MCWP 3-21.2 AVIATION LOGISTICS - Marines.mil 3-21.2 Aviation...Marine Corps Warfighting Publication (MCWP) 3-21.2, Aviation Logistics, establishes the doctrinal basis for the planning

MCWP 3-21.2

Aviation Logistics

U.S. Marine Corps

PCN 143 000102 00

To Our Readers

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Additional copies: A printed copy of this publication may be obtained from Marine CorpsLogistics Base, Albany, GA 31704-5001, by following the instructions in MCBul 5600,Marine Corps Doctrinal Publications Status. An electronic copy may be obtained from theDoctrine Division, MCCDC, world wide web home page which is found at the following uni-versal reference locator: http://www.doctrine.usmc.mil.

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

DEPARTMENT OF THE NAVYHeadquarters United States Marine Corps

Washington, D.C. 20380-1775

21 October 2002

FOREWORD

Marine Corps Warfighting Publication (MCWP) 3-21.2, Aviation Logistics, establishes thedoctrinal basis for the planning and execution of Marine aviation logistics (AVLOG). Itprovides the philosophy for employing Marine AVLOG in support of the prosecution ofwar and other operations in support of the Marine Corps’ mission as the Nation’s expedi-tionary force in readiness.

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 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. Itis also for any other activity requiring an understanding of Marine AVLOG. It provides acommon basis for understanding Marine AVLOG and how the MAGTF exploits thosecapabilities operationally and tactically.

Reviewed and approved this date.

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

EDWARD HANLON, JR.Lieutenant General, U.S. Marine Corps

Commanding GeneralMarine Corps Combat Development Command

Publication Control Number: 143 000102 00

AVIATION LOGISTICS

TABLE OF CONTENTS

Page

Chapter 1 Fundamentals

Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Aviation Logistics versus Aviation Ground Support . . . . . . . . . . . . . . . . 1-1Strategic-Level Aviation Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Operational-Level Aviation Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Tactical-Level Aviation Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3Marine Aviation Logistics Squadron . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3Maintenance Levels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4

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

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

Compositing MALSP Support Packages . . . . . . . . . . . . . . . . . . . . . 1-6Maritime Prepositioning Force and Aviation Logistics

Support Ship Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-10MPF Operations in Support of Expeditionary AVLOG. . . . . . . . . . 1-10T-AVB Operations in Support of Expeditionary AVLOG. . . . . . . . 1-11

Reserve Aviation Logistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-11

Chapter 2 Organizations and Responsibilities

Aviation Logistics Supporting Establishment . . . . . . . . . . . . . . . . . . . . . 2-1Naval Air Systems Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Naval Supply Systems Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2Naval Sea Systems Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Space and Naval Warfare Systems Command . . . . . . . . . . . . . . . . . . . . . 2-3Type Commanders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4Naval Aviation Depots and Cognizant Field Activities . . . . . . . . . . . . . . 2-4

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

Headquarters, US Marine Corps/Aviation Logistics Support Branch . . . 2-5Marine Corps Forces Component, Aviation Logistics Department . . . . . 2-6

Aircraft Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Aviation Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Avionics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7Ordnance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7

iv _____________________________________________________________________________________________________ MCWP 3-21.2

Future Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8Operating Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-9Marine Expeditionary Force, Class V(A) Logistic Support . . . . . . . . . . . 2-10Marine Aircraft Wing, Aviation Logistics Department . . . . . . . . . . . . . . 2-10

Aircraft Maintenance Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-10Aviation Supply Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-11Avionics Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-11Aviation Ordnance Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-11Aviation Logistics Plans Branch. . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-12Aviation Information Systems Branch . . . . . . . . . . . . . . . . . . . . . . . 2-12

Chapter 3 Marine Aviation Logistics Squadron

Marine Aviation Logistics Squadron Maintenance Department. . . . . . . . 3-1Avionics Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2Aviation Ordnance Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3

Aviation Supply Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Supply 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

MALS Operations Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6Deliberate Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6Crisis Action Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7

Automated Information Systems Department. . . . . . . . . . . . . . . . . . . . . . 3-7

Chapter 4 Command and Control Information Management Systems

Naval Tactical Command Support System . . . . . . . . . . . . . . . . . . . . . . . 4-1 NALCOMIS Organizational Maintenance Activity . . . . . . . . . . . . . 4-1NALCOMIS Intermediate Maintenance Activity. . . . . . . . . . . . . . . 4-3

Shipboard Nontactical Automated Data Processing Program III . . . . . . . 4-4Shipboard Uniform Automated Data Processing System . . . . . . . . . . . . . 4-4

Logistics Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4Inventory Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4Financial Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

Integrated Bar Code System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5Individual Material Readiness List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5Automated Support Equipment Recommendation Data . . . . . . . . . . . . . . 4-6Support Equipment Resources Management Information System . . . . . . 4-6Local Asset Management System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6Support Equipment Standardization System. . . . . . . . . . . . . . . . . . . . . . . 4-6 Conventional Ammunition Integrated Management and Retail

Ordnance Logistics Management Systems . . . . . . . . . . . . . . . . . . . . 4-7

Aviation Logistics _________________________________________________________________________________________________ v

Streamlined Automated Logistics Transmission System . . . . . . . . . . . . 4-7MAGTF-LOGAIS Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7

MAGTF II. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7MAGTF Deployment Support System II . . . . . . . . . . . . . . . . . . . . . 4-8Transportation Coordinator’s Automated Information for

Movement System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-8MAGTF Data Library. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9

T-AVB Automated Load Planning System . . . . . . . . . . . . . . . . . . . . . . . 4-9 Joint Planning and Execution Community . . . . . . . . . . . . . . . . . . . . . . . . 4-9Joint Operation Planning and Execution System . . . . . . . . . . . . . . . . . . . 4-9Global Command and Control System. . . . . . . . . . . . . . . . . . . . . . . . . . . 4-10Global Combat Support System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-10

Chapter 5 Planning

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

System Acquisition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1Mission Need Determination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Integrated Logistic Support Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Maintenance Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Logistics Requirements Documentation. . . . . . . . . . . . . . . . . . . . . . 5-2 Weapon System Planning Document . . . . . . . . . . . . . . . . . . . . . . . . 5-2Program Planning Document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Budgeting and Funding for War Reserve Materiel. . . . . . . . . . . . . . 5-3 Establishing the Maritime Prepositioning Force Ashore . . . . . . . . . 5-4Concept of MPS Squadron Aircraft Support . . . . . . . . . . . . . . . . . . 5-4Concept for NALMEB Aircraft Support . . . . . . . . . . . . . . . . . . . . . 5-5

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

Concept Development Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-11Mission Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-11Concept Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-11Concept Planning Considerations. . . . . . . . . . . . . . . . . . . . . . . . . . . 5-12Layering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13Strategic Logistics Pipeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-14Tailoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-15Physical Network Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-16Theater Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-16Sourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-17Organization for Logistics in Theater. . . . . . . . . . . . . . . . . . . . . . . . 5-17Command and Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-18

vi _____________________________________________________________________________________________________ MCWP 3-21.2

T-AVB Employment Concept . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-18Sustainment Concept. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-18Mobilization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-19Concept Comparison/Wargaming and Selection . . . . . . . . . . . . . . . 5-19Orders Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-19Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-19

Appendices

A Aviation Logistics Support Concept Matrix . . . . . . . . . . . . . . . . . . . A-1B Glossary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-1C References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-1

Figures

1-1. MALS Support Organization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-41-2. MALSP Building Block Concept . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-71-3. MALSP Contingency Support Packaging . . . . . . . . . . . . . . . . . . . . . 1-81-4. RESP Support Packaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-101-5. MALSP Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-12

2-1. Aviation Logistics Supporting Establishment . . . . . . . . . . . . . . . . . . 2-1

4-1. MAGTF-LOGAIS Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-8

5-1. Principles of Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-15-2. T-AVBs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-75-3. Aviation Logistics Considerations. . . . . . . . . . . . . . . . . . . . . . . . . . . 5-105-4. Aviation Logistics Deployment Time-Phasing . . . . . . . . . . . . . . . . . 5-125-5. Aviation Logistics Reverse Planning. . . . . . . . . . . . . . . . . . . . . . . . . 5-135-6. Aviation Logistics Layering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-145-7. AVLOG Strategic Pipeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-15

CHAPTER 1FUNDAMENTALS

Within the Marine Corps, the Deputy Comman-dant for Aviation (DC/A) is responsible for plan-ning and coordinating staff activities for all mattersrelative to organization, equipment, manpower,training, and support of Marine Corps aviationunits and installations, including all AVLOGmatters. Marine Corps aviation is an integral partof naval aviation and as such, DC/A is dual-hattedas the Chief of Naval Operations (CNO) N782.The DC/A is responsible to the CNO to ensure thatMarine Corps aviation is in consonance with theoverall Naval Aviation Program. At all levels,ACE commanders and aviation logisticians mustplan and execute general logistical operations andaviation-specific (the focus of this publication)logistical operations. These AVLOG operationsmust sustain the ACE as it provides support to theMAGTF anywhere in the world.

Mission

As a result of United States Code, Title 10, andjoint doctrine, the Marine Corps, in coordinationwith the Navy, has made logistical self-suffi-ciency an essential element of MAGTF expedi-tionary warfighting capabilities. This means thatthe Marine Corps’ AVLOG mission, at allcommand and support levels, is to assist in gener-ating ACEs that are rapidly deployable, self-reli-ant, self-sustaining, and flexible.

Rapid deployment demands that ACE organiza-tions, equipment, and supplies be readily transport-able by land, sea, and air.

A self-reliant ACE is task-organized to supportitself logistically with accompanying supplies forspecific time frames without undue concern forresupply or developed infrastructure ashore.

An ACE’s AVLOG capabilities and accompany-ing supplies enable it to sustain its own operationsfor up to 90 days while external resupply channelsare organized and established.

An ACE’s inherent self-sustainment and rapiddeployability capabilities allow it to quickly recon-stitute itself and permit rapid withdrawal from acompleted operation and immediate reembarka-tion for follow-on missions.

Aviation Logistics versusAviation Ground Support

Logistical support of the ACE is more complex thanthat of the other MAGTF elements because most ofthe logistical support for the ACE is sourced andfunded by the Navy. The ACE must employ two setsof procedures for supply and maintenanceoperations. Logistical support is provided by unitsorganic to the ACE: the Marine aviation logisticssquadron (MALS) and the Marine wing supportgroup/Marine wing support squadron (MWSG/MWSS). The MALS provides AVLOG (aviation-specific support), while the MWSG/MWSS providesaviation ground support (AGS), expeditionaryairfield (EAF), aircraft rescue and firefighting(ARFF), etc., and ground-common combat servicesupport (CSS). An additional CSS detachment fromthe MAGTF’s combat service support element canprovide ground logistic support beyond thecapability of the ACE’s organic logistical units.Detailed information about AGS may be found inMCWP 3-21.1, Aviation Ground Support.

Successful deployment, employment, sustain-ment, and redeployment of a MAGTF ACE are theresult of well-coordinated naval AVLOG support

1-2 ____________________________________________________________________________________________________ MCWP 3-21.2

activities conducted at the strategic, operational,and tactical levels.

The strategic, operational, and tactical levels oflogistics function as a coordinated whole, ratherthan as separate entities. Although the MarineCorps generally focuses on the operational andtactical levels of logistics, all Marines must under-stand the interaction of the three. Associatednational agencies (Office of the Secretary ofDefense and Defense Logistics Agency), the jointstaff, and individual Military Services address stra-tegic logistics issues. The Services coordinate theirrequired strategic and operational logistics inter-faces. Marine combatant commanders and theirlogistics staffs (supporting and supported) managestrategic and operational logistics issues that affecttheir assigned missions. Service components,subordinate commanders, their logistics staffs, andsmall-unit logisticians handle operational and tacti-cal logistics issues.

Strategic-Level Aviation Logistics

Strategic AVLOG supports organizing, training,and equipping the forces needed to further thenational interest. It links the national economicbase (people, resources, and industry) to naval avia-tion operations. The combination of strategicresources (the national sustainment base) and distri-bution processes (our military deployment compo-nents) represents our total national capabilities.

These capabilities include the Department ofDefense (DOD), the Military Services, othergovernment agencies as necessary, and the supportof the private sector. Strategic naval AVLOGcapabilities are generated based on guidance fromthe CNO N78 and the DC/A, while AVLOGrequirements are identified by the operating forces.Lead times to coordinate and plan strategic navalAVLOG vary, ranging from up to 10 years ormore for facility development, to 2 years for fiscaland routine operational contingency planning, tomere days for positioning AVLOG assets aroundthe globe in response to a crisis.

AVLOG support-specific items are providedthrough Navy material and equipment supportsystems. DC/A coordinates with the CNO;Commander, Naval Air Systems Command(COMNAVAIRSYSCOM); Commander, NavalSea Systems Command (COMNAVSEASYSCOM);Commander, Space and Naval Warfare SystemsCommand (COMSPAWARSYSCOM); and othernaval aviation support activity commanders in—

Planning for and acquisition of equipment,weapons, weapon systems, material, supplies,facilities, maintenance, and support servicesrequired for Marine Corps aviation.

Coordinating with the CNO to ensure thecharacteristics of newly procured or developedAVLOG assets for the Marine Corps meetoperational requirements.

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

Planning, developing, and fielding automatedinformation systems (AIS) that support MarineCorps AVLOG.

Within the Aviation Department of Headquarters,Marine Corps (HQMC), the Aviation LogisticsSupport Branch (ASL) coordinates with the Officeof the Chief of Naval Operations (OPNAV) (N78)staff and other agencies for planning the logisticalsupport of Marine Corps (Active and Reserve)aviation in matters of policy, management,procurement, supply, and distribution of material,including acquisition, planning, programming,construction, management, maintenance, anddisposition of real estate and facilities for aviationinstallations.

Operational-Level Aviation Logistics

Operational AVLOG links tactical require-ments to strategic capabilities to accomplish theACE’s operational goals and objectives. Itincludes the support to sustain air missions andma jo r o pe ra t i on s . O pe ra t i o na l A VL OG

Aviation Logistics _______________________________________________________________________________________________ 1-3

supports expeditionary aviation operations andprovides theater-wide AVLOG support, gener-ally over periods of weeks or months. Aviationlogisticians assist in resolving tactical require-ments and coordinate the allocation, apportion-ment, and distribution of resources withintheater as well as continental United Statesassets. They interface closely with operators atthe tactical level to identify theater shortfallsand report them to the supporting establish-ment. At the operational level, the concerns ofthe aviation logistician and the operator areclosely interrelated. Operational-level AVLOGorients on supporting force closure with theobjective, sustainment, reconstitution, and rede-ployment of the ACE in theater, which includesthe following:

Supporting operational-level command and control(C2) for effective planning and management ofoperational AVLOG efforts.

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

Developing concept of AVLOG support foroperation and contingency plans (OPLANs/CONPLANs).

Supporting employment of geoprepositioned andmaritime prepositioned AVLOG support assets.

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 redeploymentof the ACE and maritime prepositioning forces(MPFs) for follow-on missions.

Tactical-Level Aviation Logistics

The focus of this level is to support the ACEcommander’s intent and concept of operationswhile maximizing the commander’s flexibilityand freedom of action. Tactical AVLOG involvesthe coordination of functions required to sustain

and move aviation squadrons, personnel, equip-ment, and supplies. These functions must deliverflexible and responsive AVLOG to meet theneeds of the forces engaged in operations. Theresponse time of tactical AVLOG must be flexi-ble and capable of expeditious deployment. Thistype of support requires anticipatory planning.

The ACE is specifically designed to possess theorganic CSS organizations to accomplish assignedmissions, AVLOG, and AGS. Although no singleelement of the ACE has all of the operational andlogistics capabilities needed to operate indepen-dently, each element has the capability for somebasic self-support tasks. The ACE possessesunique AVLOG support capabilities essential foraircraft operations—the MALS. Typically, theACE deploys with accompanying supplies toconduct operations for up to 90 days (the periodwhen resupply channels are being established andflow of supplies initiated).

Marine Aviation Logistics Squadron

It is important to note that the Marine Expedition-ary Unit (MEU) ACE is normally embarkedaboard an air-capable ship; e.g., amphibiousassault ship (general purpose) (LHA) or amphibi-ous assault ship (multipurpose) (LHD). AVLOGsupport of embarked Marine aircraft is the respon-sibility of the ship’s aircraft intermediate mainte-nance department (AIMD), supply department,and ordnance department rather than the MALS.Marine Corps aircraft squadrons operating from acarrier would receive support from similar entitiesaboard the carrier. Maintenance, supply, andordnance personnel from the MALS and theaircraft squadrons generally augment the Navypersonnel assigned to these sections by working inshipboard spaces to provide required support.

The MALS is the Marine Corps’ tactical AVLOGorganization and is responsible for providing inter-mediate (I)-level maintenance, supply, andordnance/armament support for aircraft and aero-nautical equipment. Each MALS provides a core

1-4 ____________________________________________________________________________________________________ MCWP 3-21.2

group of supervisory and support personnel who,when augmented by aircraft-specific maintenancepersonnel from aircraft squadrons, provides anintermediate maintenance capability for eitherfixed-wing (FW) or rotary-wing (RW) aircraft. Seefigure 1-1.

Maintenance Levels

Chief of Naval Operat ions Inst ruct ion(OPNAVINST) 4790.2H, The Naval Aviation Main-tenance Program (NAMP) , supports CNO/Commandant of the Marine Corps (CMC) readinessand safety objectives, and provides for optimum useof manpower, facilities, materiel, and funds. TheNAMP is founded upon the three-level maintenanceconcept: organizational (O)-level, I-level, and depot

(D)-level. It is the authority governing managementof O-level, I-level, and D-level aviation and aeronau-tical equipment maintenance. It provides themanagement tools required for efficient andeconomical use of personnel and material resourcesin performing maintenance. It also provides the basisfor establishing standard organizations, procedures,and responsibilities for accomplishing all mainte-nance on naval aircraft, associated materiel, andequipment. The division of maintenance into thethree levels allows management to—

Classify maintenance functions by levels. Assign responsibility for maintenance functionsto a specific level.

Assign maintenance tasks consistent with thecomplexity, depth, scope, and range of work tobe performed.

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. MALS Support Organization.


Accomplish any particular maintenance task orsupport service at a level that ensures optimumeconomic use of resources.

Collect, analyze, and use data to assist all levelsof NAMP management.

Organizational-Level Maintenance

O-level maintenance is performed by operatingunits (squadrons) on a day-to-day basis in supportof their operations. The O-level maintenancemission is to maintain assigned aircraft and aero-nautical equipment in a full mission-capable statuswhile continuing to improve the local mainte-nance process. While O-level maintenance may bedone by I-level or D-level activities, O-level main-tenance is usually accomplished by maintenancepersonnel assigned to aircraft squadrons. Gener-ally, O-level maintenance can be grouped underthe following categories:

Inspections.

Servicing.

Handling.

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

Class V(A) ordnance loading/unloading andarming/dearming.

Incorporation of technical directives (TDs).

Recordkeeping and reports preparation.

Age exploration of aircraft and equipment underreliability-centered maintenance (RCM).

Intermediate-Level Maintenance

I-level maintenance is the responsibility of andperformed by designated maintenance activities, inmost cases the MALS. The I-level maintenancemission is to enhance and sustain the combat readi-ness and mission capability of supported activitiesby providing quality and timely material support atthe nearest location with the lowest practicalresource expenditure. I-level maintenance consists

of on- and off-equipment materiel support and maybe grouped as follows:

Performance of maintenance on aeronauticalcomponents and related support equipment (SE)and EAF components.

Calibration of designated equipment. Processing aircraft components from strickenaircraft.

Providing technical assistance to supported units. Incorporation of TDs. Manufacture of selected aeronautical compo-nents, liquids, and gases (cryogenics).

Performance of on-aircraft maintenance whenrequired.

Age exploration of aircraft and equipmentunder RCM.

Weapons preparation.

Depot-Level Maintenance

D-level maintenance is performed at naval aviationindustrial establishments to ensure continued flyingintegrity of airframes and flight systems duringsubsequent operational service periods. D-levelmaintenance is also performed on material requir-ing major overhaul or rebuilding of parts, assem-blies, subassemblies, and end items. It includesmanufacturing parts, modifying, testing, inspect-ing, sampling, and reclamation. D-level mainte-nance supports O-level and I-level maintenance byproviding engineering assistance and performingmaintenance beyond their capabilities. D-levelmaintenance functions are grouped as follows:

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

Calibration by Navy calibration laboratories. Incorporation of TDs. Modification of aircraft, engines, and SE. Manufacture or modification of parts or kits. Technical and engineering assistance by field teams. Aircraft armament of aircraft and equipmentunder RCM.

