MCWP 4-12 Operational-Level Logistics - marines.mil 4-12... · MCWP 4-12 Operational-Level Logistics U.S. Marine Corps PCN 143 000099 00 DISTRIBUTION STATEMENT A: Approved for public;

MCWP 4-12

Operational-Level Logistics

U.S. Marine Corps

PCN 143 000099 00

DISTRIBUTION STATEMENT A: Approved for public; distribution is unlimited

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

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

DEPARTMENT OF THE NAVYHeadquarters United States Marine Corps

Washington, D.C. 20308-1775

30 January 2002

FOREWORD

Marine Corps Warfighting Publication (MCWP) 4-12, Operational-Level Logistics,addresses fundamental principles for the planning and execution of logistics for theMarine Corps component within a theater of operations; the relationships between theMarine Corps forces (MARFOR) logistics staff, the Marine Logistics Command (MLC),Marine expeditionary force (MEF) logistics staff, and the force service support group(FSSG); and coordination with external theater logistic agencies. MCWP 4-12 delineatesthe division of labor between MLC and FSSG by providing logistics employment guid-ance. In addition, this publication identifies strategic logistic organizations and agenciesthat provide support to MARFOR in theater. MCWP 4-12 expands on MCWP 4-1, Logis-tics Operations, by providing detailed guidance to Marine Corps logisticians who con-duct operational logistics.

This publication is a detailed guide for field grade action officers serving on MARFOR,MEF, and FSSG staffs, who are responsible for planning and conducting logistics at theoperational level. The secondary audience is comprised of commanders and staff offic-ers who require logistic support or who will benefit from a greater understanding oftheater-level logistics.

Reviewed and approved this date.

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

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

Commanding GeneralMarine Corps Combat Development Command

DISTRIBUTION: 143 000099 00

OPERATIONAL-LEVEL LOGISTICSTABLE OF CONTENTS

Chapter 1 FundamentalsOperational Logistic Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Logistic Continuum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

Strategic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Operational . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Tactical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

Functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3Force Closure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Arrival and Assembly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Intratheater Lift. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Theater Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Sustainment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Reconstitution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Redeployment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5

Functional Area Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Transportation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6General Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7Health Service Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7

Chapter 2 Theater OrganizationsMarine Corps Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

Commander, Marine Corps Forces, Pacific . . . . . . . . . . . . . . . . . . . 2-1Commander, Marine Corps Forces, Atlantic . . . . . . . . . . . . . . . . . . 2-1

Logistic Authority and Support Arrangements . . . . . . . . . . . . . . . . . . . . 2-1Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Support Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Marine Corps Support Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4Headquarters, Marine Corps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4Supporting Establishment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Marine Corps Forces Logistic Sources. . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5Marine Air-Ground Task Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5Marine Expeditionary Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Marine Logistics Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7Force Projection Logistic Sources . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8

Joint Force Logistic Organizations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-9Logistics Division. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-9Logistics Readiness Center. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-9Logistic Offices, Boards, and Centers . . . . . . . . . . . . . . . . . . . . . . . 2-9

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Service and Civilian Components. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-11Navy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-11Army . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-13Air Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-15Civilian . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-16

Interagency Theater Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-16Nongovernmental Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-16The United Nations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-16

Multinational Theater Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-16Logistic Principles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-16Logistic Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-17

Chapter 3 Command and ControlNational Military Command Structures . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1

Joint Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2Marine Corps Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2

Command Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Marine Corps Forces Logistic Responsibilities . . . . . . . . . . . . . . . . . . . . 3-3Marine Corps Forces Command and Control Principles . . . . . . . . . . . . . 3-4Marine Corps Forces Logistic Relationships . . . . . . . . . . . . . . . . . . . . . . 3-4

Relationships with the Joint Force Commander . . . . . . . . . . . . . . . . 3-4Relationships between Marine Corps Forces . . . . . . . . . . . . . . . . . . 3-4Relationships with Navy Aviation Commands. . . . . . . . . . . . . . . . . 3-5Relationships with Other Joint Force Component Commands. . . . . 3-6Relationships with the MAGTF and Attached Forces . . . . . . . . . . . 3-6

Logistics Authority in Joint Operations . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6Joint Force Commander . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6Division Ready Brigade . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7Marine Expeditionary Brigade . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7

Multinational Force Command and Control Relationships . . . . . . . . . . . 3-8Command Structures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8Command Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9Coordination Centers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10

Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10Communications Battalion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10Marine Logistics Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-11

Command, Control, Communications, and Computer Systems . . . . . . . . 3-11Global Combat Support System . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-11Global Command and Control System . . . . . . . . . . . . . . . . . . . . . . . 3-11Joint Operation Planning and Execution System . . . . . . . . . . . . . . . 3-12Navy Support Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-13

Chapter 4 Planning Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

Conceptual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1Functional . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

Operational-Level Logistics ______________________________________________________________________________________ v

Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1Processes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2

Joint Operation Planning and Execution System . . . . . . . . . . . . . . . 4-2Force Deployment Planning and Execution . . . . . . . . . . . . . . . . . . . 4-3

Principal Planning Agencies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Plans Section. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Future Operations Section . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Operational Planning Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Current Operations Section . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4Crisis Action Team. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

Concept of Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5

Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5Threat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6Collection Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7

Host-Nation Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7Contingency Contracting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-8Acquisition Cross-Service Agreement . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9

Types of Authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9Supplies and Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9

Planning Documents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-10

Chapter 5 OperationsForce Service Support Group Employment . . . . . . . . . . . . . . . . . . . . . . . 5-1Marine Logistics Command Operations. . . . . . . . . . . . . . . . . . . . . . . . . . 5-1

Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Deployment Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Employment Considerations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Force Closure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Sustainment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5Reconstitution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5

Maritime Pre-positioning Force Operations . . . . . . . . . . . . . . . . . . . . . . . 5-6Arrival and Assembly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6Regeneration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-7

Theater Movement Control Operations . . . . . . . . . . . . . . . . . . . . . . . . . . 5-8Joint . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-8Multinational . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-10Marine Corps Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-10

Joint and Multinational Logistic Operations . . . . . . . . . . . . . . . . . . . . . . 5-12Joint Reception, Staging, Onward Movement, and Integration . . . . 5-12Joint Logistics Over-the-Shore . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13Service Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13Theater Health Service Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13

Small Scale and Short Duration Operations . . . . . . . . . . . . . . . . . . . . . . . 5-17

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Military Operations Other Than War . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-18Humanitarian Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-18Peacekeeping Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-18Domestic Support Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-19

Chapter 6 Strategic SupportSupport Organizations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1

United States Transportation Command . . . . . . . . . . . . . . . . . . . . . . 6-1Department of Transportation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3Defense Logistics Agency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3

Marine Corps Strategic Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-4Marine Corps Mobilization Management Plan. . . . . . . . . . . . . . . . . 6-4War Reserve Materiel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-5

Chapter 7 Logistic VisionFocused Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1

Joint Deployment/Rapid Distribution . . . . . . . . . . . . . . . . . . . . . . . . 7-1Information Fusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2Joint Theater Logistics Command and Control . . . . . . . . . . . . . . . . 7-2Multinational Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2Joint Health Services Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3Agile Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3

Marine Corps Logistic Vision. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4Future Expeditionary Maneuver Warfare Logistics . . . . . . . . . . . . . 7-4

Appendices A Notional Divisions of Labor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1B Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-1C References and Related Publications . . . . . . . . . . . . . . . . . . . . . . . . . . C-1

CHAPTER 1. FUNDAMENTALS

Military operations require specific logistic sup-port, and that support is based on the strategic,operational, and tactical levels of war. Opera-tional-level logistics links strategic resourceswith tactical units and enables force closure, sus-tainment, reconstitution, and redeployment offorces. Functions of operational logistics are nor-mally carried out in the communications zone(COMMZ), which is the rear part of a theater ofoperations contiguous to the combat zone. Opera-tional logistics supports expeditionary operations.

The levels of logistics assist Marines in planningfor logistics at the corresponding levels of war-fare. Operational-level logistics addresses sus-tainment within a military theater of operations.Operational-level logistics connects strategic-level logistic resources with the tactical level oflogistics thus creating the conditions for effec-tive Marine air-ground task force (MAGTF) com-bat service support (CSS) for the duration of acampaign. Understanding operational-level logis-tics is critical to integrated planning and the suc-cessful conduct of expeditionary operations.

Operational Logistic Environment

Marine Corps forces (MARFOR) conductingexpeditionary operations as part of a joint forcewill be under the command of a joint force com-mander (JFC). The MARFOR plans, coordi-nates, and supervises the execution of operational(theater) logistics for the assigned MAGTF. EachService provides administrative and logistic sup-port to its forces assigned or attached to a jointforce. The JFC may have the authority to direct asingle Service to provide common item logisticsto components of the joint force. Consequently,the MARFOR coordinates operational logisticsupport for the MAGTF per Marine Corps Ser-vice responsibility and for other Service compo-nents as directed by the JFC.

Joint doctrine encourages inter-Service support,which is defined as action taken by one Serviceor element thereof, to provide logistics and/oradministrative support to another Service. Therelationship between the Navy and Marine Corpsis a recurring association that affects the MarineCorps at all levels of war.

