop program requirements. Develop data products. Track engineering analysis. Collect maintenance data.

Aviation Logistics Support Ship Automated Load Planning System

The T-AVB automated load planning system isthe current AIS for the embarkation of mobilefacilities aboard the T-AVBs. Used to accomplishthe load planning process from initial planning tofinal printing of the load plan, the system consid-ers the many T-AVB peculiarities to ensure opera-tional capability of selected mobile facilities whileunderway. The Integrated Computerized Deploy-ment System, also known as ICODES, is the nextgeneration of AIS for the T-AVB and will replaceT-AVB automated load planning system.

CHAPTER 5 PLANNING

This chapter provides a strategic level overviewof the AVLOG supporting establishment plan-ning organizations and the basic process and fun-damentals under which they operate. KeyAVLOG operational level planning consider-ations are then linked to the intricate tacticalAVLOG planning considerations used whendeveloping an AVLOG concept of support for anexpeditionary ACE.

Principles

Planning for AVLOG is guided by a set of over-arching principles (see fig. 5-1). Each plan,action, organization, report, procedure, and pieceof equipment may be defined and measured interms of these principles. Each logistic decision isguided by these principles, which apply to allmilitary logistics and provide the common foun-dation of joint and Marine Corps logistic doc-trine. The operational commander, who mustknow the effective limits of the available logisticsupport, and the logistic planner, who ensuresthat all the essential elements of the logistic sys-tem are incorporated, must understand the follow-ing seven principles:

Responsiveness. Providing the right support atthe right time and at the right place.

Flexibility. Adapting logistic support to chang-ing conditions.

Attainability. Acquiring the minimum essen-tial logistic support to begin operations.

Survivability. Ensuring the functional effec-tiveness of the logistic infrastructure in spite ofdegradation and damage.

Sustainability. Ensuring adequate logistic sup-port for the duration of the operation.

Economy. Employing logistic support assetseffectively.

Simplicity. Avoiding unnecessary complexityin preparing, planning, and conducting logisticoperations.

Strategic Level Aviation Acquisition

Acquisition and logistic planning for aircraft/aeronautical equipment, support equipment, andairborne weapon systems is conducted byselected naval systems commands, such asNAVAIRSYSCOM or NAVSEASYSCOM. Theindividuals who oversee the many functionsrequired to provide complete logistic supportthrough the life cycle of a system are known asassistant program managers for logistics or logis-tic managers.

System Acquisition

The aviation system acquisition process is struc-tured in discrete logical phases separated bymajor decision points called milestones. Newmajor defense acquisition programs are directedin appropriate DOD regulations.

Responsiveness

Simplicity

Economy

Sustainability Survivability

Flexibility

Attainability

Operational Readiness ThroughLogistics Support

Figure 5-1. Principles of Logistics.

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Mission Need Determination

When DOD department heads determine a newcapability is required to meet a perceived missionneed, a mission needs statement is submitted tothe Joint Requirements Oversight Council. If theidentified mission need is valid, the mission needstatement is approved and a priority is assigned.

Integrated Logistic Support Plan

The integrated logistic support plan is developedfrom operational and aircraft/aeronautical equip-ment maintenance concepts. Analyses are madeof these plans and an orderly program is devel-oped to support the system throughout its pro-grammed life cycle. The programmed life cycle isdivided into the following phases:

Program initiation. Concept exploration. Demonstration/validation. Full-scale development.

Each phase includes consideration of the logisticrequirements for—

Facilities. Repair parts/spares. Support equipment. Preservation and packaging. Technical data. Engineering, technical, and contractor services. Personnel and training.

Maintenance Plans

Maintenance plans are concise descriptions ofmaintenance requirements that drive all logisticelements. These plans are developed and com-piled for designated aircraft, their related sys-tems, and other selected items of equipment. It isNAVAIRSYSCOM’s policy to develop, issue,and maintain maintenance plans for aircraft/aero-nautical equipment, airborne weapon systems,EAF equipment, and support equipment. Themaintenance plan establishes and delineates the

repairable components and maintenance require-ments of a selected system. For each repairablecomponent, the maintenance plan identifies themaintenance level authorized to perform themaintenance action indicated, and estimates thefrequency of component failure or repair action.Maintenance plans provide the interface betweenmaintenance, engineering, and supply for provi-sioning purposes and communicate inputs toenable other logistic managers to develop theirhardware support requirements.

Logistic Requirements Documentation

Several key documents, derived by naval aviationplanners at the Service and system command lev-els, document logistic requirements of aircraftplatforms and key logistic programs in support ofMALSP and geoprepositioning programs.

Weapon System Planning Document

The weapon system planning document (WSPD)is a basic policy and planning document pub-lished by COMNAVAIRSYSCOM. It providesdirection and guidance for program planning,budgeting, and execution in the development,acquisition, operation, and logistic support of air-craft and airborne weapons/equipment. The plan-ning data is used by COMNAVAIRSYSCOM,program executive officers, system commands,NAVICPs, and other field activities and fleetcommands. The WSPD includes the following:

Planned procurements. Delivery schedules. System inventories and inventory objectives. Base load data. Test and evaluation plan. Requirements for supplemental and contin-

gency support. Rotational site support. Shipboard support. Planning factors, such as recommended

monthly combat/peacetime flight hours. Authorized weapons expenditures. Materiel support and training policies.


Training equipment plans. Maintenance facilities (mobile facilities). Related logistic support planning information.

To ensure congruity, the organizations involvedin these actions must use the common planningbase provided by the WSPD. Prepared and pub-lished by COMNAVAIRSYSCOM, WSPDs arenotices for Navy and Marine Corps aircraft andairborne weapons/equipment, which are eitherundergoing major modifications or are includedin the future year’s defense program. These docu-ments are revised periodically to reflect signifi-cant changes that occur in the programs. Thesechanges are coordinated with HQMC AviationPlans, Policy, and Procedures Branch, AviationWeapon System Requirements Branch; HQMCASL; and with OPNAV N78 prior to issuance.Within the WSPD and based upon numerous fac-tors, spare parts, mobile facilities, and supportequipment requirements in support of MALSPare identified. In conjunction with the MALSPPPD, these documents identify the aviation logis-tic support elements required of all tacticalMarine aircraft.

Program Planning Document

The PPD is a basic policy and planning docu-ment, published by COMNAVAIRSYSCOM andproduced to give direction and guidance neces-sary for the acquisition and operational support ofnaval air systems and equipment. These docu-ments are used by NAVAIRSYSCOM, NAVICP,NAVAIRSYSCOM field activities, and fleetcommands for support planning, budgeting, andother actions related to procurement, distribu-tion, provisioning, replenishment, and mainte-nance of the system and equipment and include—

Quantitative planning data concerned with pro-curements, delivery schedules, installationschedules, inventories, and planning factors.

Policy statements concerned with materiel sup-port, training, and maintenance.

Other related planning data, as appropriate.

These documents are revised to reflect signifi-cant changes that occur in a program. Addresseesassist in ensuring that the PPD presents a viable,useful plan by reviewing the planning data foraccuracy and apprising HQMC ASL of recom-mended revisions. Each PPD represents the CNOand the Commandant’s approved plan for a givensystem. Before issuance, the PPD is submitted tothe cognizant offices within OPNAV, HQMC,and NAVAIRSYSCOM activities for concur-rence. The three Marine Corps programs pub-lished as PPDs are—

MALSP. MPS/aviation support equipment program. Marine Corps Prepositioning Program-Norway

(MCPP-N) and/or aviation support equipmentprogram.

Budgeting and Funding for War Reserve Materiel

The responsibility for programming, budgeting,and funding aviation-peculiar WRM differs fromthat of ground-common materiel. The HQMCDeputy Commandant for Aviation is responsiblefor coordinating all AVLOG, including determin-ing requirements and sponsoring the developmentand acquisition of aviation-specific end items.The Deputy Commandant for Aviation reviewsthe Navy budget process to ensure that approvedMarine aviation programs are correctly reflectedin the future year’s defense program and theannual DOD budget. Specific aviation WRMresponsibilities include:

Participating in the CNO’s NNOR process forthe determination of Class V(A) WRMrequirement.

