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Tactical-Level Logistics

MCWP 4-11

U.S. Marine Corps

PCN 143 000072 00

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DEPARTMENT OF THE NAVYHeadquarters United States Marine Corps

Washington, D.C. 20380-1775

13 June 2000

FOREWORD

1. PURPOSE

Marine Corps Warfighting Publication (MCWP) 4-11, Tactical-Level Logistics,provides the doctrinal basis for the planning and execution of ground and avia-tion logistic support for Marine air-ground task force (MAGTF) operations atthe tactical level of war. It establishes standard terms of reference for tactical lo-gistics and combat service support operations and provides guidance for devel-oping local Fleet Marine Force standing operating procedures. MCWP 4-11expands on MCWP 4-1, Logistics Operations, and provides detailed guidance toMarine Corps logisticians for the conduct of tactical-level logistics.

2. SCOPE

This manual is intended for commanders and their staffs who are responsible forplanning and conducting logistic support at the tactical level of war. The sec-ondary audience is commanders and staff officers who require logistical supportor who will benefit from a greater understanding of logistical support at the tac-tical level.

3. SUPERSESSION

Fleet Marine Force Manual 4-1, Combat Service Support Operations, dated12 July 1993.

4. CERTIFICATION

Reviewed and approved this date.

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

J. E. RHODESLieutenant General, U.S. Marine Corps

Commanding GeneralMarine Corps Combat Development Command

DISTRIBUTION: 143 000072 00


Table of Contents

Page

Chapter 1 Fundamentals

1001 Levels of War 1-1

1002 The Logistic Continuum 1-2

1003 Strategic Logistics 1-21004 Operational Logistics 1-2

1005 Tactical Logistics 1-3

1006 Functions and Subfunctions of Tactical Logistics 1-3

1007 Tactical Logistic Support External tothe Marine Air-Ground Task Force 1-7

1008 Combat Service Support Installations 1-7

Chapter 2 Organizations, Capabilities, and Responsibilities

Section I Marine Corps Organization 2-1

2101 Headquarters, Marine Corps 2-1

2102 Marine Corps Reserve 2-1

2103 Supporting Establishment 2-1

2104 Operating Forces 2-1

Section II Marine Air-Ground Task Force Organization 2-3

2201 Core Elements 2-32202 Marine Air-Ground Task Forces 2-3

Section III Marine Expeditionary Force Organizations and Capabilities 2-5

2301 Force Service Support Group 2-5

2302 Marine Division 2-11

2303 Marine Aircraft Wing 2-13

Section IV Marine Expeditionary Brigade Organizations and Capabilities 2-16

2401 Combat Service Support Element 2-162402 Aviation Combat Element 2-162403 Ground Combat Element 2-16

III

MCWP 4-11

Section V Marine Expeditionary Unit Organizations and Capabilities 2-17

2501 Combat Service Support Element 2-172502 Aviation Combat Element 2-172503 Ground Combat Element 2-17

Section VI Task Organizations 2-18

2601 Combat Service Support Organizations 2-182602 Movement Control Organizations 2-192603 Maritime Prepositioning Force Organizations 2-202604 Amphibious Ship-to-shore Movement Organizations 2-20

Section VII Logistic Staff Responsibilities 2-23

2701 Joint Task Force 2-242702 Marine Forces 2-252703 Marine Air-Ground Task Force 2-252704 Combat Service Support Organization 2-262705 Aviation Logistics Department and

Marine Aviation Logistics Squadron 2-26

Chapter 3 Command and Control

3001 Establishing Command and Control 3-13002 Logistic and Combat Service Support Missions 3-33003 Management Procedures in Tactical Logistic Functional Areas 3-63004 Command Groups and Control Agencies 3-83005 Communications 3-93006 Logistic Information Management 3-103007 Liaison 3-13

Chapter 4 Planning

4001 Logistic Planning Concepts 4-14002 Planning for Expeditionary Operations 4-14003 Types of Joint Planning 434004 Marine Corps Planning Process 4-34005 Concept of Logistic Support 444006 Planning Elements 4-44007 Planning Techniques 4-54008 Deployment Planning Considerations 4-64009 Commander's Intent 4-64010 Operational Planning Considerations 4-64011 Functional Area Planning Considerations 4-74012 Coordinating Support 4-114013 Intelligence Support 4-11

iv

Tactical-Level Logi

4014 Host Nation Support 4-124015 Planning Documents 4-12

Chapter 5 Logistic Functional Area Support Operations

Section I Supply 5-1

5101 Combat Service Support Element Supply Support Operations 5-15102 Ground Combat Element Supply Support Operations 5-55103 Aviation-Peculiar Supply Support Operations 5-8

Section II Maintenance 5-12

5201 Ground Maintenance Support Operations 5-125202 Aviation-Peculiar Maintenance Support Operations 5-15

Section III Transportation 5-19

5301 Motor Transport Operations 5-195302 Port and Terminal Operations 5-205303 Air Delivery Operations 5-215304 Deployment 5-225305 Employment 5-235306 Movement Control 5-23

Section IV General Engineering 5-27

5401 Naval Construction Force 5-275402 Engineering Tasks 5-275403 Engineer Group Concept 5-27

Section V Health Service Support 5-29

5501 Marine Air-Ground Task Force Capabilities 5-295502 Capabilities External to the Marine Air-Ground Task Force 5-305503 Patient Movement 5-30

Section VI Services 5-31

5601 Combat Service Support Services 5-315602 Command Services 5-35

V

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Appendices

A Logistic and Combat Service Support Task-Organization Guide A-iB Sample Format of a Logistic/Combat Service Support Estimate B-iC Sample Format of Annex D (Logistics/Combat Service Support) C-iD Maintenance Recovery, Evacuation, and Repair Cycle Flowchart D-1E Glossary E-1F References and Related Publications F-i

vi

Chapter 1

Fundamentals

Logistics is defined as "the science of planningand carrying out the movement and maintenanceof forces. In its most comprehensive sense, thoseaspects of military operations which deal with: a.design and development, acquisition, storage,movement, distribution, maintenance, evacuation,and disposition of materiel; b. movement, evacua-tion, and hospitalization of personnel; c. acquisi-tion or construction, maintenance, operation, anddisposition of facilities; and d. acquisition or fur-nishing of services." (Joint Publication [JP] 1-02,Department of Defense Dictionary of Militaryand Associated Terms)

Logistics is a fundamental element of Marineair-ground task force (MAGTF) expeditionaryoperations. Marine expeditionary forces provideself-contained and self-sustained forces that haveeverything necessary to accomplish the mission—from individual equipment to expeditionary air-fields and medical treatment facilities. These forc-es are structured to meet a wide range ofcontingency operations and possess the logisticcapabilities needed to initiate an operation, sus-tain forces, and reconstitute for follow-on mis-sions.

Effective logistic support must be viewed fromthe perspectives of supported (e.g., ground com-bat element) and supporting (e.g., combat servicesupport element) organizations. It emphasizes theneed for detailed planning and close integration oflogistic capabilities of both supported combatunits and supporting combat service support units.

Combat service support (CSS) is defined as "theessential capabilities, functions, activities, andtasks necessary to sustain all elements of operat-ing forces in theater at all levels of war. Withinthe national and theater logistic systems, it in-cludes but is not limited to that support renderedby service forces in ensuring the aspects of sup-ply, maintenance, transportation, health services,

and other services required by aviation andground combat troops to permit those units to ac-complish their missions in combat. Combat ser-vice support encompasses those activities at alllevels of war that produce sustainment to all oper-ating forces on the battlefield." (JP 1-02) CSS inthe Marine Corps is a function or tasking associat-ed with a unit that, by table of organization (TIO)and table of equipment (TIE), is organized,equipped, and trained as a CSS organization toperform CSS operations.

1001. Levels of War

Military operations require specific logistic sup-port which is based on the strategic, operational,or tactical levels of war.

a. Strategic

"The level of war at which a nation, often as amember of a group of nations, determines nation-al or multinational (alliance or coalition) securityobjectives and guidance, and develops and usesnational resources to accomplish those objectives.Activities at this level establish national and mul-tinational military objectives; sequence initia-tives; define limits and assess risks for the use ofmilitary and other instruments of national power;develop global plans or theater war plans toachieve these objectives; and provide militaryforces and other capabilities in accordance withstrategic plans." (JP 1-02)

b. Operational

"The level of war at which campaigns and majoroperations are planned, conducted, and sustainedto accomplish strategic objectives within theatersor areas of operations. Activities at this level linktactics and strategy by establishing operations ob-jectives needed to accomplish the strategic objec-tives sequencing events to achieve the operational

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objectives, initiating actions, and applying re-sources to bring about and sustain these events.These activities imply a broader dimension oftime or space than do tactics; they ensure the lo-gistic and administrative support of tactical forc-es, and provide the means by which tacticalsuccesses are exploited to achieve strategic objec-tives." (JP 1-02)

c. Tactical

"The level of war at which battles and engage-ments are planned and executed to accomplishmilitary objectives assigned to tactical units ortask forces. Activities at this level focus on the or-dered arrangement and maneuver of combat ele-ments in relation to each other and to the enemyto achieve combat objectives." (JP 1-02)

1002. The Logistic Continuum

Strategic, operational, and tactical logistics paral-lel and complement the levels of war. Strategic lo-gistics supports the organizing, training, andequipping of forces needed to further the nationalinterest. Operational logistics links tactical re-quirements and strategic capabilities to accom-plish operational goals and objectives. Tacticallogistics includes organic unit capabilities andcombat service support activities required to sup-port military operations.

Effective tactical logistic support results from theproper employment of logistic capabilities withinthe MAGTF concept of operations and scheme ofmaneuver. Commanders and logisticians mustcarefully integrate logistic considerations into op-erations planning and execution. Tactical-level lo-gistic capabilities are a primary element of a self-sufficient MAGTF, which is supported externallythrough the logistic activity at the strategic andoperational levels. Figure 1-1 depicts the continu-um of logistic support through the levels of war.

1003. Strategic Logistics

Strategic logistic capabilities are generated basedon guidance from the National Command Author-ities and logistic requirements identified by theoperating forces. The combatant command andstaff plan and oversee logistics from a theaterstrategic perspective. They assign execution re-sponsibilities to Service components unless ajoint or multinational functional command isformed to perform theater strategic logistic func-tions. The joint staff and combatant commandersgenerate and move forces and materiel into the-ater and areas of operations where operational lo-gistic concepts are employed.

1004. Operational Logistics

Operational logistics connects the logistic effortsof the strategic level with those of the tactical lev-el. The Marine component commander is respon-sible for conducting operational logistics andcoordinating operational logistic support with tac-tical logistic operations. The component com-mander may assign operational-level logistictasks to the combat service support element andaviation combat element commanders in additionto their tactical logistic responsibilities. In largeroperations, a Marine logistic command may be

____-4Requirements Flow

Strategic Operational TacticalLogistics Logistics Logistics

Support Flow

• Facilities • Supply• Procurement • Maintenance• War Reserves • Force Closure • Transportation• Mobilization • Arrival and Assembly • General• Materiel Readiness • Intratheater Lift Engineering• Deployment and • Theater Distribution • Health Services

Support • Sustainment • Services• Strategic Airlift • Reconstitution and

and Sealift Redeployment• Force Regeneration

Figure 1-1. The Logistic Continuum.

Tactical-Level Logistics 1-3

established to conduct operational-level logistictasks.

To provide operational-level support to tacticaloperations, Commander, Marine Corps Forces(COMMARFOR), may establish a Marine logis-tics command (MLC). The MLC would be re-sponsible for establishing the theater supportstructure to facilitate arrival, assembly, reception,staging, onward movement, and integration oper-ations. In addition, the MLC could provide opera-tional logistic support to Marine Corps forces asthe Marine component commander's operational-level logistic agency in theater. Normally, COM-MARFOR assigns the MLC mission to a specificforce service support group (FSSG). The COM-MARFOR also assigns additional resources,based on the operational situation, theater geogra-phy, and infrastructure requirements, to the FSSGfor the conduct of theater-supported logistic oper-ations.

1005. Tactical Logistics

Effective logistic support is a command responsi-bility. The MAGTF commander must plan andcoordinate tactical logistics within the MAGTFand coordinate with higher headquarters for theoperational-level logistic support necessary tosustain MAGTF operations. Subordinate elementcommanders are responsible for the efficient em-ployment of organic logistic capabilities, whilethe combat service support element (CSSE) com-mander is also responsible for executing CSS op-erations in support of the entire MAGTF.

All elements of the MAGTF execute tactical lo-gistics to some degree by employing organic ca-pabilities. The initial source of logistic supportavailable to any unit is its own organic capabili-ties. Organic capabilities are defined in T/Os andT/Es. The CSSE, possessing capabilities beyondthose found in the other MAGTF elements, con-

ducts CSS operations to provide any additionallogistic support the other MAGTF elements re-quire.

1006. Functions andSubfunctions of TacticalLogistics

Marine Corps tactical-level logistics encompassesall of the logistic support activities performed atthe tactical-level of war, to include combat ser-vice support. Tactical logistics is normally cate-gorized in six functional areas: supply,maintenance, transportation, general engineering,health services, and services. See table 1-1, onpage 1-4.

a. Supply

Supply is a cyclic process of acquiring and issu-ing materiel to supported units. This materiel maybe consumable or durable materiel, components,and end items. See MCWP 4-11.7, MAGTF Sup-ply Operations, for additional information. Logis-ticians normally calculate requirements for eachclass and subclass of supply. See table 1-2, onpage 1-5.

b. Maintenance

Maintenance involves those actions taken to keepmateriel in serviceable condition (preventivemaintenance) and actions required to return mate-riel to serviceable condition (corrective mainte-nance). Maintenance tasks are grouped by levelsof support that determine assignment of mainte-nance responsibilities. Tables 1-3 and 1-4, onpage 1-6, depict the levels of support as they aredefined for ground equipment and aviation equip-ment, respectively; tactical logistic maintenancelevels are highlighted. See MCWP 4-11.4, Main-tenance Operations, for additional information.

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Table 1-1. Functions and Subfunctions of Tactical Logistics.

Supply Maintenance TransportationDetermination of requirements

Procurement

Storage

Distribution

Salvage

Disposal

Inspection and classification

Service, adjustment, and tuning

Testing and calibration

Repair

Modification

Rebuilding and overhaul

Reclamation

Recovery and evacuation

Embarkation

Landing support

Port and terminal operations

Motor transport

Air delivery

Freight/passenger transportation

Materials handling equipment.

General Engineering Health Services ServicesEngineer reconnaissance

Horizontal/vertical construction

Facilities maintenance

Demolition and obstacle removal

Explosive ordnance disposal

Bridging

Health maintenance

Casualty collection

Casualty treatment

Temporary casualty holding

Casualty evacuation

Command services:

• Personnel administration

• Religious ministries support

• Financial management

• Communications

• Billeting

• Messing

• Band

• Morale, welfare, and recreation

CSS services:

• Disbursing

• Postal services

• Exchange services

• Security support

• Legal services support

• Civil affairs support

• Graves registration


Table 1-2. Classes of Supply.

Class Description Subclass

I Subsistence, which includes rationsand gratuitious health and welfareitems.

A—air (in-flight rations), C—combatrations, R—refrigerated subsis-tence, and S—nonrefrigerated.

II Minor end items, which includeclothing, individual equipment, tent-age, organizational tool sets andtool kits, hand tools, and administra-tive and housekeeping supplies andequipment.

B—ground support materiel, E—gen-eral supplies, F—clothing andtextiles, M—weapons, and T—indus-trial supplies (e.g., bearings, blockand tackle, cable, chains, wirerope, screws, bolts, studs, steelrods, plates, bars).

Ill Petroleum, oils, and lubricants,which include petroleum fuels, lubri-cants, hydraulic and insulating oils,preservatives, liquid and com-pressed gases, bulk chemicalproducts, coolants, de-icing andantifreeze compounds and the com-ponents and additives of suchproducts, and coal.

A—air and W—ground (surface).

IV Construction, which includes con-struction materiel, installedequipment, and all fortification orbarrier materiel.

V Ammunition of all types, whichincludes chemical, biological, radio-logical, and special weapons,bombs, explosives, mines, fuzes,detonators, pyrotechnics, missiles,rockets, propellants, and otherassociated items.

A—air and W—ground.

VI Personal demand items and nonmil-itary sales items.

VII Major end items, which are the finalcombination of end products assem-bled and configured in theirintended form and ready for use(e.g., launchers, tanks, mobilemachine shops, and vehicles).

A—air, B-ground support materiel(includes power generators andconstruction, barrier, bridging, fire-fighting, petroleum, and mappingequipment), 0—administrative vehi-des (commercial vehicles used inadministrative motor pools),G-electronics, K—tactical vehicles,L—missiles, M—weapons, andN.special weapons.

VIII Medical materiel, which includesmedical.unique repair parts.

A—medical and/or dental materieland B-blood and blood products.

IX Repair parts, which include compo-nents and kits, assemblies, andsubassemblies (reparable and nonreparable) required for maintenancesupport of all equipment.

A—air, B—ground support materiel,0-administrative vehicles, G—elec.tronics, K—tactical vehicles,L-mlssiles, M—weapons, N—spe-cial weapons, and T—industrlalsupplies.

X Nonmilitary materiel, which includesmateriel to support nonmilitary pro-grams (e.g., agriculture andeconomic development), that is notincluded in classes 1-IX.

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Table 1-3. Levels and Echelons of Ground EquipmentMaintenance.

Levels of Maintenance Echelons of Maintenance'Organlzational—Authorjzed at, performed by, and theresponsibility of the using unit. Consists of cleaning,servicing, inspecting, lubricating, adjusting, and minorrepair.

First—Limited action performed by crew oroperator as prescribed by applicablemanuals.

Second—Limited action above the operatorlevel performed by specialist personnel in theusing unit.

Intermediate—performed by designated agencies insupport of the using unit or, for certain items of equip-ment, by specially authorized using units. Includesrepair of subassemblies, assemblies, and major enditems for return to lower echelons or to supplyc anne s.

Third—Component replacement usually per-formed by specially trained personnel inowning or CSS units.

Fourth—Component and end item overhauland rebuilding performed by CSS units atsemipermanent or fixed sites.

Depot—Major overhaul and complete rebuilding of Fifth—End item overhaul and rebuilding per-parts, subassemblies, assemblies, and end items. formed by industrial-type activities using

production line techniques, programs, andschedules.

Table 1-4. Levels of Aviation Equipment MaintenanceActivities.

Maintenance Maintenance Activities

Organizational Tactical and training squadrons, MarineCorps air stations with aircraft assigned.

Intermediate Marine aviation logistics squadrons (MALS).Depot Naval aviation depots, contract mainte-

nance depot activities. Each MALS haslimited depot-level capability.

I

c. Transportation

Transportation is moving from one location to an-other using railways, highways, waterways, pipe-lines, oceans, and airways. Throughput is theamount of cargo and personnel passed through thetransportation systems. The transportation systemincludes the means and the controls for managingthe transportation means. The transportation sub-functions are generally applicable to all levels ofsupport, although the means, methods, control,and management procedures employed at eachlevel will vary. Although transportation is dis-cussed as a logistic function, at the tactical level,transportation is a combat support function. Com-bat organizations use organic, attached, and sup-porting transportation assets for tacticalmovement.

d. General Engineering

General engineering is distinct from combat engi-neering. General engineering is typically consid-ered a CSS function (e.g., engineer supportbattalion), while combat engineering is consid-ered a combat support function (e.g., combat en-gineer battalion). General engineering assets atthe tactical level may be used to reinforce or aug-ment combat engineer organizations in specificsituations for mobility, countermobility, orsurvivability tasks. These assets are normally ingeneral support of the MAGTF for a wide rangeof tasks. These tasks often involve more detailedplanning and preparation and higher standards ofdesign and construction than typical combat engi-neer tasks.


e. Health Services

Health services support (HSS) seeks to minimizethe effect that wounds, injuries, and disease haveon unit effectiveness, readiness, and morale. HSSis accomplished by a preventive-medicine pro-gram that initially safeguards personnel againstpotential health risks and by the establishment ofa system that provides medical support from thepoint of wounding, injury, or illness throughevacuation. See MCWP 4-11.1, Health ServiceSupport Operations, for additional information.

f. Services

The services function provides for the effectiveadministration, management, and employment ofmilitary organizations. Services subfunctions areessentially administrative in nature. These are cat-egorized as either command services, which areservices provided to Marines by their individualcommands, or CSS services, which are servicesprovided by a CSS unit.

1007. Tactical Logistic SupportExternal to the Marine Air-Ground Task Force

Cross-Service support is appropriate when thereare standing Department of Defense (DOD) pro-cedures for common-item support (e.g., for mate-rial managed by the Defense Logistics Agency[DLAI) or there are existing inter-Service supportagreements (ISSAs) (e.g., for the U.S. Army toprovide line-haul transportation to Marine Corpsforces in certain theaters). Commanders of unifiedcommands have directive authority for logisticsby which they may authorize cross-Service sup-port within their theater. Coalition, bilateral, and!or host nation support agreements authorize spec-ified support across national lines. Requests forcross-Service or cross-national logistic supportare coordinated by the Marine component com-mander.

1008. Combat Service SupportInstallations

The CSSE established fixed installations to buildup logistic capabilities in support of the MAGTF.These installations are physical locations eitheraboard ship or ashore. Their number, location,and specific capabilities are dictated by the con-cept of CSS, which is based on the MAGTF mis-sion and concept of operations. The MAGTFconcept of operations must address the require-ment to defend and protect the following CSS in-stallations and facilities, as required.

a. Beach Support Area

In amphibious operations, the beach support area(BSA) is "the area to the rear of a landing force orelements thereof, established and operated byshore party units, which contains the facilities forthe unloading of troops and materiel and the sup-port of the forces ashore; it includes facilities forthe evacuation of wounded, enemy prisoners ofwar, and captured materiel." (JP 1-02)

The BSA is one of the first CSS installations es-tablished ashore during an amphibious operationand maritime prepositioning force (MPF) opera-tions involving in-stream offload. It is establishedby the shore party group or team, but the CSSEcommander may eventually disestablish it or con-solidate it as part of the combat service supportarea (CSSA). In some situations, the BSA may bethe only CSS installation ashore; in other situa-tions, it may be one of several CSS installations.

b. Landing Zone Support Area

The landing zone support area is "a forward sup-port installation which provides minimum essen-tial support to the helicopterborne assault forcesof the Marine air-ground task force. It can expandinto a combat service support area but it is mostoften a short term installation with limited capa-bilities, normally containing dumps for rations,fuel, ammunition, and water only; maintenance islimited to contact teams and!or support teams."(MCRP 5-12C)

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This CSS installation is established to supporthelicopterborne assault elements. It is establishedby the CSSE when a buildup of supplies or otherCSS capabilities is anticipated. When a logisticbuildup is not planned, the supported unit is re-sponsible for helicopter support team (HST) oper-ations associated with support of thehelicopterborne force.

c. Combat Service Support AreaA CSSA is "an area ashore that is organized tocontain the necessary supplies, equipment, instal-lations, and elements to provide the landing forcewith combat service support throughout the oper-ation." (JP 1-02)

The CSSEs operate CSSAs in accordance withthe CSSE operation order (OPORD). BecauseCSSAs are primary targets, the landing force mustplan for their defense. The BSAs or landing zonesupport areas are often developed into CSSAswhen the CSSE establishes the necessary CSS ca-pabilities in the installation to support sustainedoperations.

d. Force Combat Service SupportArea

An force combat service support area (FCSSA) is"the primary combat service support installationestablished to support MAGTF operations ashore.Normally located near a beach, port, and/or air-field, it usually contains the command post of thecombat service support element commander andsupports other combat service support installa-tions." (MCRP 5-12C)

The FSSG establishes an FCSSA near a beach,seaport, and/or airfield to support other CSS in-stallations and to provide support not available atforward installations. Normally, the FCSSA con-tains the command post of the FSSG commander.

e. Repair and Replenishment PointA repair and replenishment point is "a combatservice support installation, normally in forwardareas near the supported unit, established to sup-port a mechanized or other rapidly moving force.

It may be either a prearranged point or a hastilyselected point to rearm, refuel, or provide repairservices to the supported force." (MCRP 5-12C)

Normally, a CSSD establishes a repair and replen-ishment point in support of a mechanized or otherrapidly moving force. It may be either a prear-ranged point or a hastily selected point at which torearm, refuel, or provide repair services to thesupported force. Depending on the size of the sup-ported force, the CSSD may establish multiplepoints.

Although the main body of the CSSD normallyfollows in trace of the advancing mechanizedforce, repair and replenishment points are normal-ly in forward areas near the supported unit. Thispresents some unique command and control prob-lems because CSS assets can become scatteredover a wide area. The CSSD can also select repairand replenishment points farther to the rear of themechanized force. Optimally, however, the CSSunit minimizes handling of supplies by having ve-hicles from the rear make deliveries directly to theusers at repair and replenishment points.

f. Forward Arming and RefuelingPoint

A forward arming and refueling point (FARP) is atemporary facility organized, equipped, and de-ployed by an aviation commander to rapidly refu-el and rearm simultaneously. The aviation combatelement (ACE) commander may establish aFARP to support the force scheme of maneuver.

The FARP locations are selected where naturalcamouflage and terrain features can hide equip-ment and aircraft. Good drainage and room fortactical dispersion (helicopter servicing, fueling,arming) are of primary importance. Towns andvillages are usually ideal locations because theyprovide hard land for easy movement of aircraftand wheeled vehicles, intersecting road networks,and excellent night operation capabilities.

After selection of the site, preloaded supplies (e.g.,refueling equipment, bladders, ammunition) canbe transported to the site by truck along with ma-


terial handling equipment and personnel. Helicop-ters may be used for rapid, initial emplacement ofthe FARP. Resupply may be accomplished by airor surface transportation. Under certain situations,a combination of aerial and ground-establishedFARPs may be operationally desirable. TheFARPS are usually established in or near the for-ward assembly areas. Locations and routes to andfrom FARPs should be masked from radar detec-tion. Because of the volume of air traffic and itsimportance to helicopter operations, FARPsshould be kept beyond medium artillery range. Tominimize this threat, FARPs must be displaced of-ten when they are located farther forward.

g. AirfieldsThe availability of existing airfields within orclose to the MAGTF objective area is a key plan-ning consideration. ACE fixed-wing aircraft mayrequire runway surfaces as long as 10,000 feet.Helicopter, short takeoff, vertical landing, andtilt-rotor aircraft runway requirements are consid-erably less.

Fixed-wing aircraft can operate from runways asshort as 4,000 feet by reducing fuel and ordnanceloads and by using arresting gear. Additionally,less developed strips can be enhanced with expe-ditionary airfield equipment. If required andif time permits, a complete expeditionary airfieldcan be installed.

(1) Expeditionary Airfields. An expeditionaryairfield is a prefabricated and portable airfield.The effort (e.g., material, engineer support, opera-tional guidance, security) required for the installa-

tion and operation of an expeditionary airfieldmay require the support of all elements of theMAGTF. When deployed, it provides the capabili-ty to launch and recover MAGTF helicopters andfixed-wing aircraft under all weather conditions.Expansion of expeditionary airfield facilities intoa strategic expeditionary landing field (SELF) al-lows the support and maintenance for a completewing-sized ACE. The SELF has parking and taxi-ways to accommodate the Air Mobility Commandand Civil Reserve Air Fleet aircraft. Small expe-ditionary airfields are constructed by the Marinewing support squadron (MWSS). Larger airfieldsmay require the MWSS to be augmented by theFSSG engineer support battalion or naval con-struction forces. The Navy mobile constructionbattalion provides augmentation to the FSSG andMWSS, or, if required, it assumes full responsibil-ity for construction of the expeditionary airfield.

(2) Bare Base Expeditionary Airfields. Barebase expeditionary airfields provide the capabilityfor using an existing airfield or road network toestablish an expeditionary airfield. A bare baseexpeditionary airfield is established in place of afull expeditionary airfield due to the extensiveembarkation or construction requirements associ-ated with the full expeditionary airfield. The barebase expeditionary airfield concept calls for theuse of available concrete and/or asphalt-surfacedfacilities. This concept involves embarking onlythose assets that are necessary for conducting airoperations (e.g., airfield lighting or marking,landing aids, arresting gear). Bare base kits havebeen established to support all expeditionary air-fields.

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Chapter 2

Organizations, Capabilities,and Responsibilities

Commanders, staff officers, and logisticians at alllevels must understand the logistic and CSS capa-bilities of the MAGTF in order to plan effectivelyfor the tactical phases of expeditionary opera-tions. This chapter discusses Marine Corps orga-

nization, MAGTF and task organizations' logisticcapabilities, and commanders and staff officers'roles and responsibilities for planning and direct-ing tactical-level logistic support.

Section I. Marine Corps Organization

The Marine Corps is structurally organized intofour categories: Headquarters, Marine Corps; theMarine Corps Reserve; the supporting establish-ment; and the operating forces. These structuralorganizations have inherent logistic capabilitiesand responsibilities at the strategic, operational,and tactical levels of war.

2101. Headquarters, MarineCorps

Headquarters, Marine Corps, is responsible forstrategic logistics. The Commandant ensures thatMarine Corps forces (MARFOR) under the com-mand of a combatant commander or joint taskforce (JTF) commander are trained, equipped, andprepared logistically to undertake assigned mis-sions.

2102. Marine Corps Reserve

The Marine Corps Reserve is organized under theCommander, Marine Corps Forces Reserve(MARFORRES). The MARFORRES consists ofa combined-arms force with a division, a wing,and a force service support group. The logisticand combat service support capabilities residentin the MARFORRES are comparable to the capa-bilities of the active forces. The MARFORRESpossesses the graves registration capability and

the bulk of the bridging capability for the MarineCorps. See MCWP 4-1, Logistics Operations, andMarine Corps Reference Publication (MCRP)5-12D, Organization of Marine Corps Forces, formore information.

2103. Supporting Establishment

The Marine Corps supporting establishment con-sists of those personnel, bases, and activities thatsupport the Marine Corps operating forces. Thisestablishment consists of many bases and stations.In addition, it includes the Marine Corps MaterielCommand, the Marine Corps Recruiting Com-mand, the Marine Corps Combat DevelopmentCommand, as well as all training activities andformal schools. The supporting establishmentprovides logistic support vital to the combatreadiness of the Marine Corps.

2104. Operating Forces

Marine Corps Forces, Pacific (MARFORPAC),and Marine Corps Forces, Atlantic (MARFOR-LANT), are component commands. These MAR-FORs are operating forces under combatantcommand of designated unified commanders forjoint operations. Normally, MARFORPAC andMARFORLANT retain support responsibility forMAGTFs that are provided to a joint force

2-2MC WP 4-11

commander (JFC). The MARFORPAC and theMARFORLANT may deploy a headquarters ele-ment to the JFC. This element exercises adminis-trative control over assigned MAGTFs as aService component commander. In the absence ofa headquarters element from a Marine componentcommand, the senior MAGTF commander in the-ater may assume the responsibilities of Servicecomponent commander. Independent of the Ser-vice component arrangement, MARFORPAC andMARFORLANT coordinate operational-level lo-gistic requirements that affect the employment ofMAGTFs. Marine and Navy operating forces areassigned to type commanders for the purposes oftraining, employment, and logistic support. Fleet

Marine Forces (FMF) Atlantic and FMF Pacificare type commands. A type command is an ad-ministrative subdivision of a fleet or force intoships or units of the same type. Commander,MARFORPAC (COMMARFORPAC), is also theCommanding General, FMF Pacific; and Com-mander, MARFORLANT (COMMARFOR-LANT) is also the Commanding General, FMFAtlantic. Commander, Naval Air Atlantic (COM-NAVAJRLANT); Commander, Naval Air Pacific(COMNAVAIRPAC); and Commander, NavalAir Reserve (COMNAVAIRRESFOR) are thetype commanders for Marine Corps aircraft andaviation support equipment.


Section IL Marine Air-Ground Task ForceOrganization

The MAGTF is the principal Marine Corps orga-nization for all missions across the range ofmilitary operations. It is composed of forces task-organized under a single commander capable ofresponding rapidly to a contingency anywhere inthe world.

2201. Core Elements

The types of forces in the MAGTF are functional-ly grouped into four core elements: a commandelement (CE), an aviation combat element (ACE),a ground combat element (GCE), and a combatservice support element (CSSE). See figure 2-1.These core elements are categories of forces, notformal commands. The basic structure of theMAGTF never varies, though the number, size,and type of Marine Corps units comprising eachof its four elements will always be mission de-pendent.

I ____ I

ACE GCE CSSE

FIgure 2-1. Marine Air-Ground Task Force.

2202. Marine Air-Ground TaskForces

The five types of MAGTFs are the Marine expe-ditionary force (MEF), Marine expeditionary bri-gade (MEB), Marine expeditionary unit (MEU),

special purpose MAGTF (SPMAGTF), and aircontingency MAGTF.

a. Marine Expeditionary Force

The MEF is the largest MAGTF and the principalMarine Corps warfighting organization, particu-larly for larger crises or contingencies. It is task-organized around a permanent command elementand normally contains one or more Marine forceservice support groups, Marine divisions, andMarine aircraft wings. The MEF is capable ofmissions across the range of military operations,including amphibious assault and sustained oper-ations ashore. It can operate from a sea base and!or a land base. It may contain other Service or for-eign military forces assigned or attached to theMAGTF.

The MEF can also task-organize MAGTFs toconduct a specific mission. Typically, a combatservice support detachment (CSSD) is the task-organized CSSE for the following MAGTFs:

• The SPMAGTF is a MAGTF that is organized,trained, and equipped with narrowly focusedcapabilities. It is designed to accomplish a spe-cific mission, often of limited scope and dura-tion. It may be any size, but normally it is arelatively small force—the size of a MEU unitor smaller. It may contain other Service or for-eign military forces assigned or attached to theMAGTF.

• The air contingency MAGTF is an on-call,combat-ready MAGTF that deploys by airlift.Air contingency MAGTFs vary in size basedon mission requirements and the availability ofairlift. Because they deploy by air, they have alimited organic logistic capability and require

2-4 — MCWP4-11

an arrival airfield. Air contingency MAGTFsusually are activated to respond to developingcrises. They may deploy independently or inconjunction with other expeditionary forces.

b. Marine Expeditionary BrigadeThe MEB is a mid-sized MAGTF that providescombatant commanders with an extremely flexi-ble expeditionary force. Commanded by a generalofficer, a MEB is normally built around a GCE ofa reinforced infantry regiment. Its ACE consistsof a Marine aircraft group with fixed- and rotary-wing squadrons. The CSSE is a brigade servicesupport group (BSSG) organized to provide thefull spectrum of CSS to the MEB. As an expedi-tionary force, the MEB is capable of rapid deploy-ment and employment via amphibious shipping,

strategic airlift and/or sealift, marrying with mari-time or geographical prepositioning force assets,or any combination thereof. The MEB is a com-plete fighting force. It is a MAGTF that has beentask-organized for the mission and is capable ofself-sustainment for 30 days. It can functionalone, as a logical follow-on force to the MEU, aspart of a joint task force, or as the lead element ofa MEF.

c. Marine Expeditionary UnitThe MEU is task-organized normally around abattalion landing team, reinforced helicoptersquadron, and a MEU service support group(MSSG). Capable of limited combat operations, itprovides an immediate reaction capability for cri-sis situations.


Section Dl. Marine Expeditionary Force Organizationsand Capabilities

The MEF's tactical logistic capabilities includethe organic logistic personnel and equipment ar-rayed in the various units that comprise theMAGTF element and the CSS capabilities associ-ated with the CSSE. The primary mission of theCSSE is to provide combat service supportthroughout the MAGTF. Generally, each MEFconsists of a permanent CE, an FSSG, a Marinedivision, and a Marine aircraft wing. When theMEF deploys, it may be reinforced with more ca-pabilities than it possesses in garrison, such as anadditional division in the GCE or an FSSG in theCSSE.

2301. Force Service SupportGroup

The FSSG is the MEF CSSE. It is a grouping offunctional battalions that provide tactical-levelground logistic support to all elements of theMEF. See figure 2-2. In addition, the FSSG maybe tasked to provide operational-level logisticsupport to the Marine component of a jointcommand. The FSSG embodies the funda-mental principle—economy of operationsthrough centralization of logistic resources and

Figure 2-2. Force Service Support Group.

SurgicalCompany

There Is only one brIdge companyin the active forces; It is resident

I

In 2d FSSG.

2-6 MCWP4-11

decentralization of support operations. The FSSGorganizations are structured to provide task-organized groups to support independently de-ployed battalions, regiments, MAGTFs, and/orgeographically separated units.

a. Headquarters and Service BattalionThe headquarters and service (H&S) battalionprovides command and control, administration,services, communications, and security support tothe FSSG. It also coordinates CSS to otherMAGTF elements. The battalion is self-supporting in supply, organizational maintenance,health services, communications, and transporta-tion for its command and administrative func-tions. It provides communications for the FSSGCE and subordinate CSSEs. In addition, the bat-talion provides messing for itself, and the mainte-nance, supply, and motor transport battalions. TheH&S battalion is organized into headquarters,military police, services, and communicationscompanies. See figure 2-3.

(1) Headquarters Company. The headquarterscompany provides command and control (C2),administration, and command support functionsfor the H&S battalion, the FSSG, and the CSSECEs. The H&S battalion's supply, health services,and messing capabilities are resident in this com-pany. The headquarters company transports its ad-ministrative and command sections and performsorganizational maintenance on organic equip-ment.

(2) Communications Company. The communi-cations company provides communications sup-port to the FSSG CEs and those subordinate

CSSEs without organic communications capabili-ties. The company is capable of organic transpor-tation support for administrative and commandfunctions. It performs organizational maintenanceon its equipment, except for test equipment, andconducts third echelon maintenance on the battal-ion's ground communications and electronics crit-ical low-density equipment.

(3) Military Police Company. The militarypolice company provides security support, ene-my-prisoner-of-war (EPW) control, and law-and-order operations for the MEF. The company iscapable of organic transportation support for ad-ministrative and command functions. It also per-forms organizational maintenance on organicequipment.

(4) Service Company. The service company pro-vides general support services support for theMEF. It also provides administrative and disburs-ing support for U.S. Navy personnel assigned tothe MEF. The company contains the nucleus forinitial active duty civil affairs support. It is capa-ble of performing organizational maintenance onorganic equipment.

b. Maintenance BattalionThe maintenance battalion provides intermediate-level, third and fourth echelon maintenancesupport for tactical ordnance, engineer, motortransport, communications-electronics, and gener-al support equipment of the MEF. It also evacu-ates equipment to repair facilities. The battalion isself-supporting in supply, organizational mainte-nance, and transportation of command and admin-istrative elements. The maintenance battalion is

Figure 2-3. Headquarters and Service Battalion.


organized into H&S, ordnance, engineer, elec-tronics, motor transport, and general supportmaintenance companies. See figure 2-4.

(1) Headquarters and Service Company. H&Scompany provides C2, administration, and com-mand support functions for the maintenance bat-talion. It is capable of organic supply and firstechelon maintenance on organic equipment. Itprovides second echelon maintenance on the bat-talion's ordnance and motor transport equipment,except for motor transport equipment belongingto general support maintenance and motor trans-port maintenance companies. The H&S companyis capable of organic transportation support foradministrative and command functions.

(2) Ordnance Maintenance Company. The ord-nance maintenance company provides third andfourth echelon maintenance support for theMEF's Marine Corps-furnished ordnance equip-ment. The company is capable of organic trans-portation support for its administrative andcommand functions. It also conducts first echelonmaintenance on organic equipment and secondechelon maintenance on ordnance equipment.

(3) Engineer Maintenance Company. The com-pany provides third and fourth echelon mainte-nance support for MEF engineering equipmentand second echelon and intermediate maintenanceon fabric. It conducts first echelon maintenanceon organic equipment and second echelon mainte-nance on engineer assets. The company is capableof organic transportation support for its adminis-

trative and command functions and of transporta-tion support to evacuate heavy engineer items.

(4) Electronics Maintenance Company. Theelectronics maintenance company provides thirdand fourth echelon maintenance support for theground communications-electronics equipment ofa MEF and the evacuation of ground communica-tions-electronics equipment to repair facilities. Itconducts first echelon maintenance on organicequipment and second echelon maintenance onorganic ground communications-electronicsequipment and ordnance equipment, except forinfantry weapons. The company is capable of or-ganic transportation support for its administrativeand command functions.

(5) Motor Transport Maintenance Company.The motor transport maintenance company pro-vides third and fourth echelon maintenance sup-port for MEF motor transport equipment. Itconducts first echelon maintenance on organicequipment and second echelon maintenance onbattalion motor transport equipment, except forthose items belonging to the H&S and generalsupport maintenance companies. In addition, thecompany provides transportation support to effectevacuation of heavy motor transport equipment.The company is capable of organic transportationsupport for its administrative and command func-tions.

(6) General Support Maintenance Company.The general support maintenance company pro-vides third and fourth echelon maintenance sup-port, including component rebuilding for MEF

Figure 2-4. Maintenance Battalion.

2-8 MCWP 4-11

ground equipment, except for communications-electronic equipment and fire control compo-nents. It conducts organizational and intermediatemaintenance on organic equipment. In addition,the company is capable of organic transportationsupport for its administrative and command func-tions.

c. Supply BattalionThe supply battalion provides general supply sup-port, except for bulk liquids and Navy-fundedstock and programs, for sustaining MAGTF oper-ations. The battalion provides organizational andintermediate maintenance on medical and dentalequipment. It also provides packing, preservation,and packaging capabilities. The battalion is self-supporting in administration, organic supply, or-ganizational maintenance, and transportation forits command and administrative functions. Thesupply battalion is organized into H&S, supply,ammunition, and medical logistic companies. Seefigure 2-5.

(1) Headquarters and Service Company. TheH&S company of the supply battalion providesC2, administration, and command support func-tions for the supply battalion and general subsis-tence supply support to the MEF, includingpacking, preservation, and packaging capabilities.The battalion's organic supply and internal trans-portation capabilities are resident in this company.The H&S company has organic capabilities toprovide transportation for its administrative andcommand functions and to perform organizationalmaintenance on its equipment.