Joint forces with a MARFOR assigned or attachedinclude a Marine Corps component. The MarineCorps component commander provides adminis-trative and logistic support for the MARFOR withthe exceptions of logistics provided through ser-vice support agreements or as directed by the JFC.

The joint force and its Service components mayconduct expeditionary operations as part of a mul-tinational force (MNF). Formal treaties haveresulted in military alliances that have producedmultinational military organizations, procedures,and responsibilities that guide participating forces.North Atlantic Treaty Organization (NATO) andthe United Nations Forces in Korea are two long-term alliances in which U.S. Forces participate.Short-term threats produce coalitions where themilitary forces of different nations temporarilycooperate to accomplish an agreed mission. Logis-tics remains a national responsibility; however,nations may cooperate and make support arrange-ments to increase efficiency and economy.

MARFOR logistic planners coordinate with otherServices, Department of Defense (DOD) logisticagencies, and governmental and nongovernmentalorganizations (NGOs) to meet requirements. Jointforce operations may interact with interagencyorganizations, especially during military operationsother than war (MOOTW). Interagency coordinationoccurs between elements of the DOD and engagedU.S. Government agencies, NGOs, and regional andinternational organizations to accomplish anobjective. The MARFOR can expect to receiveoperational logistic assistance from the United StatesTransportation Command (USTRANSCOM),

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Defense Logistics Agency (DLA), and otherstrategic logistic agencies.

Logistic Continuum

Joint doctrine divides a continuum of war intostrategic, operational, and tactical levels. Eachlevel of war has a corresponding level of logis-tics with a distinct set of functions. Figure 1-1lists the logistic functions for the levels of opera-tions within the logistic operating system.

Strategic

Strategic logistics supports organizing, training,and equipping the forces that are needed to fur-ther the national interest. It links the national eco-nomic base (people, resources, and industry) tomilitary operations. The combination of strategicresources (national industrial base) and distribu-tion processes (deployment and transportationcapabilities) represents total national capabilities.These capabilities include the DOD, the Ser-vices, other Government agencies as necessary orappropriate, and the support of the private sector.

Headquarters, Marine Corps (HQMC), and theMarine Corps supporting establishment (SE) planand conduct strategic logistics, with the exceptionof aviation-peculiar support, which is plannedand conducted by the Chief of Naval Operations(CNO), the Navy SE, and the Naval Reserve.

Operational

Operational logistics links tactical requirements tostrategic capabilities to accomplish operationalgoals and objectives. Operational logistics normallysupports campaigns and major theater operationsby providing theater-wide logistic support. Opera-tional logisticians coordinate the apportionment,allocation, and distribution of resources within the-ater. They coordinate closely with tactical operatorsto identify theater shortfalls and communicate theseshortfalls to the appropriate theater or strategicsource and/or ration supplies to support operationalpriorities. Operational logisticians coordinate theflow of strategic capabilities into a theater based onthe commander’s priorities. The concerns of thelogistician and the operator are interrelated. TheMARFOR is responsible for planning, coordinat-ing, and supervising operational logistics. The

Figure 1-1. Logistic Functions.

Operational-Level Logistics ____________________________________________________________________________________ 1-3

MARFOR may designate a combat service supportelement (CSSE) to be a Marine Logistics Com-mand (MLC) to coordinate the execution of opera-tional logistics.

Tactical

Tactical logistics includes organic unit capabilitiesand the CSS activities necessary to support mili-tary operations. It supports the commander’s con-cept of operat ions while maximizing thecommander’s flexibility and freedom of action.Tactical logistics involves the coordination offunctions required to sustain and move units, per-sonnel, equipment, and supplies. The response

time of tactical logistics is rapid and requires antic-ipatory planning to provide responsive support.Generally, the MAGTF conducts tactical-levellogistic operations. Figure 1-2 shows the flow oflogistics through the logistic system from the stra-tegic to tactical level.

Functions

Force closure, arrival and assembly, intratheaterlift, theater distribution, sustainment, reconstitu-tion, and redeployment are the primary functionsof operational-level logistics.

Figure 1-2. Logistic System.

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Force Closure

Force closure is when a supported commanderdetermines that sufficient personnel and equipmentare in the area of operations (AO) to carry outassigned tasks. The Marine Corps/Navy team hasdeveloped the lead capability for force closure inhostile and uncertain environments.

Arrival and Assembly

Arrival and assembly is the most critical phase offorce closure. It begins on the arrival of the firstship or the first aircraft of the main body at a des-ignated arrival and assembly area (AAA). Arrivaland assembly ends when adequate equipment andsupplies are off-loaded and issued to awaitingunits, command and control (C2) is established,and the MAGTF commander reports that essen-tial elements of the MAGTF have attained com-bat readiness.

Reception, staging, onward movement, and inte-gration (RSOI) is intended to transition arrivingpersonnel and materiel into forces capable ofmeeting operational requirements and aims toreduce confusion associated with personnel andequipment arriving in-theater in disjointed pieces.RSOI should reduce bottlenecks at theater pointsof entry that have existed in large-scale jointoperations. Since MAGTFs phase into theater asorganized, combat-ready units, they ordinarilyrequire only limited arrival and assembly opera-tions vice full RSOI. The MARFOR must coordi-nate MAGTF force closure operations with theJFC within a joint RSOI framework. Table 1-1portrays a likely progression of force closure in atheater of operations.

Intratheater Lift

Intratheater lift is the sum of all transportationmodes in a theater of war that are available for theMARFOR to move, sustain, and redeploy forces.Intratheater lift consists of the trucks, buses, trains,

aircraft, pipelines, ships, lighterage, vessels, andferries available to support MARFOR. TheMARFOR coordinates lift support for the MAGTF.

Theater Distribution

The theater distribution network consists of thephysical network and resources that facilitate dis-tribution. Theater distribution is the flow of per-sonnel, equipment, and materiel within a theaterof operation that enables the MAGTF to accom-plish its tactical missions. Component responsi-bility for ground theater distribution and coastal/inland waterways normally rests with the Armycomponent, while the Air Force component usu-ally plans and coordinates distribution by air. TheMARFOR assists coordination between theaterdistribution assets and procedures and MAGTFrequirements and capabilities.

The physical network of the distribution systemconsists of the quantity, capacity, and capabilityof fixed structures and established facilities avail-able to support distribution operations. It includesroads, airfields, railroads, hardened structures(e.g., warehouses, storage facilities), seaports,inland waterways, and pipelines.

The resource network of the distribution systemconsists of the personnel (uniformed and civil-ian—host nation, government, military, and con-tractor), organizations, materiel, and equipmentoperating within the physical network of the dis-tribution system.

Table 1-1. Progression ofForce Closure Operations.

Initial Phase of Deployment

Later Phase of Deployment

Mature Phase of Deployment

Marine Corps/Navy Service components Joint

Forced entry/maritime pre-positioning force (MPF)

RSOI/joint logistics over-the-shore (JLOTS)

Joint RSOI


Sustainment

Sustainment is the provision of personnel, logis-tics, and other support required to maintain andprolong operations or combat to the successfulaccomplishment of or revision to the mission orthe national objective. Sustainment is made up ofassets deployed as accompanying supplies andfollow-on supplies as required by the JFC’s con-cept of operations. The sustainment moves viatheater distribution and intratheater lift.

Reconstitution

Reconstitution is the regeneration, reorganization,replenishment, and reorientation of a MAGTF fora new mission without having to return to homebase. Reconstitution is largely a function of com-mand and operations, but CSS units conduct theactual resupply, maintenance, retrograde, andmedical functions. The MLC will execute thesefunctions, when established, per MARFOR guid-ance. Personnel replacement is also a key compo-nent of reconstitution. In addition to normalsupport actions, reconstitution may include—

l Removing a unit from combat.l Assessing the unit with external assets.l Reestablishing the chain of command.l Training the unit for future operations.l Reestablishing unit cohesion.

There are two types of reconstitution: reorganiza-tion and regeneration. Reorganization is usuallyaccomplished in an expeditious manner at thetactical unit level by rapid assessment of combatessential assets on hand and redistribution as nec-essary for maximum combat effectiveness. Itincludes assistance from the direct support (DS)CSS unit. Regeneration is more deliberate,requiring more time and assistance from theMARFOR and the strategic sustainment base.

Redeployment

Redeployment is the transfer of a unit, individ-ual, or supplies deployed in one area to another

area, or another location within the area for thepurpose of further employment.

Functional Area Responsibilities

The MARFOR identifies and sources the bestresources for each of the six logistic functionalareas (i.e., supply, maintenance, transportation,general engineering, health service support[HSS], and services). The MARFOR coordinatessupport within each logistic function per MarineCorps Service responsibilities; joint force policy/operations order; mission, enemy, terrain andweather, troops and support available-time avail-able (METT-T); and the MAGTF commander’sconcept of operations and intent.