Providing updated data elements for MarineCorps aircraft and aviation activities to use inNNOR process model computations.

Assisting the Navy program/acquisition spon-sor for designated Class V(A) WRM stocks.

Coordinating Class V(A) requirements forMPF and landing force operational reserve

5-4 ____________________________________________________________________________________________________ MCWP 3-21.2

materiel on amphibious shipping and theappropriate distribution of assets held at DODClass V(A) materiel stock points.

Withdrawal of Class V(A) WRM stocks.

Establishment of the Maritime Prepositioning Force Ashore

An MPF operation is the rapid deployment andassembly of a MAGTF using a combination ofintertheater airlift and forward-deployed MPSs.These operations are strategic deploymentoptions that are global in nature, naval/joint incharacter, and suitable for employment in a vari-ety of circumstances. As such, MPF operationsprovide an essential element in the conduct of thenational military strategy by airlifting MAGTFand Navy support element personnel, with someassociated equipment, into an arrival and assem-bly area to join with equipment and supplies car-ried aboard MPSs.

Regardless of the mission assigned for subse-quent operations, the following conditions arerequired to establish the MPF MAGTF ashore:

A permissive environment from initiation ofstrategic deployment through completion ofarrival and assembly.

Adequate intertheater airlift and aerial tankersupport.

Adequate offload forces to support the opera-tion, such as the MAGTF and Navy supportelement.

Sufficient airfield space for the ACE aircraft,AMC, and CRAF operations and throughputcapability to support the intended airflow.

Ample port/beach area for timely offload andthroughput. The port must have sufficientwater depth, adequate overhead clearance, andmaneuver room to permit loading/offloading ofMPSs. Beaches and approaches must be evalu-ated for hydrographic supportability and sweptfor mines and other hazards.

Suitable transportation network between theport/beach, airfields, and assembly areas to per-mit a timely arrival and marrying up of airliftedunits with sealifted equipment and supplies.

Force protection.

Concept of Maritime Prepositioning Ships Squadron Aircraft Support

The three key logistical support elements spread-loaded among each MPSRON are aviation sup-port equipment, Class V(A) ordnance, and EAFassets. These assets, combined with others andthe FIE, provide complete logistic support duringthe first 30 days of an MPF operation.

Each MPS contains tailored O-level commonsupport equipment, peculiar support equipment,and minimal I-level common support equipmentto support the MPF MAGTF preassigned mix ofaircraft. When deployed, each ACE provides tac-tical air support for a MEB. Each MAGTF willhave the capability for independent deploymentor, if the situation dictates, the ability to join toform a larger force.

The ACE fixed-wing aircraft will be flight fer-ried directly to the theater of operations supportedby AMC aerial tankers and cargo aircraft. Theremainder of the FIE will be flown into the the-ater of operations using AMC/CRAF aircraft andwill include—

Squadron personnel, such as maintenance andsupport crews.

Representative FISPs contained in mobilefacilities.

O-level support equipment, such as N-codeditems.

Minimal I-level support equipment required forinitial aircraft maintenance operations, such astow tractors, mobile electric power carts, orhydraulic servicing carts.

Upon arrival and offload of MPSs, each aircraftsquadron assigned to the MEB ACE, will “link


up” and take custody of the remainder of the com-mon/peculiar support equipment and Class V(A)required to operate and maintain its respective air-craft. Each MPSRON contains a tailored supportequipment account for each type of aircraftassigned to the MEB ACE, which consists of sup-port equipment (custody coded items P, L, and M).When the support equipment loaded aboard theMPS is linked up with the aviation support equip-ment transported into the theater of operations bythe FIE, it includes all common/peculiar supportequipment required to operate each T/M/S aircraftduring the first 30 days of combat.

Additionally, each MPSRON includes minimalfixed-wing and rotary-wing facility equipmentcontained in mobile facilities. This facilityequipment or I-level support equipment supportsI-level support functions common to fixed-wing/rotary-wing aircraft, such as tire/wheel buildup,battery maintenance, or cryogenics. The facilityequipment loaded aboard the MPS is operated bydesignated MALS detachment personnel and isdesigned to support ACE aircraft until the arrivalof the host MALS on the T-AVB or other strate-gic lift. Each host MALS will deploy with a tai-lored I-level CCSP and a PCSP required by eachtype aircraft the MALS is designated to support.Upon the establishment of the host MALS in thetheater of operations, each MEB ACE will becapable of sustained combat operations for up to90 days.

Embarked aboard each MPSRON, EAF equip-ment supports fixed-wing and rotary-wing air-craft. Spreadloaded on three of the five MPSs,each has a core capability of airfield surfacing,airfield lighting, optical landing systems, and air-craft arresting gear. Airfields are constructed tomeet the specific needs of aircraft and missionand do not have to follow specific configurationrequirements. The EAF assets are employedunder two basic concepts: as augmentation for abase (host nation or captured airfield) or as anEAF. One option would be to consolidate the

assets of all three ships and build an EAF. Thisconceptual airfield includes—

A 4,000-foot runway. Parallel taxiway. Hot refueling pits. Parking for 75 tactical fixed-wing/rotary-wing

aircraft and three theater lift aircraft.

Establishment of the host MALS in the theater ofoperations along with the MWSS for AGS givesthe MEB ACE a sustained EAF capability.

Concept for Marine Corps Prepositioning Program—Norway Aviation Support

The MCPP-N is the only land-based MarineCorps prepositioning program that includes avia-tion support equipment and select EAF equip-ment (aircraft arresting gear and optical landingsystems). The program’s focus has shifted frombeing regionally based for the defense of Nor-way/NATO’s [North Atlantic Treaty Organiza-tion’s] northern flank, to a globally-basedprogram capable of supporting a wide range ofoperations to include supporting Norway’sdefense. The MCPP-N program includes supportequipment located at two sites within Norway.

This support equipment consist of tailored O-levelsupport equipment and minimal I-level supportequipment to support a MEB ACE’s preassignedmix of aircraft and M-31 expeditionary arrestinggear. All equipment is capable of being moved bysealift, surface, or airlift to a required theater ofoperations if necessary. When the support equip-ment in MCPP-N is combined with the supportequipment transported into theater by flight ferryand/or FIE, the MEB ACE is provided with thesupport equipment required to operate each T/M/Sfor 30 days of combat operations. Additionally,MCPP-N is capable of tailoring support equip-ment packages to support smaller detachmentsand/or composite squadrons operating within arange of military operations.

5-6 ____________________________________________________________________________________________________ MCWP 3-21.2

The MCPP-N support equipment also includesminimal f ixed-wing/ro tary-wing faci l i tyequipment, which supports I-level functionscommon to fixed-wing and rotary-wing aircraft.The facility equipment located in Norway isoperated by designated MALS detachment per-sonnel and is designed to support ACE aircraftuntil the arrival of the host MALS by aircraft orT-AVB. Each host MALS deploys with tailoredCCSPs and PCSPs required by each aircraft typethe MALS is designated to support. Upon theestablishment of the host MALS in a theater ofoperations, the MEB ACE will be capable ofsustained combat operations.

The support equipment mix resident withinMCPP-N is governed by the Marine Corps Avia-tion Prepositioning Program. Under this pro-gram, the T/M/S mix supported by and thesupport equipment contained in MCPP-N arereviewed annually. This review ensures that thesupport equipment portion of MCPP-N is opti-mized to support MAGTF missions.

Aviation Logistics Support Ship

In addition to MPF/MCPP-N, aircraft that are partof an ACE can also be supported by one or both ofthe T-AVBs. Operational planning for the use ofthe T-AVB entails considering the embarkation,

deployment, execution, and redeployment phasesof an operation.

The T-AVB can be configured to provide anoperational MALS afloat; fully loaded withmobile facilities intended to be offloaded in theoperational theater; or maximum loading ofmobile facilities, deployment to the operationaltheater, partial offloading of mobile facilities, andfurther operations as a sea-based MALS platform.Ultimately, the chosen configuration depends onMAGTF mission requirements and commander’sguidance. The T-AVB also provides for resupplyin a conventional container lift-on/lift-off or roll-on/roll-off as well as in-stream onload and/oroffload configuration.