Rework of EAF components.

1-6 ____________________________________________________________________________________________________ MCWP 3-21.2

Marine Aviation LogisticsSupport Program

The Marine Aviation Logistics Support Program(MALSP), together with the T-AVBs and mari-time prepositioning ships (MPSs), provides theMALS with the ability to support all aircraft typesthat compose a MAGTF ACE. MALSP was imple-mented to provide flexible and effective operationalAVLOG to the deployed ACE. It enables ACEAVLOG planners to rapidly and efficiently iden-tify, marshal, and deploy those AVLOG elementsthat are necessary to support a task-organized mixof Marine aircraft.

Prior to the MALSP, there was no standard methodof task-organizing aviation spare parts, SE, EAF,mobile facilities (MFs), and aviation supportpersonnel. The experience of the unit supply and/ormaintenance officer was the basis for decisionmak-ing as to what assets to take when organizing fordeployment. Because experience levels differedfrom unit to unit, no two units deployed with similarsupport packages. The potential to leave behinditems vital to the unit mission was great. The timerequired to assemble AVLOG support packagesexceeded all other phases of task-organizing anACE. Although AVLOG support was provided, itwas neither responsive nor effective.

Task-Organizing Aviation Logistics

A key feature of the MALSP concept is the ongo-ing development of logistics support capable ofrapid task organization and deployment. Theprimary means for accomplishing this enhancementis a series of standardized, predetermined logisticssupport packages containing all elements required tosupport any CONPLAN that the Marine Corps maybe tasked to execute. Contingency support pack-ages (CSPs), the primary MALSP building blocks,contain negotiated allowances of spare parts, SE,EAF, MFs, and the personnel needed to sustainMarine aviation in combat.

MALSP, together with the MPF program (includ-ing the T-AVBs), will provide aviation logisti-cians the ability to identify and integrate people,SE, EAF, MFs, and the spare parts needed tosupport all aircraft types that could compose aMAGTF ACE. MALSP integrates current andfuture support programs and concepts necessary tosustain Marine aviation in combat.

In garrison, Marine aircraft squadrons of a specifictype/model/series (T/M/S) are usually consolidatedin specific Marine aircraft groups (MAGs). Incombat or other contingencies, the Marine Corpstask-organizes to provide a tailored force withappropriate capabilities for the designated mission.Requirements to task-organize means that Marineaviation will likely deploy by combining (compos-iting) different T/M/S aircraft from several MAGsinto a single aviation element. The result is a task-organized squadron, MAG or Marine aircraft wing(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 thelogistics support packages between task-organizedunits is a more complex undertaking.

Compositing MALSP 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. Thiscomposite MAG can serve as either an RW or FWelement of the ACE. As the aircraft move to join acomposite unit, the associated logistics supportmust also move.

The MALS within the MAG supplying the aircraftsquadron will provide the supporting logistics assetsin the form of T/M/S specific “building blocks.”The MALS that these “building blocks” are drawnfrom is the parent MALS. The MALS that willreceive these “building blocks” or CSP, is the hostMALS. In this manner, Marine aviation logisticiansare able to use a building block approach to rapidly


establish a comprehensive support package capableof supporting any aircraft mix.

It is important to ensure that the composition of thevarious MALSP packages is well understood. Atypical 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). Training squadron allowance (TSA).

Logistics planning for MALSP requires that thelogistics assets available at each MALS be consid-ered and used in sourcing the various MALSPsupport packages. As a starting point in developingMALSP, notional aircraft assignments to supportMarine Expeditionary Brigade (MEB) ACEs weredeveloped. Logistics support requirements werethen developed and organized into MALSPsupport packages to support the notional MEBACE. The packages are capable of providingsupport for a predetermined number of a particu-lar T/M/S aircraft. The T/M/S PCSPs are capableof being 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 figure 1-2.For example, AVLOG assets can be task-orga-nized from one or more parent MALS and joinedto the core of a host MALS. Together, RW andFW composite MALS will form the logisticssupport base for the MAGTF ACE for up to 90days at combat flying hour rates.

Figure 1-2. MALSP Building Block Concept.

Fly-In Echelon

ACE FW and RW aircraft are flight ferrieddirectly to the theater of operations supported byAir Mobility Command (AMC) aerial tankers andcargo aircraft. The remainder of the fly-in-echelon(FIE) will be flown into the theater of operationsvia AMC/Civil Reserve Air Fleet (CRAF) aircraftand will include squadron personnel (i.e., mainte-nance and support crews); a representative T/M/SFISP contained in MFs; limited O-level individualmaterial readiness list (IMRL)/SE; and EAF items.

FISPs are O-level parts support packages designedto support the FIE aircraft of the MAGTF ACE.FISP allowances provide the spare parts normallyremoved and replaced at the O-level. The allow-ances are computed at combat utilization rates fora 30-day endurance period and are designed tosupport a particular T/M/S and quantity of aircraft.These assets are additive to the aviation consoli-dated allowance list (AVCAL) and the consoli-dated shipboard allowance list (COSAL).

Until activated in support of a contingency, a FISPis considered protected stock materiel, maintainedunder the cognizance of the MALS aviation supplyofficer (AVNSUPO), to be drawn down only torotate stock/maintain configuration control. FISPassets are not removed to fill material requirements

6 KC-130 Support

16 AV-8B Support

12 F/A-18D Support

16 AV-8B Support

5 EA-6B Support

12 F/A-18C Support

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

1-8 ____________________________________________________________________________________________________ MCWP 3-21.2

in support of garrison/peacetime operations. Addi-tionally, FISPs are not used as “pack-ups” tosupport garrison/peacetime squadron deploymentsor training exercises without the approval ofHQMC ASL.

SE supporting the FIE includes all N-coded IMRLand minimal P, L or M custody-coded IMRL itemsrequired during flight ferry or for initial aircraftdebarkation, parking or servicing operations. FIESE assets, when combined with the assets off-loaded from MPSs, comprise all necessarycustody-coded [O-level] SE required during thefirst 30 days of a contingency.

Upon a squadron’s arrival in the area of operations(AO), the FISP will be combined with the O-leveland limited I-level SE transported into theater viaFIE and/or MPS. This combination provides readi-ness and sustainability for the deployed aircraft

until a tailored I-level maintenance capability[MALS] arrives in theater aboard a T-AVB, byairlift or by other means.

Contingency Support Packages

CSPs consist of the common and specific I-levellogistics support required for the compositedeployment of detachments/squadrons of particu-lar T/M/S aircraft. See figure 1-3.

The five basic elements that compose CSPs arepersonnel, SE (i.e., IMRL items), EAF, MFs, andAVCAL/COSAL.

For each element, there are master allowance docu-ments; i.e., table of organization (T/O), IMRL, tableof basic allowance (TBA), and AVCAL/COSAL.Because O-level IMRL, MF allowances, andpersonnel allocations are already separately identi-fied and rapidly deployable, they are incorporated

Support Equipment

Spare/Repair Parts

People

MobileFacilities

COMMONSUPPORT

COMPOSITE ACEAVIATION SUPPORT

FW CCSP FW CSP

SPECIFICSUPPORT

F/A-18PCSP

AV-8BPCSP

EA-6BPCSP

KC-130RPCSP

Figure 1-3. MALSP Contingency Support Packaging.


into CSPs. CSP allowances are computed at thecombat utilization rate for a 90-day enduranceperiod. From the master allowance documents,MALSP allowances are divided into subcategoriesand are derived as follows.

Peculiar Contingency Support Package Allowances

PCSP allowances consist of the specific itemsrequired to provide I-level supply and SE supportfor a specific T/M/S aircraft. A specific item is onethat is tied to a specific aircraft or SE application.

Common Contingency Support Package Allowances

CCSP allowances consist of those Marinecommon supply assets and SE that the hostMALS provides in support of assigned aircraft.An FW common item is one that has applicationto at least the F/A-18 and AV-8 aircraft. An RWcommon item is one that has application to atleast the CH-53, CH-46E, H-1 or any asset thathas common application to the MV-22B aircraft.For planning purposes it is assumed that the FWand RW MALS will be geographically separated.

Follow-On Support Package Allowances

FOSP equipment consists of those items that,although not required to initiate the assault, arerequired to sustain the force indefinitely. Becauseof airlift and sealift constraints, these items mustbe phased into a deployment area by assaultfollow-on echelon (AFOE) or follow-on shipping.Allowances are built to a 90-day endurance leveland are distinctly identified in allowance docu-ments provided to each MALS.

Remote Expeditionary Support Package

On occasion, Marine aircraft deploy in support ofcontingencies without MPF assets. Due to opera-tional timing, economic considerations, and geog-raphy, these aircraft squadrons will deploy to anAO with only a FISP and a MALS detachmentwith the requisite AVLOG support elementsrequired to sustain initial combat flight operations.

In these scenarios, MALS detachments and therequisite FISPs come together to form a remoteexpeditionary support package (RESP). DeliberateAVLOG requirement planning in support of majortheater war OPLANs is available. In such cases,operational planning requires that these squadronsdeploy with a FISP and a requisite logistic supportpackage that will sustain initial combat flight oper-ations until MPF assets arrive.

Design and allowances of CCSPs/PCSPs arebased on support of an entire MEB’s ACEcomplement of aircraft. Allowances of PCSPssupport either a full squadron of aircraft or, insome cases, multiples of a full squadron ofaircraft; i.e., 16 AV-8B PCSP = required specificsupport for a single AV-8B squadron vs. 36 F-18PCSP = required specific support for 3 F-18squadrons. The design of CCSPs/PCSPs supportsthe deployment and logistics of entire squadrons/groups of squadrons used during major theaterwar/contingencies. Although this type of allow-ancing makes great use of scarce economicresources, it does not lend itself well to rapidtailoring of CSPs that support less than a prede-termined number of aircraft. Often, Marineaircraft must support contingencies that are at thelower end (intensity) of military operations andmilitary operations other than war. Usually, thesecontingencies do not require multiple squadronsof an aircraft type and therefore the full supportof CCSPs/PCSPs.

An RESP is a combination of O-level protectedstock FISP, aviation weapons support equip-ment, aviation support equipment, MFs, andMALS personnel that would detach from a CSPto be used to support ACE operations. An RESPis strategically airlifted to the area of responsibil-ity and designed to support a notional number ofaircraft minus class V(A) munitions until arrivalof logistics support from T-AVB (CCSP/PCSP)or MPF assets. When full CSPs operationalrequirements are not deployed, an RESP can actas a stand alone capability to support operationalrequirements.

1-10 ___________________________________________________________________________________________________ MCWP 3-21.2

Developed during deliberate planning, RESPsprovide AVLOG planners “ready-made” tools torapidly tailor support regardless of aircraft mix andoperational scenario. Composition of RESPsincludes the AVLOG support elements currentlyresident within CCSPs/PCSPs, and requires noadditional economic resources. See figure 1-4.

Training Squadron Allowances

Designated MALS provide support to trainingsquadrons attached to the MAG they support.TSAs are built to support a 30-day enduranceperiod at peacetime flying hours. TSA IMRL/AVCAL/COSAL/MFs are additive to the allow-ances of the MALS and are distinctly identified assuch in allowance documents.

Maritime Prepositioning Force and Aviation Logistics Support Ship Support

All ACE aircraft can be supported by one or moreof three squadrons of MPSs, and one or both of theAVLOG support T-AVB ships.

MPF Operations in Supportof Expeditionary AVLOG

An MPF operation is the rapid deployment andassembly of a MAGTF into a permissive areausing a combination of strategic airlift andforward-deployed MPSs. MPF operations arestrategic deployment options that are global innature, naval in character, and suitable foremployment in a variety of circumstances. AnMPF is a rapid response enabling force capa-ble of being mission-tailored and self-sustain-able. As such, MPF operations provide anessential element in conducting national mili-tary strategy. An MPF can directly support ournational maritime strategy of protecting keynaval choke points and sea lines of communica-tion. MPF operations include the airlift ofMAGTF and Navy elements (Navy supportelement, naval coastal warfare, etc.) with someassociated equipment into an arrival and assem-bly area to join with equipment and suppliescarried aboard MPSs.

Support Equipment

Spare/Repair Parts (FISP)

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

Figure 1-4. RESP Support Packaging.

Aviation Logistics ______________________________________________________________________________________________ 1-11

T-AVB Operations in Supportof Expeditionary AVLOG

The primary mission of the T-AVB is to providededicated sealift for movement of I- levelAVLOG support for rapid deployment of a MEBACE. The T-AVB is designed to transport criticalmaintenance and supply assets to a forward oper-ating area to establish an intermediate mainte-nance activity [MALS] in support of deployedMarine aircraft. Although the concept of opera-tions for the T-AVB is primarily to supportMAGTF operations, the T-AVB could be taskedto support other amphibious operations. Anamphibious operation provides for forcible entryinto an objective area, rather than the unopposedentry required for an MPF. In all cases, the T-AVB would still require an unopposed entry intoan objective area before offloading ashore. If theembarked MALS intermediate maintenancesupport is phased ashore, a secondary missioncan be 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-3 andSS Curtiss/T-AVB-4) are part of the Ready ReserveForce and are crewed by Maritime Administrationpersonnel in a reduced operating status. They canbe fully activated in 5 days. When activated, theReady Reserve Force ships come under the opera-tional control (OPCON) of the Military SealiftCommand (MSC). Both SS Wright and SS Curtisscan be configured to allow for I-level repair capa-bility while underway, in stream or pierside and areheavy-lift helicopter capable. The MALS can bepartially operational aboard the T-AVB duringtransit to the AO.

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 FW FF and the FIEunits. Transfer of the Intermediate MaintenanceActivity spare parts and equipment ashorenormally begins on arrival (if conditions permit).

MALS operations can be sustained in the opera-tional area if rapid movement ashore is not possi-b le . Under these condi t ions , the T-AVBprioritizes its workload in support of flight-linemaintenance requirements to ensure that mission-essential support is provided. See figure 1-5 onpage 1-12.

Reserve Aviation Logistics

The Marine Corps Reserve is organized under theCommander, Marine Corps Forces Reserve. Themission of the Marine Corps Reserve is toprovide trained units and qualified individuals tobe available for active duty in time of war ornational emergency and at such other times asnational security may require. Marine CorpsReserve aviation support is organized andemployed in the same manner as in the Activeforces. Reserve aviation support units are capa-ble of independent, task-organized logisticsuppor t as an element of a MAGTF. TheMAGTF commander can integrate Reserve assetsinto the MAGTF’s ACE in the same manner andwith the same ease as Active assets. The structureof the Marine Corps Reserve predominantlyreflects the Active operating forces. The MarineCorps Reserve is organized into individualaugmentation detachments that are assigned to anoperating force’s higher headquarters andthroughout the supporting establishment whenactivated. Actual employment of the MarineCorps Reserve’s assets is situation driven. MarineCorps Reserve AVLOG can—

Reinforce Active operating forces. Augment Active operating forces and sup-por t ing establishment activities includingremain-behind equipment and fleet replacementsquadron support.

Form MAGTFs for service with the fleet.

Marine Corps Reserve logistics capabilities andresponsibilities are comparable to the logisticscapabilities and responsibilities of their Active

1-12 ___________________________________________________________________________________________________ MCWP 3-21.2

counterparts. The Marine Corps Reserve canaugment and reinforce any major operation inwhich Marine forces operate . Combatantcommanders exercise combatant command(command authority) over assigned Marine CorpsReserve forces when mobilized or ordered toActive duty (other than for training). The

Selected Marine Corps Reserve is assigned to theCommander, US Joint Forces Command whoexercises combatant command (commandauthority) and training and readiness oversightauthority on a continuous basis through theCommander, Marine Corps Forces, Atlantic(COMMARFORLANT).

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. MALSP Employment.

CHAPTER 2ORGANIZATIONS AND RESPONSIBILITIES

Each organization has inherent logistics capabili-ties and specific responsibilities at the strategic,operational, and tactical levels of war. Responsi-bilities and capabilities overlap because no organi-zation or level of support can function effectivelywithout extensive, continuous coordinationbetween supported and supporting organizations.

Aviation Logistics Supporting Establishment

Numerous Department of the Navy (DON)commands/agencies support naval aviation; i.e.,the Navy and the Marine Corps. See figure 2-1. Inlogistics, the most visible function is naval aviationmateriel support, provided by the naval systemscommands. Naval systems commands supportresponsibilities include the development, logisticssupport planning, acquisition, testing and evalua-tion, contracting, construction, installation, conver-sion, alteration, configuration management,overhaul, and D-level maintenance and repair ofthe following:

Aircraft. Weapons and weapons systems. Missiles and other expendable ordnance. Command, control, and communications. Training equipment and devices.

Land vehicle systems and equipment. Shore facilities, utilities, and related equipment. Materiels, supplies, and supporting services forthe Navy and the Marine Corps.

Naval Air Systems Command

The Naval Air Systems Command(NAVAIRSYSCOM) is responsible for research,design, development, test, acquisition, and logisticsupport of all aviation procurements relating to Navyand Marine Corps aircraft, missile targets, associatedmateriel, and equipment. As the technical manager foraviation maintenance, the COMNAVAIRSYSCOM—

Provides guidance on procedures, technicaldirection, and management review at each levelof maintenance.

Provides aviation maintenance procedural docu-ments in sufficient scope and depth to clearlydefine the maintenance functions, organizations,and responsibilities to perform these functions.

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

Assists the CNO and others in developingtraining programs for officer and enlistedpersonnel assigned to aviation maintenance.

CNO

COMNAVAIRSYSCOM COMNAVSUPSYSCOM COMNAVSEASYSCOM COMSPAWARSYSCOM

Figure 2-1. Aviation Logistics Supporting Establishment.

2-2 ____________________________________________________________________________________________________ MCWP 3-21.2

Provides aviation maintenance material allow-ance lists, together with lists of facilities,which are authorized, available, and requiredfor fleet and shore activities.

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

Serves as functional manager for Naval AviationLogistics Command Management InformationSystem (NALCOMIS) per Naval Air SystemsCommand Instruction (NAVAIRINST) 5230.11,Fleet Aviation Logistics Information SystemsFunctional Management Manual.

Provides NAMP instruction support forOPNAV N781C.

Provides fleet aviation performance improve-ment support.

Provides on-site NAVAIRSYSCOM field servicerepresentative support to activities requestingassistance.

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

Plans, designs, develops, and implements allinformation decision support systems thataffect the total life cycle of aeronautical equip-ment.

Provides technical support related to navalaviation resource analysis, maintenance engineer-ing, logistics engineering, and logistics supportprogram implementation.

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

Naval Supply Systems Command

The Naval Supply Sys tems Command(NAVSUPSYSCOM) provides materiel in supportof the operation and maintenance of aeronauticalequipment/ordnance. Every effort is made to havemateriel located when and where it is needed. Theintent is to make the relationships between the

supplier and the user as simple as possible, withinthe boundaries of logistic directives published byhigher authority. Aviation materiel consists of spareparts for aircraft, engines, avionics, electrical,accessor ies , and safe ty equipment ; EAFcomponents; SE, common and specific SE; andweapons/ammunition. Numerous naval inventorycontrol points (NAVICPs) and the NavalAmmunition Logistics Center (NALC) provide forthe functions discussed below.

The NAVICP computes aviation materiel require-ments in range and depth for the AVCAL andCOSAL. This responsibility includes conductingand coordinating provisioning conferences andidentification and transfer of items to be managedby other cognizant inventory control points. TheNAVICP also—

Budgets for and funds all assigned aviationmateriel requirements.

Procures materiel directly from industry orother government agencies.

Allocates NAVAIRSYSCOM procured materialto stock points, distributes materiel to fill replen-ishment stock requirements, and refers requisi-tions to stock points to meet requirements.

Disposes of materiel in excess of systemrequirements, including SE, when authorized bythe COMNAVAIRSYSCOM.

Maintains aeronautical spares and spare partscatalogs. The catalog function includes obtain-ing National Stock Numbers (NSNs) from theDefense Logistics Information Service Center.