Supply

The MARFOR supply concept divides sustain-ment into periods supported by accompanyingsupplies and follow-on sustainment. A MAGTFdeploys with a block of accompanying suppliesto sustain operations in a theater until follow-onsustainment arrives. The duration of support pro-vided by accompanying supplies varies based onMAGTF size and mission assigned. Actualmovement of sustainment starts when the opera-tion begins and continues until the termination ofthe operation. The MARFOR has the followingsupply responsibilities:

l Identifying, prioritizing, sourcing, and coordi-nating the delivery of unsourced requirementsin the MAGTF’s accompanying supplies.

l Identifying, prioritizing, sourcing, and coordi-nating the flow of resupply for the MAGTF.

l Registering the war reserve withdraw plan tomeet the MAGTF commander’s unsourcedrequirements.

l Identifying, sourcing, and coordinating theflow of supplies needed to reconstitute andredeploy the MAGTF.

l Coordinating common-user logistic supplysupport.

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l Contracting goods and services from the localeconomy.

l Coordinating MAGTF contingency contract-ing support plans with higher headquarters(HHQ).

l Ensuring that MAGTF supply buildup ratesand stockage levels comply with joint forceguidance.

l Ensuring the JFC allocates critical resources tothe MAGTF.

l Communicating with appropriate headquarterson supply matters and related requirements.

l Coordinating the provision of common-itemsupport with the MAGTF when designated bythe JFC.

Maintenance

Maintenance is a Service responsibility. TheMARFOR identifies and prioritizes maintenancerequirements that exceed the MAGTF’s autho-rized level of maintenance and/or capacity torepair, modify or calibrate. The JFC may estab-lish joint, multinational or cross-Service mainte-nance facilities for common-item and inter-Service salvage operations. The MARFORensures that theater common-item maintenancesupport is linked to MAGTF maintenance opera-tions. The MARFOR plans and coordinates surgemaintenance operations with the Marine CorpsSE for regeneration operations before MAGTFredeployment.

Transportation

The MARFOR coordinates MAGTF force clo-sure and redeployment operations within theDefense Transportation System (DTS). The the-ater transportation function spans all modes oftransportation (i.e., air, motor vehicle, rail, water,and pipeline) within the distribution system. TheMAGTF submits movement support require-ments through the force movement control cen-ters (FMCCs) to the appropriate joint or Servicemovement control center (MCC). In some cases,

the theater transportation and MCC may coordi-nate theater transportation down to the level oftactical convoys. The MARFOR may serve aspart of a Joint Transportation Board (JTB) orjoint movement center (JMC).

The MARFOR would coordinate designatedtransportation and transportation support opera-tions for the MAGTF. The MARFOR has the fol-lowing transportation responsibilities:

l Coordinating MAGTF throughput operationswith the host nation, joint, and/or inter-Serviceagency.

l Linking the MAGTF’s movement control sys-tem with the joint and/or multinational move-ment control system.

l Coordinating MAGTF requirements for com-mon-user land and inland waterway transporta-t ion with the Army Service componentcommander.

l Coordinating with the Air Force Service com-ponent commander for theater common userairlift.

l Coordinating with the Navy Service compo-nent commander through Military Sealift Com-mand (MSC) for common-user sealift.

l Ensuring the theater medical evacuation systemis responsive to MAGTF requirements.

l Assigning liaison officers (LNOs) to essentialtransportation nodes operated by another com-ponent or host nation.

l Planning and coordinating MAGTF surge require-ments such as the evacuation of mass casualtiesand enemy prisoners of war (EPWs) from thecombat zone and the relocation of the MAGTFwithin the theater of war.

l Ensuring the theater transportation system canmeet MAGTF requirements for moving bulkliquids, outsized cargo and equipment, andintermodal containerization.

l Ensuring responsive transportation is availableto move critical items such as blood, precisionmunitions, and repair parts from the COMMZto the MAGTF.


General Engineering

Engineering requirements normally increase dur-ing MAGTF force closure. The addition of anaval mobile construction battalion (NMCB) andan expeditionary airfield capability to each MPFthrough the MPF enhancement program hasincreased the capability of operational-level engi-neers. In addition to force closure, the MARFORhas the following general engineering responsi-bilities:

l Identifying and prioritizing vertical and hori-zontal engineering projects.

l Managing facilities. l Assessing environmental impact of MAGTF

operations.l Coordinating utilities, bulk liquids support, and

explosive ordnance disposal.

Health Service Support

The MARFOR is responsible for coordinatingand integrating HSS in the theater of war. Thisfunction requires the integration of the MAGTF’sHSS with theater HSS capabilities. MARFORhas the following HSS responsibilities:

l Coordinating with the joint force surgeon(JFS).

l Establishing links between the MAGTF andtheater HSS agencies.

l Coordinating medical regulating for patientsabove level II facilities with the senior theatermedical regulating agency.

l Ensuring adequate supplies of blood and bloodproducts.

l Identifying, prioritizing, sourcing, and coordi-nating shortfalls in the MAGTF’s block ofaccompanying medical/dental supplies.

l Ensuring the flow of medical supplies to theMAGTF.

l Repairing or replacing broken or damagedmedical equipment that exceeds the mainte-nance capabilities of the MAGTF.

l Ensuring the smooth exchange of medicalintelligence between the MAGTF and the jointforce/other components.

l Monitoring the medical personnel and augmen-tation system, hospital ship deployment, andmilitary blood program, as appropriate.

Services

Disbursing, postal, legal, security support,exchange, and limited mortuary affairs are ser-vices organic to the Marine expeditionary force(MEF). Marine Corps civil affairs and mortuaryaffairs capabilities reside in the Reserve Estab-lishment and requires significant Army augmen-ta t ion . The MARFOR is concerned wi thestablishing the links between MAGTF servicesproviders and the agencies responsible for the-ater-level support. MAGTF postal, graves regis-tration, exchange, and EPW holding capabilitiesare linked to Army agencies, which normally pro-vide theater-level support to the joint force. TheMARFOR may absorb the legal services, civilaffairs, and disbursing capabili t ies of theMAGTF to focus on facilitating host-nation andcoalition relations, contingency contracting, andthe development of inter-Service and multina-tional support agreements, while providing gen-eral support (GS) to the MAGTF.

CHAPTER 2. THEATER ORGANIZATIONS

The theater logistic environment contains manyorganizations that have potential roles and respon-sibilities during expeditionary operations. Theemphasis on joint and multinational cooperationhas spawned multilevel joint, multinational, andService military structures that interrelate horizon-tally and vertically. These organizations provideMarine Corps operational logisticians choices forsourcing resources. The MARFOR is at the centerof converging chains of command, levels of war,and lateral relationships.

Marine Corps Forces

The Marine Corps either assigned or designated aMARFOR for each of the five unified combatantcommands. The MARFOR is responsible for pro-viding administrative and logistic support to theMarine Corps operating forces. Table 2-1 lists theunified combatant commands and their subordi-nate MARFOR.

Commander, Marine Corps Forces, Pacific

Figure 2-1 on page 2-2 shows the forces underCOMMARFORPAC.

Commander, Marine Corps Forces, Atlantic

Figure 2-2 on page 2-3 shows the forces underCOMMARFORLANT.

Logistic Authority and Support Arrangements

Understanding the different source documentsthat direct common-user logistics (CUL) and the

tools to facilitate common support is essential tounderstanding theater logistics external to theMarine Corps.

Sources

These sources include DOD executive agentdirectives and instructions, inter-Service andintra-governmental support agreements, acquisi-tion and cross-Service agreements, and jointpublications (JPs) (e.g., JP 0-2, Unified ActionArmed Forces [UNAAF]; JP 4-0, Doctrine forLogistic Support of Joint Operations), and JFCoperation plans (OPLANs)/operation orders(OPORDs) and directives.

Table 2-1. Combatant Commandsand Subordinate MARFOR.

GeographicCombatant Command

Relation-ship

SubordinateMARFOR

Commander in Chief, United StatesPacific Command

Assigned* Commander, Marine Corps Forces, Pacific (COMMARFORPAC)

Commander in Chief,United StatesJoint Forces Command

Assigned Commander, Marine Corps Forces,Atlantic (COMMARFORLANT)

Commander in Chief, United StatesCentral Command

Designated Commander, Marine Corps Forces, Central Command

United States Commander in Chief, Europe

Assigned Commander, Marine Corps Forces, Europe (COMMARFOREUR)

Commander in Chief, United States Southern Command

Designated Commander, Marine Corps Forces, Southern Command

* Only the Secretary of Defense can assign or attach a force to a combatantcommand, and a force can only be assigned to one combatant command.

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Figure 2-1. MARFOR Pacific, Central Command, and Korea.


DOD Executive Agent Directives and Instructions

The President, DOD, or Congress designates aDOD executive agent as the sole agency to per-form a function or service for others. DOD exec-utive agent responsibilities are normally focusedon national strategic-level activities, but theseresponsibilities may also include operational-level logistic support in a theater of operations.Executive agent authority can be delegated byany superior to a subordinate to act on behalf ofthe superior. A wide range of responsibilities and

authority may be given to the executive agent.The exact nature and scope of the authority dele-gated must be stated in the document designatingthe executive agent.

Inter-Service Support Agreementand Interdepartmental/Agency Support Agreements

Inter-Service support agreements are formal sup-port agreements between two Services, or an ele-ment thereof, for one Service to provide logistic

Figure 2-2. MARFOR Atlantic, Europe, and South.

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and/or administrative support to another. Suchaction may or may not be recurring on an installa-tion, area or worldwide basis. Interdepartmental/agency support is the provision of logistic and/oradministrative support services or materiel pro-vided, with or without reimbursement, by one ormore Services to one or more departments oragencies of the United States Government (otherthan military).