Capabilities and Modifications

A T-AVB is a C5-S-78A Seabridge class, com-mercial, combination roll-on/roll-off, and lift-on/lift-off cargo ship adapted by the MSC for use bythe Marine Corps. The T-AVB-3 (SS Wright) ishome-ported in Baltimore, MD (see fig. 5-2)while T-AVB-4 (SS Curtiss) is home-ported inSan Diego, CA (see fig. 5-3).

The Maritime Administration will maintain bothT-AVBs in a 5-day reduced operating status. Thisstatus allows for the transition to full operatingstatus within 120 hours. A civilian commercial

Figure 5-2. SS Wright.


merchant marine retention crew is stationedaboard each ship to monitor equipment condi-tions and conduct vessel maintenance and repair.When activated, the ships will be operated by theMaritime Administration under the operationalcommand of the MSC.

A number of modifications were made to theSeabridge class ships to support an embarkedoperational MALS consisting of up to 300 mobilefacilities and approximately 325 Marines. Someof these modifications are described in the fol-lowing subparagraphs.

Communications Network

A high speed data communications network hasbeen installed throughout the ship, including allberthing, open cabin spaces, and the main andsecond decks. Enclosed ship spaces (berthing andcabins) have 100 MB/sec CAT-5 switched net-work out le ts . Open decks have bulkheadconnection points for 100 MB/sec multimodefiber optic cable connections to support mobilefacility clusters.

Cabin Structure

A new cabin structure was added to provideMALS per sonne l b i l l e t ing and mess ing

accommodations. The T-AVB can accommodatethe ship’s 41-member crew, 300 troops, and 25senior Marine Corps personnel.

Helicopter Platform

A helicopter deck and control station, certifiedfor day and night visual flight rules, were addedabove the main deck and are capable of support-ing aviation evolutions of all DOD-type helicop-ters. The platform, located on the upper deck ofthe ship, can accommodate a CH-53E in all land-ing and takeoff conditions, to include emergencyparking during storm conditions. The purpose ofthe helicopter deck is to handle the transfer ofpersonnel and cargo.

Power Distribution System for the Mobile Facilities

The MALS support equipment required to beoperational en route is powered in part byembarked generators connected to the T-AVB’selectrical distribution system. Additionally, theship has a 1500-kilowatt generator that providesstable power.

Diesel Fuel Marine System

These systems are for the generators that arebrought on-board and operated on-board.

Figure 5-3. SS Curtiss.

5-8 ____________________________________________________________________________________________________ MCWP 3-21.2

Administrative Work Space

This space is for the host MALS administration,operations, and embarkation sections.

Medical Facilities

These facilities are medical treatment rooms thatcan provide limited emergency care and a six-bedmedical ward.

1MC Intercom System

An intercom system has been added throughoutthe ship, including the holds that normally con-tain maintenance facilities.

Hazardous Materiels Storage

Although the ship is not specifically configuredfor hazardous material, it may be transported in“marine use approved” tank containers and, inlesser quantities, as “mobile loaded” cargo inapproved containers if the containers are stored inaccordance with existing codes.

Compressed Air

Outlets are available on the main and seconddecks. Sufficient hoses must be embarked byeach work center that requires compressed and/orpneumatic air.

Water

Water hookups for mobile facilities that requirewater, such as battery lockers, are located betweenholds four and five on the main and second decks.Hoses must be embarked by the using unit.

Mobile Facilities

The mobile facilities (8- by 8- by 20-footcontainers) used by the MALS conform toInternational Organization for Standardizationcontainer dimensions and are configured toperform various missions. Operational mobilefacilities can be configured doublewide whenembarked aboard the T-AVB. In addition, accessmodules are used to gain access to mobile

facilities stowed in the lower holds and those thatare complexed for I-level supply support aboardthe ship. The mobile facilities can be outfittedwith shelves for storage or as shelters for supportequipment. Mobile facilities required for use willbe identified by serial number and specialrequirements (such as air, electricity, and water)needed within the facility to sustain operations.These requirements must be identified early in thedeliberate planning process and well prior to loadplan development.

Planning

Planning for the deployment and employment ofT-AVB requires developing load plans in responseto existing OPLANs/CONPLANs in which sizesof forces, level of conflict, and geographicallocation are assumed. Planning for T-AVBdeployment, however, must consider severalunique planning factors; AVLOG T-AVB plannersmust be fully integrated into the overall planningprocess to determine how the T-AVB may best betailored to support mission requirements.

Activation

When request for ship activation is approved, acivilian crew is hired, systems are brought on-line, and the ship sails to arrive at the seaport ofembarkation for MALS loading within 120 hoursof activation.

Modes of Operation

The T-AVB’s unique capabilities allow the taskorganized MALS to support various scenarios.The MALS requires a detachment from anMWSS and MACG for support. The three basicmodes of operation for the T-AVB are opera-tional, transport, and combination.

In the operational mode, mobile facilities andpersonnel of the MALS are embarked aboard theT-AVB to provide selected, sea-based, expedi-tionary, AVLOG support to the ACE. In thismode, approximately 300 containers, such as mo-bile facilities, reefers, and flatracks, and 42 access


modules can be loaded on the T-AVB—186 ofwhich may be fully powered and operationalmobile facilities.

In the transport mode, mobile facilities andpersonnel of the MALS are embarked aboard theT-AVB to provide maximum, land-based,expeditionary, AVLOG support to the ACE whenoffloaded ashore. In this mode, approximately684 containers can be loaded on the T-AVB;however, none of these mobile facilities may befully powered or operational until offloaded and“complexed” ashore.

In combination mode, mobile facilities and MALSpersonnel are embarked aboard the T-AVB to pro-vide selected sea-based and maximum land-basedexpeditionary AVLOG support to the ACE simul-taneously. In this mode, the number of mobilefacilities that can be loaded on the T-AVB and thenumber that can be powered and operational willdepend on the desired support concept required bythe ACE commander.

Loading

All detailed deliberate planning in support of theT-AVB is considered essential in accomplishingthe mission. Planning for each OPLAN in whichthe T-AVB could be activated requires separateload plans. When the T-AVB is activated, areview of the load plan will determine whether ornot adjustments are required. All shortages/dele-tions/modifications must be identified, withappropriate corrective action taken. The evalua-tion of the load plan, which is developed throughthe use of T-AVB automated load planning sys-tem, will require that the weights and dimensionsof equipment by category, such as mobile facilityor bulk, be processed through the ship’s onboardcomputers to determine the trim characteristics ofthe ship. Once the load plan has been evaluatedand adjustments made, any significant changes inthe amount/type of equipment to be embarkedwill require re-evaluation.

Upon activation, cargo to be embarked aboard theT-AVB can then be sequenced to the pier forloading. Civilian cargo handlers can be providedby the MSC to load the ship or the ship can beloaded by MALS personnel. Upon receipt of amission, the MAGTF commander will, througheither deliberate planning or crisis planning func-tions, develop a course of action (COA), forcestructure, and an echelon or phase order in whichforces will arrive in the theater of operations.

When the planning process is completed, taskorganization and order of forces for deploymentwill commence. Deployment planning is based onthe tactical requirements of operations and forcetime-phasing requirements. These requirementsdetermine marshalling, staging, embarkation, andmovement plans. It is during this time that theACE task-organized, fixed-wing/rotary-wing hostMALS is designated and preparation for deploy-ment begins. The concepts and procedures usedby the MALS support this task-organized andtime-phased MAGTF deployment method.

Predeployment Logistic Actions

During predeployment organization and prepara-tion for AVLOG support, the MALS of any MAGproviding aircraft to the ACE (a parent MALS)identifies and prepares for shipment the supportpackage requirements (FISP and PCSP) for thespecific type of aircraft being provided. It thentransfers these support packages to the appropriatehost MALS. This evolution is controlled andcoordinated by the parent MALS operationsdepartment in conjunction with the MALS main-tenance, supply, and ordnance departments. TheFISPs are transported to the operational area withdeploying aircraft by FIE; although, the hostMALS will not normally take custody of FISPsuntil arrival in the operational area.

The fixed-wing/rotary-wing host MALS willidentify and prepare for shipment resident FISPs,CCSP, and PCSPs. It will receive support pack-ages (FISPs, PCSPs) from the parent MALS and

5-10 ___________________________________________________________________________________________________ MCWP 3-21.2

transfer resident support packages that are notrequired to a designated remain-behind MALS.