Determines system asset rework requirements ofrepairable components to be processed by naval,inter-Service or commercial rework facilities.

Provides primary materiel support for air-launched weapons.

The NALC is the Navy’s centralized inventorymanager for all naval ammunition. I t is acentralized clearinghouse for fleet ordnancesupport management and warfare assessment,and is responsible for the policies, procedures,and business systems for arms, ammunitions,


and explosives. The Commanding Officer (CO),NALC, also has the following 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 conventional ammunit ionintegrated management system (CAIMS).

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

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

Acts as the naval ordnance AIS programmanager and provides functional managementof CAIMS and Retail Ordnance LogisticsManagement System (ROLMS).

Naval Sea Systems Command

The Naval Ordnance Safety and Security Activityi s t h e N a v a l S e a S ys t e m s C om m an d(NAVSEASYSCOM) component whose primarymission is to establish standard policy andprocedures for and provide global oversight ofDON explosives safety, ordnance physicalsecurity and environmental matters, insensitivemunitions, and the NAVSEASYSCOM ordnancequality evaluation program. Other managementresponsibilities are supervising special offices,Reserve units, and other field activities thatperform explosive safety inspections. TheExplosives Safety Support Offices Atlantic andPacific continue to report as detachments to theNaval Ordnance Safety and Security Activity.Core functions include the following:

Explosives safety.

Insensitive munitions.

Ordnance environmental support.

Quality evaluation.

Security.

Space and Naval Warfare Systems Command

As a component of Space and Naval WarfareSystems Command (SPAWARSYSCOM), NavalTactical Command Support System (NTCSS)provides the full range of responsive missionsupport automated data processing (ADP) hard-ware and software to facilitate management ofinformation, personnel, material, and fundsrequired to maintain aircraft. Specifically, NTCSSsupports I-level and O-level aviation maintenancemanagement, materiel, financial management, andrelated administrative management.

NTCSS incorporates the functionality providedby the former systems of the MaintenanceResource Management Sys tem (MRMS),NALCOMIS Organizational Maintenance Activ-ity and NALCOMIS Intermediate MaintenanceActivity, and Shipboard Nontactical ADPProgram (SNAP) through the functional enhance-ment and integration of existing legacy systems.Depending on the nature of the user site, all orsome of these functions are available to afloatunits, Marine Corps air stations, and MALS.

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, andaviation units. The key AIS used by aviationlogisticians are NALCOMIS OrganizationalMaintenance Activity and NALCOMIS Interme-diate Maintenance Activity, SNAP, and Ship-board Uniform Automated Data ProcessingSystem-Real Time (SUADPS-RT) discussed indetail in chapter 4.

2-4 ____________________________________________________________________________________________________ MCWP 3-21.2

Type Commanders

Type commanders (TYCOMs) are responsible forthe maintenance and materiel condition ofaeronautical equipment assigned to their cognizancefor the operation and support of the naval aviationmission. Each TYCOM coordinates aeronauticalequipment assignment logistic support, andmaintenance performed on aeronautical equipmentunder his/her custody. Naval operating forces areassigned to TYCOMs for training, employment, andlogistic support. The Commander, Marine CorpsForces, Pacific (COMMARFORPAC) and theCommander, Marine Corps Forces, Atlantic(COMMARFORLANT) are also designated as theCommanding General (CG), Fleet Marine Force,Pacific, and the CG, Fleet Marine Force, Atlantic,respectively. While in this role, they are theTYCOMs for the Marine Corps on Marine aviationordnance. Logistics support, aviation ordnancetraining requirement submission, and noncombatexpenditure allocation of class V(A) materiel are theonly TYCOM functions performed by the CGs ofthe Fleet Marine Forces, Atlantic and Pacific. TheCommander , Naval Air Force, Atlant ic(COMNAVAIRLANT); the Commander, Naval AirForce, Pacific (COMNAVAIRPAC); and theCommander, Naval Reserve Force are the TYCOMsfor Marine Corps aircraft and aviation supportequipment. They are responsible for logistic supportof both Navy and Marine Corps aircraft and engines.

The COMMARFORLANT/PAC Avia tionLogistics Department (ALD) supports theCOMNAVAIRLANT/PAC, respectively, 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, individualmaterial readiness list management, and otherspecial programs.

Naval Aviation Depots and Cognizant Field Activities

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

Rework Activities

Rework activities are comprised of maintenanceand modification functions. Maintenance func-tions are those functions required to maintain orrestore the inherent designed service levels ofperformance, reliability, and materiel condition.They span complete rebuild through reclamation,refurbishment, overhaul, repair, replacement,adjustment, servicing, and replacement of systemconsumables. They also include inspection, cali-bration, and testing.

Aeronautical Modification

Aeronaut ica l modif ica t ion funct ions arerequired to change or improve design levels ofperformance, reliability, and materiel condi-tion. The term modification, as used in thispublication, includes alteration, conversion,engineering change, and modernization, etc. Foreffectively performing industrial rework andmanufacturing functions, aviation systems,subsystems, components, and equipment mustbe allocated and distributed to the variousproduction shops according to particular indus-trial function capabilities.

Support Services

The D-level supports the O- and I-levels by provid-ing technical help and carrying out those functionsbeyond the responsibility or capability of the O- andI-level activities through the use of more extensivefacilities, skills, and materials. Personnel from depotscarry out D-level functions in depots or in the field.


The Naval Aviation Depot 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 serviceson aircraft maintenance and logistics problems.

Perform other levels of aircraft mainte-nance for eligible activities, on specific re-quest or assignment.

Perform other functions as directed by theCOMNAVAIRSYSCOM.

Headquarters, US Marine Corps/Aviation Logistics Support Branch

The DC/A and the Head, ASL are responsible fordeveloping and implementing matters of AVLOGpolicy and management. AVLOG materiel, equipment,and systems are provided for through Navy materieland equipment support systems. HQMC ASLcoordinates with each department of aviation branch(aviation plans/programs/budgets, aviation weaponssystems requirements, etc.), OPNAV,COMNAVAIRSYSCOM, COMNAVSEASYSCOM,COMSPAWARSYSCOM, and other naval aviationsupport activities in the planning for and acquisition ofequipment, weapons, weapon systems, materiel,supplies, facilities, maintenance, and support servicesfor Marine Corps aviation.

HQMC ASL also coordinates with CNO to ensurethe characteristics of newly procured or developedequipment and materiel for the Marine Corps meetoperational requirements; proposed trainingprepares Marine Corps personnel for combat; andin the planning, development, and fielding of AISsin support of Marine Corps aviation. HQMC ASL

coordinates AVLOG actions with other agenciesas part of its responsibility for Marine Corps avia-tion. Specific functions within the purview ofHQMC ASL include the following:

Assist CNO staff and the naval AVLOGsupporting establishment in distributingaeronautical and related materiel for adequateoutfitting of Marine Corps aviation units.

Develop logistics plans and programs foraviation units and represent Marine Corpsaviation in developing naval aviation mainte-nance and supply policies and procedures.

Represent Marine Corps aviation in the devel-opment and execution of maintenance plans,test equipment master plans, and integratedlogistics support plans for aeronauticalweapons systems and related equipmentsubsystems and aviation ordnance.

Represent the Marine Corps in developingnaval aviation maintenance and aviationsupply 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 and AGS requirementsrelative to deployment, employment, andmaritime or land prepositioning.

Develop and monitor plans and programs onaviation ordnance.

Coordinate logistics support needs for airbornearmament and armament handling equipment.

Supervise and monitor the Aviation ExplosiveSafety Program and conventional ammunition.

Function as the occupational field specialists inaviation maintenance, avionics, ordnance, aircraftrescue and firefighting, EAFs, meteorology andoceanography, and supply military occupationalspecialties.

Monitor and analyze aircraft readiness data andrecommend appropriate actions.

2-6 ____________________________________________________________________________________________________ MCWP 3-21.2

Assist CNO and other supporting agencies inthe planning, programming, development, andfielding of ADP equipment and software tosupport Marine 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, Aviation Logistics Department

All joint forces with Marine Corps Forces(MARFOR) assigned will include a Marine Corpscomponent headquarters such as MARFORLANTor MARFORPAC. The Assistant Chief of Staff(AC/S) ALD, as a primary staff branch of eachMARFOR, is responsible for strategic andoperational aspects of AVLOG for forces assignedunder their cognizance. The AC/S ALD ensures thereadiness of assigned aircraft, SE, mobile facilities,and aviation munitions by providing support andsustainment. The AC/S ALD advises Marinecomponent commanders on readiness, policies,deliberate planning, organization, functions, andoperations. When directed, the ALD deploys insupport of MARFOR component HQ. The AC/SALD is responsible for management, distribution,and accountability of mobile facilities and ancillaryequipment. ALD provides AVLOG assistance asrequired to bases and stations. Specific functionswithin the purview of each MARFOR ALD follow.

Aircraft Maintenance

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

Develop and coordinate with NAMP policysteering committee on MARFOR maintenance/materiel policy and procedures.

Participate with external aviation support activi-ties in all decisionmaking processes that relateto MARFOR deployability and sustainability.

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

Collect and analyze maintenance, management,and materiel (3M) readiness data to determinelogistics support shortfalls and provide correc-tive action recommendations.

Provide technical assistance to subordinateunits and any internal staff section on the statusof aircraft maintenance or the degradation ofaviation capabilities.

Monitor engine, airframe, and associated SEmaintenance and modifications.

Assist in the development of AVLOG inputs tooperation plan time-phased force and deploy-ment data (TPFDD).

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

Participate with outside support activities todevelop AVLOG support requirements underthe Amphibious Ready Group Aviation Readi-ness Plan and Unit Deployment Program.

Coordinate with appropriate activities, enhance-ments, and standardization of aviation mainte-nance-related AIS.

Advise on personnel in occupational fields60/61XX.

Review, analyze, and evaluate managerial andperformance data in relation to the aviation main-tenance effectiveness and readiness posture ofthe force.

Aviation Supply

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 adjacentcommands on aviation supply readiness andsupport issues.

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

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

Participate with all activities involved toidentify and resolve significant aviation supplyissues negatively impacting force readiness.

Review, analyze, and evaluate managerial andperformance data in relation to the aviationsupply effectiveness and readiness posture ofthe force.

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

Monitor the execution of aviation supplyfunctions relating to MALSP and to the T-AVB.

Actively participate in allowance issues includ-ing modeling, funding, and filling allowances.

Participate with outside support activities todevelop AVLOG support requirements underthe Amphibious Ready Group Aviation Readi-ness Plan and Unit Deployment Program.

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

Maintain involvement in all flight-hour program-funding issues.

Provide advice on matters related to personnelin occupational field 66XX.

Avionics

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 avionicssupport equipment.

Serve as the program manager and TYCOMfor the force MF program.

Validate requirements and direct redistribution ofspecial mission MEU (special operations capable[SOC]) equipment, tactical air electronic warfareequipment, and defensive electronic countermea-sure equipment.

Validate requirements and participate inmodernization efforts of L-Class (LHA/LHD/amphibious transport dock [LPD]) ships relatedto AIMD avionics support and integration ofMarine Corps MFs.

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 avionicsprograms and associated equipment (AvionicsOperational Advisory Group, Integrated Logis-tics Support Management Team, programreviews, etc.).

Validate requirements and coordinate support ofthe meteorology and calibration program, preci-sion measurement equipment program, andautomatic test equipment.

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

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

Ordnance

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

Function as component adviser to the combat-ant commander (J-4) for USMC class V(A)logistic issues.

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

Conduct class V(A) ammunition deliberate/contingency planning in support of OPLANs.

2-8 ____________________________________________________________________________________________________ MCWP 3-21.2

Function as TYCOM for noncombat expendi-ture allocation (NCEA) and training programs.

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

Monitor air contingency MAGTF class V(A)ammunition package.

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 pre-positioned wartime reserves.

Provide status of in-theater class V(A) ammuni-tion to appropriate internal staff during combat/contingency operations (expenditures, assets onhand by location, and status of inbound assets).

Coordinate ordnance-specific weapons require-ments (expeditionary storage magazines,combat aircraft loading areas) and ordnance-specific construction requirements (expedition-ary ammunition storage berms).

Register class V(A) ammunition allowances viaCAIMS to monitor, review, and provideguidance to subordinate commands for inven-tory management, inventory accuracy, account-ability, and reporting of class V(A) materiel.

Monitor matters concerning the ROLMS andammunition inventory tracking system (AITS).

Act as a liaison and monitor matters affectingdeployed forces afloat (training, predeploy-ment preparations/milestones, and USMC/USN integration operability issues).

Monitor, review, and provide guidance tosubordinate commands for arms, ammunition,and explosives security.

Validate and approve class V(A) priority 03munitions requisitions (cartridge-actuateddevices/propellant-actuated devices/aircrewescape propulsion system) provided by majorsubordinate commands.

As a member of executive working groupc om m i t t ee s c ha r ge d w i t h r e v i ew o fpublications concerning aviation ordnance

standing operating procedures (SOPs) andexplosive safety manuals, represent theCOMMARFORLANT, COMMARFORPAC,and COMMARFORRES.

Manage fleet weapons support team (FWST)personnel support of conventional and air-launched weapons requirements.

Provide advice on matters pertaining to occupa-tional field 65XX personnel.

Coordinate with appropriate activities, enhance-ments, and standardization of aviation ordnancerelated AIS.

Advise the Executive Steering Group and theProgram Review Group (PRG) on all matters ofMARFOR interest within the Naval OrdnanceReadiness Improvement Process.

Future Operations

Coordinate and execute all functions of aviationlogistics deliberate planning with combatantcommander, Service component, TYCOM, andfleet participants.

Produce Joint Strategic Capabilities Planprescribed supporting plans, AVLOG annexesand appendices as required by the Joint Opera-tion Planning and Execution System (JOPES)and MCWP 5-1, Marine Corps PlanningProcess.

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 force integration require-ments for peace and contingency.

Coordinate and monitor AVLOG supportaboard MPSs.

Provide representation and leadership at confer-ences, meetings, and reviews dealing withAVLOG planning and contingency requirements.

Coordinate AVLOG requirements via Serviceand combatant commander channels.

Provide AVLOG input for combatant commanderintegrated priority list.

Coordinate and provide AVLOG input for compo-nent input to combatant commander’s JointMonthly Readiness Report .

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

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

Identify, coordinate, and synchronize AVLOGrequirements and implementation for newaviation platforms.

Operating Forces

The operating forces constitute the forward pres-ence, crisis response, and fighting power avail-able to joint force commanders. Marine Corpsoperating forces are primarily composed ofMarine Corps Forces, Atlantic (II Marine Expedi-tionary Force) [MEF] under the COMMARFOR-LANT, and Marine Corps Forces, Pacific (I andIII MEF) under the COMMARFORPAC. Eachcommander of Marine Corps forces may beassigned or designated as the Marine Corpscomponent to the unified command to which hisforces are assigned. The Commander, Marine

Corps Forces (COMMARFOR) coordinates andmanages strategic and operational logisticssupport issues.

The G-4 (logistics) determines logistics and CSSrequirements, including the AVLOG supportprovided by the MALS. The logistics officeradvises the commander on the readiness status ofAVLOG support packages, identifies require-ments, and recommends priorities and allocationsfor AVLOG support in all functional areas. On theG-4 staff, billets for AVLOG specialists serve asthe AVLOG liaison to the G-4. These billet hold-ers work closely with assigned forces, specificallythe assigned wing [ALD] sections regarding thefollowing AVLOG responsibilities:

Advise on the readiness status of AVLOGsupport packages.

Develop policies and identifying requirements,priorities, and allocations for AVLOG support.

Integrate AVLOG operations with logisticssupport from external commands or agencies.

Supervise the execution of the commander’sorders regarding AVLOG.

Ensure that the concept of AVLOG clearlyarticulates the commander’s vision of AVLOG,supports the tactical concept of operations andthe scheme of maneuver.

Conduct deliberate and CAP integratingAVLOG into overall CSS concept of support.

Conduct RSOI planning for the AVLOGconcept of support.

Develop AVLOG concept of support forOPLANs/CONPLANs.

Identify and resolve support deficiencies. Collate the support requirements of subordi-nate organizations.

Identify the support requirements that can besatisfied with organic resources and passnonsupportable requirements to the appropriatehigher/external command.

2-10 ___________________________________________________________________________________________________ MCWP 3-21.2

Coordinate with the amphibious task force N-4for the AVLOG provided under ACE G-4/S-4cognizance.

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 to deployMEU and ACE in matters related to aviationordnance requirements and logistic support. TheMEF aviation ordnance officer also serves as a liai-son for other AVLOG matters for the MEF andcoordinates with the MARFOR or wing as required.Specific areas of responsibility are as follows—

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

Administer class V(A) ammunition preposition-ing programs.

Conduct class V(A) ammunition deliberate/contingency planning in support of OPLANs.

Administer air contingency MAGTF class V(A)ammunition package.

Coordinate with MARFORLANT/PAC to resolveclass V(A) ammunition shortfalls.

Provide status of in-theater class V(A) ammuni-tion to appropriate internal staff during combat/contingency operations (expenditures, assets onhand by location, status of inbound assets).

Coordinate ordnance-specific weapons require-ments (expeditionary storage magazines,combat aircraft loading areas) and ordnance-specific construction requirements (expedition-ary ammunition storage berms).

Provide technical advice and coordinate matterspertaining to class V(A) munitions, armamentweapons support equipment, and aircraftrelease/launch systems.

Conduct liaison on matters affecting deployedforces afloat (training, predeployment prepara-tions/milestones, USMC/USN integrationoperability issues).

Monitor, review, and provide guidance tosubordinate commands for arms, ammunition,and explosives security.

Advise on occupational field 65XX personnel.

Marine Aircraft Wing, Aviation Logistics Department

The mission of the MAW ALD is to assist subordi-nate MAGs in matters related to aviation materialreadiness and internal material management ofweapons systems. The ALD’s goals are to maintainhigh aircraft and system readiness, minimize costsassociated with maintaining aircraft, and improveAVLOG efficiency. This is accomplished throughclose coordination with higher HQ, supportingnaval and commercial organizations and subordi-nate commands. The ALD organization consists offive core functional branches: aircraft maintenance,aviation supply, avionics, aviation ordnance, andAVLOG plans. These functional branches work inconjunction with other MAW branches, higher HQ,subordinate units, and outside agencies in support ofthe overall AVLOG mission. Specific responsibili-ties follow.

Aircraft Maintenance Branch

Primary Aircraft Maintenance Branch responsi-bilities include material readiness, aircraft config-uration 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 coordinatingaircraft material readiness between the aircraftTYCOM, CG MAW, and the assigned MAGs.The branch also—

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

Conducts liaison with external agencies in supportof aircraft readiness within supported MALS.

Coordinates aircraft maintenance support forship and unit deployments.


Performs aircraft data analysis and aviationprogram management.

Performs aircraft, engine, and SE accounting.

Develops and disseminates aircraft materialreadiness reports.

Performs cognizance and policy control of theCentral Technical Publication Library.

Coordinates scheduling of D-level repair foraircraft, systems, engines, and SE.

Performs cognizance and policy control of theIMRL program.

Coordinates the assignment of personnel in the60/61XX occupational fields.

Coordinates with the Aviation InformationSystems Branch on changes/updates to MALSPand the use of the T-AVB.

Aviation Supply Branch

Primary branch responsibilities include coordinat-ing aviation material (inventory management, distri-bution, storage, and transportation) and financialmatters, training, and related programs in support ofsquadrons assigned within subordinate MAGs. TheAVNSUPO and staff are the principal points ofcontact for coordinating aviation supply mattersbetween the aircraft TYCOM, CG MAW, and theassigned MAGs. The branch also—

Implements and coordinates aviation supplypolicy within the MAW.

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

Conducts liaison with external agencies in supportof aircraft readiness within supported MALS.

Coordinates aviation material support for shipand unit deployments.

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

Analyzes aviation supply and financial manage-ment performance.

Monitors weapons system material support transi-tioning from commercial supply to Navy supply.

Coordinates with the Aviation InformationSystems Branch on policy development input tohigher HQ for changes/updates to NTCSS andother aviation information systems.

Avionics Branch

Primary responsibilities of the avionics branchinclude managing all avionics policy matters andreadiness issues within the wing. The branch also—

Manages all MF and supporting equipment andcoordinates the procurement and distribution ofMF assets between 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 occupational fields.