Acquisition Cross-Service Agreement

Negotiated on a bilateral basis with U.S. allies orcoalition partners, acquisition cross-Service agree-ments (ACSAs) allow U.S. Forces to exchangecommon types of support (e.g., food, fuel, trans-portation, ammunition, equipment). ACSAs arebilateral agreements between the United Statesand one other nation or country. The supportreceived or given is reimbursed under the ACSAthrough payment, replacement in kind or equalvalue exchange.

Support Relationships

CUL is materiel, items or service support sharedwith or provided by two or more Services, DODagencies or multinational partners to another Ser-vice, DOD agency, non-DOD agency, and/ormultinational partner in an operational environ-ment. CUL performed by one Service in supportof another Service may be in the form of—

l Common servicing that does not require reim-bursement from the Service receiving thesupport.

l Cross-servicing that requires reimbursement fromthe Service receiving the support.

Marine Corps Support Organizations

The structural organization of the Marine Corpsconsists of HQMC, operating forces, the MarineCorps Reserve, and the SE. Each category hasinherent logistic capabilities and specific logisticresponsibilities at the strategic, operational, and tac-

tical levels of war. The primary mission of HQMCand the SE is to provide manpower and logisticsupport to the operating forces. Responsibilities andcapabilities overlap because no organization orlevel of support can function effectively withoutextensive, continuous coordination between sup-ported and supporting organizations.

Headquarters, Marine Corps

Staffs, departments, and divisions of HQMC areresponsible to the Commandant of the MarineCorps (CMC) for administrative management,policy, and provision of service support for theoperating forces, the Marine Corps Reserve, andthe SE. CMC delegates authority for designatedmatters of Marine Corps logistic policy and man-agement to the Deputy Commandant for Installa-tions and Logistics (I&L). This authority includesliaison and coordination for logistic action withHQMC staff principals, Marine Corps command-ers, sister-Services, the joint staff, and DODagencies. Responsible for designated aviation-specific logistic policy and management, theDeputy Commandant for Aviation coordinateslogistic action with other agencies.

Supporting Establishment

The Marine Corps SE is responsible for manningand equipping the operating forces and is thesource of Marine Corps strategic logistics. TheMarine Corps SE consists of bases, stations, train-ing activities, formal schools, the Marine CorpsRecruiting Command, the Marine Corps CombatDevelopment Command, and the Marine CorpsMateriel Command (MARCORMATCOM).

Marine Corps Materiel Command

MARCORMATCOM has responsibility for mate-riel life cycle management of Marine Corpsground weapons systems, equipment, munitions,and information systems. This SE exercises mate-riel support management through its two subordi-nate commands, Marine Corps logistics bases(MCLBs) and Marine Corps Systems Command


(MARCORSYSCOM). The Marine Corps exe-cutes its supply functions via wholesale and retailmaterial management entities. At the wholesalelevel, MCLBs perform traditional DOD inventorycontrol point functions for assigned items, as wellas serving as the single Service-level manager forMarine Corps ground weapons systems. At theretail level, MEFs operate intermediate stockpoints and process requisitions generated by theconsumer-level maintenance and supply systems.The supply battalions of the force service supportgroups (FSSGs) operate these stock points andprovide the primary source of supply for MEFs.The Navy provides support for Navy-furnishedmaterial, ammunition, and equipment through cog-nizant systems commands.

Marine Corps Logistics Bases

The MCLB, Albany, GA, MCLB Barstow, CA,and Blount Island Command (BIC), Jacksonville,FL, provide general Service-level supply, storage,and maintenance support to the Marine Corps.Repair centers perform depot-level overflow field/intermediate-level maintenance on ground equip-ment. Storage facilities house consumable andrepairable materiel, including some pre-positionedwar reserve materiel. MCLB Albany is the itemmanager for Marine Corps-peculiar materiel. BICis responsible for inventory management andequipment maintenance, modification, and replace-ment support for the MPF and the NorwayGeoprepositioning Program. MCLBs/BIC maydeploy a technical assistance advisory team(TAAT), which includes civilian contractors, to atheater of war to provide technical assistance forMPF regeneration operations.

Marine Corps Systems Command

As one of its functions, the MARCORSYSCOMmanages Marine Corps ground ammunitionacquisition programs and Marine Corps ownedand controlled ground ammunition stocks. Theground ammunition function is particularly sig-nificant in insuring MAGTF sustainability dur-

ing operations and crisis action response planningand execution.

Marine Corps Bases and Stations

Marine Corps bases, stations, and reserve supportcenters furnish the garrison administration, housing,storage, maintenance, training, and deployment sup-port facilities. The operating forces and the MarineCorps Reserve use bases, stations, and centers tomaintain their combat readiness and support theirdeployment on routine and contingency responseoperations. Bases, stations, and centers provide criti-cal logistics to deploying forces during predeploy-ment preparations. Many of the bases and stations ofthe SE report to either COMMARFORLANT orCOMMARFORPAC. Some bases and stations aredesignated stations of initial assignment for MarineCorps Reserve mobilization and are responsible forassisting the operating forces with the throughput ofMarine Corps Reserve personnel and materiel insupport of MAGTF deployments.

Marine Corps Forces Logistic Sources

The MARFOR constitutes the forward presence,crisis response, and fighting power available toJFCs. The MAGTF, MLC, and the force projectionlogistic sources provide logistics for MARFOR.

Marine Air-Ground Task Force

The MAGTF is the principal Marine Corps organi-zation for missions across the range of militaryoperations. Task-organized under a single com-mander capable of responding rapidly anywhere inthe world, MAGTF forces are functionallygrouped into four elements: a command element(CE), an aviation combat element (ACE), a groundcombat element (GCE), and a CSSE. The elementsare categories of forces, not formal commands.

The basic MAGTF structure does not vary,though the number, size, and type units compris-ing each element will be mission dependent. The

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flexibility of the organizational structure allowsfor one or more subordinate MAGTFs, other Ser-vice, and/or foreign military forces to be assignedor attached. The MAGTF is specifically designedto meet mission-oriented requirements ofamphibious warfare and expeditionary opera-tions. A MAGTF deploys with a package ofaccompanying supplies that sustain initial opera-tions. Though not part of the tactical command ofthe MAGTF, the SE provides the essential plat-form from which the MAGTF forms, trains,deploys, and receives sustainment.

Marine Expeditionary Force

The MEF is the largest MAGTF and the princi-pal Marine Corps warfighting organization, par-ticularly for larger crises or contingencies. It istask-organized around a permanent CE and nor-mally contains one or more Marine divisions,Marine aircraft wings (MAWs), and MarineFSSGs. The MEF is capable of missions acrossthe range of military operations, includingamphibious assault and sustained operationsashore in any environment. It can operate from asea base, a land base, or both. It may also containother Service or foreign military forces assignedor attached to the MAGTF. The FSSG providestactical-level ground CSS to MEF elements. TheMarine wing support group (MWSG) providesaviation ground support, including airfield opera-tions support and selected airfield-critical CSSfunctions to the MAW and to Marine aircraftgroups (MAGs) through the Marine wing sup-port squadron (MWSS). Marine aviation logis-t i c s squadrons (MALSs) p rov ide d i r ec tintermediate-level aviation supply, maintenance,avionics, and ordnance support to a MAG.

The MEF deploys with up to 60 days of accom-panying supplies. Under certain conditions, aMEF operating in a joint force may receive oper-ational-level logistics from an FSSG designatedas an MLC. Smaller MAGTFs are task-organizedfrom the assets of the MEF.

Marine Expeditionary Brigade

A Marine expeditionary brigade (MEB) is aMAGTF that is constructed around a reinforcedinfantry regiment, a composite MAG, and a bri-gade service support group (BSSG). Com-manded by a general officer, the MEB is task-organized to meet the requirements of a specificsituation. It can function as part of a joint taskforce (JTF), as the lead echelon of the MEF, oralone. Varying in size and composition, the MEBis larger than a Marine expeditionary unit (MEU)but smaller than a MEF. The MEB is capable ofconducting missions across the full range of mili-tary operations. It may contain other Service orforeign military forces assigned or attached. Asan expeditionary force, the MEB is capable ofrapid deployment and employment with mari-time or geographic pre-positioning equipmentand supplies via amphibious shipping and/or stra-tegic airlift. A MEB normally deploys with up to30 days of accompanying supplies.

Marine Expeditionary Unit

A MEU is a MAGTF that is constructed aroundan infantry battalion reinforced, a helicoptersquadron reinforced, and a MEU service supportgroup (MSSG). It normally fulfills Marine Corpsforward sea-based deployment requirements. TheMEU provides an immediate reaction capabilityfor crisis response and is capable of limited com-bat operations. It may contain other Service orforeign military forces assigned or attached. TheMSSG is sourced from an FSSG. The standardaccompanying sustainment for a MEU is up to 15days of accompanying supplies.