At this point, the fixed-wing/rotary-wing hostMALS will be logistically task-organized tosupport the composite ACE. They will beprepared for deployment with their commandelements ; appropr ia te support packages ,including the MWSS/MACG detachment; andtheir organic data processing facilities withlogistic and inventory records properly con-figured. Upon completion of the predeploymentlogistic action, information on lift requirementsof the ACE logistic support organizations must beprovided upline. Such reporting will ensure thatlogistic support assets are accurately reflected inthe master deployment and execution data ofHHQ. This information is provided throughMAGTF LOGAIS.

Aviation Logistics Concept Development Planning Process

Conceptual planning establishes aims, objec-tives, and intentions and involves developingbroad concepts for action. For the aviation logis-tician, conceptual planning means matchingrequirements (goals and objectives aligned tooperational concept) to all available resourcesand capabilities (broad logistic scheme). Ini-tially, the planner will readily identify “predict-able requirements” including aeronautical spareparts (based on historical usage data, deployedlevel of repair, pipeline times, and safety levels),quantities of aircraft munitions (derived from avi-ation munitions expenditure formulas per sortie/mission), and bulk fuel (historical aircraft fuelhourly consumption rates). These predictablerequirements that enable and sustain aircraft read-iness make the initial aspects of AVLOG plan-ning a quantitative drill. The predictive nature oflogistic requirements planning is not the chal-lenge in AVLOG concept development.

Beyond predictive analysis, AVLOG conceptdevelopment is a creative blending of many

ingredients against complex, situationally uniquefactors. The blending of these factors can takemany forms in the development of an AVLOGsupport concept as there is no correct method toblend these and no technically precise finalconcept. The model must encompass the fullspectrum of AVLOG processes, procedures,systems, and activities and, concurrently, will beframed with risk and uncertainty. See figure 5-4.

The complexity of AVLOG concept develop-ment is best simplified when conducted within anorganized framework or structured methodology,such as the sequential steps of the Marine CorpsPlanning Process, and is conducted in parallelwith operational planning.

During concept development, aviation logisti-cians at the MEF, wing, and MALS must addressboth the tactical and operational levels ofAVLOG support. The MEF planner seeks toassess the impact to tactical logistics that theoperational support scheme will trigger while theMALS planner should understand the role of theMALS in the operational context. The MALSplanner is often the operational logistician for theMAGTF ACE; therefore, it is imperative that theMALS operations officer has knowledge of oper-ational-level logistic planning. These levels oflogistic planning include force deployment plan-ning, sustainment planning, and serving as thefoundation for subsequent detailed and func-tional logistic planning.

The development of the AVLOG support conceptshould begin as early in the planning process asfeasible. For example, it can begin when anAVLOG planner participates in the MAGTF- orMEF-level operational planning team as a subjectmatter expert. The AVLOG planner should aimt o m a t c h a l l A V L O G dep loymen t andsustainment activities with the requirements ofthe operating forces of the MAGTF ACE. Byparticipating in the early stages of the planningprocess, at both the MAGTF and ACE levels, theaviation logistician gains relevance and credi-bility with the operational planners, obtains


situational awareness, and is able to compilerealistic data to support deliberate or time-sensitive planning requirements.

Problem Framing

The mission for AVLOG should be derived fromthe higher command’s mission, the ACE missionstatement, and the ACE commander’s intent. ForAVLOG to be a force multiplier to the ACE, theplanner should derive from the commander’svision a strength for AVLOG in support of theACE employment concept and an AVLOG maineffort. The logistic strength will be the aspect oflogistics that best enables the combat capabilitythat is the focus of effort within the operationalCOA. For example, the AVLOG strength couldbe the theater operational-level flexibility gainedfrom the operational employment of the T-AVBor it could be rapid force closure with immediatesustainment provided by an RESP. The AVLOG

planner should also seek the MAGTF ACE’s ownweakness/critical vulnerability asking, “How vul-nerable are our own strengths?” and “Will ourown aviation support plan become a large andlucrative target for the enemy?” Weaknesses (orcritical vulnerabilities) may include the con-straint of in theater throughput (port/airfield), thebeddown plan, or rear area security for AVLOGsites. The result of asking these questions andconducting analysis of higher and supported com-mands’ missions and intent will form the frame-work for the mission in support of the ACE inparticular and the MAGTF as a whole.

Course of Action Development

The AVLOG support concept(s) must first focuson the COAs that are formulated by the opera-tional planning team and operational planners.Logistic planning should parallel operationalplanning/COA development. At this stage, the

DeploymentTime-Phasing

TheaterDistribution

Organizationfor Logistics

Operational Concept

Layering/Echelonment Sustainment

Tailoring

Logistics Preparationof the

Battlefield/Battlespace Command and Control

ContractSupport

Mobilization

Geoprepositioning

Sourcing

Host-NationSupport

MaritimePrepositioning

Force

AVLOGConcept

T-AVB

Figure 5-4. Aviation Logistics Considerations.

5-12 ___________________________________________________________________________________________________ MCWP 3-21.2

AVLOG planner will develop an initial supportconcept for each COA based on initial estimate(s)and a detailed estimate of supportability. Detailedsupport planning, which adds depth and fidelityto the initial concept, occurs only after the com-mander selects a final COA.

To support each COA, an AVLOG support con-cept is designed. No prescribed set of rules orpreferred methodology exists that is commonlyused to form the AVLOG concept of support. Thefollowing subparagraphs are steps in a model thatensure a minimum set of key “conceptual plan-ning considerations” are employed in the thoughtprocess and an evaluation process is injected thatuses a measure of effectiveness or metrics. Thesuccess criteria used in this model are the princi-ples of logistics. The tool to assist the AVLOGplanner in formulating and evaluating the logisticconcept is the AVLOG support concept matrix(see app. A). These planning considerationsshould be viewed as a system. Excessive focus onany one element can cause suboptimization at thecost of others and degrade the entire logistic sys-tem that will be put in place for theater-wide avi-ation logistic support.

Deployment Time Phasing

This first consideration asks, “What elements ofAVLOG are required to enable initial aviationcombat capability?” This consideration is theforce deployment planning aspect of FDP&E. ForAVLOG FDP&E, MALSP greatly facilitates thisprocess, but does not provide the total AVLOGsolution. By establishing the deployed AVLOGrequirements with their associated required deliv-ery dates in the operational concept, reverse plan-n ing methodology wi l l s t ep the p lannersequentially backward through all the requiredactivities/events that must be accomplished todeliver the required elements where and whenneeded. For example, to enable 14 AV-8Bs tobegin surge flight operations on day C+10, theAVLOG planner would define the requirement toenable sorties, and then plan backwards through asequence of events. In addition to the MALSPpackages, aviation munitions and geopreposition-ing flows to marry up with FISPs/RESPs mayhave to be planned to arrive at the forward oper-ating base. For example, the offload preparationparty must deploy to prepare geoprepositionedequipment (see fig. 5-5).

Fly-in aircraft fall in on O-levelsupport equipment offloaded from MPF ships or outloaded from MCPP-N sites.

CCSPs and PCSPs follow FISPs and RESPs by T-AVB/airliftin the assault follow-on echelon(tailored I-level).

FISPs and RESPs fly in with assaultechelon aircraft.1

2 3

MCPP-N Marine Corps Prepositioning Program-Norway

Figure 5-5. Aviation Logistics Deployment Time Phasing.


Enabling a deployed MALS to arrive in theateron a T-AVB by C+35 requires extensive and de-tailed reverse planning that will manifest eventtime windows. Planning backward, the AVLOGplanner will discover a point at which the deploy-ing MALS will have to completely shutdownsupport activities. Standdown of the MALS inpreparation for embarkation will have to beclosely scrutinized and coordinated due to ananticipated last minute surge of squadron supportmaintenance requirements. A premature loss ofcritical maintenance capabilities at this juncturewill be detrimental to the overall success of theACE mount out. By ensuring that there are nounusual requirements for MALS support beyondidentified aircraft assembly repairs, the MALSwill have an identifiable milestone regarding thetime and degree to which support activities mayshut down.