Coordinates engineering technical services withsupported MAGs, local Naval Air Technical Dataand Engineering Service Command, andTYCOMs in support of operational units.

Coordinates with senior and subordinate HQ toensure supported operational units have custodyof required aircraft mission-essential equipment.

Coordinates between senior and subordinate HQ toensure prompt verification of rapid action minorengineering changes.

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

Aviation Ordnance Branch

The primary responsibility of the aviationordnance branch is managing class V(A) muni-tions and serving as the principal point of contactfor coordinating aviation ordnance matters andpolicy 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 thefunctional TYCOM.

2-12 ___________________________________________________________________________________________________ MCWP 3-21.2

Coordinates the assignment of personnel in the65XX occupational fields.

Monitors the Aviation Ordnance Certification/Qualification Program as administered bysubordinate commands.

Monitors the Explosives Safety Program asadministered by subordinate commands.

Registers class V(A) ammunition allowances viaCAIMS to monitor, review, and provide guidanceto subordinate commands for inventory manage-ment, inventory accuracy, accountability, andreporting of class V(A) materiel.

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

Monitors matters concerning both ROLMSand AITS.

Monitors, reviews, and provides guidance tosubordinate commands for arms, ammunition,and explosives security.

Conducts class V(A) ammunition deliberate/contingency planning in support of OPLANs.

Represents the COMMARFORLANT andCOMMARFORPAC as a member of execu-tive working group committees charged withreview of publications concerning aviationordnance SOPs and explosive 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, lift

requirements, and AVLOG phasing into theater.Other key areas of responsibility are as follows:

Coordinating MAW policy development inputto higher HQ for geoprepositioning programs.

Coordinating MAW policy development inputto higher HQ for updates to the MAGTF logis-tics automated information system (LOGAIS)family of systems.

Coordinating MAW policy development inputto higher HQ for updates to MALSP doctrineto include the use of the T-AVB.

Reviewing the concept of operations with the wingG-3/plans and determining the MALS concept ofsupport based on guidance received from the MEFon current and future OPLANs/CONPLANs.

Developing force deployment planning and execu-tion (FDP&E) options with deliberate planning.

Providing the input for the MEF/Marine compo-nent commanders AVLOG annex.

Aviation Information Systems Branch

Primary responsibilities of the Aviation Informa-tion Systems Branch include managing all AISpolicy matters, coordinating information systemsmatters between assigned MAGs, MAWs, andTYCOMs. The branch also—

Implements and coordinates AIS policy withinthe MAW.

Coordinates with MAW G6 on all mattersconcerning information technology employ-ment and policy

Coordinates AIS support for ships and unitdeployments.

Coordinates assignment of MOS 6694 personnel. Conducts liaison with external agencies insupport of AIS.

Coordinates with all MAW logistics brancheson policy development input to higher HQ forchanges/updates to NTCSS and other AIS.

CHAPTER 3MARINE AVIATION LOGISTICS SQUADRON

The MALS provides AVLOG support; i.e., avia-tion-specific maintenance and supply, for subordi-nate units of an FW or RW 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 theMWSS EAF and weather sections.

Requires motor transport and engineering supportfrom the MWSS to conduct class V(A) distribu-tion and establish MF sites.

Each MALS, Active or Reserve, can perform thefollowing 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 logistics supportto ACE squadrons. This support encompasses therequisitioning, storage, handling, assembly, trans-portation, and inventory management reportingof class V(A) ammunition. Be capable ofplanning for and operating an ammunition issuepoint at expeditionary sites.

Interpret, implement, audit, inspect, and provideoversight for the MAG CO for all policies andprocedures relating to the administration andmanagement of operations and maintenance,Navy (less temporary additional duty funds),aviation supply, aircraft maintenance, aircraftordnance, avionics, cryogenics, and dataprocessing for all units within the MAG/ACE.

Coordinate with the MWSG/MWSS, Marineair control group (MACG) and other support-ing Navy and Marine Corps activities inplanning for the support required to executeAVLOG.

Screen and inspect nonserviceable aeronauti-cal equipment/material 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 data processing support to facilitateexecution of the aviation supply, maintenance,and Navy-funded financial functions of theMAG/ACE.

Marine Aviation Logistics SquadronMaintenance Department

The AVLOG functions of the MALS mainte-nance department include aircraft, avionics, SEmaintenance, flight equipment, cryogenics, avia-tion ordnance, and maintenance data collectionand analysis. All available talents and resourcesare used to ensure components are repaired to thehighest standard of quality to further enhance thewarfighting capabilities of the customer (thetactical squadrons). Specific responsibilities areas follows:

Coordinate control of aircraft maintenanceperformed by, and in support of, squadrons andunits under the cognizance of the MAG CO,and materiel condition and combat readiness ofassigned weapons systems and equipment.

3-2 ____________________________________________________________________________________________________ MCWP 3-21.2

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

Ensure squadrons within the MAG provideaugmentation personnel on a temporaryadditional duty basis as required for training inthe maintenance of organic systems andsubsystems by the I-level.

Coordinate predeployment planning for theprovisioning of personnel, facilities, SE, andservices for supported squadrons.

Screen supported deploying squadron materielto ensure only materiel considered essential tosupport the specific deployment is embarked,and consolidation of multiple squadronrequirements is made whenever possible.

Screen appropriate MALSP IMRL allowances toensure they are tailored to support the quantityand type aircraft assigned to the MAG squadrons.

Ensure the MAG aircraft assignment board(or equivalent) is maintained and reflectscurrent status.

Maintain liaison with supported squadronmaintenance material control centers and theaviation supply department (ASD), and ensureadequate validation and reconciliation ofoutstanding requirements takes place.

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

Monitor MAG squadrons to ensure an activeand effective quality assurance monitoringprogram exists.

Monitor MAG squadrons to ensure correctmaintenance, administration, and materialhandling procedures are used, directing particu-lar attention to the detection and removal of alladministrative impediments to aircraft readiness.

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 managementprogram is in place to control cannibalization ofaeronautical equipment. To the maximum extentpossible, ensure selective cannibalizationactions are planned to prevent aircraft frombeing in a nonflyable status for more than 30consecutive 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 toperform a quarterly review of the MALSindividual component repair list.

Conduct regular meetings, chaired by themaintenance officer and cochaired by theAVNSUPO, with supported units to ensureoptimum communication and coordination.

Analyze the mission accomplishment andcapabilities of the department using reportsprovided by the MDS on a continuing basis.

Avionics Division

The avionics division provides maximum support,coordination, and leadership to the MALS’mission in the areas of aircraft maintenance, avion-ics equipment maintenance, integrated logisticsresource management, and professional personneldevelopment. Management of the MALS avionicsdivision is the responsibility of the MALS avionicsofficer. This is accomplished by interpreting andimplementing avionics policies and procedures forthe MALS commander.

All maintenance and support of MALS andsupporting activities, avionics equipment—toinclude weapons repairable assemblies, shoprepairable assemblies, SE, test measuring anddiagnostic equipment, and “Navy funded”computers and peripherals—will be performed bypersonnel assigned within the avionics division.These functions encompass programs, equipment,


and support for activities both internal and occa-sionally external to the MAG. The avionics divi-sion, responsible to the maintenance officer, hasthe overall responsibility for the production effortwithin the MALS, on matters dealing with thescheduling, prioritization, and production ofavionics equipment.

An avionics division exists within each MALS andconsists of the following functional branches:avionics branch, precision measurement equip-ment branch, and various production branchesnecessary to support flying squadrons of a MAG.Each branch is responsible for the maintenance ofits avionics equipment, the welfare of its person-nel, an accurate accountability of work centerIMRL assets, and individual branch security. Theavionics branch is responsible for overall divisionadministrative duties and I-level maintenance onavionics equipment. Depending on the type ofaircraft supported, the avionics branch may containup to five work centers: communications/naviga-tion, electrical/instrument repair, automatic testequipment, electronic warfare, and radar.

Aviation Ordnance Division

The function of the aviation ordnance division is toprovide the MALS with logistical and manage-ment support of class V(A) ordnance, AAE, andarmament weapons support equipment (AWSE).This is done by interpreting and implementing theordnance policies and procedures for the MAG.The MALS ordnance staff—

Ensures the management and distribution ofauthorized NCEA.

Assists the MAG (G-3) in developing testingand training requirements for aviation ordnance.

Ensures proper logistical support and storagerequirements for prepositioned war reservemateriel requirements assets are identified,including buildup and delivery of class V(A),ammunition stock points, advanced bases, andforward arming and refueling points.

Manages the MAG’s ordnance safety programand ensures explosive safety policies andprocedures are issued as required.

Ensures compliance with the policies andprocedures se t fo r th in OPNAVINST8000.16A, Naval Ordnance MaintenanceManagement Program (NOMMP) , whenpreparing quality deficiency reports, explosivemishap repor t s , t echnica l publ ica t iondeficiency reports, and engineering investiga-tion requests.

Ensures class V(A) materiel is managed perthe current revision of NAVSUP P-724,Conventional Ordnance Stockpile Manage-ment Policies and Procedures Manual, andother related directives.

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 division production and readinessusing reports provided by the MDS.

Ensures satellite production efforts supportthe maintenance department’s goals, objec-tives, and standards.

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

Ensures all maintenance performed on theAAE pool and AWSE is per the standards andguidelines established by the MALS mainte-nance department.

Provides information on manpower, equipment,class V(A) materiel, and facilities to appropri-ate authorities.

Establishes a verification program for tech-nical manuals and directives maintained bythe division.

Establishes an AAE pool per MAW and aircraftcontrolling custodian/TYCOM directives.

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Ensures the ROLMS and the standardizedconventional ammunition automated inventoryrecord are used to manage class V(A).

Monitors and coordinates nonexpendable aviationordnance support provided by the MALSP.

Ensures the division maintains the capability tooperate from advanced bases and forwardarming and refueling points.

Coordinates predeployment planning for ordnancepersonnel, facilities, SE, ordnance materiel, andservices to support squadrons (NAVSEA OP 5Vol III, Ammunition and Explosives Ashore,Advance Bases).

Screens squadron materiel requests and theavailability of class V(A) assets to ensure onlymateriel considered essential is embarked.

Ensures appropriate levels of support are identi-fied in the TPFDD database.

Aviation Supply Department

The ASD executes all functions dealing with theinventory, storage, and management of Navy-provided materiel. The ASD staff functionsinclude, but are not limited to, the direct responsi-bilities listed in the following paragraphs. An ASDexists within each MALS with physical location ofthe divisions within the ASD varying dependingupon local situations. However, preferred locationsare adjacent to the maintenance departmentproduction divisions. The hours of operation willbe consistent with the operating hours of supportedorganizations. The functional divisions of supplyresponse and consumable management comprisean ASD.

Supply Response Division

The supply response division is responsible forthe initial screening and technical research of allrequisitions assigned by NALCOMIS. Thesupply response division will refer consumablerequisitions that cannot be filled from supplyofficer stores to the appropriate supply point of

entry. The supply response division is alsoresponsible for the reconciliation and monitoringof all outstanding direct turn-over (DTO) requisi-tions except for custodial, pre-expended bins, andservice market items.

Consumables Management Division

The consumables management division is respon-sible for the procurement, receipt, storage, issue,delivery, and inventory of all consumable mate-rial. The consumables management divisionconsists of the following five branches:

The receiving branch receipts and redistributesall material shipped to the MAG/MALS fromexternal sources.

The consumable delivery branch delivers allconsumable issues, consumable DTO receipts,and processes related transactions.

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

The consumable control branch manages inven-tory of consumable material.

The pre-expended branch establishes, manages,and replenishes pre-expended bin sites autho-rized by the AVNSUPO or maintenanceofficer.

Repairables Management Division

The repairables management division is responsi-ble for—

Repairables allowance management, procure-ment, receipt, storage, issue, delivery, andinventory of all repairable materiel.

Induction and recovery of repairables into/from the Intermediate Maintenance Activityand for shipment and tracking beyond-the-capability-of-maintenance components to theappropriate activity.

Management and control of all classified and fleetcontrolled materiel (repairable and consumable).


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 repairable requisitions and receiptswith exceptions, and all repairables returnedfrom the Intermediate Maintenance Activity.Screens and tracks carcasses that are beyond-the-capability-of-maintenance. Performs all duties on classified material (re-ceipt, storage, issue, packaging, and ship-ment). Procedures for handling classifiedmaterial are in Secretary of the Navy Instruc-tion (SECNAVINST) 5510.36, DON Infor-mation Security Program Regulation, andOPNAVINST 5218.7B, Navy Official MailManagement Instructions.

The repairables delivery branch delivers allrepairable materiel (issues and DTO) to thecustomer. It also picks up all nonready forissue repairable components from the customerensuring accuracy of all documents, i.e.,logbook, scheduled removal card, and mainte-nance action form (MAF).

The repairables storage branch is responsible forthe receipt, issue, storage, and inventory of allrepairable materiel in the supply officer’s stores.The storage of repairables is broken down intotwo separate sections—weapons repairableassembly and shop repairable assembly.

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

The supply shipping branch packages and ships allaeronautical-related components and equipment.

Supply Accounting Division

The supply accounting division is responsible forall tasks related to maintaining and reporting the

financial accounts granted to the ASD. Thesupply accounting division consists of the follow-ing two branches:

The end use branch maintains and reports allend use accounts allocated to the ASD, and isdivided by operating target (OPTAR) funding.

The stock fund branch reports transactions, whichaffect the Navy Working Capital Fund (NWCF)special accounting class (SAC) 207 inventory. Italso verifies the financial processing of all trans-actions 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 following two branches:

The customer assistance branch receives,processes, and monitors all requirements foraeronautical-related custodial materiel.

The custody records branch maintains thecustody record cards for all organizationalallowance material, such as IMRL, TBA,COSAL, controlled equipage listed in theNAVAIR 00-35QH-2 (Section H), and mainte-nance assist modules/test bench installations.This branch also formulates the quarterly andannual budgets and the mid-year budget reviewfor all custodial materiel.

Supply Management Division

The supply management division is composed ofthe most knowledgeable and experienced avia-tion supply personnel responsible for monitoringthe overall supply department operation, techni-cal training, and MALSP allowances and pack-ups (as they pertain to deployed and contingency

3-6 ____________________________________________________________________________________________________ MCWP 3-21.2

operations). The supply management divisionconsists of the following two branches:

The audit branch monitors all supply functionswithin the ASD to ensure compliance withauthorized procedures and achievement ofestablished goals.

The MALSP support branch validates and loadsMALSP allowances and monitors packups.

Supply Personnel and Administration Division

The supply personnel and administration divisionis responsible for the administrative control of allpersonnel assigned. The supply personnel andadministration division performs clerical functionsand maintains the master files of all messages,orders, correspondence, and directives for theASD. The supply personnel and administrationdivision consists of the following two branches:

The supply personnel branch performs functionsrelated to administrative control of all personnelwithin the ASD.

The supply administrative branch providesclerical assistance for the ASD as directed bythe AVNSUPO or the aviation supply chief.

MALS Operations Department

The MALS is a command entity similar to otherMarine squadrons. The MALS operations officeris the chief advisor to the MALS CO for allmatters pertaining to planning and execution oftactical operations involving ALS. The MALSoperations department identifies, plans, coordi-nates, and supervises all operational AVLOG plan-ning requirements.

The MALS operations department coordinates withboth the parent MAG and each supported squadronregarding ALS for deployed squadrons and detach-ments. It also serves as the MALS point of contactfor all deployment support involving the unitdeployment program, L-Class/aircraft carrier (CV)/aircraft carrier (nuclear)/CVN and T-AVB/MPF

employment plans and milestone reporting. It is alsoresponsible for AVLOG FDP&E as it relates todeliberate and CAP.

Deliberate Planning

Deliberate planning is conducted during peace-time to develop and refine war plans. Planning inthis 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 during the deliberate planning process.The MALS operations department—

Coordinates the range and depth of AVLOGsupport required to support the concept ofoperations as defined by the MAW AVLOGplans section.

Reviews all plans that require employment ofAVLOG and class V(A) support and coordi-nates operational AVLOG as required tosupport each plan.

Coordinates the review of OPLANs/CONPLANswith internal MALS departments.

Determines, in coordination with consolidatedadministration, assignment of MALS core andaugments personnel to—

MPS survey, liaison, and reconnaissanceparty, 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 for eachdeliberate plan/CONPLAN have been met.

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 SE offload distribution andassignment plan.

Crisis Action Planning

CAP performed by AVLOG planners at all levelsmust recognize that CAP is not governed by rigidsteps as it is a flexible means of coordinating staffaction. However, certain conditions may be viewedas probable with respect to the preparation of deploy-ment data in response to any crisis action situation. Ifthe crisis is in response to a contingency for whichdeliberate planning has been conducted, the existingplanning data can be used as a tool to develop tailoredsupport. If the crisis is in response to a contingencyfor which no deliberate planning has been previouslyconducted, ALS must be tailored without the benefitof existing data. During CAP, the MALS operationsdepartment is responsible for—

Recommending to the MALS CO operationalpriorities for the movement of 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 sea/airport of embarkation.

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

Determining priorities for MALS replacementsin coordination with the S-1.

Coordinating MALS operations security and signalsecurity.

Aviation Information Systems Department

The Aviation Information Systems Department(AISD) provides data processing support to thesupply and maintenance departments. The AISD isresponsible for the administration, operation, andmaintenance of all computer systems and networks

throughout the supply, maintenance, and ordnancedepartments. The AISD consists of the followingfive divisions.

The administration division is responsible forthe administrative control of all personnelassigned. Personnel within the divisionperform clerical functions and maintain themaster files for messages, orders, correspon-dence, and directives for the AISD.

The customer support division is the primarymanager for customer support within the AISD.Unit/department representatives will forwarddiscrepancies that cannot be resolved locally tothe customer support division, who will theninitiate the discrepancy into the maintenancecycle. The customer support division will furtheroperate as the department issue and receive desk,production control/help desk call center, AISDasset manager, and supply/maintenance liaison,providing monitored support to the MAG relativeto aviation information systems. In addition, thecustomer support division will substantiate andprioritize AISD requirements submitted via thesupply department.

The network administration division is responsi-ble for the management of all AIS networkresources within the MAG. These responsibili-ties include managing and upgrading networkoperating systems, data assurance, user accountmanagement, network architecture documenta-tion and upgrade planning, network security, andworkstation software standardization.

The systems processing division provides dataprocessing support to the supply and maintenancedepartments. The systems processing division isresponsible for administrative and operationalcontrol of the Intermediate Maintenance ActivityNTCSS systems. The systems processingdivision is also responsible for coordination ofapplication workload and output to the supplyapplications administrator and the maintenanceapplications manager.

The maintenance support division consists ofAISD technicians that provide direct mainte-nance and installation support for all AIS andMALS core network assets.

CHAPTER 4COMMAND AND CONTROL INFORMATION MANAGEMENT SYSTEMS

Logistics information management at the tacticallevel ranges from manual methods to employmentof sophisticated AIS. Marine Corps aviation organi-zations down to the squadron level have organicAIS capabilities to manage the maintenance andlogistics requirements of aircraft, aeronautical mate-rial, and aviation weapons and ordnance. Each orga-nization has networked computer systems to supportdata input and processing of a myriad of informa-tion requirements. MALS/aircraft squadronspossess a variety of computer hardware suites andsoftware applications for submitting input to andreceiving output from Navy and Marine Corpssupport systems. As such, AIS and their communi-cations systems are becoming seamlessly linked andare necessary for the effective management of allaeronautical assets.

The AISD supervises the MALS’s/squadron’scommunications and information systems supportoperations and is responsible for the technicaldirection, control, and coordination of communi-cations and information systems support tasks.There are a variety of AIS supporting naval avia-tion. These systems are managed, controlled, andfunded by the Navy for use by and distribution tonaval aviation (Navy/Marine Corps) activitiesand supporting establishments. The following aremost of the major mission critical AIS peculiar toaviation logistics.

Naval Tactical Command Support System

The NTCSS is included in the AIS and is under themanagement of COMSPAWARSYSCOM. Itprovides a full range of responsive mission supportADP hardware and software to facilitate manage-ment of information, materiel, and funds required tomaintain and operate aircraft. Specifically, NTCSSsupports O- and I-levels and indirect supporting

activities’ aviation maintenance management andmateriel and financial management.