(2) Supply Company. The supply company pro-vides general supply support, including supplymanagement and control, to sustain the operations

of the MEF. The company provides support forclass II, class III (except for bulk), and classes IV,VI, VII, and IX items. The company has organiccapabilities to provide transportation for its ad-ministrative and command functions and to con-duct first echelon maintenance on its equipment.

(3) Ammunition Company. The ammunitioncompany provides general class V supply supportto the MEF. The company has organic capabilitiesto provide transportation for its administrativeand command functions and to conduct first eche-ion maintenance on its equipment.

(4) Medical Logistic Company. Medical logisticcompany provides general supply and mainte-nance support for medical and dental (class VIII)materiel. The company has organic capabilities toprovide transportation for its administrative andcommand functions and to conduct first echelonmaintenance on its equipment. The company pro-vides organic and intermediate maintenance onequipment held by the medical logistic companyand conducts intermediate maintenance on equip-ment held by other units.

d. Engineer Support BattalionThe engineer support battalion provides generalengineering support of an expeditionary nature,including survivability, countermobility, and mo-bility enhancements. This support includes explo-sive ordnance disposal (EOD), horizontal andvertical construction, utilities support, engineerreconnaissance, and general supply support inci-dent to the handling, storing, and dispensing ofbulk class I (water) and bulk class III and 111(A)items. The battalion has organic capabilities foradministration, organizational maintenance,messing, engineering support, single-channel

_____ _____ I I

H&S Supply

LAmmunition 1 Medical

L ComPan] CompanyL Company

Logistic

Figure 2-5. Supply Battalion.


communications, supply, and transportation forits command and administrative elements. Theengineer support battalion is organized into H&S,engineer support, bridge, and bulk fuel compa-nies, as well as three engineer companies. See fig-ure 2-6.

(1) Headquarters and Service Company. TheH&S company provides C2, administration, andcommand support functions for the engineer sup-port battalion and EOD support for the MEF. Thebattalion's organic supply, single-channel com-munications, chaplain, medical, and messing ca-pabilities are resident in this company. The H&Scompany has organic capabilities to provide trans-portation for its administrative and commandfunctions and to perform first echelon mainte-nance on organic equipment. It also provides sec-ond echelon maintenance on ordnance, surveying,and communications-electronics equipment.

(2) Engineer Support Company. The engineersupport company provides bath, laundry, potablewater supply, and mobile electric power to theMEF. It also provides maintenance support forspecified equipment that is organic to the battal-ion, transportation and services support, as well asgeneral support and reinforcing heavy equipmentaugmentation to the battalion's engineer compa-nies. The company is capable of first echelonmaintenance on organic equipment and secondechelon maintenance on organic equipment (ex-cept for communications-electronics), ordnance,EOD, and bulk fuel equipment. It is also capableof third echelon maintenance on bridge equip-ment and boats.

(3) Bridge Company. The bridge company pro-vides bridging support to enhance tactical mobili-ty. The company has organic capabilities toprovide transportation for its organic administra-tive and command functions and to conduct orga-nizational maintenance on its equipment.

(4) Bulk Fuel Company. The bulk fuel companyprovides general support class III supply support.The company has organic capabilities to providetransportation for its administrative and commandfunctions and to conduct organizational mainte-nance on bulk fuel system-specific equipment.

(5) Engineer Companies. Engineer companiesprovide general engineering support of a delib-erate nature. The companies have organic capa-bilities to provide transportation for theiradministrative and command functions and toconduct organizational maintenance on theirequipment (except for communications, ordnance,EOD, and bulk fuel items).

e. Transportation Support Battalion

Transportation support battalion provides motortransport, air delivery, and landing support for theMEF. Landing support provides for ship-to-shoremovement during amphibious, maritime preposi-tioning force (MPF) operations, and subsequentterminal operations to permit throughput of sup-plies, equipment, and personnel. Motor transportsupport includes medium- and heavy-lift transpor-tation support. The battalion has organic capabili-ties to provide for its administration, supply,communications, and transportation of command

______ I I I I

H&SEngineer

I 1 Bridge

BuIkFuel PEngineer

CompanySupport

I

BattalionCompany1

ComPanJCompany

8th EngIneer Suport Battalion I

has an active Bridge ompany.

Figure 2-6. Engineer Support Battalion.

t% daMCWP 4-11

and administrative elements. Having a limited en-gineering capability, the battalion conducts orga-nizational maintenance on organic equipment,third echelon maintenance on motor transport andengineering equipment, and intermediate mainte-nance on air delivery equipment. The support bat-talion is organized into H&S, support, beach andterminal operations, landing support, general sup-port motor transport, and two direct support motortransport companies. See figure 2-7.

(1) Headquarters and Service Company. TheH&S company of the support battalion providesC2, administration, and command support func-tions for the battalion. The battalion's organicsupply, communications, and organizationalmaintenance for ordnance and communications-electronic equipment are resident in this company.The H&S company has the organic capability toprovide transportation for its administrative andcommand functions.

(2) Support Company. The support companyprovides materials handling equipment (MHE)and container handling support. The company hasthe organic capability to provide transportationfor its administrative and command functions. Itis also capable of organizational maintenance onits landing support equipment (LSE), second andthird echelon maintenance on motor transport as-sets, and first through third echelon maintenanceon engineer equipment organic to the battalion.

(3) Beach and Terminal Operations Company.The beach and terminal operations company pro-vides general transportation support in coordinat-ing throughput operations. The company providesair delivery support and coordinates transporta-tion support in throughput operations at designat-

ed ports, beaches, railheads, airheads, cargoterminals, dumps, and depots. The company hasorganic capabilities to provide transportation forits administrative and command functions and toconduct first echelon maintenance on its equip-ment and organizational and intermediate mainte-nance on air delivery equipment.

(4) Landing Support Company. The landingsupport company provides C2 for throughput op-erations in support of surface and/or helicopter as-sault operations. This company provides theMAGTF's with shore party teams or groups, heli-copter support teams (HSTs), departure airfieldcontrol groups (DACGs), port operations group(PUG), and/or arrival airfield control groups(AACGs). The company has organic capabilitiesto provide transportation for its administrativeand command functions and to conduct first eche-lon maintenance on its equipment.

(5) General Support Motor Transport Compa-ny. The general support company provides gener-al medium- and heavy-lift transportation support.The company is capable of first echelon mainte-nance on organic equipment.

(6) Direct Support Motor Transport Compa-nies. Direct support companies provide direct andgeneral medium- and heavy-lift transportationsupport. The companies are capable of first eche-lon maintenance on organic equipment.

f. Medical BattalionThe medical battalion conducts initial resuscita-tive HSS. It is the only source of organic MarineCorps medical support above the aid station level.In addition to initial resuscitative surgical inter-

Figure 2-7. Transportation Support Battalion.


vention, the battalion provides temporary casualtyholding, ground evacuation support to forwardmedical elements, and preventive medical sup-port. It has organic capabilities to provide its sup-plies and to perform organizational maintenanceon its equipment and first echelon maintenance onmedical equipment. The battalion can transport itscommand and administrative elements, evacuatecasualties from forward areas, and transfer pa-tients to medical treatment facilities (MTFs) inrear areas. The medical battalion is organized intoan H&S company and three surgical companies.See figure 2-8.

(1) Headquarters and Service Company. TheH&S company provides the medical battalion'sC2, command support functions, and shock-trau-ma capabilities. The H&S company is capable oforganic supply and intermediate maintenance onorganic equipment. In addition, the company hasthe organic capability to transport its commandand administrative elements.

(2) Surgical Companies. Each of the surgicalcompanies can support regimental-sized opera-tions. The surgical company provides MTFs forresuscitative surgery, medical treatment, and tem-porary holding of casualties.

g. Dental BattalionThe dental battalion has organic supplies. It is ca-pable of organizational maintenance on organicequipment and third echelon maintenance on den-tal equipment. In addition, it is capable of trans-porting its command and administrative elements.

It is organized into an H&S company and threedental companies. See figure 2-9.

(1) Headquarters and Service Company. TheH&S company provides the dental battalion's C2and command support functions. The company iscapable of transporting its command and adminis-trative elements.

(2) Dental Companies. The dental companiesprovide dental services to the major subordinateelements of the MEF. These companies have or-ganic capabilities to provide transportation fortheir administrative and command functions.

2302. Marine Division

While the Marine division depends on the FSSGfor extensive CSS, the division is structured witha significant array of organic logistic capabilities,which should be utilized before requesting sup-port from the FSSG. The division consists of aheadquarters battalion, infantry regiments, an ar-tillery regiment, a tank battalion, an assaultamphibian battalion, a combat engineer battalion,and a light armored reconnaissance (LAR)battalion (figure 2-10, on page 2-12). SeeMCWP 5-12D for additional information.

a. Headquarters BattalionThe headquarters battalion is capable of self-ad-ministration, organic supply support, food servicesupport, first and second echelon maintenance on

Figure 2-8. Medical Battalion. Figure 2-9. Dental Battalion.

H&SCompany

SurgicalCompany

2-12 MC WP 4-11

I I ____ ___ ___I DMsionI

Division

1

I

Truck I MilitaryPoliceI Direct H&S

Support Team Company[

Headquarters CompanyI L Company

Special SecurityCommunicatjo1

LDivision BandLCommunatbon5

Reconnaissance 1

L Team Company L Company

Figure 2-10. Marine Division.

all organic equipment, and third echelon mainte-nance on communications-electronics equipment.The battalion's medical services provide routineand emergency medical care. The battalion'struck company provides general motor transportsupport to the division.

b. Infantry RegimentThe infantry regiment is capable of self-adminis-tration, organic supply support, food service sup-port, as well as first and second echelonmaintenance on all organic equipment. It has alimited transportation capability (high mobility,multipurpose wheeled vehicles [HMMWVsJ).The regimental medical platoon can establish aregimental aid station to provide routine andemergency medical care. The regiment's infantrybattalions are capable of self-administration, or-ganic supply, food service support, first and sec-ond echelon maintenance on organic equipmentand weapons, and limited transportation(HMMWVs). The regiment's battalion medical

platoons establish battalion aid stations that pro-vide routine and emergency medical care,

c. Artillery RegimentThe artillery regiment is capable of organic sup-ply support, self-administration, food service sup-port, routine and emergency medical servicessupport, first and second echelon maintenance onorganic equipment (except fire control), third andfourth echelon maintenance on electronicssystems, and fourth echelon maintenance onweapons-loading radar equipment. The regiment,as a whole, has significant organic logistic capa-bility for short-term self-sufficiency, but requiresextensive CSS, especially fuel and ammunition,for sustained operations. The regiment's artillerybattalions are capable of self-administration, or-ganic supply support, food service support, medi-cal services that provide routine and emergencysupport, and first and second echelon mainte-nance on organic equipment (except fire control).The regiment's artillery units are capable of mov-

Light ArmoredReconnaissance

Battalion


ing their personnel, equipment, and a limitedquantity of supplies.

d. Tank BattalionThe tank battalion is capable of self-administra-tion, organic supply support, food service support,and medical services that provide routine andemergency medical care. The battalion has signif-icant organic logistic capabilities for short-termself-sufficiency, but requires extensive CSS, espe-cially fuel and ammunition, for sustained opera-tions. The battalion's tank companies conductfirst and second echelon maintenance on all or-ganic equipment. The battalion provides secondechelon maintenance on motor transport equip-ment and third echelon maintenance on tanks,tank-mounted weapons, and tube-launched, opti-cally tracked, wire-command link guided missile(TOW) systems. The battalion possesses a signifi-cant amount of motor transport equipment.

e. Assault Amphibian BattalionAssault amphibian battalion is capable of self-ad-ministration, organic supply support, food servicesupport, and medical services that provide routineand emergency medical care. The assault amphib-ian battalion has significant organic logistic capa-bilities for short-term self-sufficiency, but forsustained operations, it requires extensive CSS,especially fuel and ammunition. The battalionconducts second echelon maintenance on motortransport equipment and third echelon mainte-nance on amphibious assault vehicles, mountedweapons, and communications equipment. Thebattalion possesses a significant amount of motortransport equipment. The battalion's assault am-phibian companies conduct first and second eche-ion maintenance on its equipment.

f. Combat Engineer BattalionThe combat engineer battalion is capable of self-administration, organic supply support, food ser-vice support, and medical services that provideroutine and emergency medical care. It conductsfirst and second echelon maintenance on all or-ganic engineering, motor transport, and communi-cations equipment. The battalion has significantorganic logistic capabilities for short-term self-

sufficiency, but requires extensive CSS, especial-ly fuel, for sustained operations.

g. Light Armored ReconnaissanceBattalionThe LAR battalion is capable of self-administra-tion, organic supply support, food service support,and medical services that provide routine andemergency medical care. It conducts first andsecond echelon maintenance on all organic equip-ment and third echelon maintenance on light-armored vehicles. In addition, the battalion hasmotor transportation capability. The battalion hasorganic logistic capabilities for short-term self-sufficiency, but requires extensive CSS, especial-ly fuel and ammunition, for sustained operations.

2303. Marine Aircraft Wing

The MAW possesses organic aviation and groundlogistic capabilities. It employs organic aircraft-specific aviation supply, maintenance, and ser-vices capabilities in direct support of aircraftsquadrons and groups. Although the MAW has itsown aviation ground support capabilities, it de-pends on the FSSG for ground CSS and deliveryof aviation bulk commodities. The MAW is orga-nized into a Marine wing headquarters squadron(MWHS), fixed- and rotary-wing Marine aircraftgroups (MAGs), a Marine air control group(MACG), and a Marine wing support group(MWSG). A notional garrison MAW is depictedin figure 2-11.

LWHS

___________ ___________

Figure 2-11. Marine Aircraft Wing.

(FhWir)H-

MAG(Rotary.Wg)

2-14 MCWP4-11

a. Marine Wing HeadquartersSquadron

The MWHS provides command, administrative,and supply support for a MAW headquarters andcertain elements of the MACG.

b. Marine Wing Support GroupThe MWSG, via its Marine wing support squad-rons, provides all essential aviation ground sup-port to fixed- and rotary-wing components of anACE. The group is organized into a headquarters,two fixed-wing support squadrons, and two rota-ry-wing support squadrons. See figure 2-12.

____ I I

MWSS MWSG MWSS(Fixed-Wing)

Jaduartersj tary-Wing)

Figure 2-12. Marine Wing Support Group.

(1) MWSG Headquarters. The MWSG head-quarters performs administrative, C2, religiousministries support, and coordination functions. Itconducts organic supply, first echelon mainte-nance on all assigned equipment, and second ech-elon maintenance on nuclear, biological, andchemical (NBC) defense equipment.

(2) Marine Wing Support Squadrons. Marinewing support squadrons (MWSSs) are designatedeither fixed-wing or rotary-wing and provide thesame capabilities with the exception of the opera-tion of M-21 aircraft recovery equipment which isfound in a fixed-wing MWSS. The MWSS is self-supporting in administration. It provides secondechelon maintenance for organic motor transportand engineering equipment except for those itemsthat belong to the MACG. It conducts organiza-tional maintenance on organic engineering, com-munications and motor transport equipment, andweapons. It also conducts third echelon and limit-ed fourth echelon maintenance on expeditionaryairfield systems equipment. In addition, MWSSs

provide the following essential aviation groundsupport to an ACE:

Internal airfield communications.Weather service.

• Expeditionary airfield service.• Aircraft rescue and firefighting.

Aviation and ground refueling.Essential engineering service.Motor transport support.Field messing support.Medical service.

• Personnel training.• NBC defense.• Security and law enforcement.• Air base commandant functions.• EOD support.

c. Marine Aircraft GroupThe MAG is an administrative and tactical head-quarters. It is the smallest aviation unit designatedfor independent operations with no outside assis-tance except access to a source of supply. Thereare two types of MAGs: fixed-wing and rotary-wing. The MAG is self-administrating and capa-ble of performing routine and emergency support.MAGs are organized into several aircraft squad-rons that perform organizational maintenance onassigned aircraft and a Marine aviation logisticsquadron (MALS).

The MALS is capable of self-administration, rou-tine and emergency medical care, first echelonmaintenance on organic equipment, and secondechelon maintenance on infantry weapons. In ad-dition, it provides the following aviation logisticsupport (e.g., aviation-peculiar maintenance andsupply) for the subordinate units of either a fixed-or rotary-wing MAG:

• Conducts intermediate maintenance on aircraftand aeronautical equipment.

• Provides aircraft supply support.• Assembles and distributes class V(A) ammuni-

tion (requires motor transport support from theMWSS for distribution).

•••••


• Manufactures cryogenics, self-administration and emergency medical care.• Provides supply support to the MWSS expedi- It has sufficient organic motor transport equip-

tionary airfield and weather sections. ment for routine operations. The MACG is capa-ble of performing organic supply functions and

d. Marine Air Control Group operates secondary reparable floats for MACCS-peculiar ground electronics equipment. Squadrons

The MACG provides, operates, and maintains the of the group perform organizational maintenanceMarine air command and control system and different levels of intermediate maintenance(MACCS). The MACG is capable of routine and on a wide variety of equipment.

2-16 MCWP4-11

Section IV. Marine Expeditionary BrigadeOrganizations and Capabilities

The MEB is the mid-sized MAGTF and is nor-mally commanded by a brigadier general. TheMEB bridges the gap between the MEU and theMEF. The MEB is a task-organized MAGTF nor-mally composed of a CE, a reinforced infantryregiment, a composite MAO, and a BSSG. With30 days of sufficient supplies for sustained opera-tions, the MEB is capable of conducting amphibi-ous assault operations and MPF operations.During potential crisis situations, a MEB may beforward deployed afloat for an extended period toprovide an immediate combat response. A MEBcan operate independently or serve as the advanceechelon of a MEF. The MEB CE is embedded inthe MEF CE and is identified by line number fortraining and rapid deployment.

2401. Combat Service SupportElement

The BSSG is the CSSE for the MEB. The FSSGprovides MSSGs with the necessary personneland equipment to accomplish their missions. TheMSSGs provide the MEU with the followingCSS:

Supply support.

• Utilities support.• Landing support (port and airfield support op-

erations).• Disbursing services.••

Legal services.Postal services.

• Accompanying supplies (classes I, II, I1I[B],IV, V[W], and IX) necessary to support theMEU for 30 days.

2402. Aviation Combat Element

The MEB composite MAO generally receivesground tactical logistic support from a compositeMWSS (fixed-wing [FW])/(rotary-wing [RW]) orboth MWSS(RW) and MWSS(FW), dependingon the number of airfields ashore. Normally, theaviation maintenance support for MEB aircraft isprovided by the aviation intermediate mainte-nance department (AIMD) of the general purposeamphibious assault ships and the aviation logis-tics support ship (TAVB).

2403. Ground Combat Element

• Maintenance support.• Transportation support.• Deliberate engineering support.• Medical and dental services.• Automated information processing support.

The OCE consists of a reinforced infantry regi-ment. Specific reinforcements vary but generallyinclude artillery, reconnaissance, light armor,tanks, antiarmor, amphibious vehicles, and com-bat engineer detachments. The GCE has limitedlogistic capability organic to the various elements.


Section V. Marine Expeditionary UnitOrganizations and Capabilities

The MEU is the MAGTF routinely forward de-ployed for presence and quick response to a de-veloping contingency. The MEU is organized andequipped to provide a rapidly deployable, sea-based capability with 15 days of self-sustainment.The MEU may serve as an enabler for larger mis-sions in the event that the situation or mission re-quires additional capabilities or resources.

2501. Combat Service SupportElement

The MSSG is the CSSE for the MEU, The FSSGprovides MSSGs with the necessary personneland equipment to accomplish their missions. TheMSSGs provide the MEU with the followingCSS:

• Supply support.• Maintenance support.• Transportation support.• Deliberate engineering support.

• Medical and dental services.

• Automated information processing support.• Utilities support.• Landing support (port and airfield support op-

erations).• Disbursing services.• Legal services.

• Postal services.• Accompanying supplies (classes I, II, III[B],

IV, V[W], and IX) necessary to support theMEU for 15 days.

2502. Aviation Combat Element

The MEU ACE generally consists of a medium-lift helicopter squadron reinforced with severalheavy-lift helicopters and AV-8B attack aircraft.Aerial refueling support is provided by a shore-based aerial refueling detachment. Normally, theaviation maintenance support for MEU aircraft isprovided by the aviation intermediate mainte-nance department (AIMD) of the general purposeamphibious assault ship on which the ACE is em-barked. The MALS augments the ship's capabili-ties with personnel and materiel. If the MEU ACEis directed ashore, the ship operating offshore or aMALS deployed ashore provides intermediate-level support.

2503. Ground Combat Element

The GCE consists of a reinforced infantry battal-ion that forms a battalion landing team (BLT).Specific reinforcements vary but generally in-clude artillery, reconnaissance, light armor and/ortanks, antiarmor, amphibious vehicles, and com-bat engineer detachments. The GCE has limitedlogistic capability organic to the various elements.

2-18 MCWP4-11

Section VI. Task Organizations

Logistic and CSS organizations, units, and sec-tions within larger organizations are either perma-nently organized or task-organized. Task-organizing is basic to the concept of the MAGTF.It is the process by which commanders organizethe forces under their command to meet the re-quirements of the mission. MAGTFs have a widerange of capabilities that are further enhanced bytask-organizing. This gives commanders the abili-ty to respond to different types and intensities ofcontingency situations. Task organizations areused in garrison at the operational and tacticallevels to provide support at widely separated loca-tions.

2601. Combat Service SupportOrganizations

The FSSG commanders form temporary task or-ganizations when existing organizations and com-mand relationships are inadequate for a particularsituation. Task-organizing allows FSSG com-manders to tailor their forces to provide the spe-cific type and scope of logistic support requiredby the supported unit, the mission, and the tacticalsituation. The decision to task-organize is basedon the priorities of the MAGTF commander andthose of the supported organizations. The FSSGcommander may assign personnel and units mis-sions in support of another commander or maycoordinate with the MAGTF commander to attachthe units to another organization.

a. Combat Service Support Group

A combat service support group (CSSG) isa taskorganization of CSS asets, similar in size and ca-pability to a BSSG. A CSSG is formed to provideCSS to a large GCE task force, reinforce regi-ment, or composite MAO conducting independentoperations or geographically separated from theMEF. A CSSG is capable of task-organizing sub-ordinate CSSDs. Currently 1st FSSG has CSSO-1

established to support 7th Marines (Rein) atTwentynine Palms, California and 3d FSSG hasCSSG-3 established to support 3d Marines (Rein)and the Aviation Support Element at KaneoheBay, Hawaii.

b. Combat Service SupportDetachment

A CSSD is a separate task organization of combatservice support assets formed for the purpose ofproviding rearming, refueling, and/or repairingcapabilities to the MAGTF or designated subordi-nate elements (e.g., a battalion conducting inde-pendent operations or an aircraft squadronoperating at a remote airfield). Normally, thecombat service support element provides theCSSD command element.

Establishing CSSDs enables a CSS commander toprovide logistic support to a wide array of sup-ported units. Each CSSD can be tailored to meetthe specific logistic requirements of supportedunits across the MAGTF. When formed, CSSDsare assigned numeric designators based on thefollowing sequence:

• 1st FSSG: 11-19 and 51-59.

• 2d FSSO: 21-29 and 61-69.

• 3d FSSG: 31-39 and 71-79.

• 4th FSSG: 41-49 and 81-89.

c. Combat Service SupportOperations Center

The combat service support operations center(CSSOC) is the CSSE commander's agency tocontrol and coordinate the day-to-day operationsof the organization. The CSSOC focuses on meet-ing the needs of supported units. During combatoperations, FSSOs, MSSGs, and CSSDs operateCSSOCs 24 hours a day to monitor and record thestatus of CSS operations. The CSSOC is dis-cussed further in chapter 3.


2602. Movement ControlOrganizations

At the direction of COMMARFOR, the MEF acti-vates a series of movement control agencies, bothat the operational and tactical levels. These orga-nizations help the MAGTF commander moveforces to deploy and/or redeploy. These move-ment control organizations function in the samemanner during both peacetime and periods ofconflict.

These organizations are staffed and equipped bypermanent units. For smaller MAGTFs, move-ment control organizations may be no more thanone or two individuals in the S-4. Subordinatemovement control organizations at the battalion,squadron, regiment, and air group levels mayfunction temporarily while their organizations aremoving. See chapter 3 for a comprehensive dis-cussion of the command and control of movementcontrol operations.

a. Force Movement Control Center

The force movement control center (FMCC) pro-vides the MEF commander with the ability tocontrol and coordinate all deployment activities.The FMCC coordinates with the U.S. Transporta-tion Command (USTRANSCOM) and the trans-portation operating components regardingtransportation requirements, priorities, and alloca-tions. The operating components are the MilitarySealift Command (MSC), Air Mobility Command(AMC), and Military Traffic Management Com-mand (MTMC).

The FMCC directs the deployment support activi-ties of the division, MAW, FSSG, and deployingMAGTFs and units and/or detachments. It alsocoordinates with supporting organizations and/orcommands to meet the deploying MAGTF com-mander's priorities. Normally, the FMCC in-cludes both operation and logistic representation,but the actual structure of the FMCC is deter-mined by the size and complexity of the MAGTFdeployment. Movement control throughout theMEF commander's assigned battlespace is a ma-jor consideration for planning and executing the

single battle. The MEF commander may thereforedirect the FSSG commander to develop and exe-cute the MEF movement control plan. The FSSGcommander uses the logistic movement controlcenter (LMCC) to accomplish these tasks.

b. Logistic Movement Control Center

The principle focus of the LMCC is to allocate,schedule, and coordinate ground transportationrequirements based on the MEF commander'spriorities. It requires significant augmentation toexercise command, control, and enforcement overmovement control. The LMCC supports the plan-ning and execution of MAGTF movements andreports directly to the FMCC. The LMCC may beaugmented by base, station, host nation, or otherorganizations. Separate LMCCs support units orelements moving from separate geographic areas.

Following the MAGTF movement schedule whenactivated, the LMCC controls and coordinates allequipment augmentation, Marine Corps and com-mercial transportation, movement scheduling,materials handling equipment, and other move-ment support from origin to ports of embarkation.In addition, it coordinates activities with base andstation operations support groups and directs theefforts of the DACGs and AACGs, port opera-tions groups, beach operations groups, and unitmovement control centers.

c. Unit Movement Control Center

Every deploying unit down to battalion, squadron,and company level activates a unit movementcontrol center (UMCC). UMCCs may consist of asingle individual. The UMCC—

• Ensures that units are prepared for embarka-tion.

• Directs marshaling.• Coordinates assets.

• Identifies additional support requirements.• Coordinates the movement of forces to aerial

ports of embarkation (APOEs) and surfaceports of embarkation (SPOEs), as directed bythe LMCC.

2-20 MCWP 4-11

d. Departure Airfield Control Groupand Arrival Airfield Control GroupThe AACGs and DACGs are formed from theFSSG support battalion and respond to LFSP orLMCC direction.

A DACG is responsible for receiving deployingequipment from units at the APOE and for coordi-nating with the Air Force airlift control element.DACGs ensure that cargo and personnel are prop-erly prepared for air shipment and positioned atthe ready line.

AACGs operate in the aerial port of debarkation(APOD). They ensure that cargo and personnelare properly unloaded from aircraft and passthrough the APOD.

2603. Maritime PrepositioningForce Organizations

The arrival of the MPF and its assembly into afighting force are critical operational concerns ofthe MEF in general and the FSSG in particular.The MEF forms a number of temporary organiza-tions whose purpose is to transform the cargo andpersonnel of an MPF into a viable combat force.

a. Survey, Liaison, andReconnaissance PartyThe survey, liaison, and reconnaissance party(SLRP) is a self-sustaining task organizationformed from the MAGTF and Navy support ele-ment (NSE). It conducts reconnaissance, estab-lishes liaison with in-theater authorities, andinitiates preparations for the arrival of the mainbody of the fly-in echelon and the maritime pre-positioning ships squadron. The SLRP normallydeploys to the arrival and assembly area (AAA)under MAGTF cognizance.

b. Offload Preparation PartyThe offload preparation party (OPP) is a tempo-rary task organization that consists of mainte-nance technicians, embarkation specialists, and

equipment operators drawn from all elements ofthe MAGTF and the NSE. It prepares equipmenton board the maritime prepositioning ships (MPS)for debarkation in the AAA. The OPP can join theMPS before sailing, during transit, or on arrival inthe AAA. Ideally, the OPP boards the MPS 96hours before arrival in the AAA.

c. Arrival and Assembly OperationsGroup

The arrival and assembly operations group(AAOG) is a temporary task organization thatcontrols and coordinates the arrival and assemblyoperations of maritime prepositioning forces.Normally, the AAOG deploys as an element ofthe advance party and initiates operations at thearrival airfield. The AAOG is formed from ele-ments of the MAGTF and liaison personnel fromthe NSE during an MPF operation. The AAOGcontrols the following four subordinate through-put organizations:

• POG is responsible for preparing the port priorto arrival of the MPS and for the throughput ofequipment and supplies as they are offloadedfrom the ships.

• Beach operations group (BOG) organizes anddevelops the beach area as necessary to supportthe offload and throughput of equipment andsupplies.

• AACG is responsible for the control and coor-dination of the offload of airlifted units andequipment at the airfield.

• Movement control center (MCC) plans, sched-ules, routes, and controls the movement of per-sonnel, equipment, and supplies from the port,beach, or airfields to the unit assembly areas.

2604. Amphibious Ship-to-ShoreMovement Organizations

a. Navy Control OrganizationThe Navy is responsible for control of the ship-to-shore movement of both waterborne and helicop-terborne assault forces. The structure of the Navycontrol organization varies depending on the


scope of the operation and number and type ofbeaches and helicopter landing zones (HLZs).The TACLOG is the Marine agency for advisingand assisting the Navy control organization re-garding landing force requirements during theship-to-shore movement.

(1) Control for Waterborne Movement. The fol-lowing officers are responsible for controllingwaterborne ship-to-shore movements:

• Central Control Officer. Normally aboard theATF flagship, the central control officer directsthe movement of all scheduled waves. Afterscheduled waves have landed, the central con-trol officer continues to coordinate movementto and from the beach until unloading is com-plete. The central control ship is normally somedistance seaward of the line of departure.

• Primary Control Officer. The senior Navy com-mander appoints a primary control officer foreach transport organization that lands a regi-mental landing team across a colored beach ora geographically separated beach. From aboardthe primary control ship, this officer directsmovement to and from a colored beach. Theprimary control ship is usually near the line ofdeparture.

(2) Control for the Helicopterborne Move-ment. The senior Navy commander, through thetactical air officer, controls helicopters during theship-to-shore movement. Control agencies in-clude the tactical air control center (TACC) andHDCs. These agencies control helicopters to meetboth tactical and logistic requirements. They alsocoordinate the movement of helicopters with oth-er aircraft movement. The helicopter control sys-tem must be flexible and responsive to therequirements of the tactical situation. See NWP3-02.1IFMFM 1-8; FMFM 5-40, Offensive AirSupport; and MCWP 3-24, Assault Support.

b. Landing Force ControlOrganization

The landing force control organization interfaceswith the Navy control organization to keep it ap-prised of landing force requirements and priorities

as well as to advise on transportation methods andphasing of serials. Although the exact structure ofthe landing force control organization varies, it isusually composed of the landing force operationscenter, landing force support party, and tactical-logistical group.

(1) Landing Force Operations Center. Duringthe initial phases of the amphibious operation, thelanding force operations center (LFOC) is theMAGTF commander's command post afloat. Nor-mally, the LFOC is located in the vicinity ofATF's combat information center. The LFOCmaintains communications with the LFSP ele-ments and with the landing force TACLOG whichfunctions as the landing force liaison with theNavy control organization through the centralcontrol officer. From the LFOC, the MAGTFcommander—

• Monitors the progress of the ship-to-shoremovement and operations ashore.

• Controls assigned assault units.

• Communicates with subordinate commanders.

(2) Landing Force Support Party. The ship-to-shore movement is a complex evolution that gen-erates intensive activity under combat conditions.The LFSP is a temporary landing force organiza-tion composed of Navy and landing force ele-ments tasked to provide initial combat supportand CSS to the landing force during the ship-to-shore movement. Its mission is to support thelanding and movement of troops, equipment, andsupplies across the beaches and into HLZs. TheLFSP facilitates the smooth execution of the land-ing plan. It is specifically task-organized to facili-tate a rapid buildup of combat power ashore byensuring an organized and uniform flow of per-sonnel, equipment, and supplies over the beach insupport of the landing force scheme of maneuver.

(3) Tactical-Logistical Group. At the landingforce level, the TACLOG is composed of repre-sentatives from the MAGTF G-31S-3 and G-4/S-4.The TACLOG advises the Navy control organiza-tion of the ship-to-shore movement requirementsto meet the tactical requirements ashore and to

2-22 MCWP 4-11

assist in identifying support resources. To providethis advice, the TACLOG—

• Keeps abreast of which serials have landed.

• Monitors the command, tactics, and logisticalnets to anticipate requirements ashore for seri-als.

• Provides the central control officer with adviceon the priority of landing additional serials.

• Recommends modes of transportation for seri-als, when appropriate.

The TACLOGs subordinate to the landing forceTACLOG are established by each subordinatecommander in the landing force. A subordinateTACLOG may also be established aboard the hel-icopter transport group commander's ship to pro-vide liaison for the helicopterborne force. Thesesubordinate TACLOGs coordinate duties betweenthe Navy control organization, the landing force,and the landing force TACLOG.

c. Naval Beach Group

The naval beach group is "a permanently orga-nized naval command within an amphibious forcecomprised of a commander and staff, a beachmas-ters unit, an amphibious construction battalion,and an assault craft unit, designed to provide anadministrative group from which required navaltactical components may be made available to theattack force commander and to the amphibiouslanding force commander to support the landingof one division (reinforced)." (JP 1-02)

This group task-organizes beach party teams and!or groups for specific tasks. It can make limitedbeach improvements to help in the landing andthe evacuation of casualties and EPWs. For addi-tional information on the naval beach group, referto NWP 3-02.14 and JP 3-02, Joint Doctrine for

Amphibious Operations. The naval beach group isan administrative organization that provides—

. A beach party.

. Pontoon causeway teams.• Self-propelled pontoon barges.• Elements for lighterage or transfer line opera-

tions.

• Warping tug teams for tending causeways andsalvage.

• Ship-to-shore bulk fuel elements.• Underwater wire communications from the pri-

mary control ship to the beach.

d. Other Navy Landing SupportAssets

(1) Medical Regulating Center. The medicalregulating center remains up to date on all medi-cal capabilities. It coordinates the efforts of themedical regulating section, which maintains anup-to-date listing of the medical capabilities ofships in the objective area and advises the HDCand/or primary control officer on the status ofCRTSs. For further information, refer to MCWP4-11.1.

(2) Navy Cargo Handling and Port Group. TheNavy cargo handling and port group supervisesthe planning for and unloading of MSC or MSC-chartered ships used in amphibious operations.Additional information is available in JP 3-02.2,NWP 3-02.3/FMFM 1-5, Maritime Preposition-ing Force (MPF) Operations, and NWP 3-02.1/FMFM 1-8.

(3) Sea-Air-Land Teams. Sea-air-land (SEAL)teams clear obstacles from the beach. The SEALteam serves as the hydrographic section of thebeach party. If it is assigned with the advanceforce early in the operation, it reports to the beachparty commander for direction.


Section VII. Logistic Staft Responsibilities

The logistics staff officer (J-4/G-4/S-4) is thecommander's principal assistant for logistics andthe focal point for policy formation and overalllogistic coordination within the organization andbetween the organization and supported and/orsupporting commands. Logistic officers coordi-nate logistic planning and operations. These offi-cers also initiate and maintain continuous liaison

with other organizational elements, higher head-quarters, other Services, and allied forcesthroughout the planning and execution of militaryoperations.

This section identifies and discusses the duties,responsibilities, and functions of principal logisticstaff officers, both internal and external to theMAGTF. See tables 2-1 and 2-2, on page 2-24.

Table 2-1. Officers Responsible for CE, ACE, GCE, andCSSE Logistics.

GeneralStaff Chief of Staff

Manpower orPersonnel

Staff OfficerOperationsStaff Officer

Logistics StaffOfficer

AviationLogistics

Officer Comptroller

special staffofficer(logistics)

provostmarshal

staff judgeadvocate

chaplain

adjutant

personnelofficer

morale, wel-fare, andrecreationofficer

postal officer

disbursingofficer

legal officer

civil affairs officer

CSSE- ground supplysupportcoordinator- ground mainte-nance supportcoordinator- transportationsupportcoordinator

.

- engineer sup-port coordinator

- medical supportofficer

- dental supportofficer

- support officersfor servicesfunctions

ground supply officer

aviation supplyofficer

fiscal officer

maintenance man-agement (groundequipment) officer

ordnance officer

aviation ordnanceofficer

.

engineer

airfield servicesofficer

motor transportofficer

strategic mobilityofficerembarkation officer

surgeon (medical)dental officer

aviation sup-P1Y officer

aviation main-tenance officeraviation ord-nance officer

avionicsofficer

disbursingofficer

fiscal officer

USN budgetand account-ing officer

USMC bud-get andaccountingofficer

food services officer

1. Individual commands may vary based on the commander's preference and/or availability OT personnel.

2. NormaDy, staff structure at lower levels parallels staff structure at the element level.3. Aviation logistics, supply, maintenance, ordnance, and avionics officers are unique to ACE and MAW headquarters. InACEs based on a single aircraft group or composite squadron, these posts are normally assumed as additional duties bythe commanding officer of the assigned host MALS and the squadron or detachment staff.4. The staff judge advocate and the legal officer coordinate legal functions within the command and between the commandand the CSSE legal services support section.5. If the command does not have a comptroller the disbursing officer or fiscal officer assumes the comptroller's duties.6. In the CSSE, the G-3/S-3, through functional-area support officers, is responsible for ground CSS operations in supportof the MAGTF. The CSSE G-3/S-3 normally does not supersede the cognizant staff officers (e.g., G-1/S-1, G-4/S-4, etc.) forinternal support of the CSSE.7. The aviation ordnance officer and strategic mobility officer are assigned to MEF common equipment facilities.8. The supply officer, under the cognizance of the G-4/S-4, may also be designated as the fiscal officer.9. The USMC and USN budget and accounting officers are unique to the ACE.

2-24 MCWP 4-11

Table 2-2. CE, ACE, GCE, and CSSE Tactical-LevelLogistic Responsibilities.

GeneralStaff

Chief ofStaff

Manpoweror

PersonnelStaff Officer

OperationsStaff

OfficerLogistics

Staff Officer

AviationLogisticsOfficer

Command, Control,Communications,and ComputersSystems Officer Comptroller

supply ground sup-ply (aviationsupply)

aviationsupply

maintenance groundmaintenance

aviationmainte-nance

transportation transportation

generalengineering

generalengineering

healthservices

healthservices

Services

CSS services

commandservices

security

legal

religiousministries

disbursing

postal

exchange

legal

gravesregistration

band

personneladministra-tion

morale, wel-fare, andrecreation

civil affairs

CSSE- disbursing

- postal

- exchange

- security

- legalservices- gravesregistration

financialmanagement

billeting

messing

communications andinformation services

financialmanagement

1. Individual commands may vary based on the commander's preference and/or availability of personnel.2. Normally, staff structure at lower levels parallels staff structure at the element level. However, at lower levels special staffresponsibilities may be assigned as additional duties rather than as primary duties.3. The aviation logistics officer is unique to ACE and MAW headquarters. In ACEs based on a single aircraft group or com-posite squadron, this posts is normally assumed as additional duties by the commanding officer of the assigned host MALSand the squadron or detachment staff.

4. The staff judge advocate and the legal officer coordinate legal functions within the command and between the commandand the CSSE legal services support section.

5. In the CSSE, the G-3/S-3, through functional-area support officers, is responsible for ground CSS operations in support ofthe MAGTF. The CSSE G-3/S-3 normally does not supersede the cognizant staff officers (e.g., G-1/S-1, G-4/S-4, etc.) forinternal support of the CSSE.

6. At a MEF common equipment facility, the logistics officer is responsible for aviation supply.7. The logistics officer is responsible for financial management if the command does not have a comptroller.8. The supply officer, under the cognizance of the G-4/S-4, may also be designated the fiscal officer.

2701. Joint Task Force

Normally, MAGTFs operate as part of a joint orcombined task force. A MEF may serve as the nu-

cleus for such a task force, especially when a

MEU is already in theater as the result of forwarddeployment. In such cases, the Marine Corps Ser-vice component commander may be tasked to


provide the JTF headquarters nucleus; the MEUwould become the initial logistic capability onsite. The JTF commander requires direct connec-tivity with the commander in chief (CINC) andwith the entire JTF. Work with non-Departmentof Defense, international and local agencies, aswell as all components of the JTF requires en-hanced C2, liaison, and support for logistics. TheMAGTF G-41S-4 may become the J-4 for the JTFand perform the following functions:

• Formulate logistic plans.• Coordinate and supervise—

• Supply.• Maintenance.• Repair.• Evacuation.• Transportation.• Engineering.• Salvage.• Procurement.• Health services.• Mortuary affairs.

Communications systems.Host nation support.

• Other related logistic activities.• Understand the established policies of the other

military Services operating as part of the JTF.• Advise the commander of the logistical support

that can be provided for proposed courses ofaction (COAs).

• Formulate policies to ensure effective logisticsupport for all forces in the command.

• Coordinate the execution of the commander'spolicies and guidance.

• Establish an MLSE to coordinate multinationallogistic operations.

2702. Marine Forces

When conducting sustained operations ashore,Marine forces are usually part of a joint or com-bined force, and the COMMARFOR is subordi-nate to the JFC. The MAGTF commander mayserve as COMMARFOR and must comply with

operational direction from the JFC. The COM-MARFOR must be capable of coordinating com-bat, combat support, and CSS activity withadjacent units from other Services and allied na-tions as well as exercising operational controlover assigned forces. Consequently, the MAGTFG-4/S-4 must be able to execute operational logis-tic functions. The COMMARFOR G-4 is respon-sible for the following functions:

• Advising the commander and operations staffofficer (G-3) on the support required to sustaincampaigns and major operations.