Special Purpose MAGTF

A special purpose Marine air-ground task force(SPMAGTF) is a MAGTF organized, trained,and equipped with narrowly focused capabilities.It is designed to accomplish a specific mission,o f t e n o f l i m i t e d s c o p e a n d d u r a t i o n . ASPMAGTF may be any size, but normally it is a


relatively small force—the size of a MEU orsmaller. It may contain other Service or foreignmilitary forces assigned or attached to theMAGTF. Normally, a combat service supportdetachment (CSSD) is task-organized from theFSSG to support the SPMAGTF. When attachedto a joint force, the SPMAGTF will usuallyrequire operational logistic support.

Air Contingency MAGTF

The air contingency MAGTF (ACM) is an on-call,combat-ready MAGTF that deploys by airlift.ACMs vary in size based on mission require-ments and the availability of airlift. Because theydeploy by air, ACMs generally have a limitedorganic logistics capability, require an arrival air-field, and need operational logistic support. ACMsusually are activated to respond to developing cri-ses and may deploy independently or in conjunc-tion with other expeditionary forces.

Marine Logistics Command

The MLC is an employment option available tothe Marine Corps component commander forexecuting operational logistics and is the primaryoption to provide operational-level support dur-ing a major theater war (MTW). The MLC is theMarine Corps logistic organization that fills thegap between the tactical and strategic levels of

logistics. The MLC is task-organized around aBSSG/combat service support group (CSSG) orlarger CSSE to provide operational logistic sup-port to theater MARFOR, including MAGTFsoperating with the Navy component. The MLCnormally falls under the U.S. chain of commandand provides U.S. logistic support; however, asdirected by the CINC, the MLC may provideCUL to multinational and joint forces.

The MLC is the MARFOR’s operational-levellogistic agency to coordinate host nation, joint, andcoalition support and to execute the MARFORcommander’s logistic policy. When a CSSE isdesignated as the MLC, the MARFOR establishesthe support relationship between the MLC and theMAGTF. The establishment of an MLC creates anoperational/tactical logistic structure within theMarine Corps component where one CSSE servingas an MLC i s normal ly respons ib le fo roperational-level logistics, and the MAGTF CSSEis responsible for the CSS of the MAGTF.

The MLC is attached to the component command(see figure 2-3) and has coordinating authoritywith supported MAGTFs. The MLC and FSSGcommanders exercise C2 of their assignedorganizations by structuring their forces,establishing command relationships, and assigningmissions to meet changing requirements.

Figure 2-3. MLC in a Marine Corps Component Organization.

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Force Projection Logistic Sources

To respond rapidly to crises in different parts ofthe world, the Marine Corps and the Navy devel-oped the MPF and aviation logistics support ship(T-AVB) programs. In concert with NATO andthe Norwegians, the Marine Corps maintains theNorway Geoprepositioning Program as anotherlogistic source.

Maritime Pre-positioning Force

The MPF is a highly responsive, strategic powerprojection capability that currently consists of 15ships organized into 3 maritime pre-positioningships squadrons (MPSRONs). These squadronsare strategically positioned around the world andare loaded with the equipment and supplies tosustain a notional 17,600-member force for up to30 days. A MEB will enter a theater of operationsvia air or sealift and join the equipment and sup-plies unloaded at a nearby port during arrival andassembly operations.

An MPF consis ts of a MEB, ships of theMPSRON, and Navy suppor t fo rces . AnMPSRON can also support smaller MAGTFsthrough selective offloading of equipment and sup-plies or a MEF by employing some or all of the 15ships. Ships from one MPSRON are interchange-able with ships from any other. MPF is especiallyresponsive to regional crises or natural disasterrelief. Each squadron flagship and alternate flag-ship is configured to support a MEU-size contin-gency, which allows for the download of a MEUsuite of equipment and sustainment by one ship.

MPF and amphibious operations are complemen-tary capabilities; one is not a substitute for theother. MPF is not to be confused with JLOTS, stra-tegic sealift, or a floating warehouse. Such inappro-priate use of equipment and supplies degrades MPFcapability and could jeopardize the combatant com-mander’s ability to employ MAGTFs.

Aviation Logistics Support Ship

There are two T-AVBs, one located on the WestCoast and the other on the East Coast. They pro-vide dedicated sealift for movement of MALSsupplies and equipment, and they provide anintermediate maintenance activity aboard ship.This immediate maintenance activity is task-organized to repair aircraft parts and equipmentfor MAGTF aircraft.

Norway Geoprepositioning Program

Established in 1981 under a bilateral memoran-dum of understanding with the Norwegian Gov-ernment, this program permits the pre-positioningand maintenance of MEB equipment and suppliesin underground storage facilities in Norway. Theequipment and supplies are categorized as contin-gency retention stock. Since 1995, the two coun-tries have equally shared the cost of the program.The Norway Geoprepositioning Program pro-vides the Norway air-landed Marine expedition-ary brigade (NALMEB) a capability similar inscope to that of an MPSRON.

The NALMEB, totaling approximately 13,000personnel, is smaller than a maritime pre-posi-t ioning ship (MPS) MEB. Simi lar ly , theNALMEB does not pre-position armor assets dueto Norway’s non-provocation policy and the Con-ventional Forces in Europe Treaty. HQMCapproved the use of equipment and supplies forexercises or operations outside of Norway butwithin the European Command area of responsi-bility (AOR). The NALMEB Out of Area Policyallows for this by requesting the use of theseassets from HQMC via the appropriate chain ofcommand/national command relationships.HQMC has designated COMMARFOREUR asits executive agent for these matters once HQMCapproval has been granted. Requests for excep-tion to this policy must be forwarded to HQMCfor approval.


Joint Force Logistic Organizations

Combatant commanders and subordinate JFCsrely on a variety of organizations to coordinatelogistic activities within the joint force. The J-4 isthe primary coordinating staff agency in the jointforce and usually forms a logistics readiness cen-ter (LRC) to monitor events in theater. Addition-ally, the JFC has the option of establishingnumerous logistic offices, boards, and centers tocoordinate theater logistics.

Logistics DivisionThe logistics division is charged with the formula-tion of logistic plans and with the coordination andsupervision of supply, maintenance, repair, evacu-ation, transportation, engineering, salvage, pro-curement, health services, mortuary affairs,communications system support, security assis-tance, host-nation support (HNS), and relatedlogistic activities. Because many of the problemsconfronting this division are of a single-Servicenature, the established policies of the Serviceshould be considered. This division is responsiblefor advising the commander of the logistic supportthat can be provided for proposed courses of action(COAs). In general, the J-4 formulates policies toensure effective logistic support for forces in thecommand and coordinates execution of the com-mander’s policies and guidance. The joint forceslogistic staff performs the following functions:l Monitors current and evolving theater logistic

capabilities.l Coordinates logistics with upcoming opera-

tions.l Advises the JFC on the supportability of pro-

posed operations and COAs.l Acts as agent and advocate to non-theater logis-

tic organizations.

Logistics Readiness CenterThe J-4 may establish an LRC to monitor eventswithin theater. The LRC receives reports from Ser-vice components and external sources, distills

information for presentation to the JFC, andresponds to questions. The LRC consists of repre-sentatives from various functional areas (e.g.,fuels, ammunition, engineering, supply, surfacetransportation, sealift, airlift, medical services).The LRC performs the following tasks:

l Plans for and monitors current and evolvingtheater logistic capabilities.

l Directs and coordinates logistic support withupcoming operations.

l Advises the JFC on the supportability of pro-posed operations or COA.

l Monitors logistic automation systems for assetstatus.

l Acts as the JFC’s agent and advocate to non-theater logistic organizations.

Logistic Offices, Boards, and CentersCombatant commanders or subordinate JFC mayestablish joint logistic offices, boards, and cen-ters, to coordinate logistics.

Joint Petroleum Office

The Joint Petroleum Office (JPO) supervises thecombatant commander’s fuels responsibilitywithin a theater. In conjunction with the Servicecomponents and the defense energy support center(DESC), the JPO plans, coordinates, and overseesbulk petroleum support for U.S. Forces employedor planned for employment in the theater. A fieldactivity of DLA, DESC is the integrated materielmanager for bulk petroleum. When tactical opera-tions warrant extensive management of wholesalebulk petroleum, the JPO may establish a sub-areapetroleum office (SAPO).

Sub-area Petroleum Office

The primary function of the SAPO is to super-vise the staff petroleum logistic responsibilities ofa joint force. The Service component com-mander augments the SAPO with personnel toperform the following tasks within the AOR:l Reviews and consolidates resupply requirements

for JPO and DESC.

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l Releases or reallocates pre-positioned warreserve materiel stocks.

l Assists the DESC.l Identifies and submits requirements to host

nation(s) for petroleum logistic support.

Joint Civil-Military Engineering Board

The joint civil-military engineering board(JCMEB) establishes in-theater policies, proce-dures, priorities, and direction for civil-militaryconstruction and engineering requirements. TheJCMEB is a temporary board staffed by personnelfrom the components, agencies or activities. TheJCMEB arbitrates issues referred by the JointFacilities Utilization Board (JFUB) and, if appro-priate, prepares the civil engineering support plan.

Joint Facilities Utilization Board

The JFUB evaluates and reconciles componentrequests for real estate, use of existing facilities,inter-Service support, and construction to com-ply with JCMEB priorities. The J-4 chairs theJFUB, whose membership includes representa-tives from the components and special activities(e.g., legal and civil affairs).