The disposition of assets that are held in theMALS repair cycle must be determined early on

in the embarkation process. A cutoff date for com-ponent maintenance actions must be determinedas soon as possible following the announcedwarning order. Maintenance activities must coor-dinate closely with supply to ensure the orderlyreturn of awaiting parts and components from thevarious divisions. All in-work/awaiting mainte-nance components should be embarked, takingextreme care to ensure components are reassem-bled as fully as possible and all appropriate docu-mentation is securely attached (see fig. 5-6).

Shut down of the MALS in preparation forembarkation must be closely coordinated. Suffi-cient time must be allocated for the disassemblyof the mobile facility complex, pack up ofembark boxes, disestablishment of the ammuni-tion supply point, and movement to the seaport/aerial port of embarkation. Dismantling of theMALS must be sequenced to ensure continuedAVLOG support is available for aircraft squad-rons, which is especially critical due to a likely

ShutdownIntermediateMaintenance

Activities Embark

LoadPlanning

LoadSeaport

ofEmbark-

ation

Surge IntermediateMaintenance Activities

Move/MarshallCCSPs/PCSPs

ReconfigureOperational Mode

OffloadSeaport

ofEmbark-

ation

T-AVBOperational in Theater

C-day

C+10 C+35

Sail IntermediateMaintenance Activity

Repairs En route

T-AVB/IntermediateMaintenance

ActivityDeploy

Concept

Figure 5-6. Reverse Planning Concept.

5-14 ___________________________________________________________________________________________________ MCWP 3-21.2

surge effort as supported squadrons prepare todeploy. Close coordination among the variousMALS elements that will be embarking aboardthe T-AVB, coordination internal to each MALS,and synchronization with each of the deploying/supported squadrons is required. Each MALSmust continue to support the deploying squadronsuntil the time they have actually embarked.

The successful end state of the first planningconsideration is force closure. Force closureoccurs when a supported commander determinesthat sufficient personnel and equipment are inthe assigned area of operations to carry outassigned tasks.

Layering and Reachback

This consideration asks the question, “How muchcapability is critical forward versus what can eco-nomically remain consolidated far removed fromthe combat airfields?” The forward versus rearsupport dilemma is primarily a question ofneeded maintenance capability that can feasiblybe deployed forward. Though maintenance capa-bilities are contained in three levels, this plan-ning consideration is concerned with the I-level.

The layer needed nearest to the flightline is whatis used to service aircraft, maintain aircraft opera-tions, and handle and load munitions (FISP andRESP). While it is preferred to have the PCSPsand CCSPs at the same operating base, it may notalways be feasible. For example, there may bemore than one fixed-wing base requiring supportfrom only a single site CCSP/PCSP deployedhost MALS. The next layer of support, the PCSPsand CCSPs, may operate at a rear and centralizedposition removed from the outlying operatingsites. It may provide a more in-depth degree ofCCSP/PCSP MALS repair capability and enablesustainment to the RESP/FISP.

After the CSPs, the support concept would iden-tify follow-on requirements, such as FOSP/in the-ater facilities to augment increased I- to D-levelrepair capabilities (first degree engine repair).

Finally, the furthest removed layer of support isthe out-of-theater, globally-sourced componentsthat must flow through the strategic transporta-tion channels. Sources of support in this layer arethe rear elements of the home-based parentMALS, industrial and depot facilities, and com-mercial repair sites (see fig. 5-7).

The forward versus rear dilemma is marked by aseries of tradeoffs. While it may seem desirableto place maximum capability near supported air-craft to ensure responsiveness, it will not be feasi-ble in terms of strategic lift. A constant analysismust be made regarding depth of spares versusrepair capability brought forward. The moreexpeditionary and austere (lighter) the logisticcapability, the more reliant the logistic conceptbecomes on either a layered solution or one thatrelies heavily upon the strategic logistic pipeline.

Strategic Logistic Pipeline

The next considerations are the channels for bothreplenishment and retrograde into and out of thedeployment theater. The flow of logistic supportto the operating forces has often been depicted asa flow through a pipeline channeling supportfrom sources (most commonly CONUS-based),through nodes (bases, stock points, sites), to theend user (forces). Personnel and materiel flowinto seaports/aerial ports of embarkation by stra-tegic lift. This strategic phase of transportation/distribution ends at seaport/aerial port of debarka-tion in theater (see fig. 5-8).

Transportation modes for the pipelines areselected based on mission-need capability,transportation priority, regulatory restrictions,and available capacity. Regulatory restrictionsinclude transportation and storage issues (such ashazardous materiels regulations), security andcustody issues (such as registered mail regula-tions), and customs clearance requirements.Strategic transportation choices include a rangeof military and commercial options, both foreignand domestic. Hubs and constraints/chokepointsmust be identified in the strategic intertheater and


intratheater transportation channels and con-sideration must be given to placing MALS supplydetachment(s) and other capabilities at critical

transportation hubs (main and alternates shouldbe identified) to alleviate constraints.

CCSP/PCSP T-AVB

Theater Shore-Based IntermediateMaintenance Activities FOSP

Engine Repair

Depots Commercial Repair

Continental United StatesRemain Behind

FISP/RESP atForward Operating Base/

Forward Arming andRefueling Point

Figure 5-7. Aviation Logistics Layering.

Strategic Logistic Pipeline Theater Retrograde

CONUS-MALSSupport

Replenishment Depot Repairs

En route Support Nodes?Most Appropriate Mode of Transport? In-Transit Visibility?

Figure 5-8. Aviation Logistics Strategic Pipeline.

5-16 ___________________________________________________________________________________________________ MCWP 3-21.2

Retrograde requires a reversal of the flow throughthe transportation network and involves the sameconsiderations, participants, and resources.Consideration must be given to alternate routingof retrograde; however, the actual flow mayprogress through en route repair sites that mayserve as designated repair points. In transitvisibility is vital to managing the logistic flowand supports decisions on either end and in bothdirections of the pipeline.

Tailoring

Despite the standardization of the MALSP CSPs,some degree of tailoring will be required to bestmatch support to the operational employmentscenario. Factors that will influence tailoringdecisions are lift constraints, immediate forceclosure requirements, and alternate sourcing ofcapabilities. While the FISP, PCSP, and CCSP arerarely tailored, the RESP and FOSP would morelikely be tailored. The tailoring of the RESP isdetermined by the immediate support equipmentneeds during the first 30 days of support (RESPassumes that prepositioned support equipment isnot available) and inter-theater airlift constraints.Similar tailoring decisions are made with theFOSP when planning MALS requirementsbeyond the 90-day sustainment mark.

Tailoring decisions are also made in the deploy-ment of the MALS when task-organized to sup-port the MAGTF ACE. The transfer of PCSPsbetween parent and host MALS will assist in tai-loring the forward deploying MALS; however,other questions must be answered in the transferprocess. These issues include the transfer offinancial accounts between MALS, the tailoringof the table of organization and table of equip-ment for the T-AVB embarkation, the designationof forward and rear command elements, andreserve augmentation.

The MALSP aims to reduce or eliminate the needfor tailoring and simplifies the transfer processbetween deploying and providing MALS. Evenwith MALSP there will always be a need to plan

for nonstandard solutions in deliberate and intime-sensitive situations; therefore, the AVLOGplanner should always be able to improvise inunique, fast moving, and constrained situations.Likewise, the AVLOG planner should be able toassess the costs and risks of tailoring.

Physical Network Analysis

Physical network analysis links the intelligencepreparation of the battlespace process, logisticanalysis, and commander’s intent to develop anAVLOG concept of support. Some of the com-mander’s critical information requirementsneeded to develop a COA may be logistic-ori-ented information requirements, such as through-put at a key node. A physical network analysis isa complete assessment of the theater for keyaspects and features that are crucial in the overalllogistic support concept. These key aspects andfeatures include—

The aerial ports of debarkation and seaports ofdebarkation, main/secondary lines of commu-nications, and main supply routes.

Aircraft beddown sites and operating airfieldcapabilities.

Theater distribution factors. Resource availability. Basing rights. Staging areas. Real estate requirements. Security concerns and force protection.