• Identifying requirements and coordinating thedistribution of resources with the strategic base.

• Anticipating tactical logistic requirements.

• Maximizing the overall effect of support so thatthe deployment and employment of the forceare balanced.

• Planning and supervising the establishment andoperation of intermediate and forward supportbases. Supervising the reception, staging, on-ward movement, and integration of Marinesreaching the theater.

• Coordinating with joint, other Service, and hostnation agencies for logistic support.

• Planning and supervising the reconstitution andredeployment of the MAGTF for follow-onmissions.

2703. Marine Air-Ground TaskForce

The MAGTF G-4/S-4 is responsible for the fol-lowing functions:

• Advising the commander and the G-315-3 on

the readiness status of major equipment andweapons systems.

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

• Integrating organic logistic operations with lo-gistic support from external commands oragencies.

•

U

2-26 MCWP4-11

• Coordinating and preparing the logistic andCSS portions of plans and orders.

• Supervising the execution of the commander'sorders regarding logistics and CSS.

• Ensuring that the logistic support concept sup-ports the overall concept of operations and thescheme of maneuver by identifying and resolv-ing support deficiencies.

• Collating the support requirements of subordi-nate organizations by identifying the supportrequirements that can be satisfied with organicresources and passing unsatisfied requirementsto the appropriate higher and/or external com-mand.

• Supervising some command services, such asmessing and, as directed, billeting and financialmanagement functions.

• Coordinating with the amphibious task force(ATF) N-4 and the MAGTF G-4/S-4 for avia-tion-peculiar support under the ACE G-4/S-4cognizance.

2704. Combat Service SupportOrganization

The ground-common or aviation-peculiar logisticsupport CSS organization G-3/S-3 coordinateswith supported organizations for their support re-quirements. The G-3/S-3 is responsible for—

• Coordinating with both the G-3/S-3 andG-4/S-4 of the supported organizations toidentify support requirements and to developestimates of supportability for their concepts ofoperations.

• Recommending the task organization of sup-porting CSSDs based on guidance from higherheadquarters, the concepts of operation, andschemes of maneuver of the supported organi-zations.

• Coordinating and supervising execution of thecommand's logistic support operations andproviding liaison elements to the supportedcommands. (The CSSE is the primary agencyfor nonaviation-peculiar logistic support opera-tions in the MAGTF and the ACE is responsi-ble for aviation-peculiar support.)

• Coordinating with the G-3/S-3 of the supportedorganizations during the development of theirconcepts of operations and schemes of maneu-ver to ensure that they are supportable.

2705. Aviation LogisticsDepartment and Marine AviationLogistics Squadron

The assistant chief of staff of the aviation logisticsdepartment (ALD) and the commanding officer ofthe MALS optimize aircraft readiness by coordi-nating intermediate and depot-level maintenance,ordnance, supply, and avionics support for opera-tional squadrons. They perform the followingfunctions:

• Determine aircraft-specific logistic support re-quirements, assign priorities, and allocate lo-gistic resources for the ACE; develop the levelof support with Navy activities when resourcesare to be provided by the Navy.

• Integrate the capabilities of the ACE logis-tic support organizations with the MAGTFG-3/S-3/G-4/5-4, the CSSE G-3/S-3, andthe ACE G-3/S-3/G-4/S-4.

• Coordinate aviation-peculiar support with theATF N-4 and the MAGTF G-4/S-4.

• Prepare and supervise applicable portions ofthe ACE operation order (OPORD) and/or op-eration plan (OPLAN) relating to logistic func-tions.

Chapter 3

Command and Control

"Command and control is the means by which acommander recognizes what needs to be done andsees to it that appropriate actions are taken."(MCDP 6). Through effective tactical-level logis-tic command and control, commanders recognizeand prioritize critical logistic requirements and di-rect the appropriate logistic and CSS response.This chapter describes procedures, responsibili-ties, and systems that are the means for executingtactical logistic and CSS command and control inthe MAGTF.

Command and control processes assist command-ers in dealing with the following influences onwarfare:

• Uncertainty. Commanders seek to clearly iden-tify support requirements for tactical-level lo-gistic and CSS operations. Absolute certaintywill never be achieved in the dynamic situa-tions that are characteristic of warfare. Com-manders reduce uncertainty by employing afully integrated planning process, prioritizingrequirements, ensuring redundancy and flexi-bility in their plans, as well as maintaining situ-ational awareness.

• Time. There will rarely be enough time avail-able to complete all desired planning and prep-aration for logistic operations, especially at thetactical level. Therefore, the planning, decision,execution, and assessment (PDE&A) cyclemust be tailored to function effectively in thetime available. The PDE&A is facilitated by acontinuous exchange of information betweenall command echelons and functional activitiesand by exchange of liaison officers.

• Tempo. It is essential to maintain a constant,uninterrupted operational rhythm that leavesinsufficient time for the enemy to react. To as-sist in maintaining a command's operationaltempo, logisticians must anticipate support re-quired and balance this with other battlespaceactivities. For example, attacks should not be

interrupted or delayed because units need re-supply or because CSSDs are using criticalmain supply routes. To maximize operationaltempo in this way, logisticians must participatefully in the operations planning process, stayupdated on the status of battlespace activities,and prepare to conduct support operations.

Command and control for tactical-level logisticsis focused on monitoring, directing, and executinglogistic operations in support of tactical opera-tions. Tactical logisticians establish and maintaincommunications links to higher, adjacent, andsupporting and/or supported commands to ensureMAGTF elements can pass logistic information.(See figure 3-1, on page 3-2.)

3001. EstablishIng Commandand Control

The MAGTF commander exercises command andcontrol over MAGTF logistics. The commanderevaluates logistic requirements based on subordi-nate organizations' capabilities, mission, and con-cept of operations. Based on this logisticevaluation, the MAGTF commander providesguidance to subordinate commanders. Typically,the guidance addresses three primary areas: re-quirements, priorities, and allocations. The subor-dinate commanders employ organic logisticresources to support their respective elements andthen identify requirements beyond their organiccapabilities to the CSSE.

The CSSE commander assigns support missionsto subordinate elements based on the tactical situ-ation, the supported unit's needs, and CSSE capa-bilities. The CSSE commander coordinatesmission assignments with the MAGTF command-er and supported unit commanders.

3-2 - MCWP 4-1 1

Figure 3-1. Staff Cognizance of Tactical-Level Logistics.

a. Task Organization b. Command Relationships By task-organizing, the commander retains centralized control and provides for decentralized execution, which promotes responsiveness. Ex- isting T/Os and T/Es provide logistic capabilities within most organizations, but the majority of the MAGTF's tactical-level logistic capability is contained within CSS units. The MAGTF commander organizes assets to optimize support for the main effort and to continue support of the whole force. Task-organization considerations can be found in appendix A.

CSS units provide support to the other elements of the MAGTF via either a general or direct support relationship. In a support relationship, the CSS unit, while responsive to the needs of the supported unit, remains under the command of its parent organization. The CSS commander retains control over subordinate units, which enhances centralized command and control and decentralized execution. While this is the normal method, it is not the only method. Both permanent and task-organized CSS units can be attached to other


organizations. The MAGTF commander may di-rect the CSSE commander to attach CSS units toGCE or ACE units. The CSSE commander retainsresponsibility for supporting CSS units attachedto other units but cannot assign or change theirmission.

c. Mission Assignments

A primary means of maintaining command andcontrol over logistic units is the assignment offormal missions, particularly when CSS unitsfunction in a support relationship. The formalizedmission structure helps by standardizing the re-sponsibilities associated with each mission and a!-lows the commander to tailor logistics to thetactical situation.

3002. Logistic and CombatService Support Missions

Formal missions may be either standard or non-standard. Standard missions are direct support andgeneral support. A nonstandard mission is anymission other than one of the standard missions.Formal missions dictate relationships, responsi-bilities, and C2 procedures. They facilitate plan-ning for future operations by providing foron-order tasks. They also simplify the planningand execution of MAGTF operations.

a. Inherent Responsibilities

Formal missions dictate specific responsibilitiesfor both the supporting unit and the supportedunit. Mission assignments establish the CSSunit's relationship to the supported unit as well asto other CSS units. A CSS unit or organizationwith a direct support mission—

• Responds to CSS requests in priority from—

Supported unit.• Higher CSS headquarters.• Own units.

• Provide liaison personnel to the supported unit.

• Establishes communications with—

Supported unit.

• Higher CSS headquarters.

• Is positioned by the supported unit.

A CSS unit or organization with a general supportmission—

• Responds to CSS requests in priority from—

• Higher CSS headquarters.

• Supported unit.

• Own units.• Establishes liaison with the supported unit(s).• Establishes communications with—

• Supported unit(s).• Higher CSS headquarters.

• Is positioned by higher CSS headquarters.

(1) Priority of Response. For each mission, thepriority of response tells the supporting com-mander precisely who has priority of services.Support priorities are the primary distinction be-tween standard missions.

(2) Liaison. The supporting commander decideswhat type(s) of liaison to use. See paragraph3007.

(3) Communications. Communications be-tween the supporting and supported units is es-sential. The supporting commander, with theconcurrence of the parent headquarters, decideswhat type of communications to use.

(4) Positioning. Positioning is not simply locat-ing facilities on the ground. It includes the author-ity to displace facilities to new locations. TheCSSE commander has the responsibility and au-thority for determining the general location andthe displacement time of ground-common CSSunits and facilities to ensure continued support tothe MAGTF. The subordinate CSS commanderrecommends the time for displacements and se-lects exact locations for new facilities when giventheir general locale. Because CSS units are oftenin areas that are under the control of otherMAGTF elements, the CSSE commander mustcoordinate with those elements and the MAGTF

3-4--- MCWP4-11

commander before establishing or moving unitsand facilities.

b. Mission Statement ElementsEvery CSS mission statement has four essentialelements. Three of these elements are mandatoryand should always be included. The fourth ele-ment is optional and may be used to provide addi-tional information and guidance.

(1) Mandatory Elements. Always include thefollowing mission statement elements:

• Identification of the supporting unit.• Designation of the standard mission assigned.• Identification of the supported unit.

An example of a simplified mission statementcontaining only the three mandatory elements is:CSSD -28 provides direct support to 8th Marines.

(2) OptIonal Elements. If the commander antici-pates a change in mission, a fourth element maybe added to the mission statement to facilitate fu-ture operations. This optional element may pro-vide a warning order or additional information orguidance necessary for continuity of operations,for example: Be prepared to provide general sup-port to 2d Marine Division. The complete identityof the supported unit must always be included.This added element alerts both the supporting andsupported units to expect and prepare for a changeof mission.

The commander may also use the optional ele-ment to provide additional guidance. For exam-ple: 7th Engineer Support Battalion (-) providesgeneral support to the MEF. Attach one rein-forced platoon to CSSD-41, and place one pla-toon in direct support of MWSS-44. Notice theCSSE commander does not select the specificsubordinate elements for alternative missions. Se-lecting specific platoons is the prerogative of thebattalion and company commanders. It is, howev-er, within the CSSE commander's authority to di-rect different missions or command relationshipsfor subordinate elements of the CSSE and to task-organize subordinate elements. The CSSE corn-

mander does so in coordination with the MAGTFcommander, the supported unit commander, andthe CSSE's subordinate commanders.

c. Standard Missions

(1) Direct Support. Direct support is "a missionrequiring a force to support another specific forceand authorizing it to answer directly the supportedforce's request for assistance." (JP 1-02)

A CSS unit assigned a direct-support mission isimmediately responsive to the needs of the sup-ported unit. It furnishes continuous support to thatunit and coordinates its operations to complementthe concept of operations of the supported unit.The direct-support mission creates a one-to-onerelationship between supporting and supportedunits. The higher headquarters of the supportingand supported units become involved only on anexception basis. The supported unit sends re-quests directly to the supporting unit.

A direct-support mission may be assigned to ei-ther a functional or task-organized CSS unit. Afunctional unit or a task-organized unit may be ei-ther a single-function unit or a multifunction unit(provides support in two or more CSS functionalareas). The following are examples of direct-support missions assigned to functional and task-organized units:

• Functional Units. The CSSE commander mayassign the direct-support mission to any func-tional subordinate organization (e.g., engineeror motor transport organizations).

• Task-Organized Units. The CSSE commandermay assign the direct-support mission to a task-organized unit such as a CSSD. CSSDs aremost often in direct-support. The commandermust ensure that the task-organized unit hasenough assets to accomplish the direct-supportmission. Of particular concern is the ability toestablish and maintain communications withthe supported unit.

(2) General Support. A CSS unit assigned a gen-eral support mission supports the MAGTF or sev-


era! units within the MAGTF under the directionof the CSSE commander.

The general support mission is the most central-ized mission. CSSE commanders retain full con-trol over their subordinate units, includingestablishing the priority of the units' efforts. Thisdoes not prevent supported units from dealing di-rectly with various CSS agencies. For example,they submit requisitions directly to the supplysource. However, the CSSE commander may con-trol how and when requisitions are filled. TheCSSE commander follows the priorities and allo-cations of the MAGTF commander. In certaincases, the MAGTF commander may stop the issueof supplies or items of equipment without priorapproval of the CSSE commander. In other cases,the MAGTF commander might specify a priorityof issue for certain items or may assign a specificquantity to each unit.

The MAGTF CSSE always has a general-supportmission. However, CSSE commanders may as-sign different missions to subordinate units con-sistent with the requirements of the tacticalsituation. The concept of logistics and CSS, foundin Annex D of the MAGTF OPORD, specificallyaddresses this topic. It tells precisely how to satis-fy the requirements of a particular tactical situa-tion. The following are examples of generalsupport missions assigned to functional and task-organized units:

• Functional Units. The CSSE commander mayassign the general support mission to any sub-ordinate functional organizations. For example,the FSSG commander may give the engineersupport battalion the mission of general supportof the MAGTF. The battalion would providesupport based on the priorities of the MAGTFcommander. The CSSE commander would notassign this mission without prior coordinationwith and approval from the MAGTF com-mander.

• Task-Organized Units. The CSSE commandermay assign the general support mission to atask-organized unit such as a CSSD or LFSP.Task-organized CSS units must have sufficientassets to perform the functions associated with

this mission. Of particular concern is the abilityto establish and maintain communications andliaison with the supported unit and parent orga-nization.

d. Nonstandard Missions

The CSSE commander normally uses the directsupport and/or general support standard missionsto meet the needs of the supported force. Howev-er, unique situations may dictate the selection of anonstandard mission. The nonstandard missionmust satisfy the requirements of the specific situa-tion and requires detailed planning and coordina-tion.

The optional fourth element of the mission state-ment is the operative element in the nonstandardmission. The optional element amplifies the basicmission statement and addresses unique responsi-bilities and relationships.

The mission statement for a nonstandard missionmust contain the three mandatory elements. Forexample: CSSD-28 provides general support forassigned U.S. and multinational forces. The op-tional fourth element, which gives advance infor-mation on subsequent missions may also be used,as appropriate.

The mission statement above is adequate for astandard mission. For the CSSD-28 commander,however, it does not provide enough informationin this particular case. With standard missions, theCSSD commander immediately knows the associ-ated responsibilities. When assigning a nonstand-ard mission, the CSSE commander must also givedetailed coordinating instructions to amplify themission statement. Paragraph 3 of the CSSEOPORD should include the following items:

• Priority of response to support requests for—

• MAGTF units (or name of specific unit).• Other U.S. forces.• Allied forces (classes I, III, and V only).

• Liaison requirements that—• Maintain liaison with supported Marine

Corps units on a full-time basis.

3-6 MCWP 4-11

• Maintain liaison with other supported unitsas required.

• Communications responsibilities that—• Establish and maintain communications with

MAGTF units on a full-time basis.• Establish and maintain communications with

other elements as required.

3003. Management Proceduresin Tactical Logistic FunctionalAreas

The functional areas of tactical-level logistics aremanaged with procedures tailored to support par-ticular functions.

a. Supply

MAGTF commanders, in particular CSSE com-manders, manage the flow of support from sourceto consumer. Three management techniques andprocedures are critical to supply support.

(1) Control. Supplies should flow by the most di-rect route from the source to the consumer. CSSunits should handle supplies as infrequently aspossible.

(a) Records. Records should include only in-formation that is essential to control supply activ-ities and to ensure sustainability.

(b) Stockage Objective. The stockage objective isthe maximum quantity of materiel that the CSSEmust have on hand to sustain current operations. Itconsists of the sum of stocks represented by theoperating level and the safety level. The operatinglevel is the level required to sustain operations be-tween submission of requisitions or between thearrival of successive shipments. These quantitiesare based on the established replenishment period(daily, monthly, or quarterly). In combat, the re-plenishment period is usually shorter than duringpeacetime operations. The safety level is thequantity required to continue operations if thereare minor delays in resupply or unpredictable

changes in demand. n combat, the safety level ismore critical than during peacetime.

The MAGTF commander prescribes the stockageobjective for CSS installations on the basis of therecommendations of the CSSE commander, Se-lectiion of the proper stockage objective is criticalfor proper management of transportation and con-tinued support of combat operations. Too high astockage objective can place an excessive burdenon handling and management systems. Too low astockage objective can delay or even preventcombat operations.

(C) Reorder Point. The reorder point is that pointat which the CSS unit must submit a requisition tomaintain the stockage objective. The supply rep-resentative requisitions the stockage objectivewhen the sum of the requisition processing time,shipping time, and safety days of supply equalsthe remaining days of supply based on daily con-sumption rates. For example:

Safety level =

Reorder time =

Shipping time =Reorderpoint =

Daysof Supply

(2) Distribution Methods. The two normalmethods of distribution are supply point distribu-tion and unit distribution, but the commander typ-ically uses a combination of the two methods.

(a) Supply Point Distribution. In point distribu-tion, the supported unit picks up the supplies froma central point established by the supporting unitsimilar to getting fuel from a filling station orfood from a store.

(b) Unit Distribution. In unit distribution, the sup-porting unit (e.g., CSSE) delivers supplies to thesupported unit. The supported unit will in turndistribute the supplies to subordinate elements.

(c) Combination. Normally, the commander usesa combination of unit and supply point distribu-

52

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tion. The commander assigns top priority for unitdistribution to those units that are in contact withthe enemy and have limited organic transporta-tion. The commander gives a lower priority to en-gaged units with more organic transportation.The lowest priority is assigned to units that arenot in contact with the enemy. When the availabletransport has been allocated to unit distribution,the remaining support requirements must be satis-fied through supply point distribution.

(3) Replenishment Systems. Replenishmentsystems are either pull systems, push systems, ora combination of both systems. Selecting a re-plenishment system is generally based on theavailability of supplies and distribution capabili-ties.

(a) Pull Systems. A pull system requires the con-sumer to submit a support request. This systemprovides only what the supported unit requests.Pull systems generally do not anticipate a unit'sneeds, which makes them less responsive andmore efficient than push systems.

(b) Push Systems. Push systems use reports asthe requesting document or anticipate demandbased on consumption rates. For example, on-hand and usage reports submitted by the support-ed unit serve as the basis for resupply. The CSSEdelivers sustainment based on consumption ratesand the desired basic load of the unit withoutwaiting for a requisition. Use of this method couldburden the unit with more supplies than it canhandle, which makes them more responsive andless efficient.

(c) Combination. The MAGTF commandershould specify the most appropriate replenish-ment system, which is often a combination of thetwo methods. The decision should be based on thetactical situation, available resources, and the rec-ommendations of the CSSE commander.

b. Maintenance

The goal of maintenance support operations is tokeep equipment operational at the using unit. Sup-

porting commanders achieve this goal by balanc-ing centralization of control with decentralizationof execution.

Maintenance support procedures need to be flexi-ble and adaptable to changing situations. For ex-ample, during the amphibious assault, both theLFSP and supported organizations have limitedmaintenance capabilities. Normally, the LFSPcommander centralizes both control and execu-tion of maintenance operations at the beach sup-port area or landing zone support area. Thesupported organization commander centralizescontrol and execution of organic maintenance ca-pabilities in the organizational train. When theCSSE and the remainder of assault organizationsgo ashore, maintenance capabilities increase. Thispermits a shift to decentralized execution of main-tenance. To perform maintenance as far forwardas possible, the commander must decentralize ex-ecution of essential tasks.

As a general rule, the goal in combat should becentralized control with decentralized executionto maximize responsiveness. Organizational con-tact teams from the owning organizations and in-termediate maintenance support teams from theCSSE go forward and repair equipment wheneverpossible.

c. Transportation

The MAGTF commander generally centralizescontrol of movement at the highest level, typicallyassigning this responsibility to the CSSE com-mander. Movements should be regulated and co-ordinated to prevent congestion and conflictingmovements over transportation routes. The trans-portation system must be highly adaptable to usethe MAGTF's limited transportation capabilitieseffectively. This adaptability enables the com-mander to maintain continuous movement of per-sonnel, supplies, and equipment. Commandersmust maximize the efficient and effective use oftransportation assets. The commander must keepequipment loaded and moving while allowing foradequate maintenance and personnel rest.

3-8MC WP 4-11

d. General EngineeringGeneral engineering operations are not subject tounique control measures. The standard supportmissions and normal engineer support relation-ships establish the parameters within which gen-eral engineering operations are controlled.

e. Health ServicesThe medical regulating system is activated as nec-essary for monitoring and controlling the move-ment of patients through the casualty evacuationand health service support system. The medicalregulating system is responsible for patient move-ment and tracking through successive levels ofmedical and dental care to provide the appropriatelevel of care. For information on medical regulat-ing procedures, see MCWP 4-11.1; Naval War-fare Publication (NWP) 4-02.2, PatientMovement, Part A, Naval Expeditionary ForcesMedical Regulating; and JP 4-02.2, Joint Tactics,Techniques, and Procedures for Patient Move-ment in Joint Operations.

f. ServicesThe services function provides for the effectiveadministration, management, and employment ofmilitary organizations. The administrative sub-functions are categorized as either command orCSS services.

3004. Command Groups andControl Agencies

Each MAGTF element establishes sections to di-rect operations and control employment of theirorganic ground-common and aviation-peculiar lo-gistic capabilities. Additionally, they will coordi-nate CSS requirements with the CSSE.

a. Aviation Ground SupportOperations CenterThe MWSG and/or MWSS will establish an avia-tion ground support operations center to controlaviation ground support tasks at the ACE air-field(s). The center coordinates the activities of

the airfield operations, motor transport operations,engineer operations, medical, and other servicessections.

b. Combat Service SupportOperations Center

The CSSE establishes a CSSOC that controls andcoordinates the day-to-day operations of the CSSorganization. The CSSOC focuses on meeting theneeds of supported units. The CSSE operationsofficer supervises the day-to-day functioning ofthe CSSOC.

The CSSE commander establishes the CSSOC inthe CSSE command post. The CSSOC continual-ly monitors and records the status of CSS opera-tions. The CSSOC personnel coordinate andcontrol CSS operations according to the estab-lished policies, standing operating procedures(SOPs), and operational decisions of the com-mander.

The CSSOC is not a separate organization. TheCSS unit's operations and communications per-sonnel staff the CSSOC. Local SOPs govern thesize and composition of the CSSOC. Generally,the commander has the following CSSOC organi-zation configuration options:

Centralized CSSOC. Figure 3-2 depicts a cen-tralized CSSOC arrangement. An advantage toplacing functional representatives for supply,maintenance, transportation, engineering,health services, and services within the CSSOCis that the watch officer has immediate accessto technical advice. This option is appropriatewhen tactical considerations do not require dis-persal. A disadvantage can be the high activitylevel generated by large numbers of personneland communications in a confined facility.Higher level CSS organizations and those far-ther to the rear use a centralized CSSOC morefrequently than do smaller units.

• Decentralized CSSOC. Figure 3-3 depicts a de-centralized CSSOC arrangement with function-al representatives placed outside the CSSOC.Smaller CSS organizations and those fartherforward most often select this option. In some


Figure 3-2. CentralIzed Combat ServIce SupportOperations Center Configuration.

situations, the CSS unit will not have enoughpersonnel or skills to operate a centralizedCSSOC. In other cases, dispersion is a tacticalnecessity that weighs against centralization.

The CSSOC controls the CSS request net(s) andthe CSSA local net(s). The CSSOC has hotlines tosubordinates, supported units, and higher head-quarters, and it may have teletype or data links.Normal CSSOC functions include the following:

• Receiving and recording operational reportsfrom subordinate units.

• Maintaining current plots of the friendly andenemy situation and displaying the informationin the CSSOC.

• Preparing and submitting operational reports tohigher headquarters.

• Providing dedicated communications channelsfor control of CSS operations.

• Transmitting orders and decisions.

Figure 3-3. Decentralized Combat Service SupportOperations Center Configuration.

• Monitoring the progress of ground-commonCSS operations and reporting significant eventsand incidents to the commander.

• Advising interested staff sections of events orinformation of immediate concern to them.

• Serving as the principal point of contact for li-aison personnel from senior, supported, or ad-jacent units.

• Maintaining a rear area security (RAS) overlaythat depicts preplanned targets, active securitymeasures for CSS installations, and main sup-ply routes within the rear area.

• Coordinating security of CSS installations andmain supply routes within the rear area withhigher and adjacent elements of the MAGTF.

3005. Communications

Commanders must establish communicationswith higher, adjacent, and subordinate commandsto promote situational awareness and to direct andcoordinate military operations. Following theMAGTF communications plan, commanders es-tablish single-purpose and general-purpose netsand/or frequencies for the control of MAGTF

Watch I Watch DriverChief Officer

RadioOperator

RadioOperator

Cierk Clerk

SuppiyRepresentative

rntenanceRepresentative

TransportationRepresentative

EngineerRepresentative

Heaith ServicesRepresentative

ServicesRepresentative

Maps andStatus Boards

3-10 MCWP4-11

and/or element operations, logistic and CSS oper-ations, and general administrative support.

The communications plan must specify the meansfor requesting and coordinating ground-commonand aviation-peculiar logistic support. In addition,the plan must designate the primary and alternatemeans for logistic communications.

The CSS request net is the most important com-munications net for day-to-day ground-commonCSS operations. The request net is a direct linkbetween the CSS unit and the supported organiza-tions. Each CSSD establishes a CSS request net.Supported organizations enter the net to pass rou-tine or emergency support requests. The CSSE al-so establishes a CSS request net between itselfand its subordinate CSSDs. CSS units use thesenets to pass reports, requests, and orders. Support-ed unit logistic officers should monitor the CSSrequest net to assess the status of CSS units and tofacilitate anticipation of requirements.

3006. Logistic InformationManagement

Logistic command and control manages the pro-cess of providing resources to support the war-fighter; information management is a principaltool in this process. Tactical-level logistic infor-mation management ranges from manual methodsto employment of sophisticated automated sys-tems.

a. Organic Capabilities

Most Marine Corps organizations down to com-pany levels have organic information systems ca-pabilities to manage their personnel, logistic, andtraining responsibilities. Each organization hasone or more computers to support data input toMarine Corps information systems. In addition,MAGs possess a variety of computer hardwaresuites and software applications for submitting in-put to and receiving output from Navy supportsystems.

The communications and information systems of-ficer (G-6/S-6) supervises the command's com-munications and information systems supportoperations. The G-6/S-6 is responsible for thetechnical direction, control, and coordination ofcommunications and information systems supporttasks. The G-6/S-6 section works closely with thefunctional users of automated information system(AIS) to ensure its efficacy.

b. Information Systems FunctionalUser Responsibilities

Functional users of information operate the infor-mation systems supporting their functional area.Functional users include every staff section that issupported by communications and informationsystems. Consequently, all staff principals havefunctional user responsibilities for the functionalareas over which they have staff cognizance. Forexample, the logistics staff officer has functionaluser responsibilities for the Asset Tracking Logis-tics and Supply System (ATLASS). Functionaluser responsibilities include—

• Serving as the primary point of contact for is-sues affecting information systems supportingthe functional area.

• Conducting the following routine informationsystem administration:• Assigning user identification, passwords,

and privileges.• Performing data and/or file storage and man-

agement.• Conducting system backups.

• Coordinating with the G-6/S-6 to ensure thatadequate hardware, software, trained person-nel, and procedures are in place before imple-menting a new system or system modification.

• Coordinating with the G-6/S-6 to develop andmaintain user training programs for communi-cations and information systems.

• Identifying to the G-6/S-6 information systemsupport requirements.

• Identifying to the G-6/S-6 specific communica-tions requirements, including requirements tointerface with other information systems andpotential interface problems.


• Complying with applicable communicationsand information systems security measures.

• Reporting malfunctions and outages and coor-dinating with the G-61S-6 to restore service.

• Designating an information management offic-er for the staff section.

c. Marine Air-Ground Task ForceInformation Systems

Each MAGTF element has computers and re-quired software to support data input for standardlogistic information systems as well as to operaterelated C2 systems. These logistic informationsystems include manpower, supply, maintenance,transportation, embarkation, disbursing, and avia-tion-peculiar systems.

(1) Global Command and Control System. TheGlobal Command and Control System (GCCS) isa flexible, evolutionary, interoperable joint com-mand, control, communications, computers, andintelligence (C41) system. Ultimately, GCCS willconnect joint and upper echelon Service systemsdown to the battalion level and move informationboth horizontally and vertically. GCCS encom-passes the policies, procedures, personnel, AISs,common communications paths, and commonswitches that are necessary to plan, deploy, sus-tain, and employ forces.

GCCS provides joint operation planning and exe-cution capabilities and facilitates the deploymentand redeployment of Marine Corps forces by us-ing one of the following systems:

• Joint Operation Planning and Execution Sys-tem (JOPES) is a DOD-directed, Joint Chiefsof Staff (JCS)-specified system for preparingand exccuting joint OPLANs. This system en-ables supported commanders, supporting com-manders, and USTRANSCOM to manage thedeployment of forces and follow-on sustain-ment for both training and contingencies. TheJOPES is one of the first applications incorpo-rated into GCCS. The GCCS and MAGTF C41systems must be compatible.

• Global Status of Resources and Training Sys-tem (GSORTS) provides information on the

readiness status of units with respect to person-nel, equipment, and training.

(2) Global Combat Support System. The Glo-bal Combat Support System (GCSS) is not a dis-crete system but is rather an over-archingcapability. Its goal is to provide universal accessto information and interoperability of that infor-mation within logistics and other support func-tions. It will share this information with other C2systems to contribute to the CINC's commonoperational picture. GCSS consists of applicationsand shared data in a common operating environ-ment linked through a global network. Ultimately,the GCSS will include near real-time C2 of thelogistic pipeline from battlefield to sustainingbase—one fused picture of combat support to thewarfighter and a closed link between operationalC2 and logistics C2.

(3) Marine Corps Training, Exercise, and Em-ployment Program. The Marine Corps Training,Exercise, and Employment Program (MCTEEP)is the Marine Corps operational training, exercise,and employment schedule that Marine Corps op-erating forces update and maintain by using auto-mated systems. The program is used to scheduletraining and normal routine exercises.

(4) Marine Air-Ground Task Force ll/LogstlcAutomated Information System. This family ofsystems supports Marine Corps ground-commonlogistic data requirements. The MAGTF II systemis the primary tool for defining and tailoring aMAGTF and for providing updates to JOPES tosupport force deployment, planning, and execu-tion. The following MAGTF Il/Logistics Auto-mated Information Systems (LOGAISs) providefunctional logistic management for sustainmentand distribution:

• Marine Air-Ground Task Force DeploymentSupport System II (MDSS II) enables com-manders at various echelons of a MAGTF tobuild and maintain a data base containing forceand equipment data that reflects how theMAGTF is configured for deployment. Thisdata can be maintained during normal

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day-to-day garrison activities and updated dur-ing plan development and execution.

• Transportation Coordinator's Automated Infor-mation for Movements System (TC-AIMS) isone of the primary MAGTF Il/LOGAISs thatprovides functional logistic sustainment anddistribution management. It provides automat-ed support for motor transport control, planningof support, and coordination of overland move-ment and convoys. It manages day-to-day useand movement of motor transport and heavyequipment. Its resource management moduleprovides inventory, support requests, and taskand dispatch management. It supports convoymanagement with an embarkation and marshal-ing module. It tracks critical events, includinguser time statistics. TC-AIMS interfaces withMDSS II. The integrated MAGTF II andLOGAIS software will enable an improved de-gree of integration between MDSS II andTCAIMS.

• Asset Tracking Logistics and Supply System(ATLASS) is another primary MAGTF II lo-gistics automated information system. It pro-vides automated support for ground-commonsupply and maintenance.

(5) Theater Medical Information Program. TheTheater Medical Information Program (TMIP)provides a global capability that links medical in-formation data bases to integration centers. Theseintegration centers are accessible to Navy medicalpersonnel and operate in support of Marine forc-es. The goal for TMIP is to provide theater medi-cal integrated automated information by using theGCCS and the GCSS, which links all echelons ofmedical care in support of Marine Corps forces.

(6) Naval Tactical Command Support System.The Naval Tactical Command Support System(NTCSS) is used by the ACE. It provides statusand ad hoc reports to the Battle Group LogisticsCoordinated Support System (BGLCSS). TheNTCSS is formulated around the Shipboard Non-tactical Automated Data Processing Program III(SNAP III).

(7) Shipboard Nontactical Automated DataProcessing Program ill. The SNAP III began

the process of integrating shipboard computers byadopting the C2 systems architecture for com-mand support applications. The MWSG andMALS use SNAP III hardware to provide auto-mated information processing support for avia-tion-peculiar supply, finance, and organizationalmaintenance management.

(8) Naval Aviation Logistics Command Man-agement Information System. MWSG, MALS,and organizational squadrons use the Naval Avia-tion Logistics Command Management Informa-tion System (NALCOMIS) software applicationto provide automated information processing sup-port for maintenance of aviation equipment andspares to aviation units and selected base and gar-rison activities throughout the Marine Corps.

(9) Shipboard Uniform Automated Data Pro-cessing System. The Shipboard Uniform Auto-mated Data Processing System (SUADPS) is thesupply software application used by MALS toprovide financial, inventory, and logistic manage-ment of aviation supply support for Marine Corpsaircraft.

(10) ConventIonal Ammunition integratedManagement System. The Conventional Am-munition Integrated Management System(CAlMS) provides on-line inventory managementdata such as ammunition location, quantity, mate-riel condition, purpose code, and requisition sta-tus.

(11) Retail Ordnance Logistics ManagementSystem. The Retail Ordnance Logistics Manage-ment System (ROLMS) is a personal computer-based inventory management tool designed toprovide automated ammunition requisitioning,status accounting, and inventory management ca-pability at the MALS ammunition supply pointlevel. In addition, ROLMS provides the capabilityto interface with CAlMS via naval message fromremote sites. It is the principle system used to pro-vide visibility of class V(A) and class V(W) at theuser level, and is a feeder system to CAlMS.ROLMS is currently replacing the Fleet OpticalScanning Ammunition Management System for


class V(A) and Ammunition Logistic System forclass V(W).

d. Functional Managers

The MAGTF commander appoints a functionalmanager for each logistic information system.This individual coordinates processing support aswell as data collection and distribution with theG-61S-6. Functional manager(s) for—

• Supply, maintenance, and disbursing systemsare in the CSSE.

• Manpower management systems is the man-power information systems support officer un-der the MAGTF manpower staff officer (G-1/S-i).

• Aviation maintenance and flight readiness sys-tems are in the ACE.

• Embarkation systems is the MAGTF embarka-tion officer.

e. Data CommunicationsThe MAGTF G-6 establishes a data communica-tions network. Intratheater data communicationsis essential to support high-volume CSS informa-tion exchange requirements. Users not served bythe data communications network must use non-electronic methods (e.g., courier diskette) totransfer large volumes of logistic data. Whenelectronic data communication means are avail-able, nonelectronic backup methods should stillbe planned.

f. Information Systems SupportPlanningPlanning for information systems supportmust include identification of requirements,establishment of priorities, and allocation of re-sources. The G-6/S-6 in conjunction with thefunctional manager must identify the communica-tions and information systems requirements foreach major functional system. The informationsystems management officer then identifies pro-cessing priorities and allocates communicationsand system resources. The MAGTF OPORD mustdocument the requirements, priorities, and alloca-tions. Also, the OPORD must show the data flow

within the MAGTF and between the MAGTF andthe Defense Information Systems Network dataentry point. In addition, the OPORD must depictinformation systems equipment distribution andmaintenance procedures. Ideally, the OPORD ref-erences the MAGTF communications and infor-mation systems SOP and gives only thatsupplemental information needed for the specificoperation.

3007. Liaison

Liaison is "that contact or intercommunicationmaintained between elements of military forces orother agencies to ensure mutual understandingand unity of purpose and action." (JP 1-02) Com-manders at every level routinely establish contactwith other units in their area. At the tactical-level,this contact or liaison is established for generaloperations and logistic support coordination. Lo-gistic and CSS liaison improves a CSS organiza-tion's ability to support the supported unit'sconcept of operations. Staff liaison may includethe temporary or permanent assignment of liaisonelements to integrate, coordinate, and executemilitary operations.

a. Liaison Elements

The liaison element is the commander's personalrepresentative to another command. These desig-nated liaison elements improve the contact andcommunications essential to effective command.

(1) Liaison Officer. A liaison officer is the mostcommonly employed technique for establishingand maintaining close, continuous contact be-tween commands. Use of a single individual withthe proper rank and experience conserves man-power while guaranteeing contact.

(2) Liaison Team. A liaison team is assigned tothe supported organization when the workload orthe requirement for better coordination dictates.Liaison teams normally include a liaison officer, aliaison chief, clerical personnel and/or drivers,and communications personnel with their equip-ment.

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(3) Courier. A courier is "a messenger responsi-ble for the secure physical transmission and deliv-ery of documents and material." (JP 1-02) Thecourier can function as a liaison element to anoth-er command. An experienced, mature courier canamplify information about the situation or issuesof concern.

b. Liaison Element SelectionConsiderations

Although there are no firm rules for selecting liai-son personnel, the commander should consider re-quirements of the task and the individual's—

CSS expertise.. Rank.• Experience.• Knowledge.. Personal initiative.• Judgment.• Communications skills.

For CSS units, the requirement for liaison is partof the assigned mission. However, the formalmission does not specify the type of liaison ele-ment to assign in each case. Command liaisonshould be conducted in all but the most unusualcircumstances. The following considerations pro-vide some insights into determining the best typeof liaison element to use.

(1) Available Personnel. The lack of qualifiedpersonnel may prevent assignment of dedicatedliaison elements even where there is a recognizedneed. If a liaison officer or team is not available,the commander can use couriers. The commandershould select only those who have demonstratedthe necessary maturity to handle the duties. Theoverriding consideration is always responsivenessto the supported unit.

(2) Workload. Workload is a variable that influ-ences the commander's decision to provide liai-son, as well as the specific type of liaisonelement. It is a function of the CSS unit's scope ofoperations, personnel situation, priorities, and

time. The workload varies with the size and mis-sion of both the supporting and supported unitsand can change during the course of an operation.The commander should assign liaison elements tosubordinate headquarters as a first priority, al-though liaison officers or couriers may be ade-quate at lower levels. In some situations, theworkload may require little more than routine liai-son between principal staff officers or their assis-tants.

(3) Proximity. When units are in proximity, thecommander may rely on principal staff officers tomaintain effective communications. Conversely,the workload may dictate the use of a dedicated li-aison element despite the unit's location.

(4) Tactical Situation. The need for liaison in-creases as the pace of tactical operations increas-es. In a static situation, requirements andprocedures are routine. As the tempo of opera-tions increases, maintaining liaison becomes moredifficult as well as more critical. Liaison is espe-cially critical during offensive operations and pe-riods of turbulence.

(5) Timeliness. To complement and enhance thedesired effects of early CSS planning, liaison ele-ments should be assigned at the first opportunity.Early coordination between combat and CSSunits ensures the timely involvement of the CSSunits in the planning process.

c. Exchange of Liaison Elements

Traditionally, commanders establish liaison fromsenior to subordinate, supporting to supported,and left to right. As with all rules, however, thereare situations that dictate exceptions. For exam-ple, often situations dictate the exchange of liai-son elements between units.

(1) Senior to Subordinate. The assignment of li-aison elements within the same command is un-usual. The senior headquarters would initiate suchassignments. Headquarters must provide the liai-son element, with associated support equipment,to the subordinate unit.


(2) Supporting to Supported. The inherent na-ture of the supporting role normally dictates thatthe supporting unit provides the liaison element tothe supported unit. For task-organized CSS units,the availability of liaison elements depends on theidentification of potential liaison requirementsduring the planning phase. Based on those re-quirements, the parent command should task-organize the CSS unit with the personnel andequipment to effect liaison.

(3) Reinforcing to Reinforced. Similar typeunits reinforce one another. The CSS unit as-signed a reinforcing mission provides a liaison el-ement to the reinforced CSS unit.

(4) Left to Right. Traditionally, units on the leftflank are responsible for establishing liaison withunits on their right. However, CSS units generallydo not provide liaison elements to adjacent units.Liaison between the respective commanders andprincipal staff officers is the norm in such cases.

d. Liaison Element Duties andResponsibilities

Liaison duties and responsibilities closely corre-late with those of the G-4/S-4 of the supportedunit. The duties are separated into three broad cat-egories.

(1) Advise and/or Assist. The liaison elementadvises both the supporting commander and thesupported commander. It assists the supportedunit to determine its requirements, to ascertain as-sociated priorities, and to assign appropriate allo-cations. The liaison element advises the supportedunit on the capabilities of the supporting unit. Itassists the supported unit G-415-4 to identifythose COAs that are most and least supportablefrom the CSS viewpoint.

(2) Monitor. The liaison element observes the op-erations of the supported unit and monitors thestatus of those functional areas in which the par-ent CSS organization has a concern. Simulta-neously, it keeps abreast of the status of its parentorganization's operations. Specifically, the ele-ment follows activities that affect the capability toprovide continuous support.