CINC Logistic Procurement Support Board

The CINC logistic procurement support board(CLPSB) coordinates the JFC’s theater acquisi-tion program. A J-4 representative chairs theCLPSB, which is staffed by representatives fromeach component. The CLPSB performs the fol-lowing functions:

l Coordinates the acquisition of supplies and ser-vices performed under U.S. contracts with U.S.Embassies and host nation(s).

l Assigns single-Service contracting for speci-fied supplies and services, when appropriate.

l Exchanges information between contracting activ-ities addressing sources of supply, prices, contrac-tor performance, etc.

l Provides guidance on the consolidation of pur-chases.

l Establishes procedures to coordinate procure-ment with the supply operations.

l Prescribes payment procedures consistent withcurrency-control requirements and interna-tional agreements.

l Promulgates classification and compensationguides governing wages, living allowances, andother benefits for third world country nationaland indigenous employees.

Theater Patient Movement Requirements Center

The JFS controls the theater patient movementrequirements center (TPMRC), which coordi-nates and controls the inter/intratheater move-ment of patients. The TPMRC generates theaterplans and schedules that deliver patients to medi-cal treatment facilities (MTFs).

Joint Blood Program Office

The Joint Blood Program Office (JBPO) plans,coordinates, and directs the handling, storage,and distribution of blood and blood componentswithin the AOR. The JBPO consolidates and for-wards requirements for resupply to the ArmedServices Blood Program Office (ASBPO). TheJBPO functions within the office of the JFS andis staffed with Service representatives knowl-edgeable in blood bank techniques.

Joint Mortuary Affairs Office

The joint mortuary affairs office (JMAO) plansand executes mortuary affairs programs. TheJMAO provides guidance to facilitate the conductof mortuary programs and to maintain data (asrequired) pertaining to recovery, identification, anddisposition of U.S. dead and missing in theassigned theater. The JMAO serves as the centralclearing point for mortuary affairs and casualtyinformation, and monitors the deceased and miss-ing personal effects program. The Army compo-nent commander is routinely designated executiveagent for theater mortuary affairs, which includesthe establishment and operation of the JMAOunder the staff supervision of a JFC J-4.

Operational-Level Logistics ___________________________________________________________________________________ 2-11

Joint Medical Surveillance Team

The joint medical surveillance team is responsi-ble for the following:l Coordinates, monitors, and evaluates the health

surveillance activities of force health protectionin support of joint operations.

l Provides the clinical and administrative expertiseto ensure compliance with health surveillancepolicies and programs and maintains the highestlevel of accountability.

l Ensures proper documentation of health sur-veillance initiatives, to include pre- and post-deployment questionnaires, serum samples,immunizations, disease and non-battle injuryreports, and environmental samples.

l Assists in the risk communication and healtheducation and training program.

l Collects and analyzes medical threat and healthsurveillance data.

l Recommends intervention strategies for minimiz-ing casualties and optimizing health readiness.

l Documents lessons learned for improving thehealth surveillance program in subsequent oper-ations.

Joint Materiel Priorities and Allocation Board

The Joint Materiel Priorities and AllocationBoard recommends priorities for allocations ofmateriel to fulfill in-theater logistic requirementsfor both U.S. and allied forces.

Joint Transportation Board

The combatant command establishes a JTB toestablish priorities and allocations of common-user transportation resources within the CINC’sgeographic region.

Joint Movement Center

The JMC is responsible for coordinating theemployment of all modes of theater transporta-tion (i.e., allies, coalition partners or the hostnation) to support the theater concept of opera-tions. The JMC establishes strategic and theatertransportation policies consistent with relativeurgency of need, port and terminal capabilities,transportation asset availability, and the JFC’spriorities. The functions and responsibilities ofthe JMC are theater-dependent.

Service and Civilian Components

Joint policy encourages the Service componentsto coordinate, consult, and agree on common pro-cedures for efficient utilization of logisticresources. In addition, the combatant commandermay exercise directive authority for logistics(DAL) and direct a single Service to providecommon-user support to the joint force. Opera-tional-level logistic planners must be familiarwith other Service capabilities to maximize theuse of available theater resources and create theconditions for MAGTF success.

Navy

The Navy component command (NCC) is respon-sible for the preparing and equipping of Navyforces needed for the effective prosecution of warand other military operations.

Capabilities

Table 2-2 on page 2-12 lists Navy logistic unitsand functions performed by the NCC.

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Table 2-2. NCC Operational-Level Logistic Capabilities.

Elements

The logistics task force (LTF) and combat logis-tics force (CLF) are elements of the Navy theaterdistribution organization.

Logistics Task Force. An LTF is responsible forrecommending, planning, and sourcing expedi-tionary logistic support to each of the combatantcommander’s Navy component commanders.

Combat Logistics Force. The CLF providesunderway replenishment to battle groups, amphibi-ous-ready groups, embarked units, and individualships at sea. Highly mobile, the CLF carries abroad range of stores (e.g., fuel, food, repair parts,ammunition, other essential materiel) to keep thenaval forces operating at sea for extended periods.The CLF consists of station ships, shuttle ships,and a variety of other support ships. It includesboth active Navy ships and those operated by theMSC within the naval fleet auxiliary force. Shore-based naval logistics introduces additional plan-

ning requirements. Sites must be identified toestablish the following capabilities:l Naval advanced logistic support site (ALSS)

and naval forward logistic site (FLS). Theshore-based system theater distribution of theNavy is based on an ALSS located near majortransportation terminals and FLSs forward-positioned to support Navy forces. The ALSS/FLS receive, consolidate, stow, and transfersupplies and equipment to shore-based aviationunits, fleet hospitals, NMCBs, and other Navyunits operating on land as well as to Navy oper-ating forces afloat.

l Advanced base functional components (ABFCs)are task-organized equipment and/or personnelmodules that conduct or augment the shore-based logistic operations of the ALSS and FLSs.Each ABFC performs specific logistic functionsthat may be combined to establish or extend theshore-based infrastructure. ABFCs may besourced from any combination of reserve oractive forces and contracted support.

Type Unit Functions

Naval cargo handling battalions Organizing, training, and equipping to load and off-load Navy and Marine Corps cargo in MPF and merchant breakbulk or container ships; operating a temporary ocean cargo terminal; loading and offloading cargo carrier in military-controlled aircraft; and operating an expeditionary air cargo terminal.

Freight terminal companies Forwarding cargo at seaports.

Fixed-wing and rotary-wing squadrons Distributing cargo and passengers in-theater.

Naval supply support battalions Supply support warehousing (e.g., inventory management, asset visibility).

Naval facilities engineering command, Atlantic and Pacific divisions

Contingency engineering, constructing facilities, and providing services contracting as well as engineering and environmental technical support.

Naval construction force (NCF) units, including NMCBs, amphibious construction battalions, and underwater construction teams. (These NCF engineeringforces are referred to as SEABEEs.)

Constructing and maintaining facilities and lines of communications (LOCs), construct-ing port facilities and erecting causeway and elevated causeway systems in support of JLOTS.

Fleet hospitals, hospital ships, and casualty receiving and treatment ships (CRTSs) mobile medical augmentation readiness team and fleet surgical teams

Providing HSS.

Service support elements, naval regional contracting centers

Providing mobile mail centers, contracting support for CSS (e.g., messing, berthing, finance, laundry, barber, retail outlet, transportation).

Fuel companies Storing and distributing bulk fuel, providing tank trucks, operating fuel service stations operations, limiting pollution, and providing environmental clean up.


Army

The Army Service Component Command(ASCC) is an Army component to the geographi-cal combatant commanders and the major sub-unified command. The ASCCs are responsiblefor the preparation of Army forces (ARFOR)necessary for the effective prosecution of war andother military operations. The ASCC routinelyplans for and provides the following theaterlogistic functions:

l Management of overland petroleum supportincluding inland waterways to U.S. land-basedforces of DOD components.

l Common item and common service support toother components as required by the combatantcommander.

l Theater land LOC.l Common-user land transportation in theater to

include rail.l Equipment load-rigging support in conjunction

with other Service component commands.l In-theater water terminal operations in coordi-

nation with the Military Traffic ManagementCommand (MTMC) port manager.

l Pipeline fuel support.l Establishment and operation of inland water-

ways and coastal barge traffic in conjunctionwith MTMC.

l Engineer support for the inland distributionnetwork (i.e., highways and bridges).

l Rotary-wing, common-user support, especiallyin the area of medical evacuation.

l Logistic support to allied/coalition commandsand/or interagency support for specific support,as directed by the combatant commander.

Lead Service Common-User Logistics

Each Service component to a JFC is responsiblefor the personnel and logistic support of its ownsubordinate forces, except when this support isotherwise provided for by agreements with otherServices, DOD agencies, multinational partners,or by assignments of common support require-

ments by the JFC. CUL requirements within uni-fied operations can be short or long term. Theserequirements are the ASCC commander’s respon-sibility, although they may be executed by tacti-cal-level ARFOR support headquarters. CULrequirements can come from numerous sources.These sources include formal DOD-level execu-tive agent responsibilities, inter-Service supportagreements, support agreements between U.S.Forces and allies and lead-Service designation asdetermined by the combatant commander. CULis discussed further in JP 4-07, Joint Tactics,Techniques, and Procedures for Common-UserLogistic Support During Joint Operation.