Gaining situational awareness should includetime-space-distance assessments unique to thetheater and to supporting the operational con-cept. A well developed physical network analy-sis will make use of all available informationsources from the S-2/G-2, theater logistic repre-sentatives, and secure Internet homepages. Whilephysical network analysis should be one of thefirst actions/considerations in the planning pro-cess, after a detailed estimate of supportability, itwill most directly affect the next consideration—theater distribution.


Theater Distribution

Theater (or intratheater) distribution is the flow ofpersonnel, equipment, and materiel within thetheater of operations that enables the MAGTFACE to accomplish its tactical missions. Essen-tially, it entails plugging into or establishing aneffective logistic system, supporting the arrivaland assembly of personnel and equipment as theyreach an area of operations, and enabling sustain-ment activities for the duration of employment.The MAGTF ACE, through the naval theaterlogistic agent and the MEF CSS element, willjoin, establish, and/or modify the theater distribu-tion system to sustain the MAGTF ACE. Theaterdistribution must plan for and support bothreplenishment support and retrograde evacua-tion. Lessons learned from past deployments indi-cate that the weak point of the AVLOG supportconcept has been theater distribution support dur-ing retrograde evacuation.

Theater distribution occurs through the physicalnetwork and resource elements of the logistic sys-tem. The physical network of the distribution sys-tem consists of the quantity, capacity, andcapability of fixed structures and establishedfacilities available to support distribution opera-tions. It includes roads, airfields, railroads, hard-ened structures (such as warehouses or storagefacilities), seaports, inland waterways, and pipe-lines. All facilities will be considered for use inthe logistic system. Those identified for usebecome designated as installations. Those notchosen provide options and flexibility if required.

The resource elements of the logistic system con-sist of the personnel, including uniformed andcivilian, host-nation, government, military, andcontractor; organizations; materiel; and equip-ment operating within the physical network of thelogistic system. Intratheater lift is the sum of allmodes of transportation in a theater of war avail-able to move, sustain, and redeploy the MAGTFACE. It consists of the trucks, buses, trains, air-craft, pipelines, ships, lighterage, and ferries.

Class V(A) receipt, storage, and onward move-ment within the theater is viewed as a major con-cern for the ground logisticians unfamiliar withhandling Class V(A). It is imperative to addressin the distribution plan where to position subjectmatter experts as expeditors within tacticalassembly areas and within the theater mainthroughput nodes to ensure Class V (A) is prop-erly handled to effectively sustain the ACE.

Sourcing

The AVLOG planner must seek all possiblesources of support. Almost certain constraints,such as limited strategic lift, and/or equipmentshortfalls may dictate the need to access alternatesources. The following sources must be planned:

Prepositioned equipment and supplies (MPF,MCPP-N).

Prepositioned WRM. In theater capabilities, such as Navy afloat avi-

ation support activities and shore-based over-seas aviation support activities.

Cross-Service support. Contract support. Host-nation support.

The AVLOG planner must emphasize to the sup-ported squadrons that prepositioning will be a pri-mary source for support equipment and that theymust gain confidence in using these resources.Planning must place greater emphasis on the useof host-nation, allied, coalition partner, and otherforeign support. Civilian contractors (domesticand foreign) provide direct support that was previ-ously only accomplished by the Military Services.The difficult task of sourcing preferred munitionsneeded to support the ACE will be solved largelyfrom in theater Navy prepositioned WRM stockand afloat ammunition resupply vessels.

Organization for Logistics in Theater

As many of the above planning considerations aredeveloped, the organization for AVLOG support

5-18 ___________________________________________________________________________________________________ MCWP 3-21.2

in theater begins to form. The in theater organiza-tion for logistics will identify the following:

Number of MALS sites required. Makeup of each MALS site. Lead MALS. Employment concept for the T-AVB. Establishment of a central MALS hub. Requirement for MALS detachment in theater. Use of Navy in theater stations and afloat

bases.

The logistic system will begin to take shape asthe beddown plan is finalized, the operationalscheme and combat focus of effort is identified,the physical network analysis is completed, intheater capabilities are discovered, and otheravailable sources of support/resources are identi-fied. A key tradeoff in this consideration is howcentralized versus decentralized the in theaterorganization should be, with command and con-trol and dispersal of resources being weightedfactors in this decision. Control for in theaterAVLOG distribution should be centralized whileeconomies of scale may necessitate a consoli-dated MALS hub concept for certain componentrepairs. The theater organization may look differ-ent for different functions/commodities withinthe AVLOG support concept. For example, theflow for requisitions through different supplyports of entry, the flow of retrograde, and theflow of replenishments may look far different fordifferent types of end items.

The overall organization for AVLOG mustemphasize the systems approach to the conceptdevelopment design, blending all resources andavailable capabilities to provide the most effectiveand economical (in terms of constraints) solution.

Command and Control

Consideration of command and control forAVLOG requires detailed understanding ofcommand relationships to determine which AISsare used. Command relationships must be clearlydefined when forward and rear designations are

given to deploying MALS, as the MALS are task-organized and assigned in support of a newlyformed MAGTF ACE. The AVLOG elementsmay also detach from the parent MALS anddeploy afloat. These elements will normally reportto the afloat MAGTF commander who reports tothe Navy numbered fleet commander. Commandrelationships must also be clearly defined becausea host MALS will task-organize, embark aboardthe T-AVB, and arrive in the theater/combatantcommander’s area of responsibility.

A variety of communications systems can beemployed alone or together to facilitate AVLOGsupport and command and control. These includeNIPRNET [Nonsecure Internet Protocol RouterNetwork], streamlined automated logistics trans-mission system, INMARSAT [international mari-time satellite], and the NTCSS replicationfacility. Together, these systems give each MALSorganic reach forward/back capabil i ty inCONUS, afloat (T-AVB), and forward deployed.This organic communications capability is key totransmitting logistic data to CONUS-based Navylogistic nodes and resupply points.

T-AVB Employment Concept

Consideration of the T-AVB mode of employ-ment is central to the overall AVLOG concept.The pros and cons of each of the three modes ofT-AVB employment (transport, operational, andcombination) can be matched to the MAGTF andACE’s concept of operations and concept ofsupport. Consideration of the T-AVB must beginwith the support posture in theater and how theT-AVB best f i t s in to the theater supportorganization (the logistic system). This primaryconcern must then be tempered by the fact thatT-AVB is the most effective and economicalmeans for transporting a major portion ofdeploying MALS PCSPs for an entire MAW.The T-AVB may be the best/only opportunity tomove PCSPs to the theater. Next, it must bedetermined how the T-AVB is to be employed intheater—pierside as operational, located near a


shore based IMA, or afloat in limited operationalmode for a limited mix of aircraft systems.

Available employment options are abundant, butthe decision must be made early (backward plan-ning shows that key events are imminent). Optiontradeoffs must be understood; for example, fulltransport mode equals a 20- to 30-day gap inrepair capability from all embarked MALS workcenters, which may be too costly a risk to take innear-term operations.

Sustainment Concept

The overall sustainment concept must be consid-ered in the plan. Typically, aviation logisticiansthink in terms of pull sustainment and resupply (asMALS end-users requisitioning from the Navysupply system) because each MALS brings reach-back and organic requisitioning capability withthe CCSPs (in some cases with the RESP). How-ever, logisticians must also push sustainment forcertain items and groups of commodities.

The sustainment concept will also address long-term planning considerations beyond the initial90-day depth of spares contained within theCSPs, such as FOSP requirement/flow, follow-onmissions for T-AVB, support for branches/sequels in the overall operational scheme ofmaneuver, and analysis of retrograde flow neededto provide carcasses for depot/commercial repairsthat sustain the long-term spares posture. Self-sufficiency and dependency on external sourcesmay also be considered within sustainment plan-ning, as the question asked is, “How dependent isthe AVLOG concept on external support?” Forexample, how much reliance is placed on theMarine logistics group for aviation ordnance han-dling and throughput within the theater?

Mobilization

The requirement to activate Reserve Componentsmay become a key component of the AVLOGconcept. Reserve Components can backfill MALShome stations, manage remain-behind equipment,

support the fleet replacement squadrons whilemanaging the training squadron allowances, andaugment forces in theater. The mobilization ofReserve Components is a complex planning pro-cess. Understanding mobilization begins withknowledge of command relations of ReserveComponents, the role of the supporting bases andstations (Commander, Marine Corps air bases andCommanding General, 4th MAW), and the con-cepts described in the Marine Corps MobilizationManagement Plan.