(3) Coordinate. The liaison element coordinatesand expedites the flow of support and informationbetween the two organizations. In this regard, theliaison element serves as the conduit for two-waycommunications. It is not a substitute for directcoordination between commanders and principalstaff officers; rather, it complements and aug-ments such coordination.

e. Liaison ProceduresInitially, the commander of the supporting unitshould accompany the selected liaison representa-tive(s). This allows the commander to introducethe selected liaison element to the supported com-mander and staff. This gesture can have a signifi-cant long-term impact on the success ofsubsequent actions with the supported unit.

To effectively conduct liaison duties, the elementmust—

• Become familiar with the capabilities, limita-tions, and concept of operations of its parent or-ganization before assuming its duties.

• Report to its assigned unit fully prepared to car-ry out its duties and responsibilities.

• Become familiar with the structure and func-tions of the supported unit.

• Know the supported unit's mission, concept ofoperations, and scheme of maneuver.

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Chapter 4

Planning

This chapter describes the planning process andplanning products for tactical logistics. In addi-tion, it identifies key factors in each tactical logis-tic functional area for consideration to help ensurethorough and effective planning. Planning for tac-tical logistic is concurrent with the larger plan-ning process that prepares the MAGTF foroperations.

4001. Logistic PlanningConcepts

The following basic concepts govern the planningof tactical logistics:

• Logistic planning should be concurrent withoperations planning.

• Combat and combat support units should ex-ploit their organic logistic capabilities beforerequesting assistance from combat service sup-port sources.

• The impetus of logistics is from the rear, direct-ly to the using unit.

• The logistic system must be responsive, effec-tive, and efficient.

4002. Planning for ExpeditionaryOperations

Logistic self-sufficiency is a primary consider-ation when planning expeditionary operations be-cause MAGTFs are organized to conductoperations in austere environments. Marine forcesand MAGTF commanders provide the operationallogistic capabilities necessary for conducting ex-peditionary operations, while tactical logistics areprovided by MAGTF commanders and their sub-ordinates. This expeditionary or temporary opera-

tions support will be withdrawn after the missionis accomplished. These missions may include—

• Providing humanitarian assistance.• Establishing and keeping peace.• Protecting U.S. citizens.• Countering an act of aggression.• Defeating an enemy in combat.

a. Phases of ActionExpeditionary operations involve five broad phas-es of action which have strategic, operational, andtactical considerations. See Marine Corps Doctri-nal Publication (MCDP) 3, Expeditionary Opera-tions, for additional information.

(1) Deployment. Deployment is the movement offorces to the area of operations. Deployment isinitially a function of strategic mobility. Opera-tional-level movement in theater completes de-ployment as forces are concentrated for tacticalemployment. Deployment support permits theMAGTF commanders to marshal, stage, embark,and deploy their commands. Although deploy-ment is a strategic and operational-level concern,tactical-level CSS units (e.g., FSSG) may be re-quired to assist the deployment.

(2) Entry. Entry is the introduction of forces ontoforeign soil. Normally, entry is accomplished bysea or air, although in some cases forces may beintroduced by ground movement from an expedi-tionary base in an adjacent country. Logistic capa-bilities are used in the entry phase to developentry points (e.g., an airfield or port, an assailablecoastline, a drop zone, an accessible frontier).

(3) Enabling Actions. These actions are prepara-tory actions taken by the expeditionary force tofacilitate the eventual accomplishment of the mis-sion. Enabling actions may include seizing a port,airfield, or other lodgment for the introduction of

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follow-on forces and the establishment of neces-sary logistic and support capabilities. In case ofdisaster or disruption, enabling actions may in-volve the initial restoration of order and stability.In open conflict, enabling actions may involve de-laying an enemy advance, attacking certain ene-my capabilities, or capturing key terrain that isnecessary for the conduct of decisive actions.

(4) Decisive Actions. These actions are intendedto create the conditions that will accomplish themission. In disasters, decisive actions may in-clude relief operations. In disruptions, they ofteninclude peacemaking and peacekeeping until localgovernment control can be reestablished. In con-flict, they usually involve military defeat of theadversary. Logistic organizations provide sup-port across the spectrum of decisive actions.

(5) Departure or Transition. Because expedi-tions are by definition temporary, all expedition-ary operations involve a departure of theexpeditionary force or a transition to a permanentpresence of some sort. Departure is not as simpleas the tactical withdrawal of the expeditionaryforces from the scene. It requires withdrawing theforce in a way that maintains the desired situationwhile preserving the combat capabilities of theforce. For example, care must be taken to reloadthe ships of an MPF or MEU to restore their sus-tainment capabilities because either force may beinstantly ordered to undertake another expedition-ary operation.

b. Forward-Deployed LogisticCapabilities

The Marine Corps maintains a war reserve pro-gram that allows MAGTFs to sustain themselvesfor a significant period of time during combat op-erations. Sustainment gives the MAGTFs the re-quired endurance until theater-level supply isestablished, Sustainment resources that are for-ward deployed with MAGTFs are augmented andreplenished with materiel managed in the war re-serve, MPF, and land prepositioning programs.The resulting logistic self-sufficiency is a funda-mental, defining characteristic of expeditionaryMAGTFs.

(1) War Materiel Requirement. Normally, stocksare maintained to ensure that MAGTFs can de-ploy with sufficient ground-common equipmentand supplies to support 60 days of contingencyoperations. The 60-day level provides reasonableassurance that the force can be self-sustaining un-til resupply channels are established. The MAGTFACE can deploy with sufficient aviation-peculiarequipment and supplies for 90 days of contingen-cy operations. Normally, class V(A) ammunitionis not computed in the ACE 90-day sustainmentfigure due to the large lift requirement associatedwith class V(A).

(2) Maritime Prepositioning Force. The MPF isthe combination of prepositioned materiel and air-lifted elements with a sustainment capability of30 days. Smaller MAGTFs may be sustainedashore for more or less time depending on the sizeof the force, the number of MPS in support of thatforce, and other variables such as inclusion of anaviation logistics support ship (TAVB).

(3) Land Prepositioned Programs. The Nor-way airlanded Marine expeditionary brigade(NALM) is the Marine Corps' only land preposi-tioned program. Agreements between the UnitedStates and Norway established the prepositionedNALM stocks which are used for regional contin-gencies. These stocks are maintained at the samelevels as the MPF levels.

c. Marine Expeditionary PlanningOrganization

The plans and future operations sections prepareplans using the Marine Corps Planning Process(MCPP). See MCWP 5-1, Marine Corps Plan-fling Process, for more detail. Future and currentoperations sections oversee the execution of thoseplans. Subordinate elements and smallerMAGTFs conduct the same planning, however,their greater focus on the current battle and small-er size may dictate modifications to the staff orga-nization.

(1) Plans Section. Under the staff cognizance ofthe G-5, the plans section—


• Provides a link between higher headquartersplanning sections and future operations section.

• Focuses on deliberate planning and follow-onphases of a campaign or operation.

• Develops branch plans and sequels.

(2) Future Operations Section. Under the cog-nizance of the G-3/S-3, the future operations sec-tion—

• Coordinates with the plans section and currentoperations sections to ensure integration of thenext battle plan.

• Interacts with intelligence collection and thetargeting process to shape the next battle.

• Manages the command's PDE&A cycle tomatch higher headquarters battle rhythms andto create the conditions for the success of cur-rent operations.

(3) Operational Planning Team. An OPT is atemporary organization formed around the plansor future operations section to conduct integratedplanning. While the current operations sectionmanages the execution of current operations, anOPT plans future operations and develops theOPLAN, OPORD, or fragmentary order. The OPTintegrates the various staff sections, battlefieldfunction representatives, and subordinate liaisonsinto the planning process.

(4) Current Operations Section. This sectionreceives the OPORD from future operations andexecutes the OPORD from the combat operationscenter (COC). Under the cognizance of the 0-3/S-3, current operations—

• Coordinates and executes the current order.• Monitors operations of the MAGTF.• Prepares fragmentary orders to modify the cur-

rent OPORD.• Assesses shaping actions and the progress to-

ward the commander's decisive actions.• Coordinates terrain management.• Maintains essential maps and information.• Provides plans and future operations with situa-

tional awareness.

• Provides transition officers to future opera-tions.

4003. Types of Joint Planning

MAGTF planners must be familiar with JOPESbecause the Marine Corps continues to operate ina joint or combined environment. As described inJOPES, there are two primary methods of plan-ning joint or combined operations: deliberate andcrisis action planning. The distinction between thefollowing methods is important because it reflectssignificant differences in the amount of timeavailable for MAGTF planning:

• The deliberate or contingency projection plan-ning process is a cyclic process for the develop-ment of OPLANs.

• Crisis action or time-sensitive planning in-volves emergencies with possible national se-curity implications.

4004. Marine Corps PlanningProcess

The MCPP is the process operating forces' com-manders and their staffs use to provide input tothe joint planning process and to plan force orga-nization and employment. Applicable across therange of military operations, the MCPP is de-signed for use at any echelon of command. Itcomplements joint deliberate and crisis actionplanning procedures outlined in JOPES and pro-vides Marine commanders with a tool for prepar-ing plans and orders. Logisticians participate inall steps of the MCPP with the representatives ofthe other warfighting functions, staff sections,subject-matter experts, and command representa-tives. See MCWP 5-1 for a detailed discussion ofthe MCPP.

The MCPP establishes procedures for analyzing amission, developing and analyzing COAs againstthe threat, comparing friendly COAs against thecommander's criteria and each other, selecting aCOA, and preparing an OPORD for execution. It

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organizes the planning process into six manage- able, logical steps. See figure 4-1.

The MCPP provides commanders and their staffs with a means to organize their planning activities and transmit the plan to subordinates and subordinate commands. Through this process, all levels of command begin their planning effort with a common understanding of the mission and commander's guidance. Interactions among various planning steps allow a concurrent, coordinated effort that maintains flexibility, makes efficient use of time available, and facilitates continuous information sharing.

4005. Concept of Logistic Support

The concept of logistics and CSS is a broad statement of the essential logistic and CSS tasks involved in supporting the conduct of MAGTF operations. It gives an overall picture of CSS operations and addresses solutions to shortfalls cited in the CSS estimate. In addition, it is the foundation for subsequent development of detailed logistic and CSS plans and orders by the MAGTF elements.

The MAGTF commander's concept for logistics is contained in annex D of the MAGTF OPORD. It provides guidance for subordinate MAGTF elements and information required for coordination with logistic support agencies external to the MAGTF. The MAGTF G-4123-4 prepares annex D, and subordinate G-41s-4s conduct the detailed planning needed to accomplish the logistic and CSS tasks promulgated in the OPORD.

4006. Planning Elements

The following elements must be addressed in each phase and stage of logistic planning.

a. Mission The MAGTF mission is paramount. The missions of subordinate elements must complement the MAGTF mission and may dictate additional parameters for tactical logistic planning.

b. Concept of Operations Logistic personnel should fully understand the supported commander's concept of operations. This is vital if they are to anticipate the requirements of the supported organizations. Anticipa-

Figure 4-1. The Marine Corps Planning Process.


tion is key to the principles of responsiveness andflexibility.

c. Forces

Available forces and OPLANs dictate logisticrequirements. The availability of support fromother Services or host nations influences the con-cept of logistics and CSS. Similarly, enemy capa-bilities influence the selection of a concept oflogistics and CSS in a given situation.

d. Theater Characteristics

Theater characteristics include the distance be-tween the objective area and sources of supply.Also important is the turnaround time for airliftand sealift assets. Local populations and environ-mental conditions (e.g., facilities, road nets,weather, terrain) also effect support operations.

e. Intensity of Operations

The expected intensity of operations is a key plan-fling factor for quantifying logistic and CSS re-quirements.

f. Timing and Duration

The anticipated timing and duration of operationsinfluence planning and preparation, as the timeavailable to complete plans or to procure andstage equipment and supplies may be limited.

4007. Planning Techniques

Limited information and limited time are charac-teristics of MAGTF planning. Upon receipt of themission, the MAGTF staff reviews existingOPLANs, SOPs, and joint and Marine Corps les-sons learned for related information. Staff mem-bers compare plans and SOPs to the assignedmission and to available information at each stageof the planning process. Operational planning of-ten begins with a nucleus staff. During the initialphase, the MAGTF should place particular em-phasis on the following techniques.

a. Flexible Approach

Planning is a continuous process that requires aflexible approach. Initial estimates are based onassumptions and minimal data. Commanders andstaffs must continually evaluate previous deci-sions and guidance. New information can confirmor invalidate previous assumptions or data.

b. Timely Effort

Logistic planning must begin as early as possibleat all levels of command. Early identification ofrequirements, capabilities, and special consider-ations accelerates coordination, timely guidance,and essential decisions. As the concept of opera-tions becomes more specific, subordinate ele-ments can begin preparation of more detailedlogistic plans.

c. Coordinated Planning

To accomplish the MAGTF mission, every aspectof the operational concept requires coordinationamong the GCE, ACE, and CSSE. To achievethis, every element has certain responsibilities forlogistic planning. This mutual dependence re-quires concurrent, parallel, and detailed staff plan-ning between and among all elements.Simultaneously, the MAGTF headquarters mustcoordinate with higher, adjacent, and supportingcommands and, possibly, with participating jointand combined staffs. This coordination is essen-tial for integrating MAGTF logistic and CSS op-erations with those of other organizations.

d. Concurrent and ParallelDevelopment

Based on both initial and revised guidance, theMAGTF and its elements develop their plans in aconcurrent and parallel manner. Integrated plan-fling shortens the planning cycle, enables earlyidentification of potential problems, and improvesanticipation of requirements. With proper coordi-nation, concurrent efforts can prevent difficultiesthat might occur if planning is sequential or iso-lated. Logistic planning must parallel operationalplanning. Likewise, the MAGTF concept ofoperations cannot be developed without full

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consideration of the supporting concept of logis-tics and CSS.

4008. Deployment PlanningConsiderations

There are two tactical logistic support scenarios toconsider when planning for deployment. Undereither of the following options, the tactical logis-tic planner must consider MAGTF requirementsin all six CSS functions and their subfunctions:

The MAGTF can deploy to an area with an es-tablished logistic support base. This can be hostnation support, inter-Service support, or acombination of the two. The logistic plannermust plan for reliance on, or expansion of, theexisting support base. In addition, the plannermust consider an effective alternative to thatsupport if it stops.

• The MAGTF can deploy to an area without anestablished logistic support base. In thisscenario, the logistic planner must rely on in-herent logistic resources to support theMAGTF.

4009. Commander's Intent

Planners cannot foresee every eventuality, andeven if they could, plans cannot practically ad-dress every possible situation. Commander's in-tent is the commander's personal expression ofthe purpose of the operation. Commander's intenthelps subordinates understand the larger contextof their actions and guides them in the absence oforders. It allows subordinates to exercise judg-ment and initiative, in a way that is consistentwith the higher commander's aims, when the un-foreseen occurs. Regardless of the form that ittakes, the commander's intent must—

• Be clear, concise, and easy to understand.

• Support the higher, supported commander's in-tent.

• Include how the commander envisions achiev-ing a decision.

• Provide an end state or conditions that, whensatisfied, accomplish the purpose.

4010. Operational PlanningConsiderations

Logistic planning focuses on satisfying the logis-tic requirements generated by the supported force.This planning addresses the estimation of materieland functional support requirements as well as theorganization and employment of organic and sup-porting tactical logistic organizations. Materieland functional support requirements are calculat-ed based on experience, assigned missions andtasks, as well as operational factors (e.g., such astime available, weather, enemy).

MAGTF commanders and staff officers shouldconsider the following examples when planning.These examples provide insights for developingand maintaining throughput systems and Sustain-ment capabilities for the execution of logistic sup-port of MAGTF tactical operations.

a. Supply

(1) Ground. Commanders should optimize thebasic load for all supplies, including class IX re-pair parts. The unit's basic load should not exceedthe commander's anticipated requirements, evenif the unit can carry additional quantities.

(2) Aviation. The squadron maintenance staffsshould ensure that their pre-expended bins havebeen replenished by the supporting MALS. Avia-tion staffs must cordinate with the supportingMALS, MWSS, and MAG headquarters foraviation-peculiar logistic support en route andwithin the theater.

b. MaintenanceEach MAGTF element should make maximumuse of organic maintenance contact teams andCSSE maintenance support teams. Repair and re-turn of equipment as far forward as possible


speeds return of equipment to the user. It also re-duces the burden on both transportation and con-trol capabilities.

c. Transportation

Because transportation is the most limited andlimiting logistic capability in the MAGTF, it re-quires close management. Improper managementof transportation assets may degrade combat op-erations. Supplies should be moved only as need-ed.

d. External SupportMAGTF plans should make maximum use of hostnation and inter-Service support available withinthe theater of operations. Plans should include,but not be limited to, use of facilities, supplies,utilities, captured materiel, and civilian labor.The CSSE commander should keep the numberof CSS installations to a minimum and ensuredispersion of installations and capabilities.

e. Forward Support

The farther forward the CSS unit, the less respon-sibility it should have for routine support tasks.CSSDs should be responsible only for those sup-plies and services that are critical to combat oper-ations.

f. Air SupportIn planning for sustained operations, the MAGTFshould expect to receive critical items primarilyby air; however, this does not preclude thoroughplanning for surface lift.

g. Alternate Supply Routes

Transportation planning at every echelon shouldinclude the development of alternate supplyroutes. Use of a single supply route increases thechances that enemy action could severely disruptor prevent movement.

h. Security

The CSSE commander is inherently responsiblefor the organization's security. While continuing

to provide support, the CSSE commander mustemploy both active and passive measures to de-fend against attempts to disrupt support opera-tions.

4011. Functional Area PlanningConsiderations

a. Supply

Compromises that are acceptable in peacetime toimprove economy and enhance accountabilitymay not be appropriate in a combat situation. Forexample, storage of a commodity in a singledump site may be appropriate in peacetime. Cen-tralization in wartime may be unresponsive andreduce survivability. Therefore, the CSSE com-mander may establish multiple CSSAs. Theircapacities and locations vary based on the tacticalsituation, the concept of operations, and thescheme of maneuver.

(1) Supply Cycle. The supply process is a cyclethat involves procurement, use, and replenishmentof supply items. The cycle period for each supplyitem varies based on usage rate, storage and trans-port capacity, and procurement lead time. Nor-mally, the shorter the cycle, the more intensive themanagement and transportation effort becomes.Conversely, items with longer cycles require for-ward planning and more storage.

(2) Phases of Supply Support. The CSSE andACE perform the tactical supply that affects thesustainability of the MAGTF. Tactical supply ex-tends from receipt of finished supplies through is-sue for use or consumption by the user. The CSSEand ACE control the supply process through fore-casting, requisitioning, receiving, storing, stockcontrolling, shipping, disposition, identifying, andaccounting procedures established in directives.Ideally, the procedures used in peacetime are thesame as those used in wartime. Combat require-ments often necessitate rapid processing of re-quests submitted by unusual methods.

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b. Maintenance

Ideally, maintenance procedures should be thesame in peacetime and combat but peacetime orgarrison maintenance procedures and techniquesmay not work effectively in combat or field con-ditions. Maintenance support for Marine aviationhas been developed under the Marine aviation lo-gistics support program (MALSP). MALSP oper-ations are described in chapter 5. Logisticiansmust consider the following factors when plan-ning maintenance systems and procedures:

• Maintenance activities must operate in harshconditions during tactical operations.

• Limited resources may require around-the-clock work schedules.

• Contamination in the battlespace may furthercomplicate and delay repair of equipment.

• Units must minimize the time required to repaircombat essential items. To minimize repairtime, units should—

Perform only mission essential maintenanceduring combat. Units must recover, evacu-ate, and repair equipment as far forward aspossible. The lowest level maintenance ac-tivity with the proper capability should makethe repairs. Repairing equipment as far for-ward as possible reduces transportationrequirements and increases equipment avail-ability.

Evacuate inoperable equipment only if theycannot repair it forward or if the repairs willtake excessive time. The MAGTF must havea well-defined and understood recovery andevacuation process. In combat, recovery andevacuation may be the most difficult mainte-nance function. However, this function mayalso be the most important to sustain theMAGTF's combat power.

• Make critical repair parts available as far for-ward as practical. Combat may even requirepositioning critical parts at the using-unitlevel. Combat may also dictate greater reli-ance on selective interchange.

c. Transportation

Transportation planning is throughput planning. Itinvolves the determination of throughput require-ments: what, where, when, and how personneland materiel must move to sustain the force.

The transportation planning process is the sameregardless of mode, distance, or locale. The oper-ational commander provides requirements and es-tablishes priorities based on the concept ofoperations. The transportation planner sequencesmovement requirements in the following order:

• Determine the desired arrival time at destina-tion.

. Select mode of transportation.• Determine load and pickup points, intermediate

and transfer points (as required), as well as off-load and drop points.

• Apply time-distance factors.• Reconcile conflicting requirements for limited

transportation assets (including MHE) and sup-port facilities.

• Test movement plan for feasibility.

(1) Planning Elements. The following main ele-ments must be considered when planning trans-portation:

• Requirements List. The requirements list identi-fies what personnel, supplies, and equipmentthe planner must move. The planner integratesdata from all sources, sequencing it by requireddelivery date and by priority within the re-quired delivery date. He further sorts it bydestination and compiles a single time-phasedlisting.

• Lift Mode. The selected lift mode identifieswhat transportation means move the personnelor cargo between the point of origin and desti-nation.

• Routing. Routing moves from load and pickuppoints to intermediate and transfer locations tooffload and drop points.

• Timing. Timely arrival of personnel, supplies,and equipment at the intended destination(s) isthe goal of transportation planning. The key to


transportation scheduling is flexibility. Timingof the beginning and end of each leg of a move-ment increases flexibility. Basic limitations totimeliness include—• Required delivery date at the destination.

• Time when personnel, supplies, and equip-ment are available for movement from theirpoints of origin.

• Time and/or distance factors.• Throughput capacities of support facilities.• Capacity and security of staging bases and

supply depots.• Special requirements caused by terrain, cli-

mate, and environment.

(2) Planning Process. The transportation plan-ner follows the listed steps when planning fortransportation:

• Determining Requirements. Each requirementfor personnel, equipment, or supplies generatesa corresponding requirement for transportation.Transportation planners express initial require-ments in terms of tonnage and square footageor the number of personnel and the distance.The planner estimates requirements based onthe supplies needed to support the MAGTF andthe average distances during each phase of theoperation.

• Determining Resources. The transportationplanner must consider—• Type of transportation units available.• Characteristics and capabilities of each mode

of transportation.• Capabilities of available civilian transporta-

tion. (The estimate is based on a survey offacilities, inspection of equipment, andagreements negotiated with civilian transpor-tation operators.)

• Availability of indigenous labor or prisonersof war to supplement personnel resources.

• Capabilities of available host nation trans-portation, both civilian and military.

• Balancing Requirements and Resources. Thebalancing process determines whether transpor-tation capabilities are adequate to support theoperation. It establishes the workload for each

transportation mode. This step is the most time-consuming portion of the transportation plan-ning process. Planning must include more thanjust gross quantities of cargo and transportationresources. It must include planning for C2 andfor transportation unit support.

• Determining Critical Points. On completing thepreliminary plan, the planner has enough infor-mation to analyze the transportation system.The planner can identify critical points wherebottlenecks can delay throughput. The bottle-necks may occur as a result of shortfalls in ei-ther personnel, equipment, or facilities. Theplanner should also identify critical time peri-ods. Development and analysis of alternativeschedules, modes, or routes can alleviate bot-tlenecks and increase flexibility.

• Coordinating. Complete coordination is manda-tory for integrated transportation support. Orig-inal guidance is seldom valid throughout theplanning process. Constant coordination is nec-essary if transportation plans are to change asthe commander's concepts, requirements, pri-orities, and allocations change.

d. General Engineering

The MAGTF engineer assigns and integrates con-struction tasks and priorities for both Marine andnaval construction force (NCF) engineer compo-nents assigned to the MAGTF. The NCF head-quarters assists the MAGTF engineer in planningand coordinating construction requirements tobest use the unique capabilities of the NCF. Con-tinuous liaison is vital during the planning, de-ployment, and execution phases of MAGTFoperations. The following engineer support plan-ning areas require special consideration:

• Heavy Equipment. Most construction equip-ment is heavy and slow moving. It offers littleprotection for operators. Though able to negoti-ate rough terrain, its speed is such that it cannotkeep up with the supported maneuver forcesand must be transported by other assets.

• Transportation. Engineer units do not haveenough transportation assets to move them-selves. When moving a large volume of

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equipment rapidly or over extended distances,augmentation is necessary.

• Construction Materials. Many CSS engineeringtasks require large amounts of construction ma-terials. The time, manpower, equipment, andfuel required to assemble and use these sup-plies are often significant. Careful planningwill minimize multiple handling during move-ment of these items to the construction site.Movement directly from the source of supplyto the job site is optimal.

• Supply, Maintenance, and Ordnance Support.Supply, maintenance, and ordnance support forengineer operations is extensive. Engineer unitshave many low-density items of equipment re-quiring special maintenance to keep them oper-ational. Low-density items range from minedetectors to stationary pumps and generators tomobile construction equipment. Unique ord-nance items include explosive line charges andcratering charges.

• Utilities Support. Water purification, fuel distri-bution, and power generating equipment re-quire significant motor transport, MHE,manpower, and fuel. Space requirements arenormally large, and camouflage is difficult.Utilities installations also generate largeamounts of heat and noise.

e. Health Service

Commanders are responsible for the health andwelfare of their troops. The MAGTF medicalunits have extensive, cumbersome equipment thatrequires external transportation, fuel, and utilitiessupport. In addition, medical units' footprint cre-ates significant real estate management challeng-es. Although HSS staffs conduct medicalplanning within the MAGTF, logistic plannersshould ensure—

• Complimentary equipment and associated con-sumables kits (authorized medical allowancelists [AMALs] and authorized dental allowancelists [ADALs]) are in sufficient quantities tosupport the force.

• Narcotics handling and security procedures areestablished.

• Medical regulating channels and procedures forthe movement and tracking of casualties be-tween and within the levels of care are estab-lished.

• The mix of dedicated versus opportune lift forcasualty evacuation is decided based on theconcept of operations, casualty estimates, andMETT-T.

• MAGTF level II and level III treatment facili-ties are identified and medical evacuation poli-cies are established.

• Preventive medicine requirements and preven-tive medicine technicians for insect control andredeployment agriculture inspections are iden-tified.

• Mass casualty procedures are established.• Primary and secondary casualty receiving and

treatment ships (CRTS) are identified for am-phibious operations.

• Medical requirements for the area of operations(e.g., immunizations, anti-venom, and antima-larial medication) are identified.

Additional guidance can be found in the Chair-man of the Joint Chiefs of Staff Manual (CJCSM)3122.03, Joint Operation Planning and ExecutionSystem, Volume II, Planning Formats and Guid-ance, sets forth administrative instructions andformats to develop OPLANs. Guidance for medi-cal services is located in annex Q of the CJCSM3122.03.

f. Services

Planning considerations for services vary for eachparticular services function and the operationalsituation. The following factors are common to allservices functions:

• Responsibility. Units are responsible for exe-cuting command services functions consistentwith the organic capabilities specified in theirtable of organization (T/O) mission statement.Equipping and manning of detachments shouldbe consistent with this specification. Higherechelon organizations are responsible for aug-menting or reinforcing subordinate unit capa-bilities. The CSSE provides CSS services


functions to the MAGTF elements as directedby the MAGTF commander.

• Chain of Command. Combat service supportservices functions are typically implemented inoperational chains of command. In contrast,most command services functions normally op-erate in administrative chains of command ingarrison and may continue to do so even afterdeployment. Element commanders must con-sider problems that deployments might pose forcontinuing administrative support when prepar-ing plans for command services functions.When appropriate, specific guidance should beissued for shifting command services functionsto the operational chain of command and proc-essing these functions via staff cognizance ofthe MAGTF CE.

4012. Coordinating Support

Effective logistic planning requires a coordinatedeffort between the supported force and the sup-porting organizations. Both supported and sup-porting organizations make planning andsubsequent support operations more efficientthrough careful calculation of requirements overspecified periods of time while coordinating toreconcile potential shortages or excesses. Ground-common and aviation-peculiar logistic supportmust be provided in the right quantity, at the righttime, and in the right place. Providing too muchmateriel or too robust a service at one locationmay disrupt operations of the supported unit ordeprive other supported units of what they needwhen they need it. Effective planning can mini-mize the occurrence of shortages or excesses.

Supported organizations must—

• Calculate their requirements as precisely aspossible.

• Factor organic or attached and/or direct supportcargo and personnel transportation capacityinto the requirements calculation.

• Prioritize requirements.

• Integrate requirements with expected sched-ule and duration of the operation.

• Verify critical materiel or services allocationsmade by higher authority when determining re-quirements for tactical missions.

Supporting organizations must—

• Provide the support required.

• Review with the supported organization thesupport requirements as they are developed.

• Coordinate with the supported organization torefine the requirements based on the supportedorganization's competing requirements.

• Procure materiel and task-organize internally toprovide support efficiently.

• Plan support distribution by anticipating de-mand.

4013. Intelligence Support

Intelligence information is essential for planningtactical logistic operations. Logistic intelligence isspecific intelligence information that assists logis-tic organizations in accomplishing their assignedmissions. It focuses on the infrastructure in the ar-ea of interest and on how the weather, enemy, andterrain would affect tactical logistic operations.Logistic intelligence is a product of the MAGTF'sintelligence cycle and intelligence preparation ofthe battlespace (IPB) functions. The followingIPB products are typically of interest to logisti-cians:

• Lines of communications and route studies.

• Port and harbor studies.• Airfield studies.• Drop zone and helicopter landing area studies.

• Bridge and inland waterway studies.• Key facilities and targets overlays.• Specialized weather and terrain studies.

• Modified combined obstacle overlay (MCOO).

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4014. Host Nation Support

When feasible, MAGTF plans should make maxi-mum use of host nation support available withinthe theater of operations. Host nation support canaugment MAGTF capabilities. Bilateral (betweenthe United States and a single country) and multi-lateral (among members of a coalition such as theNorth Atlantic Treaty Organization [NATO]) hostnation support agreements can be an integral partof sustainability planning. MAGTFs use host na-tion support to enhance their sustainability andcapabilities. However, host nation support is not asubstitute for essential MAGTF organic tacticallogistic and CSS capabilities. Normally, hostnation support agreements are prepared at thestrategic level. Implementation of existingagreements and/or preparation of new agreementsmust be coordinated between the MAGTF CE andthe appropriate higher authority in the UnitedStates chain of command. Plans should include,but not be limited to, use of facilities, supplies,utilities, captured materiel, and civilian labor.

4015. Planning Documents

The logistics/CSS estimate, annex D of theOPORD (concept of logistics and CSS), and theCSSE OPORD are the primary MAGTF tacticallogistic planning documents. Table 4-1 summa-rizes the standard logistic planning documentsand identifies the preparer.

Table 4-1. Logistic and CSSPlanning Documents.

I

Document Prepared ByLogistic/Combat ServiceSupport Estimate

GE, GCE, ACE, CSSEdown to battalion andsquadron level

Annex 0 (Logistics/CombatService Support) to OPORD

GE, GCE, ACE, CSSEdown to battalion andsquadron level

CSSE Operation Order CSSE

a. Logistics/Combat Service SupportEstimate

The estimate is a rapid assessment by the G-4/S-4of logistic capabilities and limitations for eachproposed COA. It analyzes the COAs under con-sideration to provide the logistic aspects of rela-tive combat power. The estimate helps determinethe most desirable and most supportable COAfrom the CSS standpoint. Additionally, this docu-ment provides the basis for later planning. See ap-pendix B of this publication for a sample of thelogistic/CSS estimate.

The commander decides which COA will be usedto accomplish the assigned mission. As an advi-sor, the G-4/S-4 provides the commander with in-formation and makes recommendations based onthe logistics/CSS estimate.

The logistic/CSS estimate is the result of an ex-amination of the logistic factors which influencecontemplated COAs and an appraisal of the de-gree and manner of that influence. The estimatelooks at the six tactical logistic functional areas.The estimate compares requirements, availableassets, problems, limitations, advantages, and dis-advantages for each COA. The logistic/CSS esti-mate assesses the limitations of each COA. It alsodetermines what actions are necessary to over-come any problems or limitations. If any COA isnot supportable, the estimate specifically statesthis. It gives the commander enough informationto make a decision based on the suitability, feasi-bility, acceptability, and relative merit of eachCOA from a logistic standpoint.

b. Annex D to the Marine Air-GroundTask Force Operation Order

Annex D reflects the commanders' plans, guid-ance, and directions for employment of logisticcapabilities. This annex complements the conceptof operations and amplifies paragraph 4 of theOPORD (Administration and Logistics). Annex Dbegins with the concept of operations and the sup-porting concept of logistics. It assigns tasks andresponsibilities for logistics and CSS among theelements in each functional area. It also identifiessupport required from external agencies. Finally,


it provides guidance and information (such as pri-orities and allocations) for planning, coordinating,and executing MAGTF logistic operations. Seeappendix C of this publication for a sample An-nex D (Logistics/Combat Service Support).

(1) Commander's Guidance. Annex D promul-gates the commander's overall plan and guid-ance for the provision of logistic support to theMAGTF during each phase of the operation. Thisannex specifies those requirements, priorities,and allocations that are necessary for the integra-tion of the logistic effort in support of theMAGTF. It includes deployment, employment,sustainment, and redeployment planning matters.It includes external support coordination require-ments and internal employment directives topresent a single, unified plan for logistic support.

(2) Concept of Logistics and Combat ServiceSupport. The concept of logistics and CSS (para-graph 3a of annex D) is a broad statement of theessential logistic and CSS tasks involved in sup-porting the concept of operations. It is the basicunifying foundation for subsequent developmentof detailed logistic and CSS plans and orders bythe MAGTF elements.

(3) Staff Responsibility. The MAGTF G-4/S-4,in coordination with other staff sections and thesubordinate S-4s, prepares annex D. This docu-ment also contains the specific requirements, pri-orities, and allocations for logistics and CSS tosupport the concept of operations and scheme ofmaneuver. Each subordinate organization down tothe battalion and squadron level publishes an an-nex D. Optionally, they may use paragraph 4 ofthe OPORD to provide logistic guidance to subor-dinate units. Use of and reference to local SOPscontribute to sound plans and help avoid unneces-sarily lengthy and detailed OPORDs.

(4) Concept of Aviation Logistic Support. Avi-ation logistic support is addressed in the aviationestimate of supportability and Appendix 10 (Avia-tion Logistic Support) to annex D to the OPORD.

c. Combat Service Support ElementOperation Order

The CSSE OPORD states the mission of theCSSE, establishes task organizations, and assignsmissions to each subordinate unit. It also statesthe CSSE commander's requirements, priorities,and allocations for accomplishing the mission.

The CSSE OPORD amplifies information nor-mally contained in SOPs concerning CSS provid-ed to other MAGTF elements. Primarily, theOPORD provides specific guidance and directionto subordinate CSS units regarding their tasksand missions. The CSSE G-3/S-3 is responsiblefor preparing the CSSE OPORD. The CSSE G-41S-4 prepares annex D to the CSSE OPORD.

d. Standing Operating Procedures

SOPs are a set of operating instructions that canbe standardized. These standardized proceduresare applicable unless ordered otherwise. SOPs aregeneral orders that deal with tactical and adminis-trative procedures not covered by regulatory ordoctrinal publications.

The recurrent nature of logistic functions lendsthem to procedural standardization. SOPs contrib-ute to simplicity, clarity, and brevity. Reliance onSOPs in the various CSS planning documentssimplifies and shortens those documents. It is notnecessary to list SOPs as references; however, theorder should cite the SOPs in the body of the doc-ument.

In addition to their advantages in the preparationof planning documents and orders, SOPs improvesupport by promoting familiarity and mutual con-fidence between supported and supporting unitsand personnel. They also reduce the confusionoften associated with combat conditions.

e. Other Planning Documents

The G-4/S-4 has staff cognizance for major inputto other documents. Many of these documents areunique to landing force operations.

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Other doctrinal publications, such as JP 3-02.1, • Plan for landing supplies.Joint Doctrine for Landing Force Operations, andNWP 3-02.1, Ship-to-Shore Movement, discuss • Landing plan (appendix 3 to annex R of thethe following documents in detail: OPORD prepared by the G-31S-3).

• Organization for embarkation and assignment• Embarkation plan. to shipping tables.

Chapter 5

Logistic Functional Area Support Operations

This chapter discusses the tactics, techniques, andprocedures for each of the tactical-level logisticfunctional areas. To support tactical-level opera-tions, logisticians commonly discuss support re-quirements in terms of functional areas and

develop systems and plans for each area. Al-though logisticians develop separate systems andplans for each functional area, all functions mustbe integrated into the overall logistic supporteffort.

Section I. Supply

The process of providing materials and items usedto equip, support, and maintain a military forceare part of the supply cycle. The supply cycle isdivided into the production and the consumptionphases. Production extends from determination ofprocurement schedules to acceptance of finishedsupplies by the military Services. Consumptionextends from receipt of finished supplies by themilitary Services through issue for use. This sec-tion addresses the various supply classes and sub-functions available to support tactical-leveloperations. The CSS organizations identified assources of supply during the various stages of am-phibious operations and sustained operationsashore are the same for requesting other CSS.

5101. Combat Service SupportElement Supply SupportOperations

The CSSE commander's primary concern is pro-viding the MAGTF commander with a supply ca-pability and resupply when required.

a. Landing Force Supplies

Landing force supplies are the supplies and equip-ment in the assault echelon and the assault follow-on echelon (AFOE) of the ATF. They sustain thelanding force until a distribution pipeline is estab-lished from the supporting establishment to thetheater of operations. Predeployment planning de-termines the type and quantity of landing force

supplies. The categories of landing force suppliesare the basic load, prepositioned emergency sup-plies, and remaining supplies.

(1) Basic Load. A basic load consists of thetypes and quantities of supplies that assault forcescarry to a specific mission, including the suppliescarried by individuals. Usually, basic loads are ex-pressed either as days of supply or days of ammu-nition. The basic load may change as the tacticalsituation dictates. There may be a basic load forlanding and a different basic load for operationsashore. The basic loads for surface and helicopter-borne forces may be different. The basic loadshould not exceed the capabilities of a unit's or-ganic transportation or the commander's estimateof supply requirements for combat.

(2) Prepositioned Emergency Supplies. Thecommander uses prepositioned emergency sup-plies for replenishment early in the ship-to-shoremovement. These supplies are available on callfor immediate delivery to units ashore and are cat-egorized as either floating dumps or prestagedhelicopter-lifted supplies.

(a) Floating Dumps. Floating dumps consist ofselected prepackaged class I, III, V, and VIII sup-plies. On-call floating dumps support surface as-sault elements and are staged aboard landing craftor assault amphibious vehicles for immediate de-livery to units ashore. The primary control officerdispatches floating dumps to the beach in re-sponse to requests by the supported commanderashore, via the tactical-logistical group

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(TACLOG). Ashore, landing craft and/or assaultamphibious vehicles are unloaded to expand thesize of supply dumps in the beach support area(BSA). The commander terminates the use offloating dumps when the level of supplies ashoreis sufficient to meet critical needs.

(b) Prestaged Helicopter-Lifted Supplies. Thecommander prestages helicopter-lifted supplies tosupport helicópterborne units but, if required, canuse the supplies to support surface assault units.Prestaged helicopter-lifted supplies are prepack-aged, high-priority supplies positioned aboardhelicopter transport ships. Like floating dumps,these supplies are available on call for unitsashore. Requests for this category of supplies aremade by the unit to the TACLOG. After the initialstages of the assault, remaining supplies are usedto expand supply dumps ashore. Both prestagedhelicopter-lifted supplies and floating dumps maybe assigned landing serial numbers to help identi-fy and deliver specific materiel.

(3) Remaining Supplies. Excepting supplies is-sued for basic loads and prepositioned emergencysupplies, the remaining are MAGTF supplies.They constitute the major portion of the suppliestransported to the operational area in the assaultechelon and the AFOE. When transitioning fromoperational maneuver from the sea to sustainedoperations ashore, the commander uses these sup-plies to build dumps ashore. The CSSE unloadsthe bulk of remaining supplies during general un-loading.

b. Sustainment

Sustainment involves those supplies provided tothe landing force other than landing force sup-plies. Sustainment sources include—

• Host nation and inter-Service support.

• Supplies aboard other ships or aircraft not inthe ATF.

• CINC-directed cross-servicing or common ser-vicing.

c. Ground Supply Operations Duringthe Amphibious Assault

Figure 5-1 depicts the management and executionof ground supply operations during the amphibi-ous assault.

(1) Landing Force Support Party. The LFSP isthe forward echelon of the CSSE formed to facili-tate the ship-to-shore movement. The LFSP pro-vides CSS, to include supply support, to theassault elements of the GCE during the early stag-es of the amphibious assault. The LFSP coordi-nates the combined CSS efforts of the shore partyteams on the beaches and helicopter supportteams in helicopter landing zones. It establishescontact with the landing force TACLOG. Seechapter 6 for further discussion of the LFSP.

(2) Tactical-Logistical Group. The TACLOG isa temporary landing force organization that is es-tablished at each level of the Navy ship-to-shorecontrol organization. The TACLOG advises theNavy control groups of landing force require-ments for the waterborne and helicopterborneship-to-shore movements. The TACLOG moni-tors ship-to-shore movement and helps the Navycontrol the movements of scheduled waves, on-call waves, and nonscheduled serials. See chapter6 for further discussion of the TACLOG.

(3) Supply During the Assault. Initial assaultunits will request supplies directly from theTACLOG until a short party or HST is establishedashore. At that point, assault units submit CSS re-quests for supplies to either the shore party orHSTs. The teams either fill or relay requests to theTACLOG. In an emergency or when communica-tions fail, the assault element may pass requestsdirectly to the TACLOG.

(4) Shore Party Supply Operations. After theshore party group lands, it establishes inlanddump sites. It controls the receipt of selective un-loading. Shore party group and HST supply per-sonnel unload, sort, store, safeguard, and issuesupplies. Shore party teams and HSTs distributesupplies directly to the consumer by using thefastest available means. The emphasis is on re-


TACLOG

Figure 5-1. Ground Supply Operations During the Amphibious Assault.

sponsiveness, even at the expense of economy and accountability.