Elements

The Army has numerous operational logisticorganizations (echelons above corps [EAC]) andone tactical organization that may providetheater-level logistic support.

Theater Support Command

The theater support command (TSC) is a multi-functional support headquarters that works at theoperational level with links to strategic- and tacti-cal-level support organizations and agencies. TheASCC commander supervises the TSC’s peace-time contingency planning. When deploying toan AO, the TSC reports to the commander, Armyforces (COMARFOR). The COMARFOR maybe the ASCC commander or a lower level com-mander, depending on the scale of operations.The TSC has some permanently assigned majorsubordinate units. The centerpiece of the TSC isthe distribution management center (DMC),which combines the functions of materiel man-agement and movement. The logistics supportelement (LSE) and area support groups (ASGs)are subordinate elements of the TSC. The ASCCcommander attaches other units to the TSC forspecific operations. The TSC can be easily tai-lored to best meet the support requirements thatcan vary considerably depending on the type ofoperations and the scale of the deployment.

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In many operational scenarios, the TSC com-mander would execute most of COMARFOR’slead Service CUL responsibilities in the AO. TSCplanners must be aware of the support responsi-bilities falling to other Army EAC-level com-mands and synchronize it with any applicableportion of the distribution plan.

The Army normally executes movement controlfor EAC at the operational level through a TSCmovement control agency (MCA). In someinstances, this organization reports to the pri-mary logistics staff officer in the ASCC staff.The TSC MCA helps develop and executes theArmy posture of the joint movement programdeveloped by the JMC.

The TSC MCA serves as the primary element forthe planning and controlling of transportationoperations at the operational level. The TSCMCA synchronizes its operations with those ofthe JMC, USTRANSCOM, the TSC DMC, andlower echelon MCCs. It also follows the priori-ties established by the ASCC.

At the operational level, the TSC’s maintenancecapability is organized to provide DS and GSmaintenance to units in and passing through theAO, to provide DS maintenance support to backup tactical-level organizations, support to avia-tion units, and sustainment maintenance supportfor the theater. The support operations supply andmaintenance directorate provides planning andpolicy for maintenance provided by Army main-tenance units, maintenance elements under theLSE, and contracted support.

The TSC manages Class I, II, III (packaged andbulk), IV, V, VI, VII, and IX supplies and water.Class IV supply actions are coordinated with theengineer command and/or COMARFOR engineerstaff. The TSC director of field services exer-cises staff supervision over field services func-tions. ARFOR, via the TSC, may be responsibleto provide significant field service CUL supportwithin the AO/joint operations area (JOA).

The Army developed a modular concept foropening theaters in which the TSC is a criticalcomponent. Modularity involves incrementallydeploying only the minimum capabil i t iesrequired to an AO, and the basis for this modularsupport is called the theater force opening pack-age. The TSC early entry module provides C2 ofmany of the elements initially supporting RSOI.

Logistics Support Element

The LSE is a forward deployed theater-specificorganization that performs the United StatesArmy Materiel Command (USAMC) tasks ofdepot maintenance, oil analysis, calibration oftest equipment, ammunition surveillance, releaseof pre-positioned strategic stocks, materiel field-ing, technology insertion, and battle damageassessment. USAMC staffs the LSE headquar-ters while a combination of DOD civilians, con-tractors, military, and host-nation personnelaugment the operational units of the organiza-tion. The LSE is operational control (OPCON) tothe TSC.

Area Support Group

ASGs, subordinate units assigned to the TSC, areresponsible for area support in the AO and maybe tasked to provide sustainment support toMarine Corps or other forces. The basic missionof the ASG is to provide DS logistics support todesignated units and elements within its AOR.This support typically includes DS supply (lessammunition, classified map supply, and medicalsupply and support), DS maintenance, field ser-vices, as well as other support directed byCOMARFOR through the TSC. ASGs can alsoprovide GS supply and sustainment maintenancesupport to TSC and combat-zone DS supplyorganizations and sustainment maintenance insupport of the theater mission. If an operational-level ammunition group is not established, spe-cialized battalions assigned to the ASG provideammunition support. ASGs can support interme-diate staging base and RSOI operations.


ASGs are composed of specialized and multi-functional units. The mission, functions, andorganization of ASGs vary according to the typeand extent of support required.

ASGs provide a wide variety of support to unitsstationed in or passing through their areas. AnASG area of support depends on the density ofmilitary units and materiel to be supported and onpolitical boundaries and identifiable terrain fea-tures. Normally, one ASG is assigned to a TSCfor every 15,000 to 30,000 troops supported inthe AO. ASGs are generally located along landLOC to take advantage of the transportation net-work and to provide responsive support to theunits they support.

Corps Support Command

The size and composition of the corps supportcommand (COSCOM) depend on the type ofArmy corps (e.g. airborne, armored), number ofsoldiers to be supported, type of organizationssupported, number and types of weapon systemsto repair, and tonnage of supplies to be issued andtransported. The COSCOM consists of a specialtroop battalion and headquarters company, func-tional control centers, a variable number of corpssupport groups (CSGs), a medical brigade, and atransportation group. COSCOMs are designed toprovide tactical-level DS and GS support to corpsunits, but with proper staff and unit augmenta-tion, COSCOMs can perform significant opera-tional-level support functions.

Air Force

The commander, Air Force forces (COMAFFOR),consists of assigned combat and service aviationforces. The COMAFFOR is responsible for thepreparation of the air forces to prosecute wareffectively and other military missions. At theoperational level of logistics, the COMAFFORprovides intratheater airlift, aerial port operations,and airdrop services to the joint force. It controls

theater operations through the air operationscenter (AOC).

Director of Mobility Forces

The director of mobility forces (DIRMOBFOR) isnormally a senior officer familiar with the JOAand possesses an extensive background in airliftoperations. When established, DIRMOBFORserves as the designated agent of the Air Forcecomponent commander or joint force air compo-nent commander for airlift issues. In addition, theDIRMOBFOR exercises coordinating authoritybetween the airlift coordination cell, the air mobil-ity element, the tanker airlift control center, theJMC, and the AOC to expedite the resolution ofairlift problems.

Air Operations Center

The AOC is the principal air operations installationfrom which aircraft and air warning functions ofcombat air operations are directed, controlled, andexecuted. The AOC is the senior agency of theCOMAFFOR from which C2 of air operations arecoordinated with other components and Services.

Airlift Coordination Cell

An airlift coordination cell within the AOC plans,coordinates, manages, and executes theater airliftoperations in the AOR or JOA. Normally, the aircoordination cell consists of an airlift plansbranch, an airlift operations branch, and an airliftsupport branch.

Aeromedical Evacuation Coordination Center

The aeromedical evacuation coordination center(AECC) is a coordination center, within the jointAOC’s airlift coordination cell, that monitors aer-omedical evacuation (AE) operations. The AECCmanages the medical aspects of the AE missionand serves as the net control station for AE com-munications. It coordinates medical requirementswith airlift capability, assigns medical missions

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to the appropriate AE elements, and monitorspatient movement activities.

Air Force Contingency Supply Squadron

The Air Force contingency supply squadron(AFCSS) provides global supply, fuels, account-ing, and supply computer support to the geo-graphical combatant commanders or major airforce command during wartime, contingency,natural disaster, or humanitarian relief operations.The level of support provided by the AFCSSdepends on the s i tuat ion and the supportrequested by the major command or the sup-ported combatant commander. The AFCSS pro-vides limited support for deployments less than30 days. For operation greater than 30 days, theAFCSS provides full supply support to includefunds management, stock control, and monitor-ing of requisitions, fuels accounting, and baseoperating support.

Civilian

The civilian augmentation program is a DOD pro-gram designed to use civilian contractors to per-form selected services during military operations.Civilian contractors are used to displace deployedforces, allowing them to be redeployed for othercontingencies and to limit the size of a militaryforce in-theater.

Interagency Theater Organizations

Interagency organizations are DOD, other U.S.Government departments or agencies, NGOs,regional organizations, and international organi-zations. The MARFOR may join a number ofinteragency organizations in theater, especiallyduring MOOTW.

Nongovernmental Organizations

NGOs are transnational organizations of privatecitizens that maintain a consultative status withthe Economic and Social Council of the United

Nations. NGOs may be professional associa-tions, foundations, multinational businesses, orsimply groups with a common interest in humani-tarian assistance (development and relief). NGOis a term normally used by non-U.S. organiza-tions. Examples are Doctors without Borders andSave the Children Fund.

The United Nations

The United Nations, Department of Peacekeep-ing Operations, Field and Logistics Division,Logistics and Communications Services is thelogistic organization responsible for most UnitedNations operations. This organization plans logis-tic support, determines support requirements, par-ticipates in technical survey teams, manages andarranges deployments, and determines the needfor construction projects.

Multinational Theater Organization

Multinational operations are conducted by coali-tions or alliances between two or more nations andare initiated to achieve common interests. A coali-tion is an ad hoc arrangement between two ormore nations for common action. An alliance isthe result of formal agreements between two ormore nations for broad, long-term objectives thatfurther the common interests of the members. Mul-tinational operations participants are generallyreluctant to grant the multinational force com-manders (MNFCs) full control over their forces.