The NTCSS, as a family of systems, incorporatesthe functionality provided by the former systemsof MRMS, NALCOMIS Organizational Mainte-nance Activity and NALCOMIS IntermediateMaintenance Activity, and SUADAPS throughthe functional enhancement and integration ofexisting legacy systems. Depending on the natureof the user site, all or some of these functions areavailable to afloat units, Marine Corps air stations,and MALS. The NTCSS provides tacticalcommanders and AVLOG managers the requiredmission support information for tactical decisions,improved equipment supportability and maintain-ability, and results in a commensurate enhance-ment in the materiel condition and combatreadiness of aviation units.

NALCOMIS provides squadrons (O-level),activities, and MALS (I-level) with a modern,real time, responsive, computer-based manage-ment information system. The three objectivesof NALCOMIS are as follows:

Increase aircraft and aeronautical equipment readi-ness by providing local maintenance and supplymanagers with timely and accurate information.

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

NALCOMIS Organizational Maintenance Activity

NALCOMIS Organizational Maintenance Activ-ity provides effective AIS capability to satisfyvarious functional requirements of the NAMP. Itis a management information system designed toprovide Marine Corps O-level activities withtimely and accurate information for day-to-day

4-2 ____________________________________________________________________________________________________ MCWP 3-21.2

management of assigned aircraft and equipment.NALCOMIS Organizational Maintenance Activ-ity allows the organization the capability tomanage maintenance and supply processes byallowing systems users to enter, collect, process,store, review, report, and interface required data.These detailed processes are in support of—

Aircraft, engine, assets, EAF components, andSE repair.

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

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

The major functions required by the O-level areintegrated into one system sharing a common data-base. This approach avoids redundancy of func-tions and related data within the organization. Italso serves to improve the overall communicationand response time associated with multiple data-bases. The major functions of NALCOMIS Orga-nizational Maintenance Activity are divided intoeight subsystems and two utilities.

Subsystems

Database administration subsystem allows theO-level to establish and maintain system levelsupport tables. These tables provide the baselinedata for the O-level, database applicationsecurity, and data tables.

Maintenance subsystem collects and processesmaintenance related data and provides this datato other subsystems on the database.

Flight subsystem collects and processes flightrelated data and provides this data to othersubsystems on the database.

Logs and records subsystem provides theability to establish and maintain configurationprofiles on aircraft, engines, modules, andcomponents assigned to the O-level.

Asset subsystem provides the ability to inven-tory and process inspection-related data onO-level assigned assets, for example, aeronau-tical equipment, SE, IMRL, EAF equipment,and Aviation Life Support System.

Data analysis subsystem provides the O-level3M analyst with the ability to approve MAFsand flight records for upline submission to thedata services facility; correct, delete, andreinduct MAFs and flight documents; performend-of-month MAF closeout processing; andgenerate MAF audit reports.

Technical publications subsystem reserved forfuture use.

Reports subsystem provides the ability toselect and produce reports.

Utilities

Ad hoc query utility provides the ability tocreate reports to meet the users specific needs.The reports may be derived from selecteddatabase tables allowing the manager to gatherdata in various areas; for example, aviation 3Mreports, flight reports, trend analysis, manpowerutilization, user login identification, specialmaintenance qualification assignments, andspecific workload reports.

The system administrator management menuutility provides the ability to the systemadministrator/analyst to maintain the systemconfiguration. The system administrator man-agement menu includes—

Application administration.

System utilities.

Detachment processing.

Mail/messages facility.

Printer management.

Process status.

System initialization.

Operating system security management.

Queue management.


NALCOMIS Intermediate Maintenance Activity

NALCOMIS Intermediate Maintenance Activity,used at the MALS, provides the capability tomanage maintenance and supply functions andprocesses by allowing system users to enter,collect, process, store, review, and report informa-tion required by the organization. These processesinclude engine and SE 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 sharing a common data-base. This approach avoids duplication of relateddata among the organizations. The common data-base also serves to improve the overall communi-cation and response time associated with materielreadiness in support of aircraft maintenance activi-ties. Internal communications among users in theMALS are accomplished through online mailboxand hardcopy report notices, which are distributedon preassigned work center printers. The majorfunctions of NALCOMIS Intermediate Mainte-nance Activity in support of the MALS are dividedinto the following 10 subsystems containing simi-lar processes:

Database maintenance subsystem allows thedatabase administration to establish and maintaindata within NALCOMIS Intermediate Mainte-nance Activity and perform the necessary localdatabase support functions for all subsystems.These support activities include the initial loadingand maintenance of the database, purging datarecords generated by the application subsystems,transferring data to historical archives, and delet-ing outdated data. This subsystem also handlesthe processing of external interface data to updateinventory and requisition records.

Maintenance activity subsystem allows mainte-nance personnel to document maintenanceactions, order parts, maintain individualcomponent repair list data, and make inquiries.Actual documentation requirements—such as

validation specifications, form descriptions,and field entry requirements—are contained inMALS a nd o the r i n s t r uc t ions . AnyNALCOMIS Intermediate MaintenanceActivity-specific documentation requirementsare covered in the detailed description of eachfunction or screen. Contingency processing isincluded in this subsystem.

Configuration status accounting subsystem containsthree sections: aircraft engines, SE, and TDs.

Aircraft engine users establish and maintain adatabase in NALCOMIS Intermediate Main-tenance Activity to contain all the informationpertaining to onhand engines and their in-stalled modules and components, as well asonhand uninstalled modules and components.SE maintains a database of all informationpertaining to assigned SE.TDs track incorporated and nonincorporatedTDs for aircraft engines, engine modules,engine components, SE, and SE components.

Personnel management subsystem contains infor-mation on assigned military and civilian personnel.The information is used for workload managementand to verify authorization for discrepancysignoffs, quality assurance inspections, MAFreviews, and other job-related functions.

Asset management subsystem contains thefunctions required to maintain inventory andutilization data for SE and IMRL items.

Materiel requirement processing subsystemcovers materiel requirements generated bymaintenance customers at the O- and I-levels.These requirements include repairable compo-nents, consumable repair parts, and indirectmateriel support items.

Local/upline reporting subsystem supportsengine transaction records. This subsystem isreserved for future use.

System support subsystem permits the user tosee a listing of the onscreen messages that arewaiting action. In addition, the system admin-istrator uses online functions to review therequests for reports, and to release them forsubsequent printing.

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Data offload/onload subsystem generates files,reports, and documents for data offload/onload.These items accompany temporarily transferredSE and personnel and permanently transferredSE, either to or from organizations.

Technical publications subsystem provides anautomated technical library tracking system.

Shipboard Nontactical Automated Data Processing Program III

SNAP III provides automated information process-ing support for supply, finance, and organizationmaintenance management to the MALS. SNAP isan umbrella program, which includes numerousapplications for shipboard use.

Shipboard Uniform Automated Data Processing System

Under management and configuration control ofthe Commander, Naval Supply Systems Command(COMNAVSUPSYSCOM), the shipboarduniform automated data processing system(SUADPS) is the aviation supply software applica-tion used by MALS to provide financial, inven-tory, and logistics management of aviation supplysupport for Marine aircraft. SUADPS-real time(RT) manages inventory, orders parts, providescustomer services, manages finances, managesADP; and manages necessary documents, ledgers,reports, and references. The three major functionalsubsystems of SUADPS-RT are logistics manage-ment, inventory management, and financialmanagement. An additional executive subsystemis the central controller of the system and serves asprimary interface with the user.

Logistics Management

Logistics management subsystem provides—

Automated assistance for supply depart-ment material control and customer sup-port activities.

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

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

Automation to manage offload or stock transfer.

It further automates preparation, control, record-ing and reporting of receipts; maintains status ofall requisitions and purchases including money-value only, pushed materiel, NAVSEASYSCOM-funded initial outfitting type requisitions; and veri-fies acceptability of various data elements prior toadmittance of new data into the system.

Inventory Management

Inventory management subsystem provides auto-mated support for control of inventory and consistsof two primary functions.

The first function, maintenance of inventorydata, establishes and maintains records thatidentify, locate, quantify and describe stockitems. Actual materiel versus recorded materielon hand, and materiel due versus materielreceived are reconciled, and surveys, gains orlosses are processed.

The second function, computing, adjusting, andreporting inventory data, implements policiesthrough system-wide inventory data modifica-tions and produces management reports thatsummarize stock item information held asinventory data. Stocking objectives and allow-ances are managed within this function.

Financial Management

Financial management subsystem providessupport for either manual or automated updatesand information queries of all financial datamaintained in SUADPS-RT. The subsystem iscomposed of three primary functions: providingautomated support for maintaining up-to-datefinancial data, monitoring and controlling fundexpenditures, and producing financial reportsand displays . The f inancia l management


subsystem maintains comprehensive financialrecords for all supply transactions, provides datafor all required reports and management infor-mation queries , and provides controls topromote accuracy and validity of financial data.The two accounting methods incorporated intothe financial management subsystem are theOPTAR and the NWCF SAC 207.

OPTAR is used to account for activity opera-tions and maintenance funds. All material andexpenditures for obtaining services areexpended to an annual appropriation uponissue to the unit or obligation for purchase.OPTAR accounting is also performed for anysupported units.

The NWCF SAC 207 accounting AVNSUPOhas inventory and fiscal accountability formaterial in stock. Material in stores is held inthe NWCF and upon issue is expended to anannual appropriation with reimbursement tothe stock fund. Material transferred to othersupply officers is retained in the NWCF andreported to the fleet accounting and disburs-ing center (FAADC) as expended throughtransfer. The FAADC reconciles transferexpenditures monthly to units involved. For-mal inventory control records are maintainedand simplified working capital fund returnsare submitted monthly to the FAADC.

Integrated Bar Code System

The integrated bar code system (IBS) is a formof automated information technology (AIT) thatapplies bar code technology and automated dataentry techniques to material receipt and expen-diture processing, physical inventory manage-ment, configuration accounting, equipageaccounting, carcass tracking, and material ship-ment processing. This technology improvesmanagement and accuracy of inventory control

for mission-essential items and items thatrequire special controls or chain of custodyaccountability by regulation or directive. TheIBS provides automated functionality to conductinventories, location audits , and receiptsprocessing via bar code technology, without theuse of printed material. Inventories or locationaudits are conducted based on user determinedparameters (location range, stock number orother criteria). Functionality is provided toconduct both scheduled and unscheduled inven-tories. 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 ofbalance between stock records and inven-tory results.

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

Individual Material Readiness List

The IMRL is a consolidated list of specified itemsand quantities of SE required by a particularaircraft maintenance activity or activity componentto perform its assigned aviation maintenancemission. The COMNAVAIRSYSCOM constructsan IMRL for all Marine Corps aviation activitiesby extracting SE items from the support equipmentresources management information system data-base. IMRLs identify material requirements andprovide a basis for SE procurement. This informa-tion aids decisions regarding readiness, budgetforecasts, procurement requirements, and redistri-bution of excess assets.

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Automated Support Equipment Recommendation Data

Automated support equipment recommendationdata (AUTOSERD) is the primary system fordata collection and transfer of aviation SErequirement and acquisition information amongstthe NAVAIRSYSCOMs. It is also used by cogni-zant field activities and the NAVICP Philadel-phia, previously known as the aviation supplyoffice, Mechanicsburg, PA.

SE requirements are documented in support ofaircraft, missiles, weapons systems, installedavionics, engines, and other systems SE for highoperational readiness. One of the outputs of thelogistics support analysis is a document and itsassociated process known as the support equip-ment recommendation data (SERD). The SERD isthe source document for the AUTOSERD system.The SERD is a compilation of data that describes arequirement for specific items of SE. It serves asthe primary data record for the design, develop-ment, integrated logistic support, and allocationand superseding (prime/alternate relationship) ofSE. It describes technical and design parametersand acquisition and logistic support data to satisfyend article support requirements.

AUTOSERD is the sole source of input for require-ments data to the aircraft maintenance materialreadiness list (AMMRL) program’s support equip-ment resources management information system.The primary objective of the AUTOSERD systemis to provide a consistent and coordinated SErequirement process and pass accurate SE sourcedata to the support equipment resources manage-ment information system for production of IMRL.The IMRLs identify fleet activity SE requirements,provide a basis for SE procurement, and aid deci-sions on overall readiness posture, budget forecasts,and redistribution of assets.

Support Equipment Resources Management Information System

The support equipment resources managementinformation system is the primary managementinformation system supporting the AMMRLprogram. As directed by the OPNAV N78,support equipment resources management infor-mation system is the single source for baselinebudgeting and acquisition of aviation SE forNAVAIRSYSCOM program managers andMarine SE logistics managers. The support equip-ment resources management information systemprovides a centralized and integrated databasecontaining SE data for inventory, allowance, andrework capability and production status in a formsuitable for online interactive access.

Local Asset Management System

The local asset management system is a standard-ized system for the management of SE at all threelevels of naval aviation maintenance. The localasset management system enhances the control ofinventory through upline reporting of SE assets tothe support equipment resources managementinformation system. That system contains themaster database of equipment for the AMMRLprogram. The local asset management system alsoprovides automated methods of tracking SE assetsat the O- and I-levels.

Support Equipment Standardization System

The support equipment standardization system isdesigned for the maintenance management of SEat the MALS. The system provides automatedmethods of preventive maintenance schedulingfor SE inventory records, TD compliance, andsupply requisition management.


Conventional Ammunition Integrated Management and Retail OrdnanceLogistics Management Systems

These systems manage and control naval aviationammunition, ordnance, and explosives.

The MALS/squadron ordnance technicians andmangers use the CAIMS as it provides onlineinventory management data such as ammunitionlocation, quantity, materiel condition, purposecode, and requisition status. It is the Navy’s singlesource database inventory tool and supports lifecycle management of class V(A) materiel.

The ROLMS is a personal computer-based inven-tory management tool designed to provide auto-mated ammunit ion requis i t ioning, s ta tusaccounting, and inventory management capabilityat the MALS/ammunition supply point level. TheROLMS also provides the capability to interfacewith the CAIMS via naval message from expedi-tionary sites. It is the principal system used toprovide visibility of class V(A) and class V(W) atthe user level, and is a feeder system to theCAIMS. The ROLMS is currently replacing thefleet optical scanning ammunition marking systemfor class V(A).

Streamlined Automated Logistics Transmission System

Aboard a T-AVB or at an expeditionary shore site,the MALS accumulates data from various sourceswithin the activity; i.e., requisitions from theSNAP, SUADPS, and NALCOMIS. Each data fileis assigned a unique name and then digitallycompressed to about one-third its original size.The data is then encrypted and transmitted to thestreamlined automated logistics transmissionsystem (SALTS) central at NAVICP Philadelphia.If the data is transmitted via an international mari-time satellite (INMARSAT), it is received at anINMARSAT downlink in Connecticut or Cali-

fornia, then transmitted over telephone lines toNAVICP Philadelphia.

The SALTS can also be used with regular tele-phone lines or DOD networks. At NAVICP Phila-delphia, the data is sent to the intended recipientusing any of several networks, including theDefense Data Network and Internet. A shore activ-ity can transmit data, such as status of requisi-tions, back to the originator via the SALTS to theSALTS central. The data is placed in an electronic“post office box” and automatically downloaded tothe activity the next time it calls in to the SALTS.The SALTS is available 24 hours a day and has a100 percent audit trail. Program enhancements aredistributed electronically and installed automat-ically by the SALTS.

MAGTF-LOGAIS Relationships

The following family of logistics AIS is used byMAW/MALS AVLOG planners and embarkrepresentatives while developing TPFDD insupport of deliberate planning and CAP. Whiledesigning FDP&E plans, Marine AVLOG plan-ners use data from the support equipmentresources management information system,SUADPS, and other databases to develop TPFDDsin support of OPLANs. See figure 4-1 on page 4-8.

MAGTF II

MAGTF II is a personal computer-based planningsystem able to respond to a wide variety of opera-tional requirements. MAGTF II provides plannerswith an automated tool enhancing the planningprocess of a deploying force and accelerating thecapability to develop and source for a TPFDD.The system is designed to improve and condensethe operational planning process through interac-tive design and database methodologies. MAGTFII is used for deliberate planning and CAP as wellas exercises. Planners may develop force struc-ture, tailor force lists, compute sustainment, esti-mate and plan lift requirements, and generate

4-8 ____________________________________________________________________________________________________ MCWP 3-21.2

TPFDDs. Extensive reference files and code tablesare rapidly accessible to the planner, and a varietyof reports and graphs assist in the analysis andrefinement of feasible plans. MAGTF II also actsas a “deployable JOPES,” enabling the planner tocommunicate with JOPES to transmit or receiveTPFDD information. Plans may be downloadedfrom JOPES to MAGTF II, modified, and trans-mitted to other LOGAIS systems.

MAGTF Deployment Support System II

MAGTF Deployment Support System II (MDSSII) is an AIS capable of supporting rapid militarydeployment anywhere in the world. MDSS IIprovides commanders at various echelons of theMAGTF the ability to—

Provide a unit level database capable ofsupporting rapid deployment of forces.

Build and maintain a database containingforce and deployment data. Retrieve informa-tion in near real time in the form of reportsand ad hoc queries.

Use AIT to collect data and track equipment. Interface with external databases, such asasset tracking logistics and supply system(ATLASS), universal design, circumpolar active

layer monitoring (CALM), and MAGTF DataLibrary (MDL).

This data can be maintained during normal day-to-day garrison activities and updated during plandevelopment and execution. Extracted MDSS IIdata provides the Joint Chiefs of Staff (JCS) andthe President and/or Secretary of Defense with anaccurate picture of the MAGTF composition, toinclude the sealift and airlift requirement, by pass-ing the data through the MAGTF II and the Trans-portation Coordinator’s Automated Informationfor Movement System (TC-AIMS).

Transportation Coordinator’s Automated Information for Movement System

The TC-AIMS is an operations-oriented memberof the MAGTF II-LOGAIS family of deployable,mutually supporting systems. The TC-AIMSprovides the unit commander with the automatedcapability to plan, coordinate, manage, andexecute movements at the tactical and operationallevels, or at origin, from origin to point of embar-kation, from point of debarkation to destination,and at destination. The TC-AIMS can producemilitary shipping transportation and management

* MDSS II is the hub of all LOGAIS.

JOPES

CALM

CAEMS

TC-AIMS

GCCS

MDSS II MAGTF II

AIT

GTN

MAGTF-LOGAIS Interfaces

*

Figure 4-1. MAGTF-LOGAIS Relationships.


program (MILSTAMP) documentation such astransportation control and movement documents(TCMDs), ocean cargo manifests, and militaryshipping labels. The TC-AIMS can also producespecial reports and forms for shipping hazardousmaterials. This feature allows the TC-AIMS tointerface with strategic intransit visibility systems,such as the global transportation network (GTN)and the warfare planning system.

MAGTF Data Library

The MDL is a master data reference source, main-tained by the CG, Marine Corps Logistics Base,Albany, GA. It provides standardized referencedata including T/Os, tables of equipment (T/Es),and dimensional information. Through MAGTF II,the data hosted within MDL operates theprograms. MDL provides a source of quality tech-nical reference data for the LOGAIS family ofsystems. MDL sources data for over 134 tablesfrom various military information systems. Currentresources include the JCS, US TransportationCommand, the National Imagery and MappingAgency, and other Service agencies.

T-AVB Automated Load Planning System

T-AVB Automated Load Planning System(TALPS) takes the place of the computer-aidedembarkation management system (CAEMS) as theprimary AIS for the embarkation of MFs aboard theT-AVBs. TALPS uses state of the art artificial intel-ligence to accomplish the load planning process,from initial planning to final printing of the loadplan. The system considers a myriad of T-AVBpeculiarities to ensure operational capability ofselected MFs while underway.

Joint Planning and Execution Community

The joint planning process involves two or moreUS Military Services, with a designated overallcommander. Roles are designated; OPLANs and

operation orders (OPORDs) are published.Combatant commanders use the JOPES to deter-mine the best method to accomplish an assignedtask and to direct the actions to accomplish themission in deliberate planning or crisis action situ-ations. OPLANs and OPORDs are published inJOPES format using the global command andcontrol system.