Aviation Logistics Concept of Support Wargaming, Comparison, and Decision

The wargaming, comparison, and decisionplanning steps are considered together. Duringthe problem framing planning step, the supportconcepts that have been initially designed areonly as detailed as necessary by the operationalCOAs. Subsequent concept wargaming andcomparison of the AVLOG concepts will be con-ducted in para l le l or as par t of the COAwargaming and comparison. More likely, theAVLOG concept(s) will be used as estimates ofsupportability for each COA. Selection of thefinal AVLOG support concept will occur as thefinal COA is selected. The principles of logisticsprovide a superb means to evaluate AVLOGconcept of support comparison and decision.

Orders Development

The outputs of all the preceding work anddeliberations are formalized and the operationorder (OPORD) or OPLAN is produced. Pub-lished in JOPES format, the OPORD contains thesupported ACE basic mission, intent, andguidance. Included will be several key annexes,to include annex A, the task organization that willdefine command relationships. Annex D islogist ics/combat service support , and theAVLOG concept of support will be an appendixto annex D. Detailed and functional planningmust be included in the AVLOG appendix.Functional experts, such as the maintenanceofficer, avionics officer, aviation ordnance

5-20 ___________________________________________________________________________________________________ MCWP 3-21.2

officer, and aviation supply officer, incorporatetheir own schemes of support as a portion of theoverall concept. With sufficient detail, thefunctional inputs may in fact become a self-contained tab to the AVLOG concept of supportappendix to annex D.

Transition

Transition is the handoff of the battle plan to theunits that will execute the plan. If a plan is written,it now is translated into an OPORD. A formaldeployment order will be published that directsdeployment and deployment support operations.In FDP&E, transition is where planning ends and

execution begins with planning and TPFDD vali-dation, movement, and actual sourcing.

At the tactical level, successful transition dependson the level of detail contained within theOPORD and the OPORD’s accuracy andcurrency. Deployment checklists, as detailed asindividual preparedness checklists and workcenter embarkation manifests, will drive mile-stones dates and times that have been determinedthrough reverse planning the force closure. For theMALS, the operations department may identify adeployment control cell/crisis center that willcontrol and monitor the MALS movement andsupport posture throughout plan execution.

APPENDIX A

AVIATION LOGISTICS SUPPORT CONCEPT MATRIX

Concept Development Evaluation Criteria

Planning Consideration Simple Flexible Responsive Integrated with Operations

Deployment time phasing

Layering

Tailoring

Theater distribution

Sourcing

Physical network analysis

Logistic grid/pipeline (installations)

Task organization for support

AVLOG command and control (mission assignments)

T-AVB employment concept

Sustainment concept

Mobilization

This matrix demonstrates how planners could compare each planning consideration to the principles of logistics or other mea-sures of effectiveness that the commander deems most crucial. If several concepts are being compared, the table can be used to assist in comparison. The approved AVLOG concept of support can be improved when evaluated with the use of the matrix.

A-2 ___________________________________________________________________________________________________ MCWP 3-21.2


GLOSSARY

SECTION I. ACRONYMS

AAE . . . . . . . . . . . . aircraft armament equipment ACE . . . . . . . . . . . . . . . aviation combat elementAC/S . . . . . . . . . . . . . . . . Assistant Chief of StaffAGS . . . . . . . . . . . . . . . . aviation ground supportAIS . . . . . . . . . . . .automated information systemALD . . . . . . . . . . . . aviation logistics departmentALIMS . . . . . . . . . aviation logistics information

management and supportAMC . . . . . . . . . . . . . . . . Air Mobility CommandAMMRL . . . . . . . . . . . . . . . .aircraft maintenance

materiel readiness listAMTCS. . . . . . . . . . . . . . . . aviation maintenance

training continuum systemASD . . . . . . . . . . . . . aviation supply departmentASL. . . . . . . . . . . . . . Aviation Logistics Support

Branch (HQMC)AUTOSERD . . . . . automated support equipment

recommendation dataAVCAL. . . . aviation consolidated allowance listAVLOG . . . . . . . . . . . . . . . . . . aviation logisticsAWSE . . . . . . . . . . . . . . . . . .armament weapons

support equipment

C4I . . . . . . . command, control, communications,computers, and intelligence

CAP . . . . . . . . . . . . . . . . . . crisis action planningCCSP . . . . . . . . . . . . . . . . . common contingency

support packageClass V(A) . . . . . . . . . . . . . aviation ammunitionCNO . . . . . . . . . . . . . . Chief of Naval OperationsCOA . . . . . . . . . . . . . . . . . . . . . . course of actionCOMNAVAIRFOR . . . . . . . Commander, Naval

Air ForcesCOMNAVAIRSYSCOM . . . . . . . .Commander,

Naval Air Systems CommandCONPLAN . . . . . . . . . . . . . . . . contingency planCONUS. . . . . . . . . . . . . continental United StatesCOSAL . . . . . . . . . . . . . . .consolidated shipboard

allowance listCRAF . . . . . . . . . . . . . . . Civil Reserve Air FleetCSP . . . . . . . . . . . . .contingency support packageCSS . . . . . . . . . . . . . . . . . combat service supportCV. . . . . . . . . . . . . . . . . . . . . . . . . .aircraft carrierCVN . . . . . . . . . . . . . . . . .aircraft carrier, nuclear

D-level . . . . . . . . . . . . . . . . . . . . . . . . depot levelDOD . . . . . . . . . . . . . . . . Department of DefenseDON . . . . . . . . . . . . . . . .Department of the NavyDTO . . . . . . . . . . . . . . . . . . . . . . . direct turnover

EAF. . . . . . . . . . . . . . . . . . . expeditionary airfield

FAADC. . . . . . . . . . . . . . . . . fleet accounting anddisbursing center

FDP&E . . . . . . . . . . . . . . . . . . . force deploymentplanning and execution

FIE . . . . . . . . . . . . . . . . . . . . . . . . . fly-in echelonFISP . . . . . . . . . . . . . . . . . fly-in support packageFOSP. . . . . . . . . . . . . .follow-on support package

G-2 . . . . . . . . assistant chief of staff, intelligenceG-3 . . . . . . . . . assistant chief of staff, operationsG-4 . . . . . . . . . . . assistant chief of staff, logisticsG-6 . . . . . . . . . . . . . . . . . . assistant chief of staff,

communications system

HHQ . . . . . . . . . . . . . . . . . . . higher headquartersHQMC . . . . . . . . . . Headquarters, Marine Corps

IBS . . . . . . . . . . . . . . . integrated barcode systemIETM. . . . interactive electronic technical manualI-level . . . . . . . . . . . . . . . . . . . . intermediate levelIMA. . . . . . . . . intermediate maintenance activityIMRL . . . . . . . . individual materiel readiness list

J-4 . . . . . . . . . .logistics directorate of a joint staffJOPES . . . . . . . . . . . . . . Joint Operation Planning

and Execution System

LHA . . . . . . . . . . . . . . . . amphibious assault ship(general purpose)

LHD . . . . . . . . . . . . . . . . amphibious assault ship(multipurpose)

LOGAIS . . . . . . . . . . . . . . . . .logistics automatedinformation system

MACG . . . . . . . . . . . . . Marine air control groupMAF . . . . . . . . . . . . . . . maintenance action form

Glossary-2 ___________________________________________________________________________________________ MCWP 3-21.2

MAG . . . . . . . . . . . . . . . . . . Marine aircraft groupMAGTF . . . . . . . . . Marine air-ground task forceMALS . . . . . . Marine aviation logistics squadronMALSP . . . . . . . . . . . . Marine Aviation Logistics

Support ProgramMARFORCOM . . . . United States Marine Corps

Forces CommandMARFORPAC . . . . . United States Marine Corps

Forces, PacificMAW . . . . . . . . . . . . . . . . . Marine aircraft wingMB/sec . . . . . . . . . . . . . . . megabytes per secondMCPP-N . . . . . . . . . Marine Corps Prepositioning