(5) Crltlcal Items. If a critical item is not on hand , t he s h o r e par ty o r H S T not i f ies the TACLOG. The TACLOG locates the item and coordinates transportation from the Navy control organization.

(6) Prioritization. Before the Navy assigns transportation to move unscheduled supplies ashore, the TACLOG must determine the impact on the tactical situation. I t must assess the priority against the priority for landing scheduled and on- call serials.

(7) Helicopter Delivery. The shore party team or HST receives supplies and distributes them to the user. Delivery can be directly from the ship by helicopter to the user.

d. Ground Supply Operations During Subsequent Operations Battalions and air groups have organic supply capability. Marine Corps and/or Navy directives and local operating procedures dictate the procedures that units with organic supply capabilities use to request replenishment in combat. Figure 5-2, on page 5-4, depicts management and execution of ground supply operations after the CSSE is ashore and functioning.

LA MCWP 4-1 1

(1) User Requests Support. Simple, locally established manual procedures are the norm for initial requests f rom users. On receipt of user requests, the supporting CSSE determines whether the item is on hand. If it is available, the CSSE transports it to users on unit distribution. Consum- ers on supply point distribution are notified where and when they can pick up the item. If the item is not on hand, the CSSE passes the requisition to the next higher level. The CSSE will keep the requesting unit informed about the status of the pending requisition until distribution is made.

(2) CSSE Support. The CSSE receives requisitions from a subordinate CSSD or directly from the user. The CSSE uses formal procedures for

both stock replenishment and passing unfilled user requests to other logistics support organizations. Where possible, CSSEs use automated systems to pass and track both requisitions and reports. During the early stages of an operation before automated systems are established, the CSSE use manual requisition procedures.

(3) Unfilled Requisitions Support. The CSSE in theater passes unfilled requisitions to an in-theater source, if available, or to the FSSG or Marine Corps supporting establishment in the continental United States (CONUS). Marine Corps user manuals and MAGIT OPORDs establish specific supply procedures for CSSEs during operations.

CSSE

Figure 5 2 . Ground Supply Operations During Subsequent Operations.


(4) Mode of Transportation. The CSSEnormal-ly provides and selects the mode of transportationto deliver supplies and equipment to subordinateCSSDs or directly to the user. Usually, surfacetransportation is used but water and air transporta-tion are good alternatives. Although the CSSE se-lects the mode of transportation, the consumerinfluences the decision by providing informationthat might help the CSSE make the decision. Forexample, a request for a rapid ammunition resup-ply from a unit preparing to repel an imminent at-tack would probably justify the use of helicopters.

(5) Delivery Method. Direct shipment to the con-sumer is the best method of delivery. Bypassingintermediate installations reduces handling.Sometimes supplies must be delivered to the sup-porting CSSD. This method achieves transporta-tion economies when moving large bulkquantities by taking advantage of lifts of opportu-nity. Rather than hauling a partial load, trucks cancarry noncritical supplies to the CSSD for laterforwarding to the consumer.

(6) Distribution Method. The MAGTF G-41S-4and CSS commander, in coordination with thesupported units, select the method of distribution.Conflicts will be resolved by the MAGTF com-mander. Normally, CSSEs support committed in-fantry units by unit distribution and support otherunits by supply point distribution.

5102. Ground Combat ElementSupply Support Operations

Figure 5-3, page 5-6 depicts a tactical situation inwhich a CSSE is in direct support of GCE units.In this example, infantry battalions are on unitdistribution and artillery and armor units are onsupply point distribution. The CSSD establishesliaison with the infantry regiment. Requests fromthe battalions go directly to the CSSD, which is-sues supplies based on the supported command-er's priorities and allocations.

a. Commander's Flexibility

The supported commander organizes in a varietyof ways to accomplish the mission. For example,the commander may divide CEs into A and Bcommand groups and/or position the organic lo-gistics differently than previously described. Thecommander should position organic logistics for-ward of the supporting CSS installation. Theground unit supply train is a means of internallytask-organizing and employing the logistic assetsof tactical units.

When employing combat trains, some of the GCEunit's organic logistic capabilities are forward.Maintenance contact team repairmen, ammuni-tion technicians, and supply personnel are withthe combat trains to provide front-line support.Routinely, the unit establishes a main echelonwith essential elements that support tactical oper-ations. The commander locates most of the unit'slogistic capability with the unit or field train. Of-ten the commander locates these trains with thesupporting CSSE.

Finally, all units have administrative elements lo-cated behind the GCE rear boundary. In the ad-ministrative rear, supply and warehousingpersonnel distribute individual equipment andcare for tentage, personal effects, and other equip-ment not required to sustain combat operations.Table 5-1, on page 5-6, shows breakdowns of atypical battalion in combat.

b. Supply Trains

Trains serve as the link between forward tacticalelements and the supporting CSSE. The use oftrains enables logistics to be performed as far for-ward as the tactical situations permit. Dependingon the situation, trains may provide logistics tothe battalion's organic and attached units. Trainsmay be fully mobile, However, trains are usuallymovable rather than mobile. In the Marine Corps,this concept applies to unit, battalion, and regi-mental trains.

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Figure 5-3. Supply Distribution for Ground Combat Element Units.

Main I ForwardRear Command Post I Command Post

S-i/adjutant executive officer commanding officersupply chief headquarters S-2administrative commandant S-3supply clerksreplacements

casuals

S-4A/S-4 chiefmotor transportofficer

ordnance officersupply officerorganic logistics

fire support coordina-tor

S-4

communicationsofficer

organic logistics

(1) UnIt Trains. Unit trains centralize the units'organic logistic assets. These trains are most ap-propriate in defensive, slow-moving, or static sit-uations. The commander uses this option when a

tactical situation dictates self-contained train op-erations for centralization and control. For exam-ple, during the early phases of an amphibiousoperation the battalion must locate its logistics ca-pability in the BSA or landing zone. The use ofunit trains in this situation provides simplicity,economy, and survivability against ground attack.

(2) Battalion Trains. Normally, to improve responsiveness, flexibility, and survivability againstair attack, trains supporting battalion-sized unitsare echeloned into combat trains and field trains.

(a) Combat Trains. Combat trains are organic ele-ments that provide critical logistics in forward ar-eas. Mobility is the key for combat trains, whichare kept as small as possible to move with the sup-ported forces. A combat train's survivability de-

CMD = CommandFWD = Forward

Table 5-1. Battalion Task Organization for Combat.


pends on its small size and its own firepower.Usually, a combat train—

• Transports some battalion corpsmen with limit-ed medical supplies.

• Carries maintenance contact teams.

• Hauls rations, fuel, ammunition, and criticalspare parts.

(b) Field Trains. Field trains consist of the battal-ion's remaining logistic assets and are located far-ther to the rear than the combat trains. Field trainsmay carry the battalion aid station, the mess sec-tion, and the supply section.

(3) Regimental Train. The regimental train con-sists of the logistics assets required to sustain theregimental headquarters and attached units underthe direct control of the regiment. Logistics need-ed by combat units should be allocated to battal-ion trains, and logistics that are not time-criticalcan be consolidated in the regimental train.

(4) Positioning Considerations. Logistic prin-ciples of responsiveness and survivability shouldbe the main considerations when selecting a trainsite. In general, trains should be located—

• On defensible terrain to allow the best use oflimited personnel assets.

• In an area with enough space to permit disper-sion.

• In an area that provides concealment.• On firm ground to support heavy vehicle traf-

fic.• Near a suitable helicopter landing site.

• Close to main supply routes.• In an area that allows good communications.

(5) Positioning Responsibility. The S-4 coordi-nates with the executive officer, headquarterscommandant, and S-3 in selecting train locations.When the train collocates with another element,such as the supporting CSSD, the S-4 must alsocoordinate with that element. This option im-proves coordination and security. Turnaroundtime, communications requirements, or other mis-

sion-related considerations may necessitate locat-ing the trains elsewhere.

(6) Train Displacement. Proper positioning oftrains minimizes displacements and increases thequantity and quality of support. When displacingtrains, the S-4 selects the technique that best com-plements the battalion's tactical operations. Trainsmay be displaced concurrently with the displace-ment of the tactical elements or by echelon. Eche-loned displacement enhances continuity oflogistic support.

(7) CSS Trains. Trains are employed in numer-ous ways by CSS units in the resupply process.Figure 5-4, on page 5-8, illustrates train tech-niques that are commonly used during resupplyoperations. The distances provided in figure 5-4would be reduced for close terrain (e.g., urban orjungle) or expanded for high enemy threat. TheCSSDs may move forward to resupply unit trains,which resupply the using units. The CSSDs arepositioned where most responsive, yet survivable.

(8) Replenishment Methods. The service sta-tion and tailgate issue methods are the two mostcommon methods used to replenish unit trains.

(a) Service Station. The service station method(figure 5-5 on page 5-9) involves vehicles leavingtheir tactical positions and entering an establishedresupply area. The number of vehicles being re-supplied at one time depends on the enemy situa-tion and resupply capabilities. The resupply areais designated as a series of resupply points for ve-hicles. Traffic flow through the resupply area isone way to enhance efficiency. After completingresupply, the vehicles move to the holding areafor a precombat inspection, if time permits.

(b) Tailgate Issue. The tailgate issue method isnormally conducted in an assembly area. Thismethod involves resupply while combatants re-main in their positions. Vehicles stocked with pe-troleum, oils, lubricants, and ammunition stop ateach individual vehicle position to conduct resup-ply services. This method places the resupply ve-hicles at greater risk, but maintains tacticalpositioning and reduces traffic flow. If the tailgate

5-8 MC WP 4-11

issue method is used in forward positions, then re-supply must be masked by the terrain. See figure5-6, page 5-10.

5103. Aviation-Peculiar SupplySupport Operations

The Navy provides supply support for aircraft andaviation support equipment (ASE) in the ACE.The Marine Corps supply system provides groundsupply support to aviation elements. For aircraftammunition, the source of supply is either theNavy or a theater activity. The CSSE distributesaircraft fuel to the MWSS operating the fuel dis-pensing system at an airfield. The CSSE distrib-utes class V(A) to the MALS, which operates theaviation ammunition supply point.

a. Marine Aviation Logistics SquadronWhen a MAG deploys, the MALS is the focalpoint for aviation supply and maintenance. Fig-

3-5 kml

L Unit

ure 5-7, on page 5-11, depicts these aviation-related supply relationships. The MALS supplyand maintenance departments manage aircraftconsumable and reparable parts and supplies. TheMALS supply department receives requisitionsfrom the intermediate and organizational mainte-nance activities. It also receives requisitions fromelements of the MWSS (i.e., expeditionary air-field). If the item is not in stock, the MALS passesthe requisition to the naval supply activity in thetheater support area, which either fills the requestor forwards it to the appropriate source inCONUS.

b. Replacement AircraftThe squadron requests replacement aircraft anddepot-level repair of aircraft. It passes the requestfor replacement aircraft to the aircraft group,which passes it to the ACE. The ACE passes therequest to the type commanders (FMF Atlanticand/or Pacific and Naval Air Force Atlantic and!or Pacific). The MALS, MAG, ACE, and typecommanders coordinate placement of aircraft into

10-15 kml

10-20 km

20-25 kml

I, III, V, VIII

Or

CSSA

CBT = CombatFLD= FieldRRP = Repair and Replenishment Point

Figure 5-4. Train Techniques Commonly Used During Supply Operations.

HR'P c'T

Tactical-Level Logistics 5.9

Figure 5-5. Service Station.

depot maintenance. The transferring activity is re-sponsible for flying replacement aircraft directlyto the receiving squadron or to an airfield near thereceiving squadron. The receiving squadron ac-cepts the aircraft and reports the aircraft's statusto the ACE.

c. Aircraft Fuel and AmmunitionThe CSSE normally establishes a fuel depotashore, from which it draws fuel to deliver to the

MWSS which, in turn, dispenses fuel to aircraft.Similarly, the CSSE normally establishes one ormore centralized ammunition supply points(ASP5) for the purpose of receiving, accounting,storing, and issuing of class V material. CentralASPs are generally supported by ammunitiontechnicians provided by the FSSG, along with asmall cadre of aviation ordnance technicians whoassist in the throughput of class V(A) to outlyingsatellite ACE ASPs. (Satellite ASPs are generallyestablished for both air and ground units in an

/

(ctI>\ /,/ .'— —

— — — —— S — — rea

', Graves

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Holding III

Fuel

ncArea

___________________________ /Lsuppiy Truck I

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T1II7IFuel

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Ammunitionr Ammunition

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Figure 5-6. Tailgate Issue.

MC WP 4-11

effort to minimize the effects of time and distanceon the efficient delivery of munitions to the enduser.)

Satellite ASPs used to support the ACE should becollocated with the airfield. The ACE (MALS)aviation ordnance department is staffed for andfully capable of all functions similar to those per-formedby a central ASP. The MALS aviationordnance department is responsible for establish-ing, operating, and maintaining ACE satelliteASPs. Class V material arriving at the airfield is

received and stored under the direction of theACE aviation ordnance department unless accom-panying documentation specifies further transpor-tation to either a centralized ASP or anothersatellite ASP.

Aviation ordnance personnel augment CSSE am-munition company on a contingency basis. Theaugmentees should be knowledgeable of aviationordnance peculiarities and different inventory re-porting requirements that exist for Navy-ownedammunition. These personnel are assigned to the

5-10

/

'V

Supply Truck

L IL

Feeding Area

Med2

Tool Truck

PrescribedLoad List_Truck

LII__I

]IJAssault --Amphibia/

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/Road

Tactical-Level Logistics 5-1 1

Figure 5-7. Aviation-Related Supply When Deployed.

ASP nearest the SPOE responsible for storing and distributing class V(A) and (W) ammunition arriving in-theater. They assist in the receipt, segre- gation, storage, and distribution of class V(A) within the theater of operations. Lessons learned reports from Desert Shield/Storm and Restore Hope highlighted the need for this augmentation.

d. Relationship Between Combat Service Support Element and Aviation Units Figure 5-8 shows the relationship between aviation units and the CSSE for ground supply support and for aircraft fuel and ammunition support. Figure 5-8. Ground Supply When Deployed.

5-12 MCWP4-11

Section II. Maintenance

Maintenance involves those actions taken toretain materiel or restore it to serviceable condi-tion. While the purpose and functions of equip-ment maintenance are universally applicable, theMarine Corps has developed applications for thesupport of ground-common and aviation-uniqueequipment. This section describes maintenancesupport for the levels, echelons, and subfunctionsdescribed in chapter 1.

5201. Ground MaintenanceSupport Operations

This section discusses the maintenance tactics,techniques, and procedures; intermediate andorganizational maintenance operations; and therecovery, evacuation, and repair cycle for groundmaintenance support. The maintenance process isfollowed during the amphibious assault, transitionperiod, and subsequent operations ashore. Seefigure 5-9, page 5-14.

a. Maintenance During AmphibiousAssaultAssault force elements land with a few organiza-tional maintenance personnel. The majority of theorganizational maintenance capability lands innonscheduled waves. Once the first assault wavesare ashore, the LFSP provides the only significantmaintenance capability.

Although the LFSP has limited recovery, evacua-tion, and repair capabilities, it has a small block ofcritical repair parts tailored to match the quantityand type of equipment in the assault waves. TheLFSP replaces components and assemblies ratherthan repairing them. It uses selective interchangeto offset the limited depth and breadth of repairparts. One of the first tasks of the LFSP mainte-nance detachment is to establish maintenance andsalvage collection points.

The LFSP must develop an aggressive recoveryand evacuation plan because extensively damaged

items may provide repair parts for other essentialitems. Damaged equipment should be placed onresupply vehicles returning to the LFSP. Assaultelements should abandon equipment only whenthe tactical situation prevents recovery. When un-able to recover equipment, units should report thelocation of the item to the LFSP for later recoveryand evacuation.

b. Maintenance During TransitionPeriods

When the tactical situation ashore stabilizes, theMAGTF commander lands nonscheduled unitssuch as unit trains with the organizational mainte-nance elements. As the assault units' organiza-tional maintenance capability expands, the LFSPshifts its efforts to intermediate maintenance. As-sault units normally position their trains near theLFSP to permit mutual support, to avoid duplica-tion of facilities, and to reduce the transportationburden.

c. Maintenance During SubsequentOperations

When appropriate, the MAGTF commander landsthe additional CSSE units. Once the CSSE isestablished ashore, the MAGTF commanderdisestablishes the LFSP. After the AFOE arrives,the CSSE commander reaches full maintenancecapability. When the maintenance unit cannotrepair an item, it evacuates the item to the nexthigher level.

d. Organizational MaintenanceUnits owning equipment have organizationalmaintenance responsibilities. Proper maintenanceis essential to sustain combat operations. Themaintenance contact team is the centerpiece of or-ganizational maintenance.

(1) Maintenance Contact Team Capabilities.The maintenance contact team consists of organi-zational maintenance repairmen with tools, testequipment, and critical, high-usage repair parts.These repairmen inspect, diagnose, classify, and

Tactical-Level LogIstics 5-13

repair equipment at forward sites. In addition, themaintenance contact team may include communi-cations, engineer, motor transport, or ordnancerepair personnel. The logistics officer determinesthe exact number of Marines and mix of skills inmaintenance contact teams and positions them inthe appropriate train. When using combat trains,maintenance contact teams are forward wherethey are more responsive to the tactical unit. Ifdeployed with a unit train, maintenance contactteams are farther to the rear.

(2) Maintenance Contact Team Operations.Maintenance contact teams (MCTs) conduct re-covery, evacuation, and repair. They determinewhether an item is reparable at the recovery site.The MCT either fixes the item, requests parts andan intermediate level maintenance support team(MST) from the CSSE, or supervises the itemevacuation. Figure 5-9 shows relationships be-tween various maintenance agencies. The GCEcollection points represent the battalion and regi-mental trains.

e. Intermediate Maintenance

The three elements of an intermediate mainte-nance concept are the MST, the CSSE forwardmaintenance detachment, and the FSSG interme-diate maintenance activity (IMA).

(1) Maintenance Support Team. The MST is anintermediate maintenance version of the MCT.The MST has intermediate maintenance repair-men with tools, test equipment, repair parts, andlikely a wrecker or maintenance vehicle. Theserepairmen inspect, diagnose, classify, and repairequipment at forward sites. The CSSE operationsofficer determines the number of Marines and mixof skills per team. Normally, MSTs move forwardto repair a specific item of equipment. This tech-nique allows the MST to draw the needed partsand tools before moving based on input from theMCT.

(2) CSSE Forward Maintenance Detachment.The CSSE forward maintenance detachment isthe element of a CSSD that operates the mainte-

nance facilities and collection points far forward.The forward support maintenance detachment—

• Evacuates inoperable equipment from support-ed units' collection points.

• Performs intermediate maintenance within itscapabilities.

• Provides repairmen, tools, and test equipmentto maintenance support teams.

(3) FSSG IMA. The FSSG IMA provides robustprincipal end item repair and component rebuildsupport to the MEF. The FSSG commander estab-lishes a centralized IMA in the force combatservice support area (FCSSA) to performcomplex, time-consuming maintenance activitiesduring sustained operations ashore, such as DesertShield/Desert Storm. The CSSE commanderforms multiple on-call MSTs and, during surgeperiods, sends them forward either to assist MCTsor to augment the CSSE forward maintenancedetachments.

f. Recovery, Evacuation, and RepairCycle

These capabilities differ during the various phasesof combat operations and increase as more of theMAGTF lands. See appendix D for a depiction ofthe maintenance recovery, evacuation, and repaircycle during combat.

(1) Recovery Responsibility. As much as capa-bility and the tactical situation allows, the owningunits are responsible for retrieving immobile, in-operative, or abandoned materiel. They move re-covered equipment to a maintenance collectionpoint or a main supply route.

(2) Evacuation. If neither the owning unit nor theCSSE can repair a recovered item, the CSSEevacuates it. If the MAGTF commander authoriz-es selective interchange, the CSSE may removeand use parts before evacuating an item. TheCSSE evacuates recovered equipment directly toa designated repair or disposal agency.

(3) Nonreparable Equipment. If materiel is indanger of capture, the owning unit should recover

5-14

Figure 5-9. Ground Equipment Maintenance Process in Combat.

MCWP4-11

all salvageable parts and components and destroythe remaining equipment.

(4) Recovery Considerations. Commandersshould closely monitor and control recovery andevacuation operations. Logistics officers must es-tablish recovery and evacuation priorities andcarefully allocate personnel and equipment tothese operations. For example, combat vehicles,weapons, and weapons' platforms often have a

higher recovery priority than other items. Also,the extent of damage affects recovery priority.When the unit must recover two or more of thesame item, the item requiring the least repairsshould be recovered first. The following is a sug-gested recovery priorities list:

• Items immobilized by terrain.• Items with failed or damaged components that

require little repair.

S.

I,)

ENGR = Engineers

FCSSA = Force Combat Service Support Area

ORD = Ordnance

SALV = Salvage

MT = Motor Transport

>< MaIntenance

Class IX RepaIr Parts— — — — MaIntenance Request

Data Communications


• Damaged items that require significant expend-iture of recovery and repair effort to returnthem to operation.

• Contaminated items that require significant re-covery, repair, and decontamination effort.

• Salvageable items.• Enemy materiel.

(5) Positioning. Combat and combat support unitcommanders should position their recovery capa-bility forward. As a rule, the recovery capabilityconsists of personnel and equipment organized inmaintenance contact teams. The CSSE command-ers distribute maintenance assets to achieve a bal-ance between economy and responsiveness.

5202. Aviation-PeculiarMaintenance Support Operations

The Marine aviation logistics support program(MALSP) and the MPF program (including avia-tion logistic support ships) provide aircraft sup-port personnel with the ability to sustain allaircraft types that comprise a MAGTF ACE. Spe-cifically, these programs enable aviation logisti-cians to identify and integrate the people, aircraftsupport equipment, mobile facilities and/or shel-ters, as well as spares and/or repair parts neededto support a MAGTF ACE.

a. Marine Aviation Logistics SupportProgram

Most Navy-funded logistic support for aviationunits is provided under MALSP. The primaryobjective of MALSP is to expedite the delivery ofrequired aviation-peculiar logistics to support anycontingency. MALSP and MPF provide a build-ing block method of quickly task-organizing,deploying, and sustaining ACE aviation peculiarassets by structuring aviation logistic support intocontingency packages that can be phased into anoperating area.

(1) Support Packages. MALSP provides com-prehensive and replenishable sustainment packag-es while reducing lift requirements and force

closure time. These support packages are used asbuilding blocks to keep aircraft operational duringevery phase of an operation.

(a) Fly-In. Fly-in support packages (FISPs) can beviewed as enabling packages. They provide theorganizational-level spare parts support that al-lows Marine aircraft to commence flight opera-tions immediately on arrival in theater. The FISPsare airlifted to the operating site as part of the fly-in echelon (FIE). They are combined with the or-ganizational-level and/or limited intermediate-level aircraft support equipment transportedaboard MPF ships. This combination of assets iscapable of providing critical aviation support for30 days of combat flying. If flight operations re-quire more than 30 days of spare parts support,then contingency support packages (CSPs) areprovided to augment the FISP.

(b) Contingency. The CSPs augment the FJSPs byadding common maintenance support itemswhich are used by more than one Marine aviationunit and peculiar maintenance support items usedfor a specific aircraft or support equipment appli-cation. These packages support both organization-al- and intermediate-level maintenance. The CSPsintegrate the maintenance equipment, mobilefacilities, spare parts, and personnel to supportand sustain each type of deployed tactical Marineaircraft. Rapidly deployable organizational-levelindividual material, mobile facilities allowances,and personnel allocations are identified in masterallowance documents for each aviation element.The master allowance documents consist of T/Os,individual material readiness lists (IMRLs), tablesof basic allowance (TBA), aviation consolidatedallowance list (AVCAL), and coordinated ship-station allowance list (COSAL). The CSP allow-ances are computed at the combat flying-hour ratefor a 90-day endurance period and are supplemen-tal allowances to those identified in AVCAL,COSAL, IMRL, and TBA. The CSP allowances,which are derived from the master allowancedocuments, are separated into the followingsubcategories:

• Common Allowances. Common CSP allowanc-es consist of those Marine common assets that

5-16 MCWP 4-11

the rotary- or fixed-wing MALS of an ACEprovide to support the majority of assignedaircraft. A fixed-wing Marine common item isone that has application to at least the F/A-18and AV-8B aircraft which are part of an ACE.A rotary-wing common item is one that hasapplication to at least the CH-53E, CH-46E,and AH-1W aircraft which are a part of anACE. Weight, cube, cost, reliability, andsupportability are the primary considerations indetermining what parts are included in the CSP.For planning purposes, it is assumed that thefixed- and rotary-wing MALS will begeographically separated.

• Peculiar Allowances. Peculiar CSP allowancesconsist of those maintenance items required forintermediate-level support of a specific type!model/series (T/M/S) aircraft and of associatedsupport equipment that a MAG provides to aMAGTF ACE.

(c) Follow-On. Follow-on support packages(FOSPs) represent the final MALSP buildingblock. The introduction of the FOSP would, in es-sence, provide ACE aircraft with the same sup-port received in garrison.

(2) Reconfiguration for Deployment Support.Marine aircraft squadrons of a particular TIM/Saircraft are generally consolidated and attached toonly two or three MAGs. To form an ACE, one ormore fixed- and rotary-wing MAGs reconfigureinto a task-organized fighting unit by retaining orattaching only mission-essential aircraft, aircrew,and operations support personnel and equipment.Under MALSP, aviation logisticians identify peo-ple, IMRL items, TBA, and AVCAL and/orCOSAL allowances that are needed to support thequantities of each T/M/S of aircraft being de-tached and attached to ensure that reconfiguredMAGs include the necessary MALSP resources.

(3) Support Personnel Requirements. Staffingand organization are two personnel considerationsin support of the MALSP.

(a) Staffing. Without adequate staffing of quali-fied maintenance, supply, and administrative per-sonnel, this program would not succeed. The

MALS and supported squadrons' T/Os shouldprovide the right quantity of skilled personnel tosupport a task-organized ACE.

(b) Organization. Each MALS is organized toprovide a core intermediate-level capability ofsupervisory and common support personnelnecessary to maintain fixed- or rotary-wingaircraft that join an ACE. The MALS T/Ocontains the personnel component of a commonCSP, which forms the nucleus of an ACE allow-ance list (fixed- or rotary-wing). Each tacticalaircraft squadron T/O has a separate listing ofintermediate-level billets that consist of militaryoccupational specialty (MOS) skills that are pecu-liar to that squadron's TIM/S aircraft. The MALSprovides the MAGTF commander with the capa-bility to support the peculiar requirements of theTIM/S aircraft assigned to that ACE. Wheneverthe MAG detaches aircraft and sends them to anACE, a unit deployment, or an exercise, theMALS uses the intermediate maintenance portionof aircraft squadron T/Os and produces a

complete CSP (i.e., IMRL, AVCAL, COSAL,TBA) for the receiving MALS.

b. Aviation Logistics Support Ship

The aviation logistics support ship (TAVB) con-cept was developed to transport critical intermedi-ate-level maintenance and supply assets to aforward operating area in support of deployedMarine aircraft. The primary mission of theTAVB is to provide dedicated sealift for move-ment of intermediate-level logistic support for usein the rapid deployment of a MAGTF ACE. Asecondary mission—to serve as a national assetdedicated to strategic sealift—can be exercised ifthe embarked MALS is phased ashore. Toenhance responsiveness, one ship is berthed onthe east coast and another on the west coast of theUnited States. Both ships can be configured toallow for tailored intermediate-level repair capa-bility while underway, in stream, or pierside.

(1) Manning and Communications. When acti-vated, the MSC operates the TAVBs with civilianmanning. The TAVB carries a Navy communica-tions van to support its tactical missions and to


provide interoperability with naval groups andtask forces.

(2) Marine Aviation Logistics Squadron Oper-ations. MALS operations aboard TAVBs are sub-divided into the activation and operational modes.

(a) Partial In-Transit Activation. The MALS canbe partially activated during ship transit. Beforeembarkation, the mission-essential weapon re-placement assembly (WRA) and system replace-ment assembly (SRA) support required duringtransit must be determined. During partial MALSoperations, some inoperable WRAs and/or SRAscan be repaired en route, thereby reducing the re-quirement for the procurement of spare reparablecomponents; however, component repair capabili-ty is driven by the availability of support in theMAG at the time the TAVB is loaded. In the oper-ational mode, mobile facilities are designated aseither functional or nonfunctional. A functionalmobile facility requires some degree of servicefrom the ship (such as power, low-pressure air, orwater). During the ship's transit, functional mo-bile facilities must be either accessible or manned.On the other hand, nonfunctional mobile facilitiesare not critical to mission support while aboardthe TAVB and are therefore neither operated,manned, nor accessible.

(b) Operational Mode. The TAVB in the MALSoperational mode can accommodate approximate-ly 300 mobile facilities, of which 186 arefunctional and 114 (30 maintenance and 84supply) are nonfunctional. Functional mobilefacilities are stowed on the main and seconddecks in single or double tiers. Double-tieredunits are in clusters of four or eight. Access toupper-tier mobile facilities on the main andsecond decks is provided by ladders and scaffold-ing systems called access modules. Access tononfunctional mobile facilities stowed below thesecond deck is by end-connected access modules.Remaining nonfunctional mobile facilities stowedbelow the second deck or deep stowed are notaccessible while the TAVB is underway.

(3) Operational Concepts. There are five con-ceptual TAVB operational considerations.

(a) Primary Operational Concept. The primaryTAVB operational concept is to transport an inter-mediate-level capability, with spare parts and air-craft support equipment to support an ACEdeployed in support of a MAGTF.

(b) Deployment. On notification of movement,the TAVB is expected to arrive in the objective ar-ea within 15 to 20 days to unite with aircraft, per-sonnel, and maintenance support prepositioned bythe fixed-wing flight ferry and the FIE units.

(c) Entry. If conditions permit, transfer of theMALS ashore begins when the TAVB docks.

(d) Enabling Actions. MALS operations can besustained in the objective area if rapid movementashore is not possible. Under these conditions, theTAVB prioritizes its workload in support of flight-line maintenance requirements to ensure that mis-sion essential WRA and SRA support is provided.

(e) Amphibious Landing. Although the TAVB isdesigned primarily to support MPF and an aircontingency MAGTF, it could be tasked to sup-port an amphibious operation. In all cases, theTAVB requires an unopposed entry into an objec-tive area before offloading.

c. Maritime Prepositioning Ships

The MPF program provides fleet commanderswith deployment flexibility by including organi-zational-level and limited intermediate-level avia-tion support equipment and class V(A) in eachMPF squadron.

Maritime prepositioning ships are roll-on androll-off, civilian-crewed, Military Sealift Com-mand-chartered ships that are organized into threeMPS squadrons (MPSRON5). In peacetime oper-ations, they are usually forward deployed in stra-tegic locations worldwide. Currently, MPSRON-land MPSRON-3 are composed of four ships eachand MPSRON-2 is composed of five ships.

(1) Capabilities. Each MPSRON has a fixed setof embarked equipment and supplies. Generally,this set contains sufficient quantities of supplies

5-18 MCWP4-11

(except classes VI and X) to sustain a MEB for 30days of combat operations. To support ACE oper-ations, each MPSRON contains a tailored set oforganizational-level aircraft support equipmentfor each TIM/S aircraft assigned to the supportedACE. Additionally, each MPSRON includes lim-ited intermediate-level facilities equipment. Thisequipment is designed to provide common inter-mediate-level functions normally associated withthe MALS (i.e., tire and wheel buildup, batterymaintenance). On arrival at the port of debarka-tion, aircraft equipment will be off-loaded, andwhen combined with the equipment embarkedaboard the FIE, T/M/S aircraft FISP allowances,and support personnel, the ACE will be capable of

sustained combat flight operations for up to 30days or, if augmented, until the arrival of the hostMALS via the TAVB.

(2) Unique Features. The association of specificforces with their prepositioned materiel is aunique feature that sets apart the MPF programfrom other afloat prepositioned programs. Thiscritical association facilitates the rapid employ-ment of materiel in support of expeditionary oper-ations. The strategic stationing of MPSRONscontributes to worldwide responsiveness and pro-vides the ability to mass a large force at one pointby using several squadrons and associated forces.


Section III. Transportation

Transportation is movement from one location toanother by using highways, railroads, waterways,pipelines, oceans, and air. Transportation is need-ed to put combat power (personnel and materiel)in the correct locations at the proper times to startand maintain operations. Any major disruption oftransportation support can adversely affect aMAGTF's capability to support and execute theassigned mission.

5301. Motor TransportOperations

Motor transport operations may be either combatsupport or CSS. The commander may attach mo-tor transport units to supported units. The com-mander may also control allocated motortransport resources by assigning an appropriatemission. Successful motor transport operations re-quire careful management.

Economical transportation operations dictatematching the number and type of vehicles to thetask and reducing the turnaround time. Factorsthat affect turnaround time are distance, rate ofmarch, and the time it takes to load and unload.The turnaround time can be delayed if shippersand receivers responsible for loading and unload-ing vehicles are slow or fail to release the vehiclesafter unloading.

a. Operational TechniquesThe commander may increase the tonnage movedwith a fixed number of trucks by adopting someor all of the following techniques:

• Loading each vehicle to its maximum allow-able capacity.

• Increasing the authorized speed of the vehicles(existing traffic and weather conditions dictatea safe operating speed).

• Synchronize delivery and pickup schedules tovarious units.

• Reducing turnaround time.

b. Types of Haul

(1) Local (Short) Hauls. The ratio of runningtime to loading and unloading time is small for lo-cal hauls. Trucks running local hauls make severaltrips per day. The measure of effectiveness forevaluating local haul operations is the amount oftonnage moved during the operational period.

(2) Line (Long) Hauls. The ratio of running timeto loading and unloading time is large for linehauls. Trucks running line hauls make only onetrip or portion of a trip per operating shift. Themeasures of effectiveness for evaluating line hauloperations are the time consumed, distance trav-eled, and tonnage hauled during the operationalperiod. The transportation agency expresses thismeasure in either ton-miles or ton-kilometers.

(3) Zoflal Hauls. Truck operations confined with-in the territorial boundaries of one command areintrazonal. Trucks crossing boundaries and oper-ating under the area control of more than onecommand are interzonal. The MAGTF command-er makes policies and maintains control over in-terzonal operations.

c. Hauling Methods

(1) Direct Haul. A direct haul completes a singletransport mission in one trip. No transfer of sup-plies or exchange of equipment occurs. The com-mander uses direct haul to speed forwardmovements before establishing transfer or ex-change points. This method is most common forlocal hauls because long distance direct hauls arehard on both the driver and equipment.

(2) Shuttle. A shuttle involves the same vehiclesmaking repeated trips between two points. Thismethod is most common for local hauls.

(3) Relay. Relay hauling is the continuous move-ment of supplies or troops over successive seg-ments of a route without transferring the load. Themotor transport unit does a relay by changingdrivers, tractors, or both for each segment. This

5-20 MCWP 4-11

method is most common for line hauls. The relaysystem, using tractor- or semi-trailer combina-tions, is the most efficient method of line-haul op-erations. This technique is best used when there isa well-developed road network that is not subjectto interdiction. Relay is also the best method touse when the unit cannot complete a one-wayhaul in one day. Containerization increases the ef-fectiveness of this system by making better use ofthe truck's tonnage capability. This system pro-vides rapid throughput of cargo and guaranteesadequate supervision and support along each seg-ment of the route.

d. Cargo Clearance

Clearing cargo from a beach, port, railhead, or air-field permits continuous discharge of ships,trains, or aircraft. Terminal operation units are re-sponsible for cargo clearance. The availabilityand proper use of motor transport and MHE areessential. The transportation support unit plansand sets up the circulation network and regulatesthe flow of vehicles throughout the terminal area.Beach clearance operations are especially difficultas a result of the generally poor road conditionsand the temporary nature of the available supportfacilities. Air terminal clearance is easier becauseroads and facilities are often better. However, tounload the aircraft and clear the terminal rapidly,vehicles may not be loaded to maximum capacity.

e. Convoy Operations

Convoys are task-organized to meet the require-ments of the assigned mission. A convoy mayinclude a transport element, an escort or securityelement, a C2 element, and various supportelements. Because units plan and execute theirown convoy operations, the convoy commander isthe direct representative of the commander initiat-ing the operation and is responsible for theconduct, safety, security, and accomplishment ofthe convoy's mission. However, higher headquar-ters often establish control measures and regula-tions governing convoy operations on mainsupply routes. Commanders publish controlmeasures and regulations in local SOPs and intheir OPORDs. These control measures includestart points, checkpoints, halts, and release points.

Commanders also classify routes in their area ofoperations.

f. Types of Routes

(1) Open Route. An open route has minimal con-trol and does not require prior approval to use theroute from the commander whose area the routecrosses. The only supervision along the route is atcritical intersections which are traffic controlledby military police who also enforce standard traf-fic laws.

(2) Supervised Route. The commander whosearea the route crosses exercises limited controlover a supervised route. Any column of 10 ormore vehicles and any oversized or overweightvehicles require prior clearance. The commandermay also limit access to the route. The militarypolice establish traffic control posts and patrols.

(3) Dispatch Route. The commander whose areathe route crosses exercises full control over a dis-patch route and establishes priorities for its use.Any vehicle or group of vehicles requires priorapproval to use the route.

(4) Reserve Route. The commander sets asidethis type of route for the sole use of a specificunit, a special operation, or a certain traffic type.If the route is reserved for a specific unit, thecommander of that unit determines the necessarycontrol.

(5) Prohibited Route. Traffic is banned from thisroute.

5302. Port and TerminalOperations

a. Ship-to-Shore Movement

This type of movement is that portion of the am-phibious operation assault phase that includes thedeployment of the landing force from the ships todesignated landing areas.


b. Shore-to-Shore OperationThis assault operation moves personnel and mate-riel directly from a shore staging area to the ob-jective. It does not involve further transfersbetween types of craft or ships incident to the as-sault movement. Usually a single-Service opera-tion, a shore-to-shore operation involves watercrossings in assault craft or in assault craft andaircraft. The purpose of this operation is to estab-lish a force on or withdraw it from the far shore.

c. Logistics Over-The-ShoreOperationsLogistics over-the-shore (LOTS) operations are"the loading and unloading of ships without thebenefit of fixed port facilities, in friendly or non-defended territory, and, in time of war, duringphases of theater development in which there isno opposition by the enemy." (JP 1-02)

LOTS operations may be over unimproved shore-lines, through partially destroyed ports, throughshallow-draft ports, and through ports that are in-adequate without LOTS capabilities. SeeJP 4-01.6, Joint Tactics, Techniques, and Proce-dures for Joint Logistics Over the Shore (JLOTS),for a detailed discussion of LOTS operations.LOTS operations are used to load and unload—

Break bulk ships.Roll-on and roll-off ships.Container ships.Bulk petroleum, oils, and lubricants ships.

d. Joint Logistics Over-the-ShoreJLOTS operations may involve units and equip-ment from the Army, Navy, and Marine Corpsand may follow amphibious assault operations.The transition from amphibious to JLOTS opera-tions entails passing command of shore facilitiesto the Army once the amphibious operation ends.The JTF or unified commander directs such tran-sitions. Amphibious operations and MPF opera-tions use some of the same equipment andprocedures as JLOTS operations.

a. Inland Waterway Operations

An inland waterway normally operates as a com-plete system. It involves—singly or in combina-tion—rivers, lakes, canals, intracoastalwaterways, and two or more water terminals. In-land waterways can relieve pressure on othermodes of transportation. They are especially use-ful for moving a large volume of bulk suppliesand heavy-outsize items that are not easily trans-ported by other means. Although economical, in-land waterways are relatively slow compared toother means of transportation. They are especiallyvulnerable to enemy action and climatic changes.

f. lnand Terminal Operations

Inland terminals serve air, rail, and motor trans-port operations. They provide cargo transfer facil-ities at interchange points. They form connectinglinks when terrain and operational requirementscause a change in carrier.

g. Staging Area Operations

MAGTF forces conduct staging area operationsduring amphibious and other types of movements.JP 1-02 gives two definitions for staging area. "1.Amphibious or Airborne—A general locality be-tween the mounting area and the objective of anamphibious or airborne expedition, through whichthe expedition or parts thereof pass after mount-ing, for refueling, regrouping of ships, and/or ex-ercise, inspection, and redistribution of troops. 2.Other Movements—A general locality establishedfor the concentration of troop units and transientpersonnel between movements over the lines ofcommunications."

5303. Air Delivery Operations

Air delivery offers the CSSE options for supplyoperations that present potential economies interms of responsiveness, assets, and security. Airdelivery lends itself to supply support operationsin helicopterborne and subsequent operationsashore, especially for bulk items (e.g., classes I,III, and V). As the initial resupply effort in sup-port of helicopterborne operations, coordinated

.

.

• Water ships.• Barges.

5-22 MCWP4-11

air delivery operations can reduce ground trans-portation requirements while enhancing the sus-tainability and combat power of the supportedforce. As a means of sustainment in subsequentoperations ashore, air delivery can reduce both thevulnerability of resupply convoys to enemy inter-diction. In each case, economy of effort isachieved through the compensatory reduction ofsecurity requirements associated with air delivery.

5304. Deployment

MAGTFs deploy from permanent installations forforward deployments and combat operations. Re-gardless of the type of deploying force, designat-ed transportation operating agencies control andcoordinate the marshaling, embarkation, andmovement of the forces.

a. Marine Corps CommandsThe following Marine Corps commands may beinvolved with MAGTF deployments:

• HQMC.• COMMARFORs.• Deploying MEFs.• Deploying MAGTF CE (if other than a MEF

deployment).• Divisions, MAWs, and FSSGs.• Bases and air stations from which the forces

deploy.• Marine Corps logistics bases (Albany and Bar-

stow).

b. External Transportation AgenciesThe following commands external to the MarineCorps may be involved with MAGTF deploy-ments:

Supporting CINC.Supported CINC.Fleet commander.DLA (including remote storage activities).USTRANSCOM and its subordinate com-mands:

• MSC.• AMC.• MTMC.

c. Modes of Transportation

Transportation modes vary depending on the typeof MAGTF, the purpose and duration of the de-ployment, and the anticipated employment. De-ployments of larger MAGTFs require use ofseveral transportation modes.