Within the joint planning and execution commu-nity, Marine aviation logisticians are involved intraining, preparation, movement, reception,employment, support, and sustainment of AVLOGassets assigned or committed to a theater of opera-tions or objective area. Information flow in jointplanning, regarding a new or current OPLAN,usually involves large volumes of information thatnormally flows downward and requires good two-way communications. Commanders at each levelprepare supporting plans for the next higher level’ssupporting plan. Thus, force requirements flowdown, and the plans to support those requirementsflow up. Along with the plans to support theOPLAN, lift requirements flow upward. Unitsstate how much lift (i.e., personnel, supplies, andequipment) cannot be moved by organic assets;MAGTF elements consolidate unit requirements;and MAGTFs consolidate element requirementsand forward them to the supported commander orNavy component commander. Information on howlift requirements will be satisfied flows downward.

Joint Operation Planning andExecution System

The JOPES enables supported commanders,supporting commanders, and the US Transporta-tion Command to manage deployment of forcesand follow-on sustainment for both training andcontingencies. JOPES is a deployment informa-tion system that assists in the development andconsolidation of deployment data required fortime-sensitive and execution planning, and moni-toring of deployments upon execution. Thissystem provides a comprehensive deployment

4-10 ___________________________________________________________________________________________________ MCWP 3-21.2

picture to the President and/or Secretary ofDefense, JCS, Mil i t ary Services and thesupported MAGTF commander. It allows fortimely decisions based on the evolving situationand force flow.

Global Command and Control System

The voluminous planning and execution informa-tion generated by joint task forces (JTFs) aresupported by the global command and controlsystem and can be conducted using the MAGTF-LOGAIS family of systems, with the resultsuploaded from MAGTF II to JOPES. The globalcommand and control system was developed toreplace the worldwide military command andcontrol system as part of command, control,communications, computers, and intelligence(C4I) systems and applications. The globalcommand and control system improves the jointwarfighter’s ability to manage and execute human-itarian, crisis, and contingency operations, andprovides a means for integration of Service andagency C4I systems. It covers the range of mili-tary operations from routine peacetime operationsto nonnuclear war. The concept builds on lessonslearned from previous conflicts, operationalrequirements, the effects of rapidly changing tech-nology, and directions of a changing national secu-

rity strategy. For the Marine Corps, this means thatforce planning and execution can be conductedusing the MAGTF-LOGAIS family of systems andthe results uploaded from MAGTF II to JOPES viathe global command and control system.

Global Combat Support System

The global combat support system is not adiscrete system but is an overarching capability.Its goal is to provide universal access to informa-tion and interoperability of that informationwithin logistics and other support functions. Ulti-mately it will share this information with otherC2 systems to contribute to the combatantcommander’s common operational picture. Theglobal combat support system encompasses sixessential attributes: any box, any user, one net,one picture, common services, and robustcommunications architecture. The global combatsupport system consists of applications andshared data riding on a common operating envi-ronment linked through a global network. Its ulti-mate result will include near real-time C2 of thelogistics pipeline from battlefield to sustainingbase, one fused picture of combat support to thewarfighter, and a closed link between operationalC2 and logistics C2.

CHAPTER 5PLANNING

This chapter provides a strategic level overviewof the AVLOG supporting establishment planningorganizations and the basic process and fundamen-tals under which they operate. Key AVLOG oper-ational level planning considerations are thenlinked to the intricate tactical AVLOG planningconsiderations used when developing an AVLOGconcept of support for an expeditionary ACE.

Principles

AVLOG planning is guided by a set of overarch-ing principles. Each plan, action, organization,report, procedure, and piece of equipment may bedefined and measured in terms of these principles.Each logistics decision is guided by applying theseprinciples. They apply to all military logistics andprovide the common foundation of joint andMarine Corps logistics doctrine. The operationalcommander (who needs to know the effectivelimits of the available logistics support) and thelogistics planner (who has to ensure that all theessential elements of the logistics system are incor-porated) must understand these seven principles.See figure 5-1.

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

Flexibility. Adapting logistics support tochanging conditions.

Attainability. The ability to acquire the mini-mum essential logistics support to begin opera-tions.

Survivability. Ensuring the functional effec-tiveness of the logistics infrastructure in spiteof degradation and damage.

Sustainability. Ensuring adequate logisticssupport for the duration of the operation.

Economy. Effective employment of logisticssupport assets.

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

Strategic Level Aviation Acquisition

Acquisition and logistics planning for aircraft/aeronautical equipment, SE, and airborne weap-ons systems is conducted by selected navalsystems commands such as NAVAIRSYSCOM orNAVSEASYSCOM. The individuals who over-see the myriad of functions required to providecomplete logistic support through the lifecycle of a system are known as assis tantprogram managers for logistics (APMLs) orlogistics managers (LMs).

System Acquisition

The aviation system acquisition process isstructured in discrete logical phases separatedby major decision points called milestones.New major defense acquisition programs aredirected in appropriate DOD regulations.

Responsiveness

Simplicity

Economy

Sustainability Survivability

Flexibility

Attainability

Operational Readiness ThroughLogistics Support

Figure 5-1. Principles of Logistics.

5-2 ____________________________________________________________________________________________________ MCWP 3-21.2

Mission Need Determination

When DOD department heads determine a newcapability is required to meet a perceived missionneed, a mission needs statement (MNS) is submit-ted to the Joint Requirements Oversight Council(JROC). If the identified mission need is valid, theMNS is approved and a priority is assigned.

Integrated Logistic Support Plan

The integrated logistics support plan (ILSP) isdeveloped from the operational and aircraft/aero-nautical equipment maintenance concepts. Anal-yses are made of these plans and an orderlyprogram is developed to support the systemthroughout its programmed life cycle. Theprogrammed life cycle is divided into the follow-ing phases:

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

Each phase includes consideration of the logisticsrequirements for—

Facilities. Repair parts/spares. SE. 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 logisticselements. These plans are developed andcompiled for designated aircraft, their relatedsystems, and other selected items of equipment.It is NAVAIRSYSCOM policy to develop, issue,

and maintain maintenance plans for aircraft/aero-nautical equipment, airborne weapons systems,EAF equipment, and SE. The maintenance planestablishes and delineates the repairable compo-nents and maintenance requirements of aselected system. For each repairable component,the maintenance plan identifies the maintenancelevel (O, I or D) authorized to perform the main-tenance 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 LMs to develop their hardwaresupport requirements.

Logistics Requirements Documentation

Several key documents, derived by naval aviationplanners at the Service and system commandlevels, document logistics requirements of aircraftplatforms and key logistics programs in support ofMALSP and geoprepositioning programs.

Weapon System Planning Document

The weapons system planning document (WSPD) isa basic policy and planning document, published byCOMNAVAIRSYSCOM, and provides directionand guidance for program planning, budgeting, andexecution in the development, acquisition, opera-tion, and logistics support of aircraft and airborneweapons/equipment. The planning data is used byCOMNAVAIRSYSCOM, program executive offic-ers, system commands, NAVICP, and other fieldactivities and fleet commands. The WSPD includesthe following:

Planned procurements. Delivery schedules. Systems inventories and inventory objectives. Base loading data. Test and evaluation plans.


Supplemental and contingency support require-ments.

Rotational site support. Shipboard support. Planning factors. Authorized weapons expenditures. Material support and training policies. Training equipment plans. MFs. Related logistics support planning information.

To ensure congruity, it is essential that the vari-ous organizations involved in these actionsutilize the common planning base provided bythe WSPD. WSPDs, prepared and published byCOMNAVAIRSYSCOM, are notices for Navyand Marine Corps aircraft and airborne weap-ons/equipment, which are either undergoingmajor modifications or are included in the futureyears defense program. WSPDs are revised peri-odically to reflect significant changes that occurin the programs. These changes are coordinatedwith HQMC Aviation Plans, Policy, and Proce-dures Branch, Aviat ion Weapons SystemRequirements Branch; HQMC ASL; and withOPNAV (N78) prior to issuance. Within theWSPD, and based upon numerous factors, spareparts, MFs and SE requirements in support ofMALSP are identified. In conjunction with theMALSP program planning document (PPD),these documents identify the ALS elementsrequired of all tactical Marine aircraft.

Program Planning Document

The PPD is a basic policy and planning document,published by COMNAVAIRSYSCOM andproduced to give direction and guidance necessaryfor the acquisition and operational support of NavalAir Systems and equipment. These documents are

used by NAVAIRSYSCOM, NAVICP, NAVAIR-SYSCOM field activities, and fleet commands forsupport planning, budgeting, and other actionsrelated to procurement, distribution, provisioning,replenishment, and maintenance of the system andequipment. PPDs include—

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

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

Other related planning data, as appropriate.

PPDs are revised to reflect significant changes thatoccur in a program. Addressees assist in ensuringthat the PPD presents a viable, useful plan byreviewing the planning data for accuracy andapprising HQMC ASL of recommended revi-sions. Each PPD represents the CNO’s and CMC’sapproved plan for a given system. Before issu-ance, the PPD is submitted to the cognizant officeswithin OPNAV, HQMC, and NAVAIRSYSCOMactivities for concurrence. The three Marine Corpsprograms published as PPDs are as follows:

MALSP. MPS/aviation support equipment program. Norway Air-Landed Marine Expeditionary Bri-gade (NALMEB)/aviation support equipmentprogram.

Budgeting and Funding for War Reserve Materiel

The responsibility for programming, budgeting,and funding for aviation-peculiar war reserve mate-riel (WRM) differs from that of ground-commonmateriel. HQMC DC/A is responsible for coordi-nating all AVLOG, including determining require-ments and sponsoring development and acquisitionof aviation-specific end items. The DC/A reviews

5-4 ____________________________________________________________________________________________________ MCWP 3-21.2

the Navy budget process to ensure that approvedMarine aviation programs are correctly reflected inthe future years defense program and the annualDOD budget. Specific aviation WRM responsibili-ties include—

Participating in the CNO’s nonnuclear ord-nance requirement (NNOR) process for determi-nation of class V(A) WRM requirement.

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 WRM stocks.

Coordinating class V(A) requirements for MPFand landing force operational reserve materiel onamphibious shipping and the appropriate distribu-tion of assets held at DOD class V(A) materielstock points.

Withdrawal of WRM stocks.

Establishing the Maritime Prepositioning Force Ashore

An MPF operation is the rapid deployment andassembly of a MAGTF using a combination ofstrategic airlift and forward-deployed MPSs. MPFoperations are strategic deployment options thatare global in nature, naval and/or joint in character,and suitable for employment in a variety ofcircumstances. As such, MPF operations providean essential element in the conduct of nationalmilitary strategy. MPF operations consist of theairlift of MAGTF and Navy support elementpersonnel, with some associated equipment, intoan arrival and assembly area to join with equip-ment and supplies carried aboard MPSs.

Regardless of the mission assigned for subsequentoperations, the following conditions are required toestablish the MPF MAGTF ashore:

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

Adequate strategic airlift and aerial tanker sup-port.

Adequate offload forces; i.e., MAGTF andNavy support element, to support the operation.

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/dischargingMPSs. Beaches and approaches must be evalu-ated for hydrographic supportability, and sweptfor mines and other hazards.

Suitable transportation network between the portand/or beach, airfields, and assembly areas to per-mit a timely arrival and marrying-up of airliftedunits with sea-lifted equipment and supplies.

Force protection.

Concept of MPS Squadron Aircraft Support

The three key logist ical support elementss p r e a d loaded among each MPS squadron(MPSRON) are aviation SE, class V(A) ordnance,and EAF assets. The following describes howthese assets, combined with others aboard theFIE, provide complete logistics 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 equipment tosupport the MPF MAGTF preassigned mix ofaircraft. When deployed, each ACE will providetactical air support for a MEB. Each MAGTF willhave the capability for independent deployment or,if the situation dictates, the ability to join up and becomposited to form a larger force.

ACE FW/RW aircraft will be flight ferried directlyto the theater of operations supported by AMCaerial tankers and cargo aircraft. The remainder ofthe FIE will be flown into the theater of operationsvia AMC/CRAF aircraft and will include—

Squadron personnel; i.e., maintenance and sup-port crews.


Representative FISPs contained in MFs. O-level SE; i.e., noncustody coded items(N-coded).

Minimal I-level SE required for initial aircraftmaintenance operations; e.g., tow tractors,mobile electric power carts or hydraulic servic-ing carts.

Upon arrival and offload of MPSs, each aircraftsquadron assigned to the MEB ACE, will “link-up” and take custody of the remainder of thecommon support equipment/peculiar supportequipment and class V(A) required to operate andmaintain their respective aircraft. Each MPSRONcontains a tailored SE account for each type ofaircraft assigned to the MEB ACE, which iscomprised of SE custody coded items P, L, andM. When the SE loaded aboard the MPS is linkedup with the aviation SE transported into thetheater of operations via the FIE, it comprises allcommon support equipment/peculiar supportequipment required to operate each T/M/S aircraftduring the first 30 days of combat.

Each MPSRON also includes minimal FW andRW facility equipment (FE) contained in MFs.This FE or I-level SE supports I-level supportfunctions common to FW and/or RW aircraft; i.e.,tire/wheel build-up, battery maintenance, cryogen-ics, etc. The FE loaded aboard the MPS is operatedby designated MALS detachment personnel and isdesigned to support ACE aircraft until the arrivalof the host MALS via the T-AVB. Each hostMALS will deploy with a tailored I-level CCSPand a PCSP required by each type aircraft theMALS is designated to support. Upon the estab-lishment of the host MALS in the theater of opera-tions, each MEB ACE will be capable of sustainedcombat operations for up to 90 days.

EAF equipment is embarked aboard eachMPSRON to support FW and RW aircraft. Spreadloaded on three of the five ships, each has a corecapability of airfield surfacing, airfield lighting,optical landing systems and aircraft arresting gear.Airfields are constructed to meet the specific needs

of aircraft and mission, and do not have to followspecific configuration requirements. EAF assets areemployed under two basic concepts: as augmenta-tion for a base (host nation or captured airfield) oras an EAF. One option would be to consolidate theassets 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 FW/RW aircraft. Three theater lift aircraft.

Establishment of the host MALS in the theater ofoperations gives the MEB ACE a sustained EAFcapability.

Concept for NALMEB Aircraft Support

The NALMEB is the Marine Corps’ only land-based prepositioning program that includesaviation SE and select EAF equipment (aircraftarresting gear, and optical landing systems).The NALMEB program includes SE located attwo sites within Norway. Where possible, theprepositioned SE has been tailored for use in anarctic environment. The NALMEB program isrelevant to the tasks and missions of the NorthAtlantic Treaty Organization (NATO). Thesetasks are outlined in NATO’s strategic conceptand support continued US commitment to thedefense of Norway, support for regional stabil-ity, and strategic balance in Northern Europe.

The NALMEB program has been designed toenhance Marine Corps expeditionary flexibility byproviding the capability to rapidly deploy aMAGTF to regions critical to the successful prose-cution of NATO member conflicts. As such,NALMEB is designed to support the deploymentof a MEB-sized MAGTF using strategic airlift toNorway, arriving prior to conducting defensiveoperations in conjunction with Norwegian andNATO forces, to defeat the aggressor’s amphibi-ous, airborne or conventional invasion.

5-6 ____________________________________________________________________________________________________ MCWP 3-21.2

NALMEB SE is comprised of tailored O-level SEand minimal I-level SE to support the ACE’s pre-assigned mix of aircraft and M-21 expeditionaryarresting gear. The ACE will have the capabilityfor independent deployment or, if the situationdictates, the ability to join-up and be composited toform a larger force.

ACE FW/RW aircraft will be flight ferried directlyto the theater of operations supported by AMCaerial tankers and cargo aircraft. The remainder ofthe FIE will be flown into the theater of operationsvia AMC/CRAF aircraft and will include squadronpersonnel; i.e., maintenance and support crews,representative FISPs contained in MFs, O-level SE,and minimal I-level SE items required for initialaircraft maintenance operations.

Upon arrival in Norway, each squadron assigned tothe MEB ACE, will “link-up” and take custody ofthe NALMEB prepositioned SE required to operateand support their respective aircraft. The MWSSassigned to support the ACE will take custody ofand install the M-21 arresting gear (as required).When the SE located in Norway is linked-up withthe SE transported into the theater of operations viathe flight ferry/FIE, it will comprise all SE requiredto operate each type aircraft during the first 30 daysof combat operations.

NALMEB SE also includes minimal FW/RW FE.This FE or I-level SE supports I-level support func-tions common to FW and RW aircraft. The FElocated in Norway is operated by designated MALSdetachment personnel and is designed to supportACE aircraft until the arrival of the host MALS viaaircraft or by a T-AVB. Each host MALS will deploywith tailored CCSPs and PCSPs required by eachtype aircraft the MALS is designated to support.Upon the establishment of the host MALS in thetheater of operations, the MEB ACE will be capableof sustained combat operations for up to 90 days.

Aviation Logistics Support Ship

In addition to MPF/NALMEB, aircraft that arepart of an ACE can also be supported by one (orboth) of the T-AVBs. Operational planning forthe use of the T-AVB entails embarkation,deployment, execution, and redeployment phasesof an operation.

The T-AVB is configured to provide either anoperational MALS afloat or fully loaded withMFs intended to be off loaded in the operationaltheater. A third configuration is maximum load-ing of MFs, deployment to the operationaltheater, partial off loading of MFs, and furtheroperations as a seabased MALS platform. Ulti-mately, the chosen configuration will be depen-dent upon MAGTF mission requirements andcommander’s guidance. The T-AVB alsoprovides for resupply in a conventional containeror roll-on/roll-off configuration.

Capabilities and Modifications

A T-AVB is a C5-S-78A Seabridge class, commer-cial, combination roll-on/roll-off, and lift-on/lift-off cargo ship adapted by MSC for use by theMarine Corps. T-AVB-3 (SS Wright), is home-ported in Baltimore, MD (see figure 5-2, top view)while T-AVB-4 (SS Curtiss) is home-ported inSan Diego, CA. See figure 5-2 (bottom view).

The Maritime Administration maintains both T-AVBsin a 5-day reduced operating status. This status allowsfor the transition to full operating status within 120hours. A civilian commercial US Merchant Marineretention crew is stationed aboard each ship to monitorequipment conditions and conduct vessel maintenanceand repair. When activated, the ships will be operatedby the Maritime 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 MFsand approximately 325 Marines. Some of thesemodifications follow.

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 100MB/sec CAT-5 switched networkoutlets. Open decks have bulkhead connectionpoints for 100 MB/sec multimode fiber optic cableconnections to support MF clusters.

Cabin Structure

A new cabin structure was added to provideMALS personnel billeting and messing accommo-dations. The T-AVB can accommodate the ship’s41-member crew, 300 troops, and 25 seniorMarine personnel.

Helo Platform

A helo deck and control station, certified for dayand night visual flight rules, were added above themain deck and are capable of supporting aviationevolutions of all DOD type helicopters. The plat-form is located on the upper deck of the ship. It iscapable of accommodating a CH-53E in all land-ing and take-off 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 MFs

MALS SE required to be operational en route willbe powered in part by embarked generatorsconnected to the T-AVB’s electrical distributionsystem. Additionally, the ship has a 1500-kilowattgenerator that provides stable power.

Diesel Fuel Marine System

These systems are for the generators that arebrought onboard and operated.

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

Intercom has been added throughout the ship,including the holds that normally contain main-tenance facilities.

Hazardous Materials Storage

Although the ship is not specifically configuredfor hazardous materials, these materials may betransported in “marine use approved” tankcontainers, and in lesser quantities as “mobileloaded” cargo in approved containers, provided

SS Curtiss (T-AVB-4)

SS Wright (T-AVB-3)

Figure 5-2. T-AVBs.

5-8 ____________________________________________________________________________________________________ MCWP 3-21.2

the containers are stored in accordance withexisting codes.

Compressed Air

Outlets are available on the main and second deck.Sufficient hoses must be embarked by each workcenter that requires compressed/pneumatic air.

Water

Water hookups for MFs that require water; i.e.,battery lockers, are located between holds four andfive on the main and second decks. Hoses must beembarked by the using unit.

Mobile Facilities

The MFs (8- by 8-by 20-foot vans) used by theMALS conform to International Organization forStandardization container dimensions and areconfigured to perform a multitude of missions.Operational MFs be can configured doublewidewhen embarked aboard the T-AVB. In addition,access modules (used to gain access to MFsstowed in the lower holds) are used to access MFsthat are complexed for I-level supply supportaboard the ship. The MFs can be outfitted withshelves for storage or as shelters for SE. MFsrequired for use will be identified by serial numberand special requirements (air, electricity, andwater) needed within the facility to sustain opera-tions. These requirements must be identified earlyin the deliberate planning process and well prior toload plan development.