Program-NorwayMCWP . . .Marine Corps warfighting publicationMDS . . . . . . . . . . . . . . . maintenance data systemMEB . . . . . . . . . . . Marine expeditionary brigadeMEF . . . . . . . . . . . . . Marine expeditionary forceMESP . . . . . . . . . . . . . Marine expeditionary unit

ashore support packageMEU . . . . . . . . . . . . . . Marine expeditionary unitMOS . . . . . . . . . . military occupational specialtyMPF . . . . . . . . . . . maritime prepositioning forceMPS . . . . . . . . . . . . maritime prepositioning shipMPSRON . . . . . . . . . . . .maritime prepositioning

ships squadronMSC . . . . . . . . . . . . . . Military Sealift CommandMWSS. . . . . . . . . Marine wing support squadron

N-4 . . . . . . . . . . .Director for Material Readinessand Logistics (Navy)

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

Management Information SystemNAMP. . . . . naval aviation maintenance programNAVAIRSYSCOM . . . . . . . . . . . . . . . Naval Air

Systems CommandNAVICP . . . . . . . . . naval inventory control point NAVSEASYSCOM . . . . . . . Naval Sea Systems

CommandNAVSUP . . . . Naval Supply Systems Command

(publication)NCEA . . . . noncombatant expenditure allowanceN-coded. . . . . . . . . . . . . . . . . . .noncustody codedNFSA . . . . . . . . . . . . naval air fleet system arrayNNOR . . . . . . . nonnuclear ordnance requirementNOLSC . . . . . . . . . . Naval Operational Logistics

Support CenterNOSSA . . . . . . . . . . . Naval Ordnance Safety and

Security Activity

NTCSS . . . . . . . . . . . . Naval Tactical CommandSupport System

NWCF. . . . . . . . . . . . .Navy working capital fund

OIS . . . . . . . . . . . . .ordnance information systemOIS-R . . . . Ordnance Information System-RetailOIS-W. . . . . . . . . . . . . . . . Ordnance Information

System-WholesaleO-level . . . . . . . . . . . . . . . . . organizational levelOOMA . . . . . . . . . . . . Optimized Organizational

Maintenance ActivityOPLAN . . . . . . . . . . . . . . . . . . . . . .operation planOPNAV. . . . . . . . . . . . . . . .Office of the Chief of

Naval OperationsOPNAVINST . . . . . . . Chief of Naval Operations

instructionOPORD. . . . . . . . . . . . . . . . . . . . . operation orderOPTAR . . . . . . . . . . . . . . . . . . . . operating target

PCSP . . . . . peculiar contingency support packagePPD . . . . . . . . . . . . . program planning documentPEO. . . . . . . . . . . . . . . Program Executive Office

RCM . . . . . . . . . reliability-centered maintenanceRESP. . . . remote expeditionary support packageRSOI . . . . reception, staging, onward movement,

and integrationRSUPPLY. . . . . . . . . . . . . . . . . .relational supply

S-1. . . . . . . . . . . . . . . . . . . . . . . personnel officerS-2. . . . . . . . . . . . . . . . . . . . . . intelligence officerS-3. . . . . . . . . . . . . . . . . . . . . . . operations officerS-4. . . . . . . . . . . . . . . . . . . . . . . . .logistics officerSAC. . . . . . . . . . . . . . . . . special accounting codeSERMIS . . . . . . . . . support equipment resources

management information systemSOP . . . . . . . . . . . . . standing operating procedureSS . . . . . . . . . . . . . . . . . . . . . . . . . . . . .steam ship

T-AVB . . . . . . . . . aviation logistics support shipTBA . . . . . . . . . . . . . . . . table of basic allowanceT/M/S . . . . . . . . . . . . . type, model, and/or seriesTPFDD . . . . . . . . . . . . . . . time-phased force and

deployment dataTYCOM . . . . . . . . . . . . . . . . . . . type commander

US . . . . . . . . . . . . . . . . . . . . . . . . . . United States

WRM . . . . . . . . . . . . . . . . . .war reserve materielWSPD . . . . . . weapon system planning document

Aviation Logistics _____________________________________________________________________________________ Glossary-3

SECTION II. DEFINITIONS

depot level—The level of maintenance at whichequipment is sustained throughout its life cycleby performing major repair , overhaul , orcomplete rebuild of parts, subassemblies, assem-blies or principal end items to include manufac-t u r i ng pa r t s and conduc t i ng r equ i r edmodifications, testing, calibrating, and reclaim-ing. The depot level of maintenance can beperformed at Marine Corps multicommoditymaintenance centers, other Service depots,commercial industrial facilities, original equip-ment manufacturers, or a combination thereof. Italso supports lower level maintenance by provid-ing overflow maintenance services, and byperforming on site maintenance services, includ-ing technical assistance, when required. Alsocalled D-level.

intermediate level—The preventive and correc-tive level of maintenance at which equipment isreturned to a mission capable status. Intermedi-ate level maintenance actions include inspection/in-depth diagnosis, modification, replacement,adjustment, and limited repair or evacuation/disposal of principal end items and their selectedreparables and components/sub-components. Italso includes calibration and repair of test,measurement and diagnostic equipment as well asfabrication of items, precision machining, and

various methods of welding. Intermediate levelmaintenance is performed by specially trainedmechanics and technicians per individual train-ing standards and/or training and readiness eventsand technical publications. Also called I-level.

intelligence preparation of the battlespace—The analytical methodologies employed by theServices or joint force component commands toreduce uncertainties concerning the enemy, envi-ronment, time, and terrain. Intelligence prepara-tion of the battlespace supports the individualopera t ions of the jo in t force componentcommands. Also called IPB. See also joint intelli-gence preparation of the operational environment.(JP 1-02)

organizational level—The preventive andcorrective level of maintenance at which equip-ment is sustaned in a mission capable status.Organizational level maintenance includes expe-ditious assessment and maintenance conductedunder battlefield conditions. It normally entailsinventory, cleaning, inspecting, preserving, lubri-cating, adjusting and testing as well as replacingparts and components with common shop toolsper individual training standards and/or trainingand readiness events and technical publications.Also called O-level.

Glossary-4 ___________________________________________________________________________________________ MCWP 3-21.2


REFERENCES

Federal Publication

United States Code, Title 10, Armed Forces

Navy Publications

Secretary of the Navy Instruction (SECNAVINST)5510.36_ Department of the Navy (DON) Information Security Program (ISP) Instruction

Chief of Naval Operations Instructions (OPNAVINSTs)5218.7_ Navy Official Mail Management Instruction 8000.16_ Naval Ordnance Maintenance Management Program (NOMMP)

Commander Naval Air Forces Instructions (COMNAVAIRFORINSTs)4790.2_ The Naval Aviation Maintenance Program (NAMP)

Naval Air Systems Command (NAVAIR) Manual00-35QH-2 NAVAIR Allowance List for Aviation Life Support System and Airborne Operational

Equipment for Aircraft Squadrons Navy and Marine Corps

Naval Air Systems Command Instruction (NAVAIRINST)5230.11 Fleet Aviation Logistics Information Systems Functional Management Manual

Navy Supply Systems Command (NAVSUP) PublicationsP-724 Conventional Ordnance Management Policies and ProceduresP-485 Operational Forces Supply Procedures

Department of the Navy Staff Offices (NAVSO) ManualP-3013-1 Financial Management of Resources Fund Administration (Operating Forces)

Naval Sea Systems Command Ordnance Publication (NAVSEA OP)5 Volume III, Ammunition and Explosives Ashore: Advanced Bases

References-2 ________________________________________________________________________________________ MCWP 3-21.2

Marine Corps Publications

Marine Corps Warfighting Publications (MCWPs)3-21.1 Aviation Ground Support 5-1 Marine Corps Planning Process

Marine Corps Order (MCO)P4400.177_ Marine Corps Aviation Supply Desk-Top Procedures with Continuous Process Improvement

NATO Standardization Agreement (STANAG)

STANAG 7166 ALP 4.3 Air Forces Logistic Doctrine and Procedures

Documents

aviation Logistics - United States Marine Corps 3-21.2.pdf · CHAPTER 1 FUNDAMENTALS Within the United States Marine Corps, the Deputy Commandant for Aviation is responsible for planning