(1) Amphibious. Amphibious deployments re-quire the following modes of transportation:

• Military or commercial trucks, buses, and railfrom origins to POEs for all personnel, sup-plies, and equipment.

• Amphibious ships from SPOEs to the operatingarea.

• AMC or commercial charter airlift for AFOE• and replacement personnel who cannot deploy

by ship.

• Flight ferry of ACE aircraft that cannot deployby amphibious ships.

• Commercial ships from SPOEs for the AFOE.

(2) Maritime Prepositioning Force. MPF de-ployments require the following modes of trans-portation:

• Military or commercial trucks and buses fromorigins to aerial SPOEs for personnel, supplies,and equipment in the FIE.

• Flight ferry of self-deploying ACE aircraft.• MPF ships for deployment of maritime prepo-

sitioned supplies and equipment.• AMC or commercial charter airlift for the FIE.

(3) Marine Expeditionary Force. The MEF de-ployments are the most complex deploymentsfrom a transportation perspective. The MEF ele-ments deploy from different bases and stationsthat may be in widely separated geographic areas.A forward-deployed MAGTF may be on stationand may serve as the MEF enabling force as addi-tional MEF forces deploy.

•••S

S


(4) Forward-Deployed Marine Air-GroundTask Forces. Forward-deployed MAGTFs rou-tinely deploy aboard amphibious ships or a com-bination of air and MPS ships for MPFoperations. Transportation support planning fre-quently requires coordination with military de-tachments at foreign ports and airfields to arrangeaugmentation by foreign civilian transport andU.S. common-user land transportation agenciesduring scheduled port visits.

5305. Employment

Transportation available for employment in the-ater includes the organic assets of the MAGTF. Itmay also include transportation belonging to thejoint force commander or to the host nation. Spe-cific capabilities depend on the situation. Trans-portation assets may include airlift, rail, trucks,ships, boats, barges, and pipelines.

The MAGTF commander is responsible formovement control in the MAGTF operating area.Normally, the commander delegates this responsi-bility to subordinate commanders within whosezones of action or areas the movement takesplace. Behind the GCE rear boundary, this nor-mally is the CSSE commander.

When operating as part of a joint, allied, or coali-tion force, the MAGTF commander follows thetraffic management and movement control regula-tions of that command. Normally, the higher com-mander establishes a movement control agency toprovide movement management services andhighway traffic regulation. This agency coordi-nates with allied and host nation movement con-trol agencies. See FM 55-10, Movement Control,for a discussion of movement control in a theaterof operations.

5306. Movement Control

Movement control combines the planning, rout-ing, scheduling, and control of personnel and car-go movements over lines of communications to

support the deployment of forces. This sectiondiscusses movement control techniques, manage-ment agencies, operating procedures, and host na-tion support.

a. Control Techniques

(1) Centralized Control. The MAGTF com-mander should centralize control of movements atthe highest level. This function is normally con-trolled by the MEF's FMCC. The FMCC plan isexecuted by the LMCC under the control of theCSSE commander.

(2) Regulation. The MAGTF commander,through the FMCC, regulates and coordinatesmovements to prevent congestion and conflictingmovements over lines of communications.

(3) Flexibility. The FMCC must be able to divertor reroute traffic to maintain continuous move-ment of personnel, supplies, and equipment. Thetransportation system must provide an uninter-rupted flow of traffic and be able to adjust tochanging situations. The MAGTF FMCC mustuse its limited transportation capabilities effec-tively.

(4) Maximum Use of Carrying Capacity. TheLMCC must keep equipment loaded and moving.Transportation commanders should also allow foradequate vehicle maintenance and personnel restwhile meeting the mission. This principle in-volves more than just loading each vehicle to itsmaximum carrying capacity. The MAGTF cannotstore transportation capability that it does not useone day to increase capability on subsequent days.Idle, empty equipment is a waste of capacity. Sim-ilarly, fully loaded equipment sitting idle is asmuch a loss of capacity as partially loaded vehi-cles moving through the system. However, thetactical situation may not permit optimal use oftransportation assets.

b. Control AgenciesMovement control agencies function the sameduring peacetime as they do during periods ofconflict. Movement control agencies are eitherpermanent or temporary. Every MAGTF should

5-24 MCWP4-11

have a permanent transportation agency, thoughfor smaller MAGTFs this may be no more thanone or two individuals. Battalions and squadronsestablish temporary unit movement control cen-ters to manage a unit deployment.

c. Control During Deployments

(1) Movement Control Center. The movementcontrol center is an agency that plans, routes,schedules, and controls personnel and supplymovements over lines of communications. Everyorganization establishes and operates a movementcontrol center for deployments.

(2) Local Standing Operating Procedures. Lo-cal SOPs establish the composition and proce-dures for movement control centers. Figure 5-10depicts relationships between various commands,movement control agencies, and supporting orga-nizations during deployment of a MAGTF.

(3) Marine Force Headquarters MovementControl Center. This center is primarily an infor-mation processing and advisory agency to keepCOMMARFOR abreast of the status of subordi-nate unit deployments. This movement controlcenter can coordinate with USTRANSCOM ontransportation requirements, priorities, and al loca-tions, as required.

(4) Force Movement Control Center. This is theMEF commander's agency to control and coordi-nate all deployment support activities. It also co-ordinates with the AMC, MSC, and MTMC.

(5) Logistic Movement Control Center. TheCSSE or the supporting establishment organizesthe LMCC to execute the FMCC transportationplan. Each marshaling base and/or station has anLMCC. The FMCC tasks the LMCCs to provideorganic or commercial transportation, transporta-tion scheduling, MHE, and other support as re-quired.

(6) MAGTF/Division/Wing/FSSG Unit Move-ment Control Centers. The division, wing, andFSSG commanders provide forces to deployingMAGTFs. They control transportation and com-

munications assets needed to execute deploy-ments. On order, each command activates aUMCC to support the deployment. The FSSG es-tablishes two subordinate agencies—departureairfield control group (DACG) at the aerial port ofembarkation (APOE) and the P00 at SPOEs. TheDACG coordinates equipment turnover and air-craft loading with the airlift control element(ALCE) at the APOE.

(7) Organizational Unit Movement ControlCenters. Every deploying unit down to battalion,squadron, and company level activates a UMCCto control and manage its marshaling and move-ment.

(8) Base Operations Support Group. Basesfrom which Marine forces deploy establish baseoperations support groups to coordinate support-ing efforts with the deploying units.

(9) Station Operations Support Group. Air sta-tions from which Marine forces deploy establishstation operations support groups to coordinatetheir efforts with those of the deploying units.

(10) Flight Ferry Control Center. In addition toits movement control center, the aircraft wing es-tablishes a flight ferry control center to controldeploying aircraft. The flight ferry control centeroperates under the cognizance of the MAW 0-3.

d. Control in Theater

(1) Movement Control Center. The movementcontrol center is the primary agency in theater, asit is in CONUS. As during deployments, lower-level commands activate movement control cen-ters only while they are conducting movements.The MAGTF and its major subordinate com-mands maintain active movement control centersat all times. These may be no more than the motortransport and embarkation staff officers. In jointand combined operations, the MAGTF movementcontrol center establishes liaison and communica-tions with the theater movement control centerand other commands or host nations in whoseareas it is operating.


(2) Local Standing Operating Procedures. Lo-cal SOPs establish the composition and proce-dures for movement control centers in theater.Figure 5-10 depicts relationships between variouscommands, movement control agencies, and sup-porting organizations after arrival in theater. UnitSOPs should be applicable during both deploy-ment and employment. Modifications to meetspecific theater requirements are in the transporta-tion appendix to Annex D of the OPORD.

(3) Marine Air-Ground Task Force ControlAgencies. Movement control agencies in theaterare the same as in CONUS before deployment.

During amphibious operations, the MAGTFmovement control center is the senior movementcontrol agency. The MAGTF commander oftendelegates responsibility for routine day-to-daymovement control to the CSSE. During joint andcombined operations, the MAGTF movementcontrol center is not the senior movement controlagency.

e. Host Nation SupportThe MAGTF should use host nation transporta-tion support to augment its organic transportationcapabilities. Upon arrival in theater, MAGTF civ-il affairs units should investigate the availability

UMCC rim tim ALCE!Parent DACG/POCG b - Port

Command Commander

_________ I

UMCCAACGIPOCG MAGTF

Elements

Control— — — — - Coordination

Support

Figure 5-10. Movement Control Relationships during Deployment.

NumberedFleet

Supported CINC

MARFOR HQMovement

Control Center

MSC

Supporting L — — LMCC LMCC L - - Host Nation!Posts/Stations (Origins) (Theater) Theater CINC

5-26 MC WP 4-11

of such support. When operating in NATO orAmerican, British, Canadian, Australian (ABCA)countries, the MAGTF is obligated to abide bycertain agreements among the participating na-

tions. These agreements are called standardizationagreements (STANAGs) in the NATO arena andquadripartite standardization agreements(QSTAGs) in the ABCA arena.


Section IV. General Engineering

General engineering supports the entire MAGTFand involves a wide range of tasks that sustaincombat operations. Most general engineering sup-port is provided by the engineer support battalion,while combat support engineering is provided bythe combat engineer battalion. The MWSG andMWSS provide general engineering capabilitiesin support of aviation units. The MWSS has theengineering capabilities needed to construct expe-ditionary airfields and to conduct rapid runwayrepairs. For large-scale projects, the MWSS maybe augmented by engineer support battalion andnaval construction force (NCF) if constructionneeds exceed MAGTF capabilities.

5401. Naval Construction Force

The NCF is a Navy engineer organization. It canconstruct, maintain, and/or operate shore, in-shore, and/or deep ocean facilities that supportNavy and Marine Corps units. NCF support canrange from relatively short-lived support ofamphibious operations to extended support of aland campaign.

Command relationships in amphibious opera-tions are the joint responsibility of the seniorNavy and Marine commanders. In supportingMAGTF and landing force operations, the NCFcan be a separate component of a MAGTF or anATF. Normally, elements of the NCF are placedunder the command of the MAGTF. In such acase, the MAGTF commander may keep the NCFas a separate element, place it under either theCSSE or the ACE, or task-organize MAGTFengineer assets for coordination of effort. NCFunits are not capable of providing most combatsupport functions associated with GCE operationsand, therefore, would not normally be placedunder the GCE.

The ultimate decisions on command relationships,missions, and tasks rest with the Navy and Marine

commanders for the specific operation. The com-mand relationships that they select determine whoplans their transportation and provides other NCFsupport. When the NCF is under command of the•MAGTF, the MAGTF is responsible for supportof the NCF as established in appropriate doctrinalpublications and/or other applicable agreements.If not under command of the MAGTF, the Navycommander is responsible for common-item sup-port of the NCF. For additional details, see NWP4-04.1, MCWP 4-11.5, Sea bee Operations in theMAGTF, and NWP 3-02.14, The Naval BeachGroup.

5402. Engineering Tasks

Engineering tasks range from support provided byMarine engineer organizations to external supportprovided by assigned forces such as the NCFs andcivilian or host nation resources. The subfunc-tions of general engineering encompass severaltasks, many of which might also be described ascombat support tasks. Table 5-2, on page 5-28,shows a wide range of engineering tasks assignedto engineer organizations.

5403. Engineer Group Concept

Specific projects or conditions may arise thatrequire the formation of an engineer group tosupport the MAGTF commander's concept ofoperations. This group will be composed of eithertwo or more battalions or squadrons. Under thegroup concept, which specifically applies tocombat support and CSS, the MAGTF command-er task-organizes engineer assets as an engineergroup. If external units are OPCON to theMAGTF, an engineer group can be task-organized from available NCF units, engineerattachments from other U.S. military forces, and/or host nation assets.

5-28 MCWP 4-11

Table 5-2. Engineering Task Matrix.

Organizations

TasksCombatEngineerBattalion

EngineerSupportBattalion

Marine WingSupport

Squadron

NavalConstruction

Force

Civilian!Host Nation

SupportBeach improvements X X

Camp construction, repair,and/or maintenance

X X X X

Construction design X X X

Demolition X X X X

Engineer reconnaissance X X X X X

Explosive ordnance disposal X X

Field fortifications X X X X X

Obstacle removal X X X X X

Pioneer roads X X X X

Planning and installation ofobstacles and/or barriers

X X X X X

Pre-engineered structures X X X X

Rapid runway repair X X X

Tactical water and! orhygiene service

X X X

Tactical bulk fuel storage X X

Tactical electrical supply X X X

Unpaved roads, airstrips,and/or marshaling areas

X X X X

Vertical takeoff and landingand/or helicopter landingzone

X X X X

War damage repair x x x x


Section V. Health Service Support

The focus of HSS emphasizes the provision offar-forward, mobile, medical and surgical supportthat is capable of stabilization and rapid evacua-tion of casualties who are unable to quickly returnto duty. HSS is a process that delivers a healthy,fit, and medically ready force; counters the healththreat to the deployed force; and provides criticalcare and management for combat casualties. SeeMCWP 4-11.1 for further guidance.

5501. Marine Air-Ground TaskForce Capabilities

a. Command ElementThe MEF CE is capable of providing routine andemergency treatment and preparation for evacua-tion by using its organic medical section.

b. Ground Combat Element

Injured and sick persons requiring hospitalizationare readied and evacuated to the rear. Normally, aregimental or battalion aid station serves as thehub for medical support. Headquarters battalion,Marine division, medical section—

• Provides for emergency treatment and prepara-tion for evacuation of all casualties.

• Treats minor illness and injuries.• Supervises disease prevention and control

measures.

Regimental and battalion infantry unit medicalplatoon or section provides—

• Preventive medicine.• Treatment for minor illnesses and injuries.• Emergency lifesaving for battle and non-battle

casualties.

c. Aviation Combat ElementHealth services personnel are assigned to the pri-mary subordinate organizations in the MAW. The

MWSG and MWSS provide aid station capabilityfor expeditionary airfield operations. MWSG andMWSS medical personnel—

• Provide for emergency treatment and prepara-tion for evacuation of all casualties.

• Treat minor illness and injuries.• Supervise disease prevention and control

measures.

d. Combat Service Support Element

The medical battalion's primary mission is to per-form those emergency medical and surgical pro-cedures that, if not performed, could lead to deathor loss of limb or body function. The battalionstructure has 260 holding beds and 9 operatingrooms. The medical battalion is made up of anH&S company and three surgical companies. TheH&S company contains 8 shock-trauma platoonsthat have 10 patient-holding beds each. Each sur-gical company contains 60 beds and 3 operatingrooms. The battalion's surgical companies pro-vide the following support:

• Initial resuscitative surgical intervention.• Temporary casualty holding.• Ground evacuation support to forward medical

elements.

• Preventive medical support.

The dental battalion task-organizes dental sec-tions and detachments to HSS elements of theMAGTF. In an operational environment, the den-tal battalion's primary mission is to provide den-tal health maintenance with a focus on emergencycare. In addition to medical support determinedappropriate by medical battalion and surgicalcompany commanders, dental detachment person-nel may provide the following support:

• Postoperative.• Ward.

5-30 MCWP 4-11

• Central sterilization.

• Supply room.

5502. Capabilities External tothe Marine Air-Ground TaskForce

a. Casualty Receiving and TreatmentShips

The CRTSs have the largest medical capability ofany amphibious ships in the ATF. For medicalsupport capabilities of these vessels and their po-tential roles as CRTSs, see Fleet Marine ForceReference Publication (FMFRP) 1-18, Amphibi-ous Ships and Landing Craft Data.

b. Fleet Hospitals

Fleet hospitals are transportable, medically andsurgically intensive, and deployable in a varietyof operational scenarios. See NWP 4-02.4, Part A,Deployable Heath Service Support Platforms—Fleet Hospitals, for more information.

c. Hospital Ship

The hospital ship (T-AH) is a floating surgicalhospital. Its mission is to provide acute medicalcare in support of combat operations at sea andashore.

5503. Patient Movement

Prompt movement of casualties through the evac-uation system to treatment facilities is essential todecrease morbidity and mortality of battlefield ca-sualties. A sound patient movement process en-sures that patients move only as far rearward inthe continuum of care as their needs dictate. Thisprocess also ensures the efficient and effectiveuse of limited HSS assets. The NWP 4-02.2, PartA, provides a general summary of the HSS sys-tems and specific tactics, techniques, and proce-dures for patient movement. For patientmovement in joint operations, refer to JP 4-02.2.Patient movement is divided into two phases.

a. Evacuation

In the evacuation phase, patients are moved be-tween point of injury or onset of disease to a facil-ity that can provide the necessary treatmentcapability.

b. Medical RegulatingMedical regulating involves the actions and coor-dination necessary to arrange for the movementand tracking of patients through the levels of care.This process matches patients with a medicaltreatment facility which has the necessary HSScapabilities. It also ensures that bed space is avail-able. In the medical regulating phase, destinationMTFs are selected. These MTFs are equippedwith the necessary HSS capabilities for patientsbeing medically evacuated in, between, into, andout of different theaters of geographic combatantcommands and CONUS.


Section VI. Services

The various nonmateriel and administrative sup-port activities of the services functions aredescribed in JP 4-0, Doctrine for Logistic Supportof Joint Operations, Naval Doctrine Publication(NDP) 4, Naval Logistics, and MCDP 4, Logis-tics. As previously discussed in chapter 1, theMarine Corps categorizes services functions asbeing either combat service support services orcommand services.

5601. Combat Service SupportServices

The CSSE is organized to provide CSS servicesfor other MAGTF elements in operational chainsof command.

a. Disbursing

Manpower restrictions and lack of mobility man-date that the committed MAGTF's disbursingsupport be located in the CSSE rear area. Geo-graphical separation of the ACE, GCE, and CSSunits necessitates collocating disbursing officesthat are capable of providing the required disburs-ing services to both the ACE and the GCE. Theseoffices respond to the taskings of their respectivecommanders but receive procedural directionfrom the MAGTF disbursing officer, who is sole-ly responsible for all disbursing operations.

(1) Deployment Capability. Disbursing assets ofthe CSSE can be deployed to provide full-servicedisbursing support for all MAGTF organizations.Services for a MEF in theater are provided by theFSSG disbursing sections and platoons. This flex-ibility allows for the task-organizing of disbursingassets to meet the needs of the MAGTF com-mander.

(2) Phases of Support. Disbursing supportmeets two primary missions in theater—the pay-ment of MAGTF obligations and pay-related sup-port for deployed Marines and Sailors. Disbursingsupport is divided into three phases.

(a) Phase One. During the initial assault phase,when the force is establishing itself ashore, re-quired disbursing services are minimal. Normally,the capability for payment of MAGTF obligationsand/or individual emergency payments to Marinesis available. During this phase, mission accom-plishment and survival divert attention to the bat-tiespace, and disbursing personnel may becommitted to augmenting other CSS efforts.Therefore, a minimum of personal finance recordsmaintenance and accounting requirements aremet. When command attention turns to financialconcerns, disbursing personnel ensure servicesare responsive and accurate.

(b) Phase Two. This phase begins when the needto establish an office to provide increased serviceis identified. In addition to phase one support, on-call, company-level check cashing is coordinated.The contact team approach is used to deliver sup-port to MAGTF elements.

(C) Phase Three. The third phase is usually con-ducted during sustained operations ashore. In ad-dition to disbursing tasks accomplished in phasetwo, phase three services include—

• Monthly on-call paydays to noncommittedforces.

• Guidance to the MAGTF commander on dis-bursing matters.

• Public voucher payment for assets purchasedand services rendered.Civilian payroll support.Individual personal finance records mainte-nance.

• Data systems input for updating the central file,generating required reports, and submitting fi-nancial returns.

• Temporary additional duty and permanentchange of station travel advances and settle-ments.

• Cash depository for the Marine Corps ex-change, postal service, and clubs.

• Personal and U.S. Treasury check cashing.

••

5-32 MCWP 4-11

• Currency conversion.

• Cross-Service support as required.

b. Postal

Postal assets are task-organized to provide postalsupport for the MAGTF and attachments. Theseassets include a mobile main post office and 12mobile unit post offices. The main post office co-ordinates all postal functions and locations. Eachunit post office is capable of providing full postalsupport to a reinforced regiment. Smaller detach-ments can be task-organized to support varioussized MAGTFs.

(1) Support. The bulk of postal support is locatedthroughout the MAGTF rear area. Unit post of-fices provide postal support to various CSSAs. Onrequest from the GCE, mobile unit post officesmay be located in the GCE rear area. The ACEmay also request mobile unit post offices. Thesemobile units can provide full or partial postal ser-vices. In the event that postal services are not re-quested by the GCE or ACE, the mail delivery forGCE rear and ACE personnel is accomplishedthrough resupply channels. All postal units re-spond to the taskings of their respective CSSEcommanders but receive procedural directionfrom the MAGTF postal officer, who is solely re-sponsible for all postal operations.

(2) Phases of Support. During amphibious op-erations, postal support is divided into three phas-es.

(a) Phase One. During the assault phase, postalservices generally are not available.

(b) Phase Two. This phase begins when the needto establish a postal unit is identified. In additionto processing incoming and outgoing personaland official mail, unit post offices provide allpostal services that are normally available in gar-rison. Mail delivery to units is accomplished byunit mail clerks and orderlies.

(c) Phase Three. The third phase begins whensufficient forces are ashore to establish a rear ar-

ea. In this phase, postal assets are committed insupport of the MAGTF mission and perform thefollowing functions:

• Advise the MAGTF commander on postal mat-ters.

• Route mail to and from the battle area.

• Sell stamps and money orders.

• Accept letters and packages for mailing.

• Deliver and dispatch official and personal mail.

• Establish a casualty mail section.

• Coordinate the resupply of unit postal officesoperating throughout the area. (Unit post of-fices are stocked with the supplies and equip-ment to support regimental-sized organizationsfor a period of 60 days without resupply.)

• Coordinate cross-Service support as required.

c. Exchange Services

A tactical field exchange is established when noother source of class VI support is available. TheMAGTF commander determines when to estab-lish a tactical field exchange, but the CSSE com-mander designates the site for the exchange.When needed, mobile exchanges are sent toMAGTF maneuver elements. Following theMAGTF commander's established guidance, theCSSE commander is directly responsible for theestablishment of tactical field exchange locationand mobile exchange operations.

(1) Tactical Field Exchange Operations. A de-ployed tactical field exchange activity is operatedas a branch of the parent Marine Corps exchangefrom which the unit is deployed. All internal sup-plies, resale goods, and any resupply items areprovided from that parent exchange. In the eventof an extended deployment and/or employment oran extensive mobilization, exchange services willbe provided by using morale, welfare, and recre-ation nonappropriated funds. Funding for equip-ment, supplies, and resale goods will be providedfrom mobilization contingency funds. Require-ments for this type of support must be referred toMorale, Welfare, and Recreation Division, Head-quarters, Marine Corps, (MW).


(2) Concept of Organization. Support is provid-ed in the form of a branch store with a mobile op-eration of the parent Marine Corps exchange. Thefield exchange is provided by the CSSE. (Onlyclass VI supplies required to stock the field ex-change are provided by the parent Marine Corpsexchange.)

(3) Resupply. The CSSE field exchange officerinitiates resupply of class VI supplies for short-term support. Resupply class VI supply items arecoordinated and shipped in the same manner asother supply blocks for deploying units. Undernormal circumstances, resupply should not benecessary during operations that last 30 days orless. If resupply is needed, planning factors to beconsidered include troop strength, mission com-pletion date, and the time it takes to resupply.

(4) Guidance. Marine Corps Order P1700.27,Marine Corps Morale, Welfare and RecreationPolicy Manual, is the basic instructional docu-ment for Marine Corps exchange services.

(5) CSSE Functions. The CSSE provides ex-change support for the MAGTF by—

• Providing CSSE Marines holding military oc-cupational specialty (MOS) 4130 or 4131 tomake up the exchange platoon.

• Ensuring exchange platoon personnel bringwith them all supplies and equipment necessaryto support the MAGTF for a period of 30 dayswithout resupply. (The stock assortment is re-viewed by the MAGTF commander before de-ployment.)

• Resupplying when necessary using the parentexchange or Marine Corps supply system. (Re-supply is dependent on availability of air andsea transportation.) Acquisition cross-Serviceagreements can be used to arrange resupplyfrom other military exchange organizations intheater, if available.

• Determining the number and exact location oftactical field exchange facilities (dependent onthe tactical situation).

d. Security Support

Successful enemy action against command andcontrol facilities and CSS installations can makeit impossible for the MAGTF commander to ac-complish the assigned mission. Enemy threat,however indirect, may be posed by conventionaland/or unconventional forces. Consequently,combat support and CSS installations to the rearof the GCE should be considered high-priority,lucrative targets. The CSSE commanders are re-sponsible for the security and survivability oftheir own units.

(1) Security Measures. All commanders musttake both passive and active measures to providesecurity and to ensure the continuation of theirunits' missions despite the threat or the initiationof enemy action. These measures are listed inchapter 6 of this publication.

(2) Role of the Military Police. Security supportis provided by the military police units in theFSSG and MWSG. These units, however, are in-sufficient to provide all security support functionssimultaneously. A military police unit is aneconomy-of-force unit that must be used wisely.Support is based on the concept of operations anda clear understanding of priorities as establishedby higher headquarters. In support of the MAGTF,the military police functions include—

• Antiterrorism and force protection.• Maneuver and mobility support operations.

• Area security operations.• Law and order operations.• Internment operations.

e. Legal Services

The FSSG, H&S battalion, legal services supportsection is the command entity that provides legalservices support for the MAGTF. In support of aMAGTF, legal services support tasks are normal-ly performed by the CSSE through one or morelegal services support teams.

(1) Legal Services Support Section and LegalServices Support Teams. These teams are

e naMC WP 4-11

employed at appropriate times and places in sup-port of major MAGTF personnel concentrationsin the area of operations. Legal services supportteams vary in number, size, and composition de-pending on the—

• Mission, size, and composition of the MAGTF.• Expected duration of the operation.• Scheme of maneuver and topography involved

in the operation.

(2) MAGTF Support. Most legal services work insupport of MAGTF operations involves—

• Injury, death, claims, and supply investiga-tions.

• Legal review of OPLANs.• Law of war training.• Legal assistance.• Nonjudicial punishment.• Summary and special courts-martial.

(3) Marine Expeditionary Force Support. TheMEF operations may involve the deployment ofall available legal services personnel. Each majorsubordinate command has an organic staff judgeadvocate section to ensure the coordination of le-gal services support for the command and its sub-ordinate organizations. The staff judge advocateprovides legal advice to the commander.

f. Civil Affairs SupportCivil affairs is a command responsibilityinvolv-ing those activities between MAGTF elements,civil authorities, and local civilians in the area ofoperations. Whether assigned or task-organized,civil affairs units are normally assigned to theMAGTF CE and function under the staff cogni-zance of the MAGTF G-31S-3. They assist inplanning and conducting MAGTF civil affairsoperations to implement MAGTF civil affairsmissions and goals within the MAGTF area ofresponsibility. For MAGTF operations, civilaffairs responsibilities are normally confined toperiods of limited duration between the arrival ofthe first tactical units and the termination of oper-ations or the transfer of responsibility to Army

civil affairs units. MAGTF civil affairs activitiesare normally limited to those minimum essentialcivil-military functions that are necessary for theaccomplishment of the primary mission. Refer toJP 3-57, Doctrine for Joint Civil Affairs, fordetailed guidance on civil affairs.

Civil affairs support is provided by all individualsand elements of the MAGTF to achieve the estab-lished civil affairs goals of the command. As asubfunction of services, civil affairs support isincluded in the six functional areas of CSS. Civilaffairs support tasks are largely logistical innature and generally involve population andresource control assistance in support of MAGTFoperations; however, the capability to performthose tasks is not unique to the CSSE. Supportedunits also possess civil affairs support capabili-ties, and the CSSE provides support beyond thesupported units' organic capabilities. MarineCorps civil affairs assets are MAGTF assets. Cur-rent Marine Corps civil affairs units reside in theReserve establishment.

In the operating forces, designated personnel fromthe legal services support section provide a limit-ed civil affairs capability to the MAGTF com-mander when civil affairs assets resident in theReserve establishment are not available. Whentasked, legal services support section personnelaugment Reserve civil affairs units or, in the ab-sence of Reserve units, form the MAGTF civil af-fairs unit. When so tasked and employed, legalservices support section personnel are normallyassigned to the MAGTF CE.

The civil affairs function is conducted in all phas-es and in every geographic zone of the operation.

g. Graves Registration

Graves registration and mortuary services are nec-essary functions in support of military operations.The G-1/S-1 is the cognizant staff offiéer. Mortu-ary services require specialized capabilities be-yond those of the CSSE and the MAGTF. Theseservices are provided by the Army for the Depart-ment of Defense.


Graves registration operations consist of search,recovery, and identification of deceased personneland the final disposition of their personal proper-ty. Responsibility for the full and proper execu-tion of graves registration operations is aleadership responsibility from the smallest unit tothe largest. Individual actions in the recovery andaccountability of fallen Marines and Sailors arethe basis of the Marine Corps graves registrationeffort. Within the Marine Corps and for MAGTFoperations, graves registration operations are sep-arate from health services operations.

Inherently, every small-unit leader and command-er bears responsibility for providing graves regis-tration services. Graves registration proceduresbegin at the point where a Marine or Sailor dies.Formal chains of evacuation and accountabilitybegin at the unit level. Each battalion should es-tablish casualty collection teams and collectionpoints, which are normally collocated with aidstations, to ensure that this function is addressed.JP 4-06, Joint Tactics, Techniques, and Proce-dures for Mortuary Affairs in Joint Operations,provides detailed information on this function.

5602. Command Services

Each MAGTF element is responsible for conduct-ing the following command services.

a. Personnel AdministrationPersonnel administration is an important com-mand service conducted at all major levels of theMAGTF. While providing personnel administra-tion is a responsibility of the commander, thisfunction is typically executed under the cogni-zance of the unit adjutant (0-1/S-i). The G-i/S-1takes the lead in coordinating action between oth-er staff functions (e.g., G-2/S-2, G-3/S-3, 0-4/S-4). It is also responsible for aliunit personnelmatters to include the following personnel-relatedfunctions:

• Graves registration.• EPWs handling procedures.

• Civilian personnel matters (e.g., contractors, ci-vilian employees, refugees).

. Interior management.• Discipline, law, and order.

The G-1/S-i is responsible for preparing annex Eto the MAGTF OPORD which sets forth the per-sonnel requirements for the MAGTF. This docu-ment provides higher and subordinateheadquarters with a general understanding of howpersonnel support will be provided for theMAGTF. Normally, annex E is prepared only atthe MAGTF and higher headquarters level.

Annex E should address coordination and supportwith agencies external to the MAGTF. It shouldalso address any inter-Service support or hostcountry agreements. The following areas shouldbe addressed in annex E:

• Relationships with the International Red Cross.

• Arrangements for transfer of prisoners of warbetween Services or acceptance of prisoners ofwar from Allied forces.

• Reports of law of war violations.• Currency and credit controls.• Use of U.S. citizen civilian personnel.• Procurement and administration of non-U.S.

citizen labor.• Joint replacement depots.• Joint, centralized graves registration proce-

dures.• Provision of common-user morale, welfare, and

recreation services and facilities.• Provision of postal and courier services.

b. Religious Ministries Support

Religious ministries support performs ecclesiasticfunctions and provides both faith-based and non-denominational counseling and guidance for allpersonnel. It is a significant factor in building andmaintaining morale. Chaplains (ordained oraccredited priests, ministers, and rabbis) areassigned throughout the MAGTF at the organiza-tional level and higher. Chaplains normally reportdirectly to the commander. Fleet Marine Force

5-36 MC WP 4-11

Manual (FMFM) 3-61, Ministry in Combat,addresses religious ministries support in detail.

c. Financial Management

The Marine Corps founded its philosophy of fi-nancial management on the principle that finan-cial management is inseparable from command.

(1) Responsibilities. The commander mustmake vital fiscal decisions and keep financialmanagement in proper perspective as a part ofbalanced staff action. In this regard, the com-mander should recognize that financial manage-ment has no bearing on the determination ofmission, but rather is a primary consideration indetermining both the means and the time-phasingof mission accomplishment. The commander hastwo types of financial responsibility—commandand legal.

(a) Command. Command financial responsibilityparallels the commander's other responsibilities.The commander is tasked with controlling and ad-ministering of funds granted to perform the mis-sion.

(b) LegaL When in receipt of an allotment or op-erating budget, the commander is legally respon-sible for the proper receipt and obligation of thoseappropriated funds.

(2) Management Operations. Financial man-agement operations within the operating forcesare divided into four fundamental areas—budget-ing, accounting, disbursing, and auditing. To as-sist the commander in the accomplishment ofthese functions a general staff-level financial or-ganization, the comptroller, is established at eachmajor command. Commanders at lower echelonsnormally assign the additional duty of fiscal offi-cer to a special staff officer (e.g., the supply of-ficer) or an organizational staff officer (e.g., theS-4). The comptroller (or fiscal officer) acts as theprincipal financial advisor to the commander.

d. Communications and InformationSystems

Communications and information systems collect,process, or exchange information. Under the cog-nizance of each element or subordinate organiza-tion G-6/S-6, these systems play an essential rolein supporting command and control of theMAGTF.

In the past, communications and data processingwere separate functional activities. The MAGTFCSSE played a significant role in MAGTF com-munications and data processing by providinggarrison and forward-deployed centralized main-frame support of MAGTF automated informationsystems. However, network-based, functional ar-ea data processing applications on individualdesktop computers throughout the MAGTF arebecoming the norm. As a consequence, the com-munications and data processing support func-tions have been merged. In addition, MAGTFstaff and functional area managers—including thelogisticians—are becoming responsible for effec-tively using their computers and coordinatingwith their organizational G-6/S-6 for computerequipment maintenance and connectivity. SeeMCWP 6-22, Communications and InformationSystems, for a comprehensive discussion of thistopic.

e. BilletingBilleting provides safe and sanitary living quar-ters for assigned personnel and billet assignmentsare based on the operational circumstances. Com-manders exercise their billeting responsibilitythrough subordinate unit leaders. The command-er's logistics officer (G-4/S-4) normally has staffcognizance of billeting facilities support. Billetingoptions include—

• Family housing in garrison.• Bachelor quarters in garrison.• Berthing compartments on ships.• Tents in the field.• Rough bunkers in combat.• Fighting holes in combat,


f. Messing

Food service is a function of command. Com-manders with a food service T/O and T/E providefood service support designated by the unit mis-sion statement. The CSSE is responsible for sup-plying class I (subsistence). Organizational foodservice responsibilities include—

• Accounting for all subsistence received fromthe CSSE.

• Storing properly all semiperishable and perish-able supplies.

• Ensuring sanitation of the messhall.• Preparing quality meals.• Accounting of personnel fed.• Filing reports.

(1) Messhalls. In combat operations, field mess-halls are normally established at the battalion lev-el. A large messhall (seating in excess of 2,000personnel) is not recommended because it can betargeted easily by the enemy. There is a higherrisk of food poisoning when operating under fieldconditions. GCE, CSSE, and ACE food serviceofficers—

• Provide recommended sites.• Determine sizes of the facilities.• Designate which units to support.

(2) Field Feeding. The following rations are usedto feed Marines in the field:

• Packaged operational rations (POR) include—• Meal, ready-to-eat (MRE).• Ration, cold weather (RCW).• Bread, shelf-stable (BSS).

• Unitized B-rations (UBRs) are semiperishableitems packaged in 100-man modules that areindividually palletized. UBRs require food ser-vice personnel and equipment to prepare themeals.

• Meal module tray pack (MMTP) is a completemeal for 18 persons. MMTPs are served by unitfood service personnel using the tray rationheating system. This feeding method is em-

ployed for mobile unit personnel who cannotaccess hot UBR meals from the messhall.Without MMTPs, maneuver element personnelwould be required to subsist on MRE's for ex-tended periods of time.

(3) Coordination of Resources. The selectionof food service resources depends on the opera-tional situation. The family of rations (POR,UBR, and MMTP) were developed for any situa-tion. Detailed food service resources planning isconducted at the G-4/S-4 level in close coordina-tion with food service officers, commanders,messhall managers, and the CSSE.

(4) Personnel Requirements. Food service per-sonnel requirements are based on the type of ra-tion being used and the number of persons beingserved (see table 5-3)..

Table 5-3. Food Service Personnel Requirements.

RationType

Ratio ofCooks

Ratio ofMessmen

UBR 1 cook per 75 1 per 50

MMTP 2 cooks per 250* as needed

MRE/POR not required not required

*using the tray ration heating system.

g. Band

Traditionally, band members are trained in com-bat arms and may be used in a variety of roles,such as augmenting the headquarters defense in acombat environment. Designated major com-mands employ a military band to—

• Render honors.• Provide military pomp at ceremonies.• Perform on other occasions to raise or sustain

morale.

h. Morale, Welfare, and Recreation

Activities, such as movies, special live-entertain-ment shows, and unit-level parties, are morale,welfare, and recreation (MWR) opportunitiesused to relieve the stress and tedium of militaryoperations. MWR is managed through command

5-38 MCWP 4-11

channels, with access to funds and support start- desirable, they should not interfere with missioning at the unit level. Although MWR activities are accomplishment.

Appendix A

Logistic and Combat Service SupportTask-Organization Guide

FunctionCapabilities

CE ACE GCE CSSE

Supply

Requirements

Procurement

Storage

Distribution

Salvage

Capable ofinternal groundsupply tasks.

Group/squadronscapable of internalground supplytasks.

MALS performsaviation supplytasks.

Regimentalheadquarters,battalions, andseparatecompaniescapable of internalground supplytasks.

Battalions capableof internal groundsupply tasks.

Supply battalionprovides groundsupply support forthe MAGTF.

Maintenance

Inspection andclassification

Service, adjustment, tuning

Testing and calibrationRepair

Modification

Rebuilding and overhaulReclamation

Recovery and evacuation

.

Capable ofauthorizedmaintenancetasks, first throughlimited thirdechelon onassignei groundequipment.

Groups/squadronscapable ofauthorizedmaintenancetasks, first throughlimited thirdechelon, onassigned groundequipment.

Squadronsperformorganizationalmaintenance onassigned aircraft.

MALS performsintermediate andlimited depotmaintenance onsupported aircraft.

Organizationscapable ofauthorizedmaintenancetasks first throughlimited thirdechelon, onassigned groundequipment.

Battalions capableof authorizedmaintenancetasks, first throughlimited thirdechelon onassigned groundequipment.

Maintenancebattalion providesthird and limitedfourth echelonmaintenancesupport fordesignatedMAGTF groundequipment, aswell as secondand third echelonmaintenanceservices tosupported MAGTForganizationswhoserequirementsexceed organiccapabilities.

Medical battalionperformsmaintenance onMAGTF class VIII(medical) materiel.

MCWP 4-11


CE ACE GCE CSSETransportation

Embarkation

Landing 5IJPpOII

Port and terminaloperations

Motor transport

Air delivery

Freight/passengertransportation

MHE

Capable ofpreparingassignedpersonnel,equipment, andsupplies for airand/or surfaceembarkation;limited capabilityfor groundtransport usingorganic light andmedium trucks.

General capabilityfor preparingassignedpersonnel,equipment, andsupplies for air orsurfaceembarkation.

Capable ofmanaging terminaloperations andproviding airtransport forselectedpassengers andcargo.

Most organicground transportcentralized in theMWSSs.

Capable ofpreparingassignedpersonnel,equipment, andsupplies for airand/or surfaceembarkation.

Limited capabilityfor groundtransport usingorganizationallight and mediumtrucks, reinforcedas necessary withmedium trucksfrom the truckcompany of theH&S battalion,

Capable ofpreparingassignedpersonnel,equipment, andsupplies for airand/or surfaceembarkation.

Support battalionprovides landingsupport, airdelivery, port andterminaloperations,medium- andheavy-trucktransportation offreight andpassengers, andMHE.

General Engineering Limited organiccapability, focusedon establishingand running fieldcommand posts.

ACE capability forgeneralengineering tasksis centralized inthe MWSSs andfocused onsupport of airfieldoperations.

Limited organicengineeringcapability forcombat supporttasks iscentralized in thecombat engineerbattalion,

Engineer supportbattalion providesMAGTFcapabilities forgeneralengineering tasksand can alsoreinforce MWSSsand the combatengineer battalionif necessary.

Engineer reconnaissance

Construction

Facilities maintenance

Demolition/obstacleremoval

EOD

Health Services

Health maintenanceCasualty collection

Casualty treatment

Temporary casualtyholding

Casualty evacuation

Limited organiccapability forhealth care andunit-level casualtycare andevacuation,

•

Organic capabilityfor health careand unit-levelcasualty care andevacuation inseparatesquadrons andgroups.

Aviation medicalservices availablein aircraft groups.

Organic capabilityfor healthmaintenance andunit-level casualtycare andevacuation inregimentalheadquarters,battalions, andseparatecompanies.

Organic capabilityfor healthmaintenance andunit-level casualtycare andevacuation in allbattalions.

Medical battalionprovides shock-trauma andsurgical support tothe MAGTF.

Dental battalionprovides dentalservices for theMAGTF.

Tactical-Level Logistics A-3


CE ACE GCE CSSE

Services

CSS

Disbursing

Postal services

Exchange services

Security support

Legal services support

Civil affairs support

Graves registration

Limited organiccapabilities forpostal, security,and legalservices,

Appropriateorganiccapabilities fordisbursing, postal,security, and legalservices; civilaffairs; and gravesregistration inseparatesquadrons andgroups.

Appropriateorganiccapabilities fordisbursing, postal,security, and legalservices, andgraves registrationin regimentalheadquarters andbattalions.

Appropriateorganiccapabilities fordisbursing, postal,security, and legalservices; civilaffairs; and gravesregistration in allbattalions.

H&S battalionprovidesadditional supportin all services tothe MAGTF.

Command

Personnel administrationReligious ministries

Financial management

Information services

CommunicationsBilleting

Messing

Capable oforganic commandsupport functionsfor assignedpersonnel andorganizations; atthe MEF level theCE may berequired toorganize, train,and equip a band.