Planning

Planning for the deployment and employment ofT-AVB requires the development of load plans inresponse to existing OPLANs/CONPLANs wheresizes of forces, level of conflict, and geographicallocation are assumed. Planning for T-AVBdeployment, however, must consider severalunique planning factors. AVLOG T-AVB plan-ners must be fully integrated into the overall plan-ning process to determine how the T-AVB maybest be tailored to support mission requirements.

Activation

When request for ship activation is approved, acivilian crew is hired, systems are brought online, 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 task-organized MALS to support various scenarios. TheMALS will require a detachment from an MWSSand MACG for support. The three basic modes ofoperation for the T-AVB are operational, transport,and combination.

In the operational mode, MFs and personnel of theMALS are embarked aboard the T-AVB toprovide selected, seabased and expeditionaryAVLOG support to the ACE. In this mode,approximately 300 containers (MFs, reefers,flatracks, etc.) and 42 access modules can beloaded on the T-AVB; 186 of which may be fullypowered and operational MFs.

In the transport mode, MFs and personnel of theMALS are embarked aboard the T-AVB toprovide maximum, landbased expeditionaryAVLOG support to the ACE when offloadedashore. In this mode, approximately 684 containerscan be loaded on the T-AVB; however, none ofthese MFs may be fully powered or operationaluntil offloaded and “complexed” ashore.

In the combination mode, MFs and MALSpersonnel are embarked aboard the T-AVB toprovide selected seabased and maximum land-based expeditionary AVLOG support to theACE, simultaneously. In this mode, the numberof MFs that can be loaded on the T-AVB, and thenumber that can be powered and operational willdepend on the desired support concept requiredby the ACE commander.

Loading

Detailed contingency planning in support of theT-AVB is considered essential in accomplishing


the mission. Planning for each OPLAN in whichthe T-AVB could be activated will require separateload plans. When the T-AVB is activated, a reviewof the load plan will determine whether or notadjustments are required. All shortages and/ordeletions/modifications must be identified, withappropriate corrective action taken. The evalua-tion of the load plan (developed through the use ofTALPS) will require that the weights of equip-ment by category (MF, bulk, etc.), to includedimensions, be processed through the ship’sonboard computers to determine trim characteris-tics of the ship. Once the load plan has been evalu-ated and adjustments made, any significantchanges in the amount and/or type of equipment tobe embarked will require reevaluation.

Upon activation, cargo to be embarked aboard theT-AVB can then be sequenced to the pier for load-ing. Civilian cargo handlers can be provided by theMSC to load the ship or the ship can be loaded byMALS personnel. Upon receipt of a mission, theMAGTF commander will, through either deliber-ate planning or crisis planning functions, develop acourse of action, force structure, and an echelon orphase order in which forces will arrive in thetheater of operations. When the planning process iscompleted, task organization and organization offorces for deployment will commence. Deploy-ment planning is based on the tactical requirementsof operations and force time-phasing require-ments. These requirements determine marshaling,staging, embarkation, and movement plans. It isduring this time that the ACE task-organized FW/RW host MALS is designated, and preparation fordeployment begins. The concepts and proceduresused by the MALS support this task-organized andtime-phased MAGTF deployment method.

Predeployment Logistics Actions

The following are the logistics actions that occurwithin FW/RW host and parent MALS duringpredeployment organization and preparation ofAVLOG support.

The MALS of any MAG providing aircraft to theACE (a parent MALS) will identify, prepare forshipment the support package requirements (FISPand PCSP) for the specific type of aircraft beingprovided, and transfer these support packages tothe appropriate host MALS. This evolution iscontrolled and coordinated by the parent MALSoperations department in conjunction with theMALS maintenance, supply, and ordnance depart-ments. FISPs are transported to the operationalarea with deploying aircraft; the host MALS willnot normally take custody of FISPs until arrival inthe operational area.

The FW/RW host MALS will identify and preparefor shipment resident FISPs, CCSP, and PCSPs. Itwill receive support packages (FISPs, PCSPs)from the parent MALS and transfer residentsupport packages that are not required to a desig-nated remain-behind MALS.

At this point, both the FW/RW host MALS will belogistically task-organized to support the compos-ite ACE. They will be prepared for deploymentwith their command elements, appropriate supportpackages including the MWSS/MACG detach-ment, and their organic data processing facilitieswith logistic and inventory records properlyconfigured. Upon completion of the above prede-ployment logistics action, information on liftrequirements of the ACE logistics support organi-zations must be provided up line. This reportingwill ensure that logistics support assets are accu-rately reflected in the master deployment andexecution data of higher headquarters. This infor-mation is provided through MAGTF-LOGAIS.

Concept Development

This paragraph addresses the development of aconcept of AVLOG support and demonstrates amethod of how to approach concept development.Conceptual planning establishes goals, objectives,and broad schemes for achieving them. For theaviation logistician, conceptual planning meansmatching requirements (goals and objectivesaligned to operational concept) to all available

5-10 ___________________________________________________________________________________________________ MCWP 3-21.2

resources and capabilities (broad logisticsscheme). Initially, the planner will readily identify“predictable requirements” including aeronauticalspare parts (based on historical usage data,deployed level of repair, pipeline times and safetylevels), quantities of aircraft munitions (derivedfrom aviation munitions expenditure formulas persortie/mission), and bulk fuel (historical aircraftfuel hourly consumption rates). These predictablerequirements to enable and sustain aircraft readi-ness make the initial aspects of AVLOG planninga quantitative drill. The predictive nature of logis-tics requirements planning is not the challenge inAVLOG concept development.

Beyond predictive analysis, AVLOG conceptdevelopment is a creative blending of many ingre-dients against complex, situationally uniquefactors. The blending of these factors can takemany forms in the development of an AVLOG

support concept, as there is no correct method toblend these and no technically precise finalconcept. The concept must encompass the fullspectrum of AVLOG processes, procedures,systems, and activities and, concurrently, will beframed with risk and uncertainty. See figure 5-3.

The complexity of AVLOG concept developmentis best simplified when conducted within an orga-nized framework or structured methodology, suchas the sequential steps of the Marine Corps Plan-ning Process (MCPP), 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 the

DeploymentTime-phasing

TheaterDistribution

Organizationfor Logistics

Operational Concept

Layering/Echelonment

Sustainment

Tailoring

Logistics Preparationof the

Battlefield/Battlespace C2

ContractSupport

Mobilization

Geoprepositioning

Sourcing

Host NationSupport

MaritimePrepositioning

Force

AVLOGConcept

T-AVB

Figure 5-3. Aviation Logistics Considerations.


MALS planner should understand the role of theMALS in the operational context. The MALSplanner is oftentimes the operational logisticianfor the MAGTF ACE, therefore it is imperativethat the MALS operations officer has knowledgeof operational level logistics planning. Theselevels of logistics planning include force deploy-ment planning, sustainment planning, and serv-ing as the foundation for subsequent detailed andfunctional logistics planning.

Concept Development Process

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 aim tomatch all AVLOG deployment and sustainmentactivities with the requirements of the operatingforces of the MAGTF ACE. By participating in theearly stages of the planning process, at both theMAGTF and ACE levels, the aviation logisticiangains relevance and credibility with the operationalplanners, obtains situational awareness, and is ableto compile realistic data to support deliberate ortime-sensitive planning requirements.

Mission Analysis

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 strength from a logistics perspectivewill be the aspect of logistics that best enables thecombat capability that is the focus of effort withinthe operational course of action (COA). For exam-ple, the AVLOG strength could be the theater-operational-level flexibility gained from the opera-

tional employment of the T-AVB or it could be therapid force closure with immediate sustainment ofRESP. By the same token, the AVLOG plannershould also seek the MAGTF ACE’s own weak-ness/critical vulnerability. The planner should thenask, “how vulnerable are our own strengths?” Forexample, “will our own ASP become a large andlucrative target for the enemy?” Our own weak-nesses (or critical vulnerabilities) may be theconstraint of in-theater throughput (port/airfield),the beddown plan or rear area security for ourAVLOG sites. The result of asking these ques-tions and after analysis of higher and supportedcommands’ missions and intent will form theframework for the mission in support of the ACEin particular and the MAGTF as a whole.

Concept Development

The AVLOG support concept(s) must first focuson the COAs that are formulated by the opera-tional planning team (OPT) and operational plan-ners. Logistics planning should parallel operationalplanning/COA development. At this stage, theAVLOG planner will develop an initial supportconcept for each COA based on initial estimate(s)and detailed estimate of supportability. Detailedsupport planning, which adds depth and fidelity tothe ini t ial concept , occurs only af ter thecommander selects a final COA.

To support each COA, an AVLOG supportconcept is designed. No prescribed set of rules orpreferred methodology exists that is commonlyused to form the “AVLOG concept of support.”Following is a model that ensures a minimum setof key “conceptual planning considerations” areemployed in the thought process, and an evalua-tion process is injected that uses a measure ofeffectiveness or success criteria. The successcriteria used in this model are the principles oflogistics. The tool to assist the AVLOG plannerin formulating and evaluating the logisticsconcept is the AVLOG support concept matrix.See appendix A.

5-12 ___________________________________________________________________________________________________ MCWP 3-21.2

Concept Planning Considerations

The following planning considerations should beviewed as a system of factors. Excessive focus onany one element can cause suboptimization at thecost of others and degrade the entire logistics systemthat will be put in place for theater-wide ALS.

Deployment Time-Phasing

This first consideration asks, “what elements ofAVLOG will be required to enable the initial avia-tion combat capability?” This is the force deploy-ment planning aspect of FDP&E. For AVLOGFDP&E, MALSP greatly facilitates this process,but does not provide the total AVLOG solution. Byestablishing the deployed AVLOG requirementswith associated required delivery date in the opera-tional concept, reverse planning methodology willstep the planner sequentially backward through allthe required activities/events that must be accom-plished to close the required elements where andwhen needed. For example, to enable 16 AV-8Bsto begin surge flight operations on day C+10, theAVLOG planner would define the requirement to

enable sorties, and then plan backwards through asequence of events. In addition to the MALSPpackages, aviation munitions and geopreposition-ing flows to marry up with FISP/RESPs may haveto be planned to arrive at the forward operatingbase. Events that must occur include the deploy-ment of the offload preparation party to preparegeoprepositioned equipment. See figure 5-4.

To enable a deployed MALS to arrive in theatervia T-AVB by C+35 requires extensive anddetailed 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 shut downsupport activities. Stand down of the MALS inpreparation for embarkation will have to be closelyscrutinized and coordinated due to an anticipatedlast minute surge of squadron support mainte-nance requirements. A premature loss of criticalmaintenance capabilities at this juncture will bedetrimental to the overall success of the ACEmount out. By ensuring that there are no unusualrequirements for MALS support beyond identified

Fly-in aircraft fall in on O-levelsupport equipment offloaded from MPF ships or outloaded from NALMEB 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

Figure 5-4. Aviation Logistics Deployment Time-Phasing.


aircraft assembly repairs, the MALS will have anidentifiable milestone as to when and what degreesupport activities may shut down.

The disposition of assets that are held in theMALS repair cycle must be determined early on inthe embarkation process. A cutoff date for compo-nent maintenance actions must be determined assoon as possible following the announced warningorder. Maintenance activities must coordinateclosely with supply to ensure the orderly return ofawaiting parts components from the various divi-sions. All in-work/awaiting maintenance compo-nents should be embarked and extreme care mustbe exercised by the MALS to ensure componentsare reassembled to their fullest extent possible andall appropriate documentation is securely attached.See figure 5-5.

Shut down of the MALS in preparation forembarkation must be closely coordinated. Suffi-cient time must be allocated for the disassemblyof the MF complex, pack up of embark boxes andmovement to the seaport of embarkation/aerialport of embarkation. Dismantling of the MALSmust be sequenced to ensure continued AVLOGsupport is available for aircraft squadrons. This isespecially critical due to a likely surge effort assupported squadrons prepare to deploy. This willrequire close coordination among the variousMALS squadrons that will be embarking aboardthe T-AVB, coordination internal to each MALS,and coordination with each of the deploying/

supported squadrons. Each MALS must continueto support the deploying squadrons until the timethey 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

This consideration asks the question “how muchcapability is critical forward versus what caneconomically remain consolidated well removedfrom the combat airfields?” The forward versusrear support dilemma is primarily a question ofneeded maintenance capability that can feasibly bedeployed forward. Maintenance capabilities arecontained in three levels: organizational, interme-diate, and depot; however, this planning consider-ation is concerned with the I-level.

The layer needed nearest to the flightline is what isused to service aircraft, maintain aircraft opera-tions, 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 FW base requiring support fromonly a single site CCSP/PCSP deployed MALS.The next layer of support, the PCSPs and CCSPs,

Shutdown

Intermediate

Maintenance

Activities

Embark

Load

Planning

Load

Seaport

of

Embark-

ation

Surge

Intermediate

Maintenance

Activities

Move/Marshall

CCSPs/PCSPsReconfigure

Operational

Mode

Offload

Seaport

of

Embark-

ation

T-AVB

Operational

in Theater

C-day C+10 C+35

Sail Intermediate

Maintenance Activity

Repairs En route

T-AVB/

Intermediate

Maintenance

Activity

Deploy

Concept

Figure 5-5. Aviation Logistics Reverse Planning.

5-14 ___________________________________________________________________________________________________ MCWP 3-21.2

may operate at a rear and centralized positionremoved from the outlying operating sites, provid-ing a more in-depth degree of CCSP/PCSP MALSrepair and enabling sustainment to the RESP/FISP.

After the CSPs, the support concept would identifyfollow-on requirements; i.e., FOSP and/or in-theaterfacilities to augment increased I- to D-level repaircapabilities; i.e, first degree engine repair. Finally,the furthest removed layer of support is the out-of-theater that must flow through the strategic transpor-tation channels. Sources of support in this layer arethe rear elements of the home-based MALS, theindustrial and depot facilities, and commercialrepair sites See figure 5-6.

The forward-versus-rear dilemma is marked by aseries of trade-offs. While it may seem desirable toplace maximum capability near supported aircraft

in terms of support responsiveness, it will not befeasible in terms of strategic lift. A constant analy-sis must be made as to depth of spares versusrepair capability brought forward. The more expe-ditionary (the lighter) the logistics capability, themore reliant the logistics concept becomes oneither a layered solution or one that relies heavilyupon the strategic logistics pipeline.

Strategic Logistics Pipeline

The next consideration is the channel for bothreplenishments and retrogrades into and out of thedeployment theater. The flow of logistics supportto the operating forces has often been depicted as aflow through a pipeline channeling support fromsources (most commonly continental UnitedStates-based), through nodes (bases, stock points,sites, etc.), to the end user (forces). Personnel and

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 5-6. Aviation Logistics Layering.


materiel flow into seaports of embarkation/aerialports of embarkation via strategic lift. This strate-gic phase of transportation/distribution ends atseaport of debarkation/aerial port of debarkation inthe theater. See figure 5-7.

Transportation modes for the pipelines are selectedbased on mission-need capability, transportationpriority, regulatory restrictions, and availablecapacity. Regulatory restrictions include transpor-tation and storage issues such as hazardous materi-als regulations, security and custody issues such asregistered mail regulations, and customs clearancerequirements. Strategic transportation choicesinclude a range of military and commercialoptions, both foreign and domestic. Nodes andbottlenecks must be identified in the strategic andinter-theater transportation channels and consider-ation of placing MALS supply detachment(s) andother capabilities at certain points along the trans-portation channels (main and alternates should beidentified) to alleviate bottlenecks.

Retrograde requires a reversal of the flow throughthe network and involves the same considerations,participants, and resources. Consideration must begiven to alternate routing of retrograde; however,as the actual flow may progress via en route repairsites that may serve as designated repair points. In-transit visibility is vital to managing the logistics

flow, and supports decisions on either end, and inboth directions 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 tailoring deci-sions are lift constraints, immediate force closurerequirements, and alternate sourcing of capabili-ties. While the FISP, PCSP, and CCSP are rarelytailored, the RESP and FOSP would more likelybe tailored. The tailoring of the RESP is deter-mined by the immediate SE needs during the first30 days of support (RESP assumes that preposi-tioned SE is not available) and strategic airliftconstraint. Similar tailoring decisions are madewith the FOSP when planning MALS require-ments beyond the 90-day sustainment mark.

Tailoring decisions are also made in the deploy-ment of the MALS when task-organized to supportthe MAGTF ACE. The transfer of PCSPs betweenparent and host MALS will assist in tailoring theforward-deploying MALS; however, other ques-tions must be answered in the transfer process.These issues include transfer(s) of financialaccounts between MALS, the tailoring of T/O andT/E for the T-AVB embarkation, the designation of

Strategic Logistics Pipeline Theater Retrograde

ContinentalUnited States-MALS

SupportReplenishment Depot Repairs

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

Figure 5-7. AVLOG Strategic Pipeline.

5-16 ___________________________________________________________________________________________________ MCWP 3-21.2

forward and rear command elements, reserveaugmentation, etc.

MALSP aims to reduce, if not eliminate alto-gether, the need for tailoring and simplifies thetransfer process between deploying and providingMALS. Even with MALSP there will always be aneed to plan for nonstandard solutions in deliberateand in time-sensitive situations; the AVLOG plan-ner should always be able to improvise in unique,fast-moving, and constrained situations. Likewise,the AVLOG planner should equally be able toassess the costs of tailoring.

Physical Network Analysis

Physical network analysis links intelligence prepa-ration of the battlespace process, logistics analy-sis, and commander’s intent to develop anAVLOG concept of support . Some of thecommander’s critical information requirementsneeded to develop a COA may be logistics-oriented information requirements, such asthroughput at a key node. A physical networkanalysis is a complete assessment of the theater forkey aspects and features that are crucial in theoverall logistics support concept. These keyaspects and features 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 include time-space-distance assessments unique to the theaterand to supporting the operational concept. A well-developed physical network analysis will make useof all available information sources from the S-2/G-2, theater logistics representatives, and secure

Internet homepages. While physical network anal-ysis should be one of the first actions/consider-ations in the planning process, after a detailedestimate of supportability, it will most directlyaffect the next consideration—theater distribution.

Theater Distribution

Theater (or intratheater) distribution is the flowof personnel, equipment, and materiel within thetheater of operation that enables the MAGTFACE to accomplish its tactical missions. Essen-tially, it entails plugging into or establishing aneffective logistics system, supporting the arrivaland assembly of personnel and equipment as theyreach an AO, and enabling sustainment activitiesfor the duration of employment. The MAGTFACE, through the naval theater logistics agentand the MEF combat service support element,will join, establish, and/or modify the theaterdistribution system to sustain the MAGTF ACE.Theater distribution must plan for and supportboth replenishment support and retrograde evacu-ation. Lessons learned from past deploymentsindicate that the weak point of the AVLOGsupport concept has been theater distributionsupport during retrograde evacuation.

The theater distribution occurs via the physicalnetwork and resource elements of the logisticssystem. The physical network of the distributionsystem consists of the quantity, capacity, and capa-bility of fixed structures and established facilitiesavailable to support distribution operations. Itincludes roads, airfields, railroads, hardened struc-tures (such as warehouses or storage facilities),seaports, inland waterways, and pipelines. Allfacilities will be considered for use in the logisticssystem. Those identified for use become desig-nated as installations. Those not chosen provideoptions and flexibility if required.

The resource elements of the logistics systemconsist of the personnel (uniformed and civilian,host nation, government, military, and contractor),organizations, materiel, and equipment operating


within the physical network of the logisticssystem. Intratheater lift is the sum of all modes oftransportation in a theater of war available tomove, sustain, and redeploy the MAGTF ACE. Itconsists of the trucks, busses, trains, aircraft, pipe-lines, ships, lighterage, and ferries.

Class V(A) receipt, storage, and onward move-ment within the theater is viewed as a majorconcern for the ground logisticians unfamiliar withhandling class V(A). It is imperative to address inthe distribution plan where to position subjectmatter experts as expeditors within tactical assem-bly areas and within the theater main throughputnodes to ensure class V (A) is properly handled toeffectively sustain the ACE.