Logistic Principles

Multinational logistics (MNL) is defined as anycoordinating logistic activity involving two ormore countries or organizations in support ofMNFs. The following principles guide forces par-ticipating in MNL:

l Logistic support is a collective responsibility ofthe MNF and the participating nations.

l Individual nations are responsible for the logis-tic support of their forces.


l MNFC must have sufficient authority over logis-tic resources.

l Cooperation and coordination are necessary.l Mutual support agreements reduce the logistic

footprint in a theater.l Synergy results from the use of multinational

integrated logistic support.l MNFC must have visibility of the logistic activi-

ties during an operation.

Logistic Structure

The MNF logistic structure is complex, but gen-erally parallels the U.S. joint/Service structure.The purpose and operations of the multinationaljoint logistic center (MJLC) overlap and arebased on the specific requirements of the opera-tion. Table 2-3 shows joint/multinational/Service-level organizations.

Table 2-3. Joint/Multinational/Service-Level Organizations.

MNFC Senior Theater Logistician

The combined/joint logistics representative is themultinational equivalent of the J-4. The seniortheater logistician develops initial logistical guid-ance, plans for the logistical support of the opera-tion, and promulgates logistic policies on behalfof the MNFC. The senior theater logistician hasthe following responsibilities:

l Plans the logistic support necessary to supportthe MNFC’s concept of operations.

l Identifies operational-level logistic force require-ments to support the operation.

l Determines and establishes lead-nation respon-sibilities within the assigned AO.

l Determines host-nation/theater resource require-ments/availability and negotiates necessaryagreements.

l Assesses logistic strength of particular forces;identifies logistic shortfalls; and, in coordinationwith nation representatives, initiates actions nec-essary to remedy the shortfalls.

l Prioritizes logistic requirements in accordancewith MNFC guidance and deconflicts compet-ing requirements.

l Identifies common-funded requirements, devel-ops budgets, and seeks appropriate funding.

l Establishes and publishes logistic reportingrequirements.

l Establishes the MNL C2 organization, deter-mines manning, and harmonizes unit rotationschedules with the needs of the MNF.

l Interfaces at the national level with thosenations providing logistic assets/units for oper-ations.

l Interfaces, as necessary, with the national con-tingents, especially with the host nations.

l Provides/implements logistic planning guid-ance in conjunction with the MNFC logisticplanning staff.

l Coordinates the early development of logisticsupport plans to meet the needs of evolvingoperations.

Multinational Joint Logistic Center

The MJLC coordinates or controls the logisticactivities of designated organizations to supportthe MNF. In addition, it operates functionally ori-ented centralized coordination centers.

Centralized Coordination Centers

These organizations are functional, under the com-mand of the MJLC, and are roughly equivalent tothe joint offices, boards, and centers. The MJLCactivates centralized coordination centers for jointlogistic operations, HNS/theater resources, theater

Level Multinational U.S. Joint/Service

Joint force l MNFC senior theater logistician

l MJLC

l J-4l LRCl Joint logistic boards,

offices, and centers

Component Multinational logisticcenter (MNLC).

l National support element (NSE)

l MLC

Operating forces

Multinational integrated logistic units (MILUs)

l NSEsl FSSG, BSSG,

MWSG, MWSS

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allied contracting, medical coordination center(MEDCC), theater movement coordination center(TMCC), engineering, and others as needed. Thesecenters coordinate logistics with the MNLC.

Multinational Logistic Centers

MNLCs coordinate logistics at the national Ser-vice component level, such as the MARFOR.

Multinational Integrated Logistic Units

MILUs are organized when two or more nationsagree to provide logistic assets to an MNF. The

MILU is OPCON to either the MNFC or anational Service component commander.

National Support Element

NSEs are national organizations or activities thatsupport national forces attached to a MNF. NSEsare OPCON to national authorities and are not nor-mally part of the MNF. Their mission is nation-specific support to units and common support thatis retained by the nation. NSEs coordinate andcooperate with the host-nation commander and thehost nation. The MLC, FSSG, BSSG, MWSG, andMWSS are examples of NSEs.

CHAPTER 3. COMMAND AND CONTROL

Operational logistic C2 involves the organizations,communications, and processes needed to generate,collect, and transmit the necessary logistic informa-tion to execute force closure, sustainment, andreconstitution and redeployment. Logistic C2 hasthree primary goals—recognizing needed supportand ensuring the support reaches units that need it,anticipating future requirements, and allocatingresources. C2 supports the operational logistic plan-ning, decision, execution, and assessment (PDE&A)cycle. It enables the component commander toexchange logistic information with joint, multina-tional, other Service components, host nation, theMAGTF, and the strategic base. The operational

logistics C2 begins with the national military com-mand structure.

National Military Command Structure

Marine Corps combatant command-level compo-nents occupy a point of convergence between theoperational and Service (administrative) chains ofcommand in the national military command struc-ture. See figure 3-1. Below the National CommandAuthorities (NCA), the two chains of commanddiverge with the operational chain running through

Figure 3-1. Chain of Command.

3-2 ______________________________________________________________________________________________________ MCWP 4-12

the combatant commands to the Service compo-nent and with administrative authority flowingthrough the Service secretaries and Service chiefsto the Service component commander.

Joint Forces

There are three levels of joint forces: unified com-mands, subordinate unified commands, and JTFs.The NCA has established nine unified commands,also referred to as CINCs, to perform broad con-tinuing missions. The five combatant commandsare responsible for a geographical area, while theunified commands are functionally responsible fortransportation, space, special operations, and strate-gic forces. The CINC, United States Transporta-tion Command (USCINCTRANS) is the functionalunified commander for transportation.

Combatant commanders may form standing subor-dinate unified commands to perform broad andcontinuing missions. For limited and temporaryoperations, JTFs are established that report to eithera combatant command, subordinate unified com-mand, or an existing JTF. COMMARFORPAC canestablish and deploy two JTF headquarters, andCOMMARFORLANT can deploy one JTF head-quarters, ordered by their combatant commanders.

Joint commanders organize their commandseither by function, Service component, or by acombination of both methods. Joint forces withassigned and/or attached MARFOR have MarineCorps Service components.

Marine Corps Components

The Marine Corps has three methods of organiz-ing and staffing the two levels of componencyshown in table 3-1.

A combatant command-level MARFOR is formedon a continuing basis. The combatant-levelcommander, Marine Corps forces (COMMARFOR)may deploy with a staff in situations where the CINCand principal staff deploy to the operational area.When deployed to a theater of war, the MARFORcan be organized with two commanders and twostaffs or with one commander and two staffs.

Two-Commanders/Two-Staff Method

In the two-commander/two-staff arrangement, onecommander and one staff funct ion as theMARFOR, while the other commander, supportedby a staff, commands the MAGTF.

One-Commander/Two-Staff Method

In the one-commander/two-staff arrangement, onecommander is dual-hatted as COMMARFOR andMAGTF commander supported by a componentstaff and MAGTF staff.

One-Commander/One-Staff Method

For smaller scaled operations, a one-commanderand one-staff organizat ion is used at thesubordinate joint command level. This organizationmethod is primarily used with a JTF but can beused for a subordinate unified command. In thismethod, the MAGTF commander and staff are alsodesignated as the component commander and staff.The combatant command-level MARFOR canaugment the component/MAGTF commander withpersonnel to establish an embedded componentstaff. Located with the MAGTF staff, theembedded staff concentrates on operational-levelfunctions while the MAGTF staff focuses ontactical considerations.

Table 3-1. Levels of Marine Corps Componency and Organization.

Joint Force Marine Corps Component Organization Combatant command Combat command-level MARFOR One commander and two staffs or two commanders and two staffs

Subordinate unifiedcommand or JTF

Subordinate jointcommand-level MARFOR

One commander and one staff


Command Responsibilities

C2 responsibilities for logistics are as follows:

l Joint staff and Services concentrate on strategiclogistics.

l Supporting and supported combatant com-mander’s logistic staff manage strategic andoperational logistic issues that affect missionsassigned to the combatant commanders in theJoint Strategic Capabilities Plan and other areasdirected by the CINC.

l COMMARFOR or the senior MAGTF com-mander performs operational logistics. TheCOMMARFOR may establish a theater MLC toC2 operational-level logistic functions.

l MAGTF and subordinate commanders deal withtactical logistic responsibilities.

Marine Corps Forces Logistic Responsibilities

The focal point of Marine Corps operationallogistic C2 is the MARFOR. The Marine Corps

component is positioned at the confluence of thejoint operational and Service administrativechains of command, the center of the theater dis-tribution network, and the junction of the strate-gic/tactical logistic pipeline. Figure 3-2 depictsthe central location of the Marine Corps compo-nent in the operational logistic C2 network. TheMARFOR is responsible to the JFC for the fol-lowing major actions:

l Making recommendations on the proper employ-ment of MARFOR.

l Accomplishing operational missions assignedby the combatant commander.

l Selecting and nominating specific Marine unitsor forces for assignment to other subordinateforces of the combatant command.

l Conducting joint training and exercises.l Informing the combatant commander of changes

in planning for logistic support that will affect thecombatant commander’s ability to accomplish