Capable oforganic commandsupport functionsfor assignedpersonnel andorganizations; atthe MAW level theACE may berequired toorganize, train,and equip a band.

Capable oforganic commandsupport functionsfor assignedpersonnel andorganizations; atthe division levelthe GCE may berequired toorganize, train,and equip a band.

Capable oforganic commandsupport functionsfor assignedpersonnel andorganizations;normally theFSSG will not betasked withorganizing,training, andequipping a band.

Band

Morale, welfare, andrecreation

1. The CE and the GCE contain organic capabilities for internal ground logistic functions perapplicable T/Os and TIEs.

2. The ACE contains organic capabilities for internal ground-common and aviation-peculiar logistic functions perapplicable TIOs and T/Es.

3. The CSSE contains organic capabilities for both internal and external (i.e., MAGTF support) ground logisticfunctions in accordance with the applicable T/Os and T/Es.

(reverse blank)

Appendix B

Sample Format of aLogistic/Combat Service Support Estimate

CLASSIFICATION

Copy no. ____ of ____ copiesOFFICIAL DESIGNATION OF COMMAND

•

PLACE OF ISSUEDate/time groupMessage reference number

LOGISTIC/COMBAT SERVICE SUPPORT ESTIMATE (U)

(U) REFERENCES: As appropriate to the preparation of the estimate.

1. (U) Mission

a. (U) Basic Mission. State the mission of the command as a whole.

b. (U) Purpose of the Estimate

(1) (U) Determine if combat service support (CSS) capabilities aresufficient to support proposed courses of action (COAs).

(2) (U) Determine which COA is most desirable from a logistic and!or CSS standpoint.

(3) (U) Determine what measures must be taken by the commanderto overcome logistic and/or CSS problems and/or limiting factors in sup-porting each COA.

2. (U) Situations and Considerations

a. (U) Enemy Forces

(1) (U) Present Disposition of Major Elements. Refer to the Intelli-gence Estimate.

(2) (U) Major Capabilities. List enemy capabilities that are likely toaffect friendly logistic and/or CSS matters.

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CLASSIFICATION

B-2 MCWP 4-11

CLASSIFICATION

(3) (U) Other Capabilities and/or Limitations. List enemy capabili-ties and/or weaknesses that are likely to affect the logistic and/or CSS ortactical situation.

b. (U) Own Forces

(1) (U) Present Disposition of Major Combat and Combat SupportElements. May be shown as a situation map or an overlay appended asan annex with reference to the Aviation Combat Element (ACE) Logis-tic/CSS Estimate by including the statement "See also Aviation CombatElement Logistic/CSS Estimate."

(2) (U) COAs. State the tactical COAs that are under consideration.

c. (U) Characteristics of the Area. List those characteristics that are likelyto affect the logistic and/or CSS situation such as weather, terrain, hydrogra-phy, communications routes, and local resources.

d. (U) Current Logistic and/or CSS Status. Give a brief description of thecurrent logistic and/or CSS status, including any planned or known changesbefore and during the period covered by the estimate. The following sub-paragraphs address typical CSS areas of concern. If possible, state specificquantities.

(1) (U) CSS Organizations and Task Organizations. Each organicCSS organization or task organization is described using the followingformat:

(a) (U) Locations. May be an overlay.

(b) (U) Missions and/or Tasks

(c) (U) Task Organizations and Command Relationships

(d) (U) General Capabilities and Status. Capabilities and statusare described in terms of task organization using the applicablecategories listed in paragraphs (2) through (13) below.

(e) (U) Tactical Responsibilities. List if any.

(0 (U) Communications and Automated Data Processingtems Support Arrangements

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Tactical-Level Logistics B-3

CLASSIFICATION

(2) (U) Personnel

(a) (U) Strengths. Identify strengths of each major subordinateunit.

(b) (U) Replacements. Identify replacements on hand, replace-ments to be received, and the quality of the replacements.

(c) (U) Morale. Determine the level of fighting spirit, signifi-cant factors affecting current morale, religious and welfare mat-ters, and awards.

(d) (U) Personal Services Support. Identify the required ex-change, postal, recreational, and special services support.

(e) (U) Military Justice. Identify court martial and correction fa-cilities.

(0 (U) Personnel Procedures. List significant items, if any.

(3) (U) Supply. Identify procurement, storage, distribution, and sal-vage methods.

(4) (U) Maintenance. Determine management, operations, and work-load.

(5) (U) Transportation. Identify motor transport, helicopters, am-phibious vehicles, and cargo aircraft; motor transport convoy control;and main supply routes.

(6) (U) Engineer Support. Identify construction and maintenance ofroads, bridges, airfields, helicopter landing sites, bulk fuel sites andpipelines, camps, and utilities (including bath, fumigation, laundry, elec-trical power, and water points).

(7) (U) Landing Support. Identify beach, landing zone, and air deliv-ery support operations.

(8) (U) Medical and/or Dental. Identify preventive medicine, gravesregistration and casualty collection, evacuation (including evacuationpolicy), and hospitalization support.

(page number)

CLASSIFICATION

CLASSIFICATION

(9) (U) Military Police. Identify the number on hand and evacuationprocedures for prisoners of war, the straggler rates and control, and thetraffic control methods.

(10) (U) Civilian Employees. Identify the number, restrictions on use,and organization of civilian employees.

(11) (U) Civil Affairs Support. Identify CSS of the civil affairs effort.

(12) (U) Automated Data Processing Systems. Identify management,operations, and support of command automated data processing systemssupport.

(13) (U) Miscellaneous. Identify food services, material handlingequipment, and financial management (disbursing, budgeting, and ac-counting) methods.

e. (U) Assumptions. State those assumptions made for the preparation ofthis estimate. An example of the critical assumption is the estimation of thelength of time for the entire operation and for each COA (if different).

f. (U) Special Factors. List items not covered elsewhere, such as state oftraining of CSS personnel or task organizations.

3. (U) Analysis. Under each of the following categories, analyze each COAthat is under consideration in light of all significant factors to determine prob-lems that may arise, measures necessary to resolve those problems, and any lim-iting factors that may exist.

a. (U) Course of Action #1

(1) (U) Logistic and/or CSS Organizations and Task Organizations.Describe each organic logistic and/or CSS organization or task organiza-tion using the following format.

(a) (U) Locations. May be an overlay.

(b) (U) Missions and/or Tasks

(c) (U) Task Organizations and Command RelationshiDs

(page number)

CLASSIFICATION

MCWP 4-11


CLASSIFICATION

(d) (U) General Capabilities and Status. Describe capabilitiesand status in terms of task organization using the applicable cate-gories listed in paragraphs (2) through (13) below.

(e) (U) Tactical Responsibilities. If any.

(f) (U) Communications and Automated Data Processingtems Support Arrangements

(2) (U) Personnel

(a) (U) Strengths. Identify the strengths of each major subordi-nate unit.

(b) (U) Casualties. Determine expected casualties for this COA.

(c) (U) Replacements. Identify replacements on hand, replace-ments to be received, and the quality of the replacements.

(d) (U) Morale. Identify significant factors affecting currentmorale, religious and welfare matters, and awards.

(e) (U) Personal Services Support. Identify exchange, postal,and recreation and/or special services support.

(0 (U) Personnel Procedures. List significant items, if any.

(3) (U) Supply. Identify procurement, storage, distribution, and sal-vage methods.

(4) (U) Maintenance; Identify management, operations, and work-load.

(5) (U) Transportation. List motor transport, helicopters, amphibiousvehicles, and cargo aircraft; motor transport convoy control; and mainsupply routes.

(6) (U) Engineer Support. Identify construction and maintenance ofroads, bridges, airfields, helicopter landing sites, bulk fuel sites andpipelines, camps, and utilities (including bath, fumigation, laundry, elec-trical power, and water points.)

(page number)

CLASSIFICATION

B-6 MCWP 4-11

CLASSIFICATION

(7) (U) Landing Support. Identify beach, landing zone, and air deliv-ery support operations.

(8) (U) Medical and/or Dental. Identify preventive medicine, gravesregistration, casualty collection, evacuation (including evacuation poli-cy), and hospitalization support.

(9) (U) Military Police. Identify the number on hand and evacuationprocedures for prisoners of war, the straggler rates and control, and thetraffic control methods.

(10) (U) Civilian Employees. Identify the number, restrictions on use,and organization of civilian employees.

(11) (U) Civil Affairs Support. Identify the CSS of the civil affairs ef-fort.

(12) (U) Automated Data Processing Systems. Identify management,operations, and command automated data processing systems support.

(13) (U) Miscellaneous. Identify food services, material handlingequipment, and financial management (disbursing, budgeting, and ac-counting) methods.

b. (U) Course of Action #2. Same subparagraphs as shown for COA #1.

c. (U) Course of Action #3. Same subparagraphs as shown for COA #1.

4. (U) Evaluation. Based on the foregoing analyses, summarize and comparethe advantages and disadvantages of each COA under consideration from a lo-gistic and/or CSS standpoint.

5. (U) Conclusion

a. (U) Preferred Course of Action. State which COA, if any, can best besupported from a logistic and/or CSS standpoint.

b. (U) Major Disadvantages of Other Courses of Action. State whetherany or all of the remaining COAs can be supported from a logistic and/orCSS standpoint, citing the disadvantages that render them less desirable.

(page number)

CLASSIFICATION


CLASSIFICATION

c. (U) Logistic and/or CSS Problems and Limitations. Cite any significantlogistic and/or CSS problems to be resolved and any limitations to be con-sidered in each COA.

d. (U) Decision or Action. State those measures that are necessary to re-solve those logistic and/or CSS problems cited above.

ANNEXES: (As required)

(page number)

CLASSIFICATION (reverse blank)

Appendix C

Sample Format of Annex D(Logistics/Combat Service Support)

CLASSIFICATION

Copy no. ____ of ____ copiesOFFICIAL DESIGNATION OF COMMANDPLACE OF ISSUEDate/time groupMessage reference number

ANNEX D TO OPERATION ORDER OR PLAN (NUMBER) (OPERATIONCODEWORD) (U)LOGISTICS/COMBAT SERVICE SUPPORT (U)

(U) REFERENCES: Cite references necessary for a complete understandingof this annex.

1. (U) Situation

a. (U) Enemy. Refer to Annex B (Intelligence). Provide available infor-mation on enemy actions or intent to conduct actions to disrupt or degradeenvisioned friendly logistic and combat service support (CSS) operations.Include information on enemy capabilities or assets that can augment friend-ly logistic and CSS operations.

b. (U) Friendly. List supporting logistic or CSS organizations not subordi-nate to the force and the specific missions and tasks assigned to each.

c. (U) Infrastructure. Refer to Annex B (Intelligence). Provide informa-tion on existing infrastructure, such as ports, factories, fuel and water sourc-es, and lines of communications that can be used to support friendly logisticand CSS operations.

d. (U) Attachments and Detachments. Refer to Annex A (Task Organiza-tion). List other Service and nation logistic and CSS units attached to theforce. List all Marine Corps logistic and CSS units detached to support otherfriendly forces.

(page number)

CLASSIFICATION

C-2 MCWP 4-11

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e. (U) Assumptions. State realistic assumptions and consider the effect ofcurrent operations on logistic capabilities.

f. (U) Resource Availability. Identify significant competing demands forlogistic resources where expected requirements may exceed resources. In-clude recommended solutions within resource levels available for planning,if any, and reasonably assured host nation support.

g. (U) Planning Factors. Refer to and use approved planning factors andformulas, except when experience or local conditions dictate otherwise.When deviating from planning factors, identify the factors and the reason.

2. (U) Mission. State in a clear and concise manner the mission of the logis-tic and CSS forces and the logistic objectives that support accomplishment ofthe command's purpose and tasks.

3. (U) Execution

a. (U) Concept of Logistics and Combat Service Support. State the con-cept for logistic and CSS operations necessary to implement the order orplan. Describe how the logistic and CSS assets will be organized and posi-tioned to execute the mission. The concept may include planned employ-ment of other Service and nation logistic and CSS forces, host nationsupport logistic capabilities, or operation of the lines of communications.

b. (U) Tasks

(1) (U) Assign logistic and CSS responsibilities to subordinate logis-tic organizations.

(2) (U) Identify and assign responsibility for logistics and CSS re-quired from other commands, Services, or nations.

(3) (U) Identify and assign responsibility for logistics and CSS re-quired for forces assigned or attached from other commands, Services,or nations.

(4) (U) Identify and assign responsibility for logistics and CSS re-quired for Marine Corps forces assigned or attached to other commands,Services, or nations.

(page number)

CLASSIFICATION

Tactical-Level Logistics C-3

CLASSIFICATION

(5) (U) Assign responsibilities to support joint boards and commit-tees, such as transportation and procurement, and other Services or na-tions providing services.

4. (U) Administration and Logistics

a. (U) Logistics and Combat Service Support

(1) (U) Supply. Refer to Appendix 7 (Supply). Summarize the fol-lowing, in coordination with supporting commanders and Service com-ponent commanders, if different from standard planning factors. Placedetailed discussions in appendices and listings of supply depots, termi-nals, and lines of communications in tabs or the appropriate appendixes.

(a) (U) Distribution and Allocation

1. (U) Purpose, location, and projected displacement ofmain and alternate supply depots or points and supportingterminals and ports to be used or considered.

(U) Prepositioned logistic resource allocation.

(U) Existing terminals and lines of communicationsand the known or estimated throughput capability. Indicatethe time-phased expansion necessary to support the plan.

4 (U) Indicate anticipated shortfalls.

5 (U) Indicate common user logistic supply support re-sponsibilities and arrangements.

(b) (U) Level of Supply

1 (U) Indicate the time-phased operating and safety lev-els required to support the plan.

(U) Indicate the prepositioned war reserve materiel re-quirements to support the time-phased deployments pendingresupply.

(U) Specify significant special arrangements requiredfor materiel support beyond normal supply procedures.

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4 (U) Indicate anticipated shortfalls.

(U) Indicate common user logistic supply support re-sponsibilities and arrangements.

(c) (U) Salvage. Provide instructions for, and identify the logis-tic impact of collection, classification, and disposition of salvage.

(d) (U) Captured Enemy Materiel. Provide instructions for thecollection, classification, and disposition of enemy materiel. SeeAnnex B (Intelligence) for further guidance. See Appendix 10 toAnnex B (Intelligence) for specific instructions for the dispositionof captured enemy cryptographic equipment.

(e) (U) Local Acquisition of Supplies and Services. See JP 4-01and the current version of DOD Instruction 3020.37, Continuationof Essential DOD Contractor Services During Crisis.

1 (U) Identify acquisition of goods and services in thefol'owing categories:

a (U) The general categories of materiel and servic-es that are available and contemplated as a supplement toregular sources.

k (U) Those that may be used as emergency acquisi-tion sources.

(U) Make a statement concerning the dependability ofthe local acquisition or labor source in each of the above cat-egories and the joint or Service element that will obtain ormanage these resources.

.. (U) State that all essential contractor services, to in-clude new and existing contracts, have been reviewed to de-termine which services will be essential to OPLANexecution. Make a statement concerning the existence of con-tingency plans to ensure the continuation of these essentialservices.

(1) (U) Petroleum, Oils, and Lubricants. Refer to Appendix 1(Petroleum, Oils, and Lubricants Supply).

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MCWP 4-11


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(2) (U) External Support. Refer to Appendix 11 (External Support).Provide the required planning information including type and quantity ofsupport and instructions where inter-Service and cross-Service arrange-ments for common supply and service support are appropriate.

(a) (U) Summarize major support arrangements that are pres-ently in effect or that will be executed in support of the plan.

(b) (U) Include significant inter-Service and cross-Service sup-port arrangements. Refer to appropriate annexes or appendixes.

(c) (U) Include foreign and host nation support.

(3) (U) Maintenance

(a) (U) General. Refer to Appendix 12 (Maintenance).

(b) (U) Specific Guidance

i. (U) Include sufficient detail to determine the require-ments for maintenance facilities needed to support the plan.

2 (U) Indicate the level of maintenance to be performedand where it is to occur, including host nation or contractorfacilities, if applicable.

(4) (U) Transportation

(a) (U) General. Refer to Appendix 4 (Mobility and Transporta-tion). Provide general planning or execution guidance to subordi-nate and supporting organizations to facilitate transportation of theforce and its sustainment. This can include movement and use pri-orities.

(b) (U) Mobility Support Force and Movement FeasibilityAnalysis. Provide an estimate of the mobility support and move-ment feasibility of the plan. Include in the analysis any appropriateremarks affecting mobility and transportation tasks. Consider theavailability of adequate lift resources for movements of personneland equipment, airfield reception capabilities, seaport and aerialport terminal capabilities, and port throughput capabilities. Also,consider any features that will adversely affect movement opera-tions, such as the effect of deployment or employment of forces

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C-6 MCWP4-11

CLASSIFICATION

and materiel on airfield ramp space (to include possible host na-tion support).

(5) (U) General Engineering Support Plan. Refer to Appendix 13(General Engineering). State the rationale if Appendix 5 (Civil Engi-neering Support Plan) is not prepared. Indicate the general engineeringsupport activities applicable to the basic operation order or plan and thepolicies for providing these services.

(6) (U) Health Services. Refer to Appendix 9 (Health Services).

(7) (U) Services. Refer to Appendix 8 (Services).

(8) (U) Mortuary Affairs. Refer to Appendix 2 (Mortuary Affairs) or,if not used, indicate the mortuary affairs activities applicable to theOPORD or OPLAN and policy for providing these affairs.

(9) (U) Ammunition. Refer to Appendix 6 (Nonnuclear Ammuni-tion) or if not used, discuss any critical ammunition issues that may af-fect the ability of the force to accomplish the mission.

(10) (U) Aviation Logistic Support. Refer to Appendix 10 (AviationLogistic Support) or Annex D (Logistics/Combat Service Support) ofthe aviation combat element OPORD or OPLAN. Critical aviation logis-tic and CSS support issues may be discussed if they affect the ability ofthe force to accomplish the mission.

(11) (U) Operations Security Planning Guidance for Logistics. Referto Tab C (Operations Security) to Appendix 3 (Information Operations!Command and Control Warfare) to Annex C (Operations). Provide com-prehensive operations security planning guidance for planning, prepar-ing, and executing logistic and CSS activities. At a minimum, addressbase, facility, installation, logistic stocks, physical, and lines of commu-nications security. Provide guidance to ensure that logistic and CSS ac-tivities promote essential secrecy for operational intentions, capabilitiesthat will be committed to specific missions, and current preparatory op-erational activities.

b. (U) Administration. Include general administrative guidance to supportlogistic and CSS operations for the basic operation order or plan. If reportsare required, specify formats for preparation, time, methods, and classifica-tion of submission.

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5. (U) Command and Signal

a. (U) Command Relationships. Refer to Annex J (Command Relation-ships) for command relationships external to logistic units. Provide supportrelationships.

b. (U) Communications and Information Systems. Refer to Annex K(Combat Information System) for detailed communications and informationsystems requirements. Provide a general statement of the scope and type ofcommunications required.

ACKNOWLEDGE RECEIPT

NameRank and Service

Title

APPENDIXES

1 - Petroleum, Oils, and Lubricants Supply2 - Mortuary Affairs3 - Sustainability Analysis4 - Mobility and Transportation5 - Civil Engineering Support Plan6 - Nonnuclear Ammunition7 - Supply8 - Services9 - Health Services10 - Aviation Logistic Support (Normally provided in the aviation combat

element plan or order.)11 - External Support12 - Maintenance13 - General Engineering

OFFICIAL:5'NameRank and ServiceTitle

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CLASSIFICATION (reverse blank)

Appendix D

Maintenance Recovery, Evacuation,and Repair Cycle Flowchart

The flowchart on the following pages summarizes the maintenance recovery,evacuation, and repair cycle during combat.

D-2 MCWP 4-1 1

Conduct Replr mlrslon Equlpmant

MCP

USING UNIT

mmlnt.nanu support

Repair Yoa 9-

FCSSA

Durlng usault phase only IMA- 1nbrm.dIatm Malntmnano AcUvHy MCP- Malntenancx Collection Point MSR- Maln S U D D ~ Rout.

Tactical-Level Logistics D-3

Conduct mluion

O p n b k m-z

Appendix E

Glossary

Section I. Abbreviations and Acronyms

AAA arrival and assembly areaAACG arrival airfield control groupAAOG arrival and assembly operations groupABCA American, British, Canadian,

AustralianACE aviation combat elementADAL authorized dental allowance listAFOE assault follow-on echelonAIMD aviation intermediate maintenance

departmentAIS automated information systemALCE airlift control elementALD aviation logistics departmentAMAL authorized medical allowance listAMC Air Mobility CommandAMMOLOGS Ammunition Logistics SystemAOA amphibious objective areaAOR area of responsibilityAPOD aerial port of debarkationAPOE aerial port of embarkation

ASC(A) assault support coordinator(airborne)

ASE aviation support equipmentASP ammunition supply pointATF amphibious task forceATLASS Asset Tracking Logistics and

Supply SystemAVCAL aviation consolidated allowance list

BGLCSS Battle Group Logistics CoordinatedSupport System

BLT battalion landing teamBOG beach operations groupBSA beach support areaBSS bread, shelf-stableBSSG brigade service support group

C2 command and controlC41 command, control, communications,

computers, and intelligence

CAlMS Conventional Ammunition IntegratedManagement System

CCIR commander's critical informationrequirements

CE command elementCJNC commander in chiefCJCSM Chairman of the Joint Chiefs of Staff

manualCLZ craft landing zoneCOA course of actionCOC combat operations centerCOMMARFOR Commander, Marine Corps

ForcesCOMMARFORLANT Commander, Marine

Corps Forces,Atlantic

COMMARFORPAC Commander, MarineCorps Forces,

Pacific ReserveCOMNAVAIRLANT Commander, Naval Air

Force, AtlanticCOMNAVAIRPAC Commander, Naval Air

Force, PacificCOMNAVAIRRESFOR Commander, Naval

Air Force ReserveCONUS continental United StatesCOSAL .... coordinated ship-station allowance listCRTS casualty receiving and treatment shipCSP contingency support packageCSS combat service supportCSSA combat service support areaCSSD combat service support detachmentCSSE combat service support elementCSSG combat service support groupCSSOC combat service support

operations center

DACG departure airfield control groupDLA Defense Logistics AgencyDOD Department of Defense

E-2 MCWP4-11

EOD. explosive ordnance disposalEPW enemy prisoner of war

FARP forward arming and refueling pointFCSSA force combat service support areaFIE fly-in echelonFISP fly-in support packageFLOT forward line of own troopsFM U.S. Army Field ManualFMCC force movement control centerFMF Fleet Marine ForceFMFM Fleet Marine Force manualFMFRP Fleet Marine Force reference

publicationFOSP follow-on support packageFSSG force service support group

G-1/S-1 manpower or personnel staff officerG-2/S-2 intelligence staff officerG-31S-3 operations staff officerG-4/S-4 logistics staff officerG-6/S-6 communications and information

systems officerGCCS Global Command and Control SystemGCE ground combat elementGCSS Global Combat Support SystemGPMRC Global Patient Movement RequireGSORTS Global Status of Resources and

Training System

H&S headquarters and serviceHA humanitarian assistanceHDC helicopter direction centerHLSC helicopter logistics support centerHLZ helicopter landing zoneHMMWV high mobility, multipurpose

wheeled vehicleHQMC Headquarters Marine CorpsHSS health service supportHST helicopter support team

IMA intermediate maintenance activityIMRL individual material readiness listIPB intelligence preparation of the battlespaceISSA inter-Service support agreement

JCS Joint Chiefs of StaffJFC joint force commander

JOPES Joint Operation Planning andExecution System

joint publicationJTF joint task force

LAR light armored reconnaissanceLCAC landing craft air cushionLFOC landing force operations centerLFSP landing force support partyLMCC logistic movement control centerLOGAIS Logistics Automated Information

SystemLOTS logistics over the shoreLSE landing support equipment

MACCS Marine air command and controlsystem

MACG Marine air control groupMAG Marine aircraft groupMAGTF Marine air-ground task forceMALS Marine aviation logistics squadronMALSP Marine aviation logistics support

programMARFORLANT Marine Corps Forces,

AtlanticMARFORPAC Marine Corps Forces, PacificMARFORRES Marine Corps Forces ReserveMAW Marine aircraft wingMCC movement control centerMCDP Marine Corps doctrinal publicationMCOO modified combined obstacle overlayMCPP Marine Corps Planning ProcessMCRP Marine Corps reference publicationMCSSD mobile combat service support

detachmentMCT maintenance contact teamMCTEEP Marine Corps Training, Exercise,

and Employment ProgramMCWP Marine Corps warfighting publicationMDSS II MAGTF Deployment Support

System IIMEB Marine expeditionary brigadeMEF Marine expeditionary forceMEU Marine expeditionary unitMEU(SOC) MEU (special operations capable)MHE materials handling equipmentMIMMS Marine Integrated Maintenance

Management SystemMLC Marine logistics command

Tactical-Level Logistics E-3

MLSE multinational logistic support elementMMTP meal module tray packMOOTW military operations other than warMOS military occupational specialtyMPF maritime prepositioning forceMPS maritime prepositioning shipsMPSRON maritime prepositioning ships

squadronMRE meal, ready-to-eatMSC Military Sealift CommandMSSG MEU service support groupMST maintenance support teamMTF medical treatment facilityMTMC Military Traffic Management

CommandMWHS Marine wing headquarters squadronMWR morale, welfare, and recreationMWSG Marine wing support groupMWSS Marine wing support squadron

MWSS(FW) MWSS (fixed-wing)

MWSS(RW) MWSS (rotary-wing)

NALCOMIS Naval Aviation LogisticsCommand Management

Information SystemNALM Norway airlanded Marine

expeditionary brigadeNATO .. North Atlantic Treaty OrganizationNBC nuclear, biological, and chemicalNCF naval construction forceNCR naval construction regimentNDP naval doctrine publicationNSE Navy support elementNTCSS Naval Tactical Command Support

SystemNWP naval warfare publication

OPLAN operation planOPORD operation orderOPP offload preparation partyOPT operational planning team

PDE&A planning, decision, execution, andassessment

PMSP provisional mobile security platoonPOE port of embarkationPOG port operations groupPOR packaged operational rations

RAOC rear area operations centerRAS rear area securityRCW ration cold weatherrein reinforcingROLMS Retail Ordnance Logistics

Management SystemRSSP ration supplement sundries pack

SASSY Supported Activities Supply SystemSE support elementSEAL sea-air-landSELF strategic expeditionary landing fieldSLRP.... survey, liaison, and reconnaissance partySNAP III Shipboard Nontactical Automated

Data Processing Program IIISOP standing operating procedureSPMAGTF special purpose MAGTFSPOE seaport of embarkationSRA system replacement assemblySTANAG standardization agreementSUADPS Shipboard Uniform Automated Data

Processing System

TACC tactical air control center (USN)TACLOG tactical-logistical groupTADC tactical air direction centerT-AI-I hospital shipTAVB aviation logistics support shipTBA tables of basic allowanceTC-AIMS Transportation Coordinator's

Automated Information forMovement System

T/E table of equipmentTMIP Theater Medical Information ProgramT/M/S type/model/seriesT/O table of organizationTOW tube-launched, optically tracked, wire-

missile command link guidedTSO tactical security officer

UMCC unit movement control centerURB unitized B-rationsUSMC United States Marine CorpsUSN United States NavyUSTRANSCOM U.S. Transportation

Command

VIP very important person

QSTG quadripartite standardization agreement WRA weapon replacement assembly

E-4

Section II. Definitions

MC WP 4-11

A

air delivery—Also called air drop. The unloadingof personnel or materiel from aircraft in flight.(JP 1-02) It can be effected from either a fixed-wing aircraft or a helicopter, and it may be a low-velocity drop (less than 30 feet per second),high-velocity drop (greater than 30 feet per sec-ond), or free drop. Used to its full potential, airdelivery offers the commander a degree of versa-tility that can greatly enhance his tactical and sus-tainability capabilities.

airfield—An area prepared for the accommoda-tion (including any buildings, installations, andequipment), landing and takeoff of aircraft.(JP 1-02)

amphibious assault—The principal type of am-phibious operation that involves establishing aforce on a hostile or potentially hostile shore.(JP 1-02)

amphibious operation—An attack launchedfrom the sea by naval and landing forces, em-barked in ships or craft involving a landing on ahostile or potentially hostile shore. As an entity,the amphibious operation includes the followingphases: a. planning—The period extending fromissuance of the initiating directive to embarkation.b. embarkation—The period during which theforces, with their equipment and supplies, are em-barked in the assigned shipping. c. rehearsal—The period during which the prospective opera-tion is rehearsed for the purpose of: (1) testing ad-equacy of plans, the timing of detailed operations,and the combat readiness of participating forces;(2) ensuring that all echelons are familiar withplans; and (3) testing communications. d. move-ment—The period during which various compo-nents of the amphibious task force move frompoints of embarkation to the objective area. e. as-sault—The period between the arrival of the ma-jor assault forces of the amphibious task force inthe objective area and the accomplishment of theamphibious task force mission. (JP 1-02)

assault support coordinator (airborne)(ASC(A))—An aviator who coordinates, from anaircraft, the movement of aviation assets duringassault support operations. (MCRP 5-12C)

assign—i. To place units or personnel in an orga-nization where such placement is relatively per-manent, and/or where such organization controlsand administers the units or personnel for the pri-mary function, or greater portion of the functions,of the unit or personnel. 2. To detail individuals tospecific duties or functions where such duties orfunctions are primary and/or relatively perma-nent. (JP 1-02)

aviation logistics support ship (TAVB)—Oper-ated by the Military Sealift Command, this shipprovides dedicated sealift for movement of an in-termediate maintenance capability to support therapid deployment of Marine Corps fixed- androtary-wing aircraft units in support of theMAGTF aviation combat element. It can also beused for resupply in a conventional container orroll-on/roll-off configuration.

B

bare base expeditionary airfield—Bare base ex-peditionary airfields provide the capability for us-ing an existing airfield or road network toestablish an expeditionary airfield. A bare baseexpeditionary airfield is established in place of afull expeditionary airfield because of the exten-sive embarkation and/or construction require-ments associated with the full expeditionaryairfield, and the associated airfield matting re-quired. The bare base expeditionary airfield con-cept calls for the use of available concrete and/orasphalt-surfaced facilities. It involves embarkingonly those assets necessary for conducting air op-erations (e.g., airfield lighting and/or marking,landing aids, arresting gear). Bare base kits havebeen established to support all expeditionary air-fields.

basic load—The quantity of supplies required tObe on hand within, and which can be moved by, a


unit or formation. It is expressed according to thewartime organization of the unit or formation andmaintained at the prescribed levels. (JP 1-02) Ba-sic loads are the types and quantities of suppliesthat the commander directs a unit to carry for aspecific operation. The basic load is the initialsource of supply support. Subordinate command-ers must maintain these levels. The basic loadshould not exceed what the unit can carry on or-ganic transportation, nor should it exceed whatthe commander thinks is needed to continue com-bat operations until replenishment becomes avail-able.

battle—A single, hostile engagement betweenoperating forces of opposing nations.

beach party—The naval component of the shoreparty. (JP 1-02)

beach support area—In amphibious operations,the area to the rear of a landing force or elementsthereof, established and operated by shore partyunits, which contains the facilities for the unload-ing of troops and materiel and the support of theforces ashore; it includes facilities for the evacua-tion of wounded, enemy prisoners of war, andcaptured materiel. (JP 1-02) The beach support ar-ea is one of the first combat service support (CSS)installations established ashore during an amphib-ious operation. Established by the shore partygroup and/or team, the CSS element commandermay eventually disestablish it, retain it, or consol-idate it as part of the force CSS area. In some situ-ations, the beach support area may be the onlyCSS installation ashore. In other situations, it maybe one of several CSS installations.

C

campaign—A series of related military opera-tions aimed at accomplishing a strategic or opera-tional objective within a given time and space.(JP 1-02)

casualty—Any person who is lost to theorganization by having been declared dead, dutystatus-whereabouts unknown, missing, ill, or in-jured. (JP 1-02)

casualty collection—The assembly of casualtiesat collection and treatment sites. It includes pro-tection from further injury while awaiting evacua-tion to the next level of care. Planning for casualtycollection points must include site selection andmanning.

casualty evacuation—The movement of the sick,wounded, or injured. It begins at the point of inju-ry or the onset of disease. It includes movementboth to and between medical treatment facilities.All units have an evacuation capability. They mayuse any vehicle to evacuate casualties. If they donot use a medical vehicle, they should replace thevehicle that they use with a medical vehicle at thefirst opportunity. Similarly, aeromedical evacua-tion should replace surface evacuation at the firstopportunity.

casualty treatment—Triage and all levels of carefrom self-aid or buddy aid through resuscitativecare.

classes of supplies—All items necessary for theequipping, maintenance, and operation of a mili-tary command, including food, clothing, equip-ment, arms, ammunition, fuel, materials, andmachinery of all kinds. For planning, manage-ment, and administrative purposes, supplies aredivided into 10 classes:

• Class I. Subsistence, including gratuitoushealth and welfare items.

• Class II. Clothing, individual equipment, tent-age, organizational tool sets and tool kits, handtools, and administrative and housekeepingsupplies and equipment.

• Class III. Petroleum, oils, and lubricants.

• Class IV. Construction supplies.

• Class V. Ammunition.

• Class VI. Personal demand items (nonmilitarysales items).

• Class VII. Major end items: a final combina-tion of end products that is ready for its intend-ed use.

• Class VIII. Medical materiel, includingmedical-unique repair parts.

E-6 _____ MC WP 4-11

• Class IX. Repair parts and components.• Class X. Materiel to support nonmilitary pro-

grams.

classification (maintenance)—_Classjfication de-termines who repairs an item and where theymake the repairs. When a user or maintenance ac-tivity evacuates an item to a higher level, thehigher level repeats the inspection and classifica-tion process. Inspection and classification are alsothe last tasks that the maintenance activity per-forms before returning equipment. This inspec-tion confirms that they have made the appropriaterepairs. The owner of the equipment makes the fi-nal inspection and classification before placingthe item back into service.

combat power—The total means of destructiveand/or disruptive force which a Military unit/for-mation can apply against the opponent at a giventime. (JP 1-02)

combat service support—The essential capabili-ties, functions, activities, and tasks necessary tosustain all elements of operating forces in theaterat all levels of war. Within the national and the-ater logistic systems, it includes but is not limitedto that support rendered by service forces in en-suring the aspects of supply, maintenance, trans-portation, health services, and other servicesrequired by aviation and ground combat troops topermit those units to accomplish their missions incombat. Combat service support encompassesthose activities at all levels of war that producesustainment to all operating forces on the battle-field. (JP 1-02)

combat service support area (CSSA)—An areaashore that is organized to contain the necessarysupplies, equipment, installations, and elements toprovide the landing force with combat servicesupport throughout the operation. (JP 1-02)

combat service support detachment—A sepa-rate task organization of combat service supportassets formed for the purpose of providing rearm-ing, refueling, and/or repair capabilities to theMarine air-ground task force or designated subor-dinate elements; e.g., a battalion conducting inde-pendent operations or an aircraft squadron

operating at a remote airfield. The combat servicesupport element normally provides the commandelement of a combat service support detachment.(MCRP 5-12C)

combat service support element—The core ele-ment of Marine air-ground task force that is task-organized to provide the combat service supportnecessary to accomplish the Marine air-groundtask force mission. The combat service support el-ement varies in size from a small detachment toone or more force service support groups. It pro-vides supply, maintenance, transportation, generalengineering, health services, and a variety of oth-er services to the Marine air-ground task force. Itmay also contain other Service or foreign militaryforces assigned or attached to the MAGTF. Thecombat service support element itself is not a for-mal command. Also called CSSE. See also avia-tion combat element; command element; groundcombat element; Marine air-ground task force;Marine expeditionary force; Marine expeditionaryforce (Forward); Marine expeditionary unit; spe-cial purpose Marine air-ground task force; taskforce. (approved for the next edition ofMCRP 5-12C)

command and control—The exercise of authori-ty and direction by a properly designated com-mander over assigned and attached forces in theaccomplishment of the mission. Command andcontrol functions are performed through an ar-rangement of personnel, equipment, communica-tions, facilities, and procedures employed by acommander in planning, directing, coordinating,and controlling forces and operations in the ac-complishment of the mission. (JP 1-02)

common contingency support package allow-ances—Consist of those Marine common assetsthat the rotary-wing or fixed-wing host intermedi-ate maintenance activity (IMA) of an aviationcombat element (ACE) provides to support all, orthe majority, of assigned aircraft. A fixed-wingMarine common item is one that has applicationto at least the F/A-18 and AV-8B aircraft that arepart of the ACE. A rotary-wing common item isone that has application to at least the CH-53E,CH-46E, and AH-2W aircraft that are a part of anACE. Weight, cube, cost, reliability, and

Tactical-Level Logistics — E-7

supportability are the primary considerations inmaking this determination. Host IMAs, onerotary-wing and one fixed-wing per ACE, aresourced from designated MAGs. For planningpurposes, it is assumed that the fixed-wing androtary-wing IMAs will be geographically separat-ed.

concept of logistic support—A verbal or graphicstatement, in a broad outline, of how a command-er intends to support and integrate with a conceptof operations in an operation or campaign.(JP 1-02)

concept of operations—A verbal or graphicstatement, in broad outline, of a commander's as-sumptions or intent in regard to an operation orseries of operations. The concept of operationsfrequently is embodied in campaign plans and op-eration plans; in the latter case, particularly whenthe plans cover a series of connected operations tobe carried out simultaneously or in succession.The concept is designed to give an overall pictureof the operation. It is included primarily for addi-tional clarity of purpose. Also called command-er's concept. (JP 1-02)

contingency plan—A plan for major contingen-cies that can reasonably be anticipated in the prin-cipal geographic subareas of the command.(JP 1-02)

contingency support package (CSP)—Consistsof the common and unique intermediate-level lo-gistical support required for the task-organizeddeployment of detachments and/or squadrons ofparticular type, model, or series aircraft with oneexception. CSP aviation consolidated allowancelist and/or coordinated ship-station allowance listallowances are the exception because theyprovide the spare and repair parts to support bothorganizational- and intermediate-level mainte-nance. The four distinct elements that make up aCSP are: a. personnel; b. support equipment (in-dividual material readiness list); c. mobile facili-ties; and d. spare repair parts (aviationconsolidated allowance list and/or coordinatedship-station allowance list). CSP allowances arecomputed at the combat flying hour rate for a 90-day endurance period and are supplemental

allowances to those identified in master allow-ance documents.

control—Authority which may be less than fullcommand exercised by a commander over part ofthe activities of subordinate or other organiza-tions. (JP 1-02)

coordination—The action necessary to ensureadequately integrated relationships between sepa-rate organizations located in the same area. Coor-dination may include such matters as fire support,emergency defense measures, area intelligence,and other situations in which coordination is con-sidered necessary. (MCRP 5-12C)

countermobility—The construction of obstaclesand emplacement of minefields to delay, disrupt,and destroy the enemy by reinforcement of theterrain. The primary purpose of countermobilityoperations is to slow or divert the enemy, to in-crease time for target acquisition, and to increaseweapon effectiveness. (MCRP 5-1 2C)

D

demolition—The destruction of structures, facili-ties, or material by use of fire, water, explosives,mechanical, or other means. (JP 1-02)

depot—i. supply—An activity for the receipt,classification, storage, accounting, issue, mainte-nance, procurement, manufacture, assembly, re-search, salvage, or disposal of material.2. personnel—An activity for the reception, pro-cessing, training, assignment, and forwarding ofpersonnel replacements. (JP 1-02)

depot maintenance—That maintenance per-formed on materiel requiring major overhaul or acomplete rebuild of parts, assemblies, subassem-blies, and end-items, including the manufacture ofparts, modifications, testing, and reclamation asrequired. Depot maintenance serves to supportlower categories of maintenance by providingtechnical assistance and performing that mainte-nance beyond their responsibility. Depot mainte-nance provides stocks of serviceable equipmentby using more extensive facilities for repair than

E-8MC WP 4-11

are available in lower level maintenance activi-ties. (JP 1-02)

disposal—The process of eliminating excess, ob-solete, surplus, or unserviceable property. Dispos-al may include transfer, donation, sale, orabandonment. It does not include redistribution orreissue.

distribution—i. The arrangement of troops forany purpose, such as a battle, march, or maneu-ver. 2. A planned pattern of projectiles about apoint. 3. A planned spread of fire to cover a de-sired frontage or depth. 4. An official delivery ofanything, such as orders or supplies. 5. That func-tional phase of military logistics that embraces theact of dispensing materiel, facilities, and services.6. The process of assigning military personnel toactivities, units, or billets. (JP 1-02) For theMAGTF, distribution is the issue of supplies andequipment to using units or to intermediate supplypoints for future issue. The distribution processhas two steps. The first step is requisition. A req-uisition identifies the user's needs. The secondstep is issue. The supply activity issues suppliesand equipment based on the commander's priori-ties and allocations.

distribution methods—The two usual methodsof distribution are supply point distribution andunit distribution, a. Supply point distribution isthe method of distributing supplies in which thereceiving unit is issued supplies at a supply point(depot, airhead, navigation head, railhead, combattrain site, distribution point) and moves the sup-plies in organic transportation. b. Unit distribu-tion is the method of distributing supplies inwhich the receiving unit is issued supplies in itsown area; the transportation is furnished by the is-suing agency. The receiving unit is then responsi-ble for its own internal distribution.

distribution point—A point at which suppliesand/or ammunition, obtained from Supportingsupply points by a division or other unit, are bro-ken down for distribution to subordinate units.Distribution points usually carry no stocks; itemsdrawn are issued completely as soon as possible.(JP 1-02)

distribution system—That complex of facilities,installations, methods, and procedures designedto receive, store, maintain, distribute, and controlthe flow of military materiel between the point ofreceipt into the military system and the point ofissue to using activities and units. (JP 1-02)

E

embarkation—The process of putting personneland/or vehicles and their associated stores andequipment into ships and/or aircraft. (JP 1-02)

embarkation phase—In amphibious operations,the phase which encompasses the orderly assem-bly of personnel and materiel and their subse-quent loading aboard ships and/or aircraft in asequence designed to meet the requirements ofthe landing force concept of operations ashore.(JP 1-02)

engineer reconnaissance—The gathering of spe-cific, detailed technical information required bysupporting engineer forces in order to preparefor and accomplish assigned missions.(MCRP 5-12C)

expeditionary airfields—A prefabricated andfully portable airfield. The effort and assets (e.g.,materiel, engineer support, operational guidance,security) required for the installation and/or oper-ation of an expeditionary airfield can require theparticipation and/or support of all elements of theMAGTF. When deployed, it provides the capabil-ity to launch and recover MAGTF helicopters andfixed-wing aircraft under all weather conditions.Full expansion of expeditionary airfield facilitiesinto a strategic expeditionary landing field(SELF) allows the support and maintenance for acomplete wing-sized ACE. The SELF has parkingand taxiways to accommodate Air Mobility Com-mand and civilian reserve air fleet aircraft. Nor-mally, responsibility for the construction of theexpeditionary airfield rests with the engineer sup-port battalion of the force service support group(FSSG) or the engineers of a Marine wing supportsquadron (MWSS), unless the construction effortexceeds their capability. The Navy mobile con-struction battalion will provide augmentation tothe FSSG and/or MWSS, or it can assume full


responsibility for construction of the expedition-ary airfield if required.

explosive ordnance—All munitions containingexplosives, nuclear fission or fusion materials andbiological and chemical agents. (extract fromJP 1-02)

explosive ordnance disposal—The detection,identification, on-site evaluation, rendering safe,recovery, and final disposal of unexploded explo-sive ordnance. It may also include explosive ord-nance which has become hazardous by damage ordeterioration. (JP 1-02)

F

firepower—The amount of fire which may be de-livered by a position, unit, or weapon system.(JP 1-02)

floating dump—Emergency supplies preloadedin landing craft, amphibious vehicles, or in land-ing ships. Floating dumps are located in the vicin-ity of the appropriate control officer who directstheir landing as requested by the troop command-er concerned. (JP 1-02)

fly-in support package (FISP)—Organizational-level parts support packages designed to supportthe fly-in echelon (FIE) aircraft of an maritimeprepositioning force and/or MAGTF aviationcombat element. A FISP, flown in with the FIEaircraft, will be combined with organizational-level aviation support equipment andorganizational-level parts to support the equip-ment offloaded from maritime prepositioningships. This combination of assets is designed toprovide readiness and sustainability for the de-ployed aircraft until the intermediate maintenancesupport capability arrives in the theater of opera-tions aboard the aviation logistics support ship, byairlift, or by other means.

follow-on support package allowances—Equip-ment consisting of those items that, although notrequired to initiate the assault, are required to sus-tain the assault. These are items that, because ofsealift and airlift constraints, must be phased into

a deployment area by use of assault follow-onechelon or follow-up shipping.

force combat service support area (FCSSA)—The primary combat service support installationestablished to support MAGTF operations ashore.Normally located near a beach, port, and/or anairfield, it usually contains the command post ofthe combat service support element commanderand supports other combat service support instal-lations. (MCRP 5-12C)

force service support group—The combat ser-vice support element of the Marine expeditionaryforce (MEF). It is a permanently organized FleetMarine Force command charged with providingcombat service support beyond the organic capa-bilities of supported units of the MEF. If support-ing a force of greater size, additional assets arenecessary to augment its capabilities. Althoughpermanently structured with eight functional bat-talions, task organizations from those battalionswould normally support MEF operations over awide geographic area. (MCRP 5-12C)

forward arming and refueling point—A tempo-rary facility, organized, equipped, and deployedby an aviation commander, and normally locatedin the main battle area closer to the area of opera-tion than the aviation unit's combat service area,to provide fuel and ammunition necessary for theemployment of aviation maneuver units in com-bat. The forward arming and refueling point per-mits combat aircraft to rapidly refuel and rearmsimultaneously. (JP 1-02)

freight and passenger transportation—Sub-functions of traffic management. Freight and pas-senger transportation includes the procurement ofboth Department of Defense and commercialtransportation assets. It encompasses the move-ment of personnel, equipment, and supplies via allmodes (i.e., air, bus, rail, truck, and water). It in-cludes planning for troop movements on sched-uled or chartered trains, aircraft, and buses in thecontinental United States and overseas. It alsoentails port calling of passengers for overseasmovement.