Sourcing

The AVLOG planner must seek all possible sourcesof support. Almost certain constraints (limited stra-tegic lift), and/or equipment shortfalls may dictatethe need to access alternate sources. Sources thatmust be planned include the following:

Prepositioned equipment and supplies (MPF,NALMEB).

Prepositioned WRM. In-theater capabilities (Navy afloat aviationsupport activities, shore-based overseas avia-tion support activities).

Cross-service support. Contract support. Host nation support.

The AVLOG planner must emphasize to thesupported squadrons that prepositioning will be aprimary source for SE and confidence must begained in the use of these resources. Planning mustplace greater emphasis on the use of host nation,allied, coalition partner or other foreign support.Civilian contractors (domestic and foreign)directly provide support previously only accom-plished by the Military Services. The difficult taskof sourcing preferred munitions needed to support

the ACE will be solved largely from in-theaterNavy prepositioned WRM stock and floatammunition resupply vessels.

Organization for Logistics in Theater

As many of the above planning considerationsare developed, the organization for AVLOGsupport in the theater will begin to take form. Thein-theater organization for logistics will identifythe following:

Number of MALS sites required. Make-up of each MALS site. Lead MALS. Employment concept for the T-AVB. Establishment of a central MALS hub. Requirement for in-theater MALS detachments. Use of Navy in-theater station and afloat bases.

The logistics system will begin to take shape as thebeddown plan is finalized, the operational schemeand combat focus of effort is identified, the physi-cal network analysis completed and in-theatercapabilities discovered, and other available sourcesof support/resources are identified.

A key trade-off in this consideration is how central-ized versus decentralized the in-theater organiza-tion should be, with C2 and dispersal of resourcesbeing weighted factors in this decision. Control forin-theater AVLOG distribution should be central-ized while economies of scale may drive to consoli-dated MALS hub concept for certain componentrepairs. Theater organization may look different fordifferent functions/commodities within the AVLOGsupport concept. For example, the flow for requisi-tioning via different supply ports of entry, the flowof retrograde, and the flow of replenishments maylook far different for different types of end items.

The overall organization for AVLOG must empha-size the systems approach to the concept develop-ment design, blending all resources and availablecapabilities to provide the most effective andeconomical (in terms of constraints) solution.

5-18 ___________________________________________________________________________________________________ MCWP 3-21.2

Command and Control

Consideration of C2 for AVLOG requires detailedcommand relations and which AISs are used.Command relations must be clearly defined whenforward and rear designations are given to deploy-ing MALS, as the MALS are task-organized andassigned in support of a newly formed MAGTFACE. AVLOG elements may also detach from theparent MALS and deploy afloat. These elementswill normally report to the afloat MAGTFcommander who reports to the Navy numberedfleet commander. Command relations must also beclearly defined as a host MALS will task-organizeand embark aboard the T-AVB, and as the shiparrives into the theater/combatant commander’sarea of responsibility.

A variety of communications systems can beemployed alone or together to facilitate AVLOGsupport and C2. These include but are not limitedto the following: nonsecure internet protocol routernetwork, SALTS, INMARSAT, and NTCSS repli-cation facility. Together, these systems give eachMALS organic reach forward/back capability in thecontinental United States, afloat (T-AVB), andforward deployed. This organic communicationscapability is key to transmitting logistics data tocontinental United States-based Navy logisticsnodes/resupply points.

T-AVB Employment Concept

Consideration of the mode of employing theT-AVB is central to the overall AVLOG concept.Recall that the three modes of T-AVB employ-ment are transport, operational, and combination.The pros and cons of each can be matched to theMAGTF and ACE’s concept of operations andconcept of support. Consideration of the T-AVBmust begin with the support posture in-theaterand how best the T-AVB fits into the theater-support organization (the logistics system). Thisprimary concern must then be tempered by thefact that T-AVB is the most effective andeconomical means for transporting a majorportion of potentially deploying MALS PCSPs

for an entire MAW. The T-AVB may be the best/only opportunity to move PCSPs to the theater.Next, ask how the T-AVB is employed in theater:pier-side as operational, located near a shore-based IMA or afloat in limited operational modefor 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). Optiontrade-offs must be understood; for example, fulltransport mode equals a 20- to 30-day blackholeof no repair capability from all embarked MALSwork centers—too costly a risk to take in near-term operations.

Sustainment Concept

The overall sustainment concept must be a consid-eration 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 with theCCSPs (in some cases with RESP). However,consideration must be given to push sustainmentfor certain items and groups of commodities. Forexample, in the case of aviation munitions sustain-ment, a push concept from the theater Navycombatant commander may be the best solutionsince he has better visibility of theater-wide expen-ditures and requirements and worldwide assetavailability. The push of sourced munitions will bebased on the overall requirements matched to areported daily expenditure rate.

The sustainment concept will also address long-term planning considerations beyond the initial90-day depth of spares contained within theCSPs; for example, FOSP requirement/flow,follow-on missions for T-AVB, support forbranches/sequels in the overall operationalscheme of maneuver, and analysis of retrogradeflow to feed depot/commercial repairs needed tosustain a long-term spares posture. Self-suffi-ciency and dependency on external sources mayalso be considered within sustainment planning,


as the question asked is, “how dependent is theAVLOG concept on external support?” Forexample, how much reliance is placed on theforce service support group for aviation ordnancehandling and throughput in the theater.

Mobilization

The requirement to activate Reserves may becomea key component of the AVLOG concept.Reserves can back-fill MALS home stations,manage remain-behind equipment, support thefleet replacement squadrons while managing theTSAs, and augment forces in theater. The mobili-zation of Reserves is a complex planning process.Understanding mobilization begins with knowl-edge of command relations of Reserves, the role ofthe supporting bases and stations (Commander,Marine Corps air bases) and CG 4th MAW, andthe concepts described in the Marine Corps Mobi-lization Management Plan.

Concept Comparison/Wargaming and Selection

These steps are considered together. In missionanalysis, the support concept(s) that have beeninitially designed are only to the degree of detailthat parallels the operational COAs. Subsequentconcept comparison and wargaming of theAVLOG concepts will be conducted in parallel oras part of the COA comparison and wargaming.More likely, the AVLOG concept(s) will be usedas estimates of supportability for each COA.Selection of the final AVLOG support conceptwill occur as the final COA is selected.

To assist in AVLOG concept comparison andselection, the principles of logistics provide asuperb means of evaluation. Comparing the princi-ples to the considerations discussed aboveprovides the planner a good model to objectivelyassess the planned concept.

Orders Development

The outputs of all the proceeding work and delib-erations are formalized and the OPORD orOPLAN is produced. Published in JOPES format,the OPORD contains the supported ACE basicmission, intent, and guidance. Included will beseveral key annexes, such as annex A, the taskorganization that will define command relations.Annex D is logistics and the AVLOG concept ofsupport will be an appendix to annex D. Detailedand functional planning must be included into theAVLOG appendix. Functional experts (mainte-nance officer, avionics officer, aviation ordnanceofficer, and aviation supply officer) incorporatetheir own schemes of support as a portion of theoverall concept. With sufficient detail, the func-tional inputs may in fact become a self-containedtab to the appendix.

Transition

Transition is the handoff of the battle plan to theunits who will execute the plan. If a plan is written,it now is translated to an OPORD. A formaldeployment order will be published that directsdeployment and deployment support operations. InFDP&E, transition is where planning ends andexecution begins with plan/TPFDD validation,movement, and actual sourcing.

At the tactical level, successful transition dependson the level of detail contained within the OPORDand the OPORD’s accuracy and currency. Deploy-ment checklists, as detailed as individual prepared-ness checklists and work-center embarkationmanifests, will drive milestones dates and timesthat have been determined through reverse plan-ning the force closure. For the MALS, the opera-tions department may identify a deploymentcontrol cell/crisis center that will control andmonitor the MALS movement and support posturethroughout plan execution.

APPENDIX AAVIATION LOGISTICS SUPPORT CONCEPT MATRIX

Concept Development Evaluation Criteria

Planning Consideration Simple Flexible ResponsiveIntegrated With

Operations

Deployment Time-Phasing

Layering

Tailoring

Theater Distribution

Sourcing

Physical Network Analysis

Logistics 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 measures 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.

APPENDIX BGLOSSARY

AAE . . . . . . . . . . . . aircraft armament equipmentACE . . . . . . . . . . . . . . . aviation combat elementAC/S . . . . . . . . . . . . . . . . . .assistant chief of staffADP . . . . . . . . . . . . . . automated data processingAFOE . . . . . . . . . . . . . assault follow-on echelonAGS . . . . . . . . . . . . . . . . aviation ground supportAIMD . . . . . . . . . . . . . . . . . . aircraft intermediate

maintenance departmentAIS . . . . . . . . . . . automated information systemsAISD . . aviation information systems departmentAIT . . . . . . . . automated information technologyAITS . . . . ammunition inventory tracking systemALD . . . . . . . . . . . . aviation logistics departmentALS. . . . . . . . . . . . . . . . aviation logistics supportAMC . . . . . . . . . . . . . . . . Air Mobility CommandAMMRL . . . . . . . . .aircraft maintenance material

readiness listAO. . . . . . . . . . . . . . . . . . . . . . .area of operationsAPML . . .assistant program manager for logisticsARFF . . . . . . . . . .aircraft rescue and firefightingASD . . . . . . . . . . . . . aviation supply departmentASL. . . . . . . . Aviation Logistics Support BranchATLASS . . . . . . . . . . . . . . asset tracking logistics

and supply systemAUTOSERD . . . . . automated support equipment

recommendation data AVCAL. . . . aviation consolidated allowance listAVLOG . . . . . . . . . . . . . . . . . . aviation logisticsAVNSUPO . . . . . . . . . . . . aviation supply officerAWSE . . . armament weapons support equipment

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

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

management systemCAIMS . . . . conventional ammunition integrated

management systemCALM. . . . . circumpolar active layer monitoringCAP. . . . . . . . . . . . . . . . . . . crisis action planningCCSP. . . . common contingency support packageCG. . . . . . . . . . . . . . . . . . . . commanding generalCMC . . . . . . . .Commandant of the Marine Corps

CNO . . . . . . . . . . . . . . Chief of Naval OperationsCO. . . . . . . . . . . . . . . . . . . . . commanding officerCOA . . . . . . . . . . . . . . . . . . . . . . course of actionCOMMARFOR . . . . Commander, Marine Corps

ForcesCOMMARFORLANT . . . . . . . . . . .Commander,

Marine CorpsForces, Atlantic

COMMARFORPAC. . . . . . . . . . . . .Commander,Marine Corps

Forces, PacificCOMNAVAIRLANT . . . . . . . . . . . .Commander,

Naval Air Force,Atlantic

COMNAVAIRPAC . . . . . . . . . . . . .Commander,Naval Air Force,

PacificCOMNAVAIRSYSCOM . . . . . . . . .Commander,

Naval Air SystemsCommand

COMNAVSEASYSCOM. . . . . . . . .Commander,Naval Sea Systems

CommandCOMNAVSUPSYSCOM. . . . . . . . .Commander,

Naval SupplySystems Command

COMSPAWARSYSCOM . . . . . . . .Commander,Space and Naval Warfare

Systems CommandCONPLAN . . . . . . . . . . . . . . . . contingency planCOSAL . . . consolidated shipboard allowance listCRAF . . . . . . . . . . . . . . . Civil Reserve Air FleetCSP . . . . . . . . . . . . . contingency support packageCSS . . . . . . . . . . . . . . . . . combat service supportCV. . . . . . . . . . . . . . . . . . . . . . . . . .aircraft carrierCVN . . . . . . . . . . . . . . . . aircraft carrier (nuclear)

D-level . . . . . . . . . . . . . . . . . . . . . . . . depot-levelDC/A. . . . . . . .Deputy Commandant for AviationDOD . . . . . . . . . . . . . . . . Department of DefenseDODD. . . . . . . Department of Defense DirectiveDON . . . . . . . . . . . . . . . .Department of the NavyDTO . . . . . . . . . . . . . . . . . . . . . . .direct turn-over

B-2 ___________________________________________________________________________________________________ MCWP 3-21.2

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

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

FDP&E . . . . . . . . . . . force deployment planningand execution

FE . . . . . . . . . . . . . . . . . . . . . . facility equipmentFIE . . . . . . . . . . . . . . . . . . . . . . . . . fly-in echelonFISP . . . . . . . . . . . . . . . . . fly-in support packageFOSP. . . . . . . . . . . . . .follow-on support packageFW . . . . . . . . . . . . . . . . . . . . . . . . . . . fixed-wingFWST . . . . . . . . . . . . fleet weapons support team

GTN . . . . . . . . . . . global transportation network

HQ. . . . . . . . . . . . . . . . . . . . . . . . . . . headquartersHQMC . . . . . . . . . . Headquarters, Marine Corps

I-level . . . . . . . . . . . . . . . . . . . intermediate-levelIBS . . . . . . . . . . . . . . .integrated bar code systemILSP . . . . . . . . . . integrated logistic support planIMA. . . . . . . . Intermediate Maintenance ActivityIMRL . . . . . . . . individual material readiness listINMARSAT . . . . international maritime satellite

JCS . . . . . . . . . . . . . . . . . . . . Joint Chiefs of StaffJOPES . . . . . . . . . . .Joint Operation Planning and

Execution SystemJROC. . . . Joint Requirements Oversight CouncilJTF . . . . . . . . . . . . . . . . . . . . . . . . joint task force

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

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

LM . . . . . . . . . . . . . . . . . . . . . . logistics managerLOGAIS . . . . . . . . . . . . . . . . .logistics automated

information systemLPD. . . . . . . . . . . . . . .amphibious transport dock

MACG . . . . . . . . . . . . . Marine air control groupMAF . . . . . . . . . . . . . . . maintenance action formMAG . . . . . . . . . . . . . . . . . . Marine aircraft group MAGTF . . . . . . . . . Marine air-ground task force MALS . . . . . . Marine aviation logistics squadronMALSP . . . . . . . . . . . . Marine Aviation Logistics

Support Program MARFOR . . . . . . . . . . . . . . Marine Corps Forces

MARFORLANT. . Marine Corps Forces AtlanticMARFORPAC . . . . Marine Corps Forces Pacific MAW . . . . . . . . . . . . . . . . . .Marine aircraft wingMCPP . . . . . . . . . Marine Corps Planning ProcessMCWP . . .Marine Corps warfighting publicationMDDS II . . . . . . . . . . . . . . .MAGTF Deployment

Support Systsem IIMDL . . . . . . . . . . . . . . . . . MAGTF Data Library MDS . . . . . . . . . . . . . . . maintenance data systemMEB . . . . . . . . . . .Marine Expeditionary BrigadeMEF . . . . . . . . . . . . Marine Expeditionary ForceMEU . . . . . . . . . . . . . Marine Expeditionary UnitMEU(SOC) . . . . . . . . Marine Expeditionary Unit

special operations capableMF. . . . . . . . . . . . . . . . . . . . . . . . . mobile facilityMILSTAMP . . Military Shipping Transportation

and Management ProgramMNS . . . . . . . . . . . . . . . .mission needs statementMPF . . . . . . . . . . . maritime prepositioning forceMPS . . . . . . . . . . . . maritime prepositioning shipMPSRON . . . . . . . . . . . . maritime prepositioning

ships squadronMRMS . . . . . . . . . . . . . . . Maintenance Resource

Management SystemMSC . . . . . . . . . . . . . . Military Sealift CommandMWSG . . . . . . . . . . . Marine wing support groupMWSS. . . . . . . . . Marine wing support squadron

NALC . . . . . Naval Ammunition Logistics CenterNALCOMIS . . . . . . . . . Naval Aviation Logistics

Command ManagementInformation System

NALMEB . . . . . . . . .Norway Air-Landed MarineExpeditionary Brigade

NAMP. . . .Naval Aviation Maintenance ProgramNATO . . . . . . . . . . . . . . . . .North Atlantic Treaty

OrganizationNAVAIRINST . . . . . . . . . . . . Naval Air Systems

Command InstructionNAVAIRSYSCOM . . . . . . . . Naval Air Systems

CommandNAVICP . . . . . . . . . naval inventory control pointNAVSEASYSCOM . . . . . . . .Naval Sea Systems

Command NAVSUPSYSCOM . . . . . Naval Supply Systems

Command NCEA . . . . . . . noncombat expenditure allocationNNOR . . . . . . . nonnuclear ordnance requirement

Aviation Logistics _______________________________________________________________________________________________ B-3

NSN . . . . . . . . . . . . . . . . National Stock NumberNTCSS . . . . . . . . . . . . Naval Tactical Command

Support SystemNWCF. . . . . . . . . . . Navy Working Capital Fund

O-level . . . . . . . . . . . . . . . . . organizational-levelOPCON. . . . . . . . . . . . . . . . . . operational controlOPLAN . . . . . . . . . . . . . . . . . . . . . .operation planOPNAV. . . . . . . . . . . . . . . .Office of the Chief of

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

Operations InstructionOPORD. . . . . . . . . . . . . . . . . . . . . operation orderOPT. . . . . . . . . . . . . . . operational planning teamOPTAR . . . . . . . . . . . . . . . . . . . . operating target

PCSP . . . . . peculiar contingency support packagePPD . . . . . . . . . . . . . program planning documentPRG. . . . . . . . . . . . . . . . . Program Review Group

RCM . . . . . . . . . reliability-centered maintenanceRESP. . . . remote expeditionary support packageROLMS. . . . . . . . . . . . Retail Ordnance Logistics

Management SystemRSOI . . . . reception, staging, onward movement,

and integrationRW . . . . . . . . . . . . . . . . . . . . . . . . . . .rotary-wing

SAC. . . . . . . . . . . . . . . . . special accounting classSALTS . . . . . . . . streamlined automated logistics

transmission systemSE . . . . . . . . . . . . . . . . . . . . . . support equipmentSECNAVINST . . . . . . . . . .Secretary of the Navy

Instruction

SERD . . . . . . . . . . . . . . . . . . . support equipmentrecommendation data

SNAP . . . . . . .Shipboard Nontactical AutomatedData Processing Program

SOP . . . . . . . . . . . . . standing operating procedureSPAWARSYSCOM . . . . . . . . . .Space and Naval

Warfare Systems CommandSUADPS-RT . . . . . . . . . . . . Shipboard Uniform

Automated Data Processing System-Real Time

TALPS . . . . . . . . . . . . . T-AVB Automated LoadPlanning System

T-AVB . . . . . . . . . aviation logistics support shipTBA . . . . . . . . . . . . . . . . table of basic allowanceTC-AIMS . . . . . . . .Transportation Coordinator’s

Automated Informationfor Movement System

TCMD. . . . . . . . . . . . . transportation control andmovement document

TD . . . . . . . . . . . . . . . . . . . . . . technical directiveT/E . . . . . . . . . . . . . . . . . . . . . table of equipmentT/M/S . . . . . . . . . . . . . . . . . . . . type/model/seriesT/O . . . . . . . . . . . . . . . . . . . table of organization3M. . . . . maintenance, management, and materielTPFDD . . . . . . . . . . . . . . . time-phased force and

deployment dataTSA. . . . . . . . . . . . . training squadron allowanceTYCOM . . . . . . . . . . . . . . . . . . . type commander

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

APPENDIX CREFERENCES

Secretary of the Navy Instruction (SECNAVINST)

5510.36 Department of the Navy (DON) Information Security Program Regulation

Chief of Naval Operations Instructions (OPNAVINSTs)

4790.2H The Naval Aviation Maintenance Program (NAMP)5218.7B Navy Official Mail Management Instructions8000.16A Naval Ordnance Maintenance Management Program (NOMMP)

Naval Air Systems Command Instruction (NAVAIRINST)

5230.11 Fleet Aviation Logistics Information Systems FunctionalManagement Manual

Navy Support Instruction (NAVSUPINST)

P-724 Conventional Ordnance Stockpile Management Policies andProcedures Manual

Marine Corps Warfighting Publications (MCWPs)

3-21.1 Aviation Ground Support 5-1 Marine Corps Planning Process5-11.1 MAGTF Aviation Planning

Miscellaneous

NAVSEA OP 5 Vol III Ammunition and Explosives Ashore, Advance Bases

Documents

MCWP 3-21.2 AVIATION LOGISTICS - Marines.mil 3-21.2 Aviation...Marine Corps Warfighting Publication (MCWP) 3-21.2, Aviation Logistics, establishes the doctrinal basis for the planning