E-1 0MCWP 4-11

function (motor transport)—Movements thatfall into two general categories—administrativeand tactical. The commander selects administra-tive movement when there is little or nolikelihood of enemy contact. Administrativemovements make maximum use of available ve-hicles. They optimize the economical use of vehi-cle cargo capacities. They may include bothmilitary and civilian vehicles. The commander se-lects tactical movement when unit integrity mustbe preserved for tactical purposes. The command-er combat loads the vehicles to maintain securityand to speed unloading at destination. When mak-ing tactical movements, the timely delivery ofunit personnel and cargo is of greater importancethan economical use of the vehicles.

G

general engineering__Intensive effort by engi-neer units which involves high standards of de-sign and construction as well as detailed planningand preparation. General engineering support nor-mally serves the whole MAGTF. It is that widerange of tasks in rear areas which serves to sustainforward combat operations.

graves registration program—A program whichprovides for search, recovery, tentative identifica-tion, and evacuation, or temporary interment.Temporary interment is only authorized by thegeographic combatant commander. Disposition ofpersonel effects is included in this program.(JP 1-02)

H

health maintenance._Those tasks to ensure thatthe unit and its personnel are medically ready forcombat operations. Included are routine sick calls,physical examinations, preventive medicine anddentistry programs, records maintenance, andmedical reporting.

horizontal and vertical construction—Deliberate engineering projects that normally involvetime, manpower, materiel, and equipment-intensive tasks. These tasks usually relate to sur-vivability and sustainability efforts.

I

inspection—The inspection process determinesmaintenance requirements and satisfactory main-tenance performance. All levels of maintenanceinclude inspections. Inspections are most effec-tive when the inspector is not the same person asthe one who performs the maintenance.

inspection and classification—The checking ortesting of an item against established standardsand the assignment of that item to a maintenancecategory based on established rules. Inspectionand classification are the first and last tasks that auser and maintenance activity perform on a pieceof equipment.

intermediate maintenance (field)—That mainte-nance which is the responsibility of and per-formed by designated maintenance activities fordirect support of using organizations. Its phasesnormally consist of: a. calibration, repair, or re-placement of damaged or unserviceable parts,components, or assemblies; b. the emergencymanufacture of nonavailable parts; and c. provid-ing technical assistance to using organizations.(JP 1-02)

L

landing force—A task organization of troopunits, aviation and ground, assigned to an am-phibious assault. It is the highest troop echelon inthe amphibious operation. (JP 1-02)

landing force supplies—_Supplies and equipmentin the assault echelon and the assault follow-onechelon. They include the initial supply supportneeded before arrival of resupply in the amphibi-ous objective area. Landing force supplies includebasic loads, prepositioned emergency supplies,and remaining supplies.

landing Support—The assistance provided to ef-fect the efficient and responsive throughput ofpersonnel, supplies, and equipment during theship-to-shore movement phase of the amphibiousassault or across beaches in support of operationsashore. It includes control of the flow of person-nel and materiel across the beach and into landing

Tactical-Level Logistics El 1

zones. Landing support does not end when theMAGTF completes the amphibious assault butcontinues through landing of the assault follow-on echelon. Landing support includes theevacuation of casualties and enemy prisoners ofwar during early stages of the assault. The land-ing support function does not include all of thefunctions that the landing force support party(LFSP) performs. The LFSP is a task organizationthat performs many other combat service support(CSS) and non-CSS functions. A common mis-conception is that the landing support function in-cludes tasks that, in actuality, are subfunctions ofthe other five CSS functions.

landing zone support area—A forward supportinstallation which provides minimum essentialsupport to the helicopter borne assault forces ofthe MAGTF. It can expand into a combat servicesupport (CSS) area but it is most often a shortterm installation with limited capabilities, normal-ly containing dumps for rations, fuel, ammuni-tion, and water only; maintenance is limited tocontact teams and/or support teams.(MCRP 5-12C) A landing zone support area is aCSS installation established to support helicopterborne assault elements. It is established by theCSS element when a buildup of supplies or otherCSS capabilities is anticipated. When a logisticbuildup is not planned, the supported unit is re-sponsible for the helicopter support team opera-tions associated with support of the helicopterborne force.

levels of maintenance—Organizational, interme-diate, and depot are the three maintenance levelsof the Marine Corps ground and aviation equip-ment maintenance systems.

lines of communications—A route, either land,water, or air, which connects an operating mili-tary force with a base of operations and alongwhich supplies and military forces move.(JP 1-02)

logistics—The science of planning and carryingout the movement and maintenance of forces. Inits most comprehensive sense, those aspects ofmilitary operations which deal with: a. design anddevelopment, acquisition, storage, movement,

distribution, maintenance, evacuation, and dispo-sition of materiel; b. movement, evacuation, andhospitalization of personnel; c. acquisition or con-struction, maintenance, operation, and dispositionof facilities; and d. acquisition or furnishing ofservices. (JP 1-02)

logistics over-the-shore operations—The load-ing and unloading of ships without the benefit offixed port facilities, in friendly or nondefendedterritory, and, in time of war, during phases oftheater development in which there is no opposi-tion by the enemy. (JP 1-02)

M

main supply route—The route or routes desig-nated within an area of operations upon which thebulk of traffic flows in support of military opera-tions. (JP 1-02)

maintenance (materiel)—1. All action taken toretain materiel in a serviceable condition or to re-store it to serviceability. It includes inspection,testing, servicing, classification as to serviceabili-ty, repair, rebuilding, and reclamation. 2. All sup-ply and repair action taken to keep a force incondition to carry out its mission. 3. The routinerecurring work required to keep a facility (plant,building, structure, ground facility, utility system,or other real property) in such condition that itmay be continuously used, at its original or de-signed capacity and efficiency for its intendedpurpose. (JP 1-02) The Marine Corps includes ef-forts to update and upgrade the capability of ma-teriel as a function of maintenance.

Marine air-ground task force—The MarineCorps principal organization for all missionsacross the range of military operations, composedof forces task-organized under a single command-er capable of responding rapidly to a contingencyanywhere in the world. The types of forces in theMAGTF are functionally grouped into four coreelements: a command element, an aviation com-bat element, a ground combat element, and acombat service support element. The four coreelements are categories of forces, not formalcommands. The basic structure of the Marineair-ground task force never varies, though the

MCWP 4-11

number, size, and type of Marine Corps unitscomprising each of its four elements will alwaysbe mission dependent. The flexibility of theorganizational structure allows for one or moresubordinate MAGTFs, other Service and/or for-eign military forces, to be assigned or attached.Also called MAGTF. See also aviation combat el-ement; combat service support element; commandelement; ground combat element; Marine expedi-tionary force; Marine expeditionary force (For-ward); Marine expeditionary unit; special purposeMarine air-ground task force; task force. (ap-proved for the next edition of MCRP 5-12C)

Marine Air-Ground Task Force DeploymentSupport System II (MDSS 11)—A system thatenables commanders at various echelons of aMAGTF to build and maintain a data base thatcontains force and equipment data reflecting howthe MAGTF is configured for deployment. Thisdata can be maintained during normal day-to-daygarrison activities and updated during plan devel-opment and execution.

Marine Air-Ground Task Force Il—A systemthat allows MAGTF planners to select and tailorMAGTF force structures, estimate sustainment,and estimate airlift and/or sealift requirements forplan feasibility.

Marine Air-Ground Task Force 11/LogisticsAutomated Information System (MAGTF 11/LOGAIS)—A family of coordinated, mutuallysupporting automated systems. MAGTF 11/LOGAIS enables commanders at different levelsto track asset availability. The system calculatessustainment requirements and processes requisi-tions both inside and outside the area of responsi-bility from Defense Automated AddressingSystem, the Defense Logistics Agency, andMarine Corps logistic bases. MAGTF Il/LOGAISprovides the MAGTF with the necessary tools tosupport war planning in both deliberate and time-sensitive situations and execution from initiationof mobilization or deployment through employ-ment in the area of responsibility.

Marine expeditionary brigade—A mid-sizedMarine air-ground task force (MAGTF) that pro-vides combatant commanders with an extremely

flexible expeditionary force. Commanded by ageneral officer, it is normally built around aground combat element of a reinforced infantryregiment. Its aviation combat element consists ofa Marine aircraft group with fixed- and rotary-wing squadrons. The combat service support ele-ment is organized to provide the full spectrum ofcombat service support. As an expeditionaryforce, it is capable of rapid deployment and em-ployment via amphibious shipping, strategic air-lift and/or sealift, marrying with maritime orgeographical prepositioning force assets, or anycombination thereof. It is a complete fightingforce—a MAGTF that has been task-organizedfor the mission and is capable of self-sustainmentfor 30 days. It can function alone, as a logical fol-low-on force to the Marine expeditionary unit, aspart of a joint task force, or as the lead element ofa Marine expeditionary force.

Marine expeditionary force—The largestMarine air-ground task force and the MarineCorps principal warfighting organization, particu-larly for larger crises or contingencies. It is task-organized around a permanent command elementand normally contains one or more Marine divi-sions, Marine aircraft wings, and Marine forceservice support groups. The Marine expeditionaryforce is capable of missions across the range ofmilitary operations, including amphibious assaultand sustained operations ashore in any environ-ment. It can operate from a sea base, a land base,or both. It may also contain other Service or for-eign military forces assigned or attached to theMAGTF. Also called MEF. See also aviationcombat element; combat service support element;command element; ground combat element;Marine air-ground task force; Marine expedition-ary force (Forward); Marine expeditionary unit;special purpose Marine air-ground task force; taskforce. (approved for the next edition ofMCRP 5-12C)

Marine expeditionary unit—A Marine air-ground task force that is constructed around an in-fantry battalion reinforced, a helicopter squadronreinforced, and a task-organized combat servicesupport element. It normally fulfills Marine Corpsforward sea-based deployment requirements. TheMarine expeditionary unit provides an immediate


reaction capability for crisis response and is capa-ble of limited combat operations. It may containother Service or foreign military forces assignedor attached. Also called MEU. See also aviationcombat element; combat service support element;command element; ground combat element;Marine air-ground task force; Marine expedition-ary force; Marine expeditionary force (Forward);Marine expeditionary unit (special operations ca-pable); special purpose Marine air-ground taskforce; task force. (approved for the next edition ofMCRP 5-12C)

maritime prepositioning ships—Civilian-crewed, Military Sealift Command-charteredships which are organized into three squadronsand are usually forward-deployed. These ships areloaded with prepositioned equipment and 30 daysof supplies to support three Marine expeditionarybrigades. Also called MPS. (JP 1-02)

materials handling equipment—Mechanical de-vices for handling of supplies with greater easeand economy. (JP 1-02) Effective use of availablematerials handling equipment is essential tomovement control and maintaining thethroughput of supplies and equipment. Allsubordinate elements of the MAGTF possesssome amount of materials handling equipment ca-pability. Some units hold materials handlingequipment for their own dedicated use (e.g., artil-lery battalions). In other cases, combat servicesupport units hold materials handling equipmentfor use throughout the MAGTF. Those that havematerials handling equipment must use their ownbefore seeking help from other sources. Thosethat do not have materials handling equipmentmust request it in advance. There is a limitedamount of materials handling equipment in aMAGTF. This dictates careful management. Aswith most scarce assets, a central agency can bestmanage materials handling equipment assets. Thebest alternative is centralized control of the assetsand decentralized execution of the specific tasks.The controlling agency must be able to anticipaterequirements and shift assets to critical points asthe priority of effort shifts. As a general rule, theagency that controls use of motor transport re-sources should also control materials handlingequipment resources. Where circumstances per-

mit, commanders shoul.d use manual labor or oth-er suitable alternatives. Rapid unloading andturnaround of available trucks increases haulingcapabilities.

medical regulating—See JP 1-02. Medical regu-lating is a casualty management system designedto coordinate the movement of casualties from thesite of injury or the onset of disease through suc-cessive levels of medical care to a medical treat-ment facility that can provide the appropriatelevel of care. The medical regulating system hasthree principal elements, each with its ownspecific responsibilities: a. Global Patient Move-ment Requirements Center (GPMRC)—Regulatesmovement of patients from medical treatment fa-cilities outside continental United States(CONUS) to and between facilities in CONUS.b. Theater Patient Movement Requirements Cen-ter (TPMRC)—Each unified command establish-es a joint medical regulating office. The TPMRCregulates movement of patients to and betweenmedical treatment facilities within the commanderin chief's (CINC's) area of responsibility, it alsoprovides information to the GPMRC about pa-tients who are ready for movement to CONUS.The CINC may also establish lower level joint pa-tient movement requirements centers (JPMRC)for subareas within the CINC's command. c. taskforce medical regulating system—Each task forcecommander establishes a medical regulating sys-tem to coordinate movement of casualties to andbetween medical treatment facilities. The com-mander also notifies the appropriate medical reg-ulating element, usually the JPMRC, whenpatients are ready for movement to theater orCONUS facilities. Consequently, medical regulat-ing elements must have compatible communica-tions. Plans must provide radio frequencies,communications security equipment, and radiosfor the medical regulating functions of both com-mander, amphibious task force, and commander,landing force.

medical treatment facility—A facility estab-lished for the purpose of furnishing medical and!or dental care to eligible individuals. (JP 1-02)

MEU service support group—The task-orga-nized combat service support element of the

1AMCWP 4-11

Marine expeditionary unit. Personnel and equip-ment are assigned from the permanent battalionsof the force service support group. As required, itmay be augmented by combat service support as-sets from the Marine division or Marine aircraftwing. (MCRP 5-12C)

military requirement—An established need jus-tifying the timely allocation of resources toachieve a capability to accomplish approved mili-tary objectives, missions, or tasks. (JP 1-02)

mobility—A quality or capability of militaryforces which permits them to move from place toplace while retaining the ability to fulfill their pri-mary mission. (JP 1-02)

modification—The maintenance action to changethe design or assembly characteristics of systems,end items, components, assemblies, subassem-blies, or parts. The purpose of modifications is toimprove equipment functioning, maintainability,reliability, or safety characteristics. Maintenanceactivities routinely modify otherwise operableequipment. However, in some circumstances, theitem may be in an administrative deadline statusto prevent possible damage or unsafe operation.

motor transport—Surface transportation usingwheeled vehicles. It is the most versatile mode oftransportation. It links the aerial ports, oceanports, supply centers, rail, and inland waterwayterminals. During combat operations, it linksbeach support areas, the force combat service sup-port area, combat service Support areas, and com-bat units. After air, motor transport is the mostflexible mode. It is an all-weather mode that theMAGTF commander can use over any trafficableterrain, including off road. Motor transport unitscan move almost any type of cargo. They can pro-vide either local, line, or zonal hauls. The com-mander may use organic, attached, or supportingmotor transport assets to make moves. Command-ers must establish priorities and allocate their as-sets based on the situation. Seldom does vehicleavailability permit unlimited, uncontrolled move-ment. Management is the key to best use of limit-ed vehicle assets. There are two ways to classifymotor transport movements—by degree of controland by function.

movement control—The planning, routing,scheduling, and control of personnel and cargomovements over lines of communications.(Joint Pub 1-02)

N

naval beach group—A permanently organizednaval command within an amphibious force com-prised of a commander and staff, a beachmasterunit, an amphibious construction battalion, and anassault craft unit, designed to provide an adminis-trative group from which required naval tacticalcomponents may be made available to the attachforce commander and to the amphibious landingforce commander to support the landing of one di-vision (reinforced). (JP 1-02)

0

objective—The physical object of the action tak-en, e.g., a definite tactical feature, the seizure and!or holding of which is essential to the command-er's plan. (JP 1-02)

obstacle—See JP 1-02. Any natural or manmadeobstruction that canalizes, delays, restricts, or di-verts movement of a force. The effectiveness ofan obstacle is enhanced considerably when cov-ered by fire. Obstacles can include antitank ditch-es, blown bridges, built-up areas, minefields,rivers, road craters, terrain, and wire.

obstacle removal—The physical relocation ofany structure, facility, or material so it no longerexerts a negative influence on friendly activities.

operating forces—Those forces whose primarymissions are to participate in combat and the inte-gral supporting elements thereof. (JP 1-02) See al-so combat service support element.

operation—A military action or the carrying outof a strategic, tactical, service, training, or admin-istrative military mission; the process of carryingon combat, including movement, supply, attack,defense and maneuvers needed to gain the objec-tives of any battle or campaign. (JP 1-02)


operational chain of command—The chain ofcommand established for a particular operation orseries of continuing operations.

operational level of war—The level of war atwhich campaigns and major operations areplanned, conducted, and sustained to accomplishstrategic objectives within theaters or areas of op-erations. Activities at this level link tactics andstrategy by establishing operational objectivesneeded to accomplish the strategic objectives, se-quencing events to achieve the operational objec-tives, initiating actions, and applying resources tobring about and sustain these events. These activi-ties imply a broader dimension of time or spacethan do tactics; they ensure the logistic and ad-ministrative support of tactical forces, and pro-vide the means by which tactical successes areexploited to achieve strategic objectives.(JP 1-02)

organizational maintenance—That maintenancewhich is the responsibility of and performed by ausing organization on its assigned equipment. Itsphases normally consist of inspecting, servicing,lubricating, adjusting, and the replacing of parts,minor assemblies, and subassemblies. (JP 1-02)

overhaul—The restoration of an item to a com-pletely serviceable condition as prescribed bymaintenance serviceability standards. (JP 1-02)

P

peculiar contingency support package allow-ances—Consist of those peculiar items requiredto provide level I support for a specific type, mod-el, or series and quantity of aircraft and associatedsupport equipment provided to a MAGTF avia-tion combat element. A peculiar item is an itemthat is used for a specific aircraft and/or supportequipment application.

pipeline-In logistics, the channel of support or aspecific portion thereof by means of which mate-riel or personnel flow from sources of procure-ment to their point of use. (JP 1-02)

port—A place at which ships may discharge orreceive their cargoes. It includes any port accessi-

ble to ships on the seacoast, navigable rivers or in-land waterways. The term "ports" should not beused in conjunction with air facilities which aredesignated as aerial ports, airports, etc. (JP 1-02)

prepositioned emergency supplies—The com-mander uses prepositioned emergency suppliesfor replenishment early in the ship-to-shoremovement. They are available on call for immedi-ate delivery to units ashore. This category is fur-ther broken down into floating dumps andprestaged helicopter-lifted supplies.

procurement—The process of obtaining person-nel, services, supplies, and equipment. (JP 1-02)

R

rear area—For any particular command, the areaextending forward from its rear boundary to therear of the area assigned to the next lower level ofcommand. This area is provided primarily for theperformance of support functions. (JP 1-02)

rear area security (RAS)—The measures takenbefore, during, and/or after an enemy airborne at-tack, sabotage action, infiltration, guerrilla action,and/or initiation of psychological or propagandawarfare to minimize the effects thereof.(MCRP 5-12C)

rebuild—The restoration of an item to a standardas nearly as possible to its original condition inappearance, performance, and life expectancy.See also overhaul; repair. (JP 1-02)

rebuild and overhaul—Maintenance functions.Rebuild is a depot maintenance function, and de-pending on the item, overhaul may be either a de-pot or intermediate maintenance function. Whenrebuilding or overhauling items, the maintenanceactivity also performs modifications not previous-ly made.

reclamation—Restoration of condemned,scrapped, abandoned, or damaged materiel, parts,and components. Reclamation action includes re-pair, refabrication, or renovation. The mainte-nance activity returns reclaimed items to thesupply system. Reclamation is a depot function.

E-1 6 MCWP 4-11

recovery and evacuation—The process of re-trieving or freeing immobile, inoperative, orabandoned materiel from its location. It includesreturning the material to operation or to a collec-tion point for repair, evacuation, or disposal. Re-covery is an owning-unit responsibility.Evacuation moves materiel from one combat ser-vice support (CSS) maintenance activity to anoth-er for repair or other disposition. It includesmoving equipment between the owning unit'smaintenance site and that of the supporting CSSelement and/or Marine aviation logistics squad-ron. Evacuation is a CSS unit responsibility.

removal—The physical relocation of any struc-ture, facility, or material so that it no longer exertsa negative influence on friendly activities.

reorder point—See JP 1-02. That point at whichthe combat service support (CSS) unit must sub-mit a requisition to maintain the stockage objec-tive. The reorder point is the sum of the safetylevel and the order and shipping time. For exam-ple:

• Safety level = 5 days• Reorder time = 2 days• Shipping time = 15 days• Reorder point = 22 days

In this example, the CSS unit reorders when theon-hand balance reaches 22 days. The reorderquantity is the difference between the stockageobjective and the on-hand balance (reorder point).To determine actual quantities, the CSS elementmultiplies the number of days by the daily usagerate.

repair—The restoration of an item to serviceablecondition through correction of a specific failureor unserviceable condition. (JP 1-02)

repair and replenishment point—A combat ser-vice support installation, normally in forward ar-eas near the supported unit, established to supporta mechanized or other rapidly moving force. Itmay be either a prearranged point or a hastily se-lected point to rearm, refuel, or provide repair ser-vices to the supported force. (MCRP 5-12C)

repair cycle—The stages through which a repara-ble item passes from the time of its removal or re-placement until it is reinstalled or placed in stockin a serviceable condition. (JP 1-02)

replenishment systems—These pull or push sys-tems for provide supplies to supported units.These systems are subject to availability of sup-plies and distribution capabilities. Two conceptsthat must be considered in the process ofdetermining the replenishment system to be im-plemented are available supply rate and requiredsupply rate. a. Pull systems require that the con-sumer submit a request for the desired support.The request is a requisition. Pull systems provideonly what the unit says it needs. Pull systems arenot as responsive as push systems because they donot provide support in anticipation of need.b. Push systems use reports as the requesting doc-ument. For example, on-hand or usage reportsserve as the basis for resupply. The combat ser-vice support element (CSSE) compares the reportto the basic load or stockage objective then push-es the difference between the on-hand and desiredquantity to the unit. Use of this method requirescaution because push systems can contribute toexcesses, burdening the user with more stock thancan be handled. This can lead to waste, includingwaste of transportation capability. The MAGTFcommander should specify the most appropriatereplenishment system based on recommendationsfrom the CSSE and/or aviation combat element.Compromises normally dictate a combination ofthe two based on the tactical situation and avail-able resources.

requisition—i. An authoritative demand or re-quest especially for personnel, supplies, or servic-es authorized but not made available withoutspecific request. (DOD) 2. To demand or requireservices from an invaded or conquered nation.(JP 1-02)

resupply—The act of replenishing stocks in orderto maintain required levels of supply. (JP 1-02)

S

salvage—i. Property that has some value in ex-cess of its basic material content but which is in


such condition that it has no reasonable prospectof use for any purpose as a unit and its repair orrehabilitation for use as a unit is clearly impracti-cal. 2. The saving or rescuing of condemned, dis-carded, or abandoned property, and of materialscontained therein for reuse, refabrication, orscrapping. (JP 1-02)

security—Measures taken by a military unit, anactivity or installation to protect itself against allacts designed to, or which may, impair its effec-tiveness. (JP 1-02)

selective interchange—The exchange of selectedserviceable parts and/or components from a dead-lined item of equipment for unserviceable repairparts and/or components from a like item.

serial—An element or a group of elements withina series which is given a numerical or alphabeticaldesignation for convenience in planning, schedul-ing, and control. (JP 1-02)

serial number—A number allocated to each unitor grouping, including its equipment, that is-a. embarked entirely in one ship, b. landed as aunit on one beach or helicopter landing zone, andc. landed at approximately the same time. —

servicing, adjustment, and tuning—Mainte-nance tasks for operable equipment. Servicingmay include all repairs or maintenance, includingadjustment and tuning. Tuning is a process of ad-justing equipment to achieve precise functioning.Tuning often refers to engine adjustments. En-gines, however, are not the only componentsneeding adjustment.

ship-to-shore movement—That portion of theassault phase of an amphibious operation whichincludes the deployment of the landing force fromthe assault shipping to designated landing areas.(JP 1-02)

stockage objective—The maximum quantities ofmateriel that the combat service support element(CSSE) and/or aviation combat element (ACE)must have on hand to sustain current operations. Itconsists of the sum of stocks represented by theoperating level and the safety level. The operating

level is the level required to sustain operations be-tween submission of requisitions or between thearrival of successive shipments. These quantitiesare based on the established replenishment period(daily, monthly, quarterly). In combat, the replen-ishment period is more frequent than duringpeacetime operations. The safety level is thequantity required to continue operations if thereare minor delays in resupply or unpredictablechanges in demand. In combat, the safety level ismore critical than during peacetime. The MAGTFcommander prescribes the stockage objective forcombat service support installations based on therecommendations of the CSSE and/or ACE com-mander. Selection of the proper stockage objec-tive is critical for proper management oftransportation. It is also critical for continued sup-port of combat operations. Too high a stockageobjective can place an excessive burden on han-dling and management systems. Too low a stock-age objective can delay or even prevent combatoperations.

storage—i. The retention of data in any form,usually for the purpose of orderly retrieval anddocumentation. 2. A device consisting of elec-tronic, electrostatic, electrical, hardware or otherelements into which data may be entered, andfrom which data may be obtained as desired.(JP 1-02) Storage is the safekeeping of suppliesand equipment in a ready-for-issue condition. Thestorage function includes the process of receiptingfor supplies and equipment from the source. It in-cludes the responsibility to maintain accurate in-ventory controls. Similarly, care in storage is aresponsibility of the activity holding the suppliesand equipment.

strategic level of war—The level of war at whicha nation, often as a member of a group of nations,determines national or multinational (alliance orcoalition) security objectives and guidance, anddevelops and uses national resources to accom-plish those objectives. Activities at this level es-tablish national and multinational militaryobjectives; sequence initiatives; define limits andassess risks for the use of military and other in-struments of national power; develop global plansor theater war plans to achieve these objectives;

CMC WP 4-11

and provide military forces and other capabilitiesin accordance with strategic plans. (JP 1-02)

subordinate command—A command consistingof the commander and all those individuals, units,detachments, organizations, or installations thathave been placed under the command by the au-thority establishing the subordinate command.(JP 1-02)

supply—The procurement, distribution, mainte-nance while in storage, and salvage of supplies,including the determination of kind and quantityof supplies, a. producer phase—That phase ofmilitary supply which extends from determinationof procurement schedules to acceptance of fin-ished supplies by the military Services. b. con-sumer phase—That phase of military supplywhich extends from receipt of finished suppliesby the Military Services through issue for use orconsumption. (JP 1-02)

supply point distribution—That method of dis-tributing supplies in which the receiving unit is is-sued supplies at a supply point (depot, railhead,truckhead, distribution point) and moves the sup-plies in organic transportation. This method is thenormal method of providing direct support am-munition supply service.

supply requirements__In logistic and combatservice support (CSS) terms, supply requirementsare the needs for those commodities that are es-sential to begin and sustain combat operations.There are three types of supply requirements: rou-tine, preplanned, and long term. Routine and pre-planned requirements are relatively near term.a. routine requirements__These requirementssupport normal daily operations. The combat ser-vice support element (CSSE) and/or aviationcombat element supports these requirements withavailable resources or through redistribution ofassets within the MAGTF. b. preplanned require-ments—These requirements pertain to support forspecial missions or operations. Like routine re-quirements, the CSSE supports these require-ments with available resources or throughredistribution of assets within the MAGTF. Thereis not enough time to obtain new resources.c. long-range requirements_These requirements

involve unusual or high-cost items. If this type ofsupport is not correctly determined and pro-grammed in a timely manner, resources may notbe available to support requirements. Errors inforecasting long-term requirements can restrictoperations. Support might not be available, the al-location of costly resources might exceed real re-quirements, or both.

support—i. The action of a force which aids,protects, complements, or sustains another forcein accordance with a directive requiring such ac-tion. 2. A unit which helps another unit in battle.Aviation, artillery, or naval gunfire may be usedas a support for infantry. 3. A part of any unit heldback at the beginning of an attack as a reserve.4. An element of a command which assists, pro-tects, or supplies other forces in combat. (JP 1-02)

survivability—The inherent capacity of the orga-nization and its capabilities to prevail in the faceof potential destruction.

sustainability—The ability to maintain the nec-essary level and duration of operational activity toachieve military objectives. Sustainability is afunction of providing for and maintaining thoselevels of ready forces, materiel, and consumablesnecessary to support the military effort.

T

tactical level of war—The level of war at whichbattles and engagements are planned and executedto accomplish military objectives assigned to tac-tical units or task forces. Activities at this level fo-cus on the ordered arrangement and maneuver ofcombat elements in relation to each other and tothe enemy to achieve combat objectives. (JP 1-02)

task force—i. A temporary grouping of units,under one commander, formed for the purpose ofcarrying Out a specific operation or mission.2. Semi-permanent organization of units, underone commander, formed for the purpose of carry-ing out a continuing specific task. 3. A componentof a fleet organized by the commander of a taskfleet or higher authority for the accomplishmentof a specific task or tasks. (JP 1-02)


task organization—i. In the Navy, an organiza-tion which assigns to responsible commanders themeans with which to accomplish their assignedtasks in any planned action. 2. An organization ta-ble pertaining to a specific naval directive.(JP 1-02)

terminal operations—The reception, processing,and staging of passengers, the receipt, transit stor-age and marshaling of cargo, the loading and un-loading of ships or aircraft, and the manifestingand forwarding of cargo and passengers to desti-nation. (JP 1-02)

testing and calibration—Maintenance tasks forprecision instruments. The instruments may becomponents of larger items or may be mainte-nance test equipment. The testing process com-pares the accuracy of the instrument to anestablished standard. Calibration is theadjustment of precision instruments that deviatefrom the standard.

throughput—The average quantity of cargo andpassengers that can pass through a port on a dailybasis from arrival at the port to loading onto aship or plane, or from the discharge from a ship orplane to the exit (clearance) from the port com-plex. Throughput is usually expressed in measure-ment tons, short tons, or passengers. Receptionand storage limitation may affect final through-put. (JP 1-02)

traffic management—The direction, control, andsupervision of all functions incident to the pro-curement and use of freight and passenger trans-portation services. (JP 1-02)

train—A service force or group of service ele-ments which provides logistic support, e.g., an or-ganization of naval auxiliary ships or merchantships or merchant ships attached to a fleet for thispurpose; similarly, the vehicles and operating per-sonnel which furnish supply, evacuation, andmaintenance services to a land unit. (JP 1-02)

transportation—The movement from one loca-tion to another by means of railways, highways,waterways, pipelines, oceans, and airways. It in-cludes movement by military and/or commercialassets. For the MAGTF, transportation support isthat support required to place sustainability assets(personnel and materiel) in the proper locations atthe proper times to initiate and maintain opera-tions.

Transportation Coordinator's AutomatedInformation for Movements System(TC-AIMS)—This system provides the MAGTFcommander with an automated capability to plan,coordinate, manage, and execute MAGTF move-ment from the point of origin to the air and seaport of embarkation and from the port of debarka-tion to the final destination. During the planningand execution phase of an operation, TC-AIMSupdates MAGTF Deployment Support System II,and the Defense Transportation System withmovement requirements and status.

transportation operating agencies—Those Fed-eral agencies having responsibilities under nation-al emergency conditions for the operationaldirection of one or more forms of transportation.

(JP 1-02)

type/model/series (T/M/S) aircraft—An alpha-numeric code used to identify a particular groupof aircraft. Example: F/A-18C: F/A = fighter/at-tack, 18 = model, C = series.

U

unified command—A command with a broadcontinuing mission under a single commanderand composed of significant assigned componentsof two or more Military Departments, and whichis established and so designated by the President,through the Secretary of Defense with the adviceand assistance of the Chairman of the Joint Chiefsof Staff. (JP 1-02) (reverse blank)

Appendix F

References and Related Publications

Department of Defense Instruction (DODI)

3020.37 Continuation of Essential DOD Contractor Services DuringCrisis

Department of Defense (DOD) Publication

4500.9-R Defense Transportation Regulation, Parts I, II, and III

Joint Publications (JPs)0-2 Unified Action Armed Forces (UNAAF)1 Joint Warfare of the Armed Forces of the United States2-0 Doctrine for Intelligence Support to Joint Operations3-0 Doctrine for Joint Operations3-02 Joint Doctrine for Amphibious Operations3-02.1 Joint Doctrine for Landing Force Operations3-02.2 Joint Doctrine for Amphibious Embarkation3-05 Doctrine for Joint Special Operations3-07 Joint Doctrine for Military Operations Other Than War3-07.2 Joint Tactics, Techniques, and Procedures for Antiterrorism3-07.3 Joint Tactics, Techniques, and Procedures for Peace Operations3-07.4 Joint Counterdrug Operations3-10 Doctrine for Joint Rear Area Operations3-57 Doctrine for Joint Civil Affairs4-0 Doctrine for Logistic Support of Joint Operations4-01 Joint Doctrine for the Defense Transportation System4-01.1 Joint Tactics, Techniques, and Procedures for Airlift Support to

Joint Operations4-01.2 Joint Tactics, Techniques, and Procedures for Sealift Support to

Joint Operations4-01.3 Joint Tactics, Techniques, and Procedures for Movement Control4-01.6 Joint Tactics, Techniques, and Procedures for Joint Logistics

Over the Shore (JLOTS)4-02 Doctrine for Health Service Support in Joint Operations4-02.2 Joint Tactics, Techniques, and Procedures for Patient Movement

in Joint Operations4-06 Joint Tactics, Techniques, and Procedures for Mortuary Affairs

in Joint Operations

Chairman of the Joint Chiefs of Staff Manual (CJCSM)

3122.03 Joint Operations Planning and Execution System, Volume II,Planning Formats and Guidance

F-2 MCWP4-11

Naval Doctrine Publications (NDPs)4 Naval Logistics5 Naval Planning6 Naval Command and Control

Naval Warfare Publications (NWPs)1-14M The Commander's Handbook on the Law of Naval Operations

(dual designated as MCWP 5-12.1)3-02.1 Ship-to-Shore Movement (dual designated as FMFM 1-8 to be

updated as MCWP 3-31.5)3-02.14 The Naval Beach Group (dual designated as FMFM 4-2 to be

updated as MCRP 4-11.3D)3-02.21 Military Sealift Command in Support of Amphibious Operations

(dual designated as FMFM 1-15 to be updated asMCRP 3-31A)

3-02.3 Maritime Prepositioning Force (MPF) Operations (dualdesignated as FMFM 1-5 to be updated as MCWP 3-32)

4-02 Operational Health Service Support4-02.2 Patient Movement, Part A, Naval Expeditionary Forces Medical

Regulating4-02.4 Part A, Deployable Heath Service Support Platforms—Fleet

Hospitals6-01 Basic Operational Communications Doctrine80 Strategic Sealift Planning and Operations Doctrine of the U.S.

Navy (dual designated as FMFM 1-16 to be updated asMCRP 4-13.1B)

Marine Corps Doctrinal Publication (MCDPs)1 Warfighting1-1 Strategy1-2 Campaigning1-3 Tactics2 Intelligence3 Expeditionary Operations4 Logistics5 Planning6 Command and Control

Marine Corps Warfighting Publications (MCWPs)0-1.1 Componency2-1 Intelligence Operations3-17 MAGTF Engineer Operations3-24 Assault Support4-1 Logistics Operations4-11.1 Health Service Support Operations4-11.4 Maintenance Operations

Tactical-Level Logistics F-3

4-11.5 Seabee Operations in the MAGTF (dual designated asNWP 4-04.1)

4-11.6 Bulk Liquids Operations4-11.7 MAGTF Supply Operations5-1 Marine Corps Planning Process6-22 Communications and Information Systems

Marine Corps Reference Publications (MCRPs)

5-12C Marine Corps Supplement to the Department of DefenseDictionary of Military and Associated Terms

5-12D Organization of Marine Corps Forces

Fleet Marine Force Manuals (FMFMs)

2-6 MAGTF Rear Area Operations (under development asMCWP 3-41.1)

3-1 Command and Staff Action3-61 Ministry in Combat (under development as MCWP 6-12)4-3 MAGTF Landing Support Operations (to be incorporated into

MCWP 4-11.3)4-9 Motor Transport (to be incorporated into MCWP 4-11.3)5-40 Offensive Air Support (under development as MCWP 3-23)5-50 Antiair Warfare (under development as MCWP 3-22)6 Ground Combat Operations (under development as MCWP 3-1)6-21 Tactical Fundamentals of Helicopterborne Operations (under

development as MCWP 3-11.4)

Fleet Marine Force Reference Publication (FMFRPs)

1-18 Amphibious Ships and Landing Craft Data Book (underdevelopment as MCRP 3-31B)

5-71 Aviation Planning Documents (under development asMCRP 5-11.1A)

Marine Corps Order (MCO)

P1700.27 Marine Corps Morale, Welfare, and Recreationw/ch 1 Policy Manual

U.S. Army Field Manuals (FMs)

8-55 Planning for Health Service Support10-27 General Supply in Theaters of Operations10-52 Water Supply in Theaters of Operations10-67 Petroleum Supply in Theaters of Operations27-10 The Law of Land Warfare (dual designated as

MCRP 5-12.1A)34-130 Intelligence Preparation of the Battlefield (IPB) (dual designated

as FMFRP 3-23-2 to be updated as MCRP 2-12A)

F-4 MCWP 4-11

54-40 Area Support Group55-9 Unit Air Movement Planning55-10 Movement Control in a Theater of Operations90-3 1 Army and Marine Corps Integration (AMCI)

(dual designated as MCRP 3-38)100-16 Army Operational Support100-19 Domestic Support Operations100-23-1 HA Multiservice Procedures for Humanitarian Assistance

Operations (multi-Service designated as FMFRP 7-16 to beupdated as MCWP 3-33.6)

101-5-1 Operational Terms and Graphics (dual designated asMCRP 5-12A)

700-80 Logistics701-58 Planning Logistics Support for Military

Operations

U.S. GOVERNMENT PRINTING OFFICE :2000-521-465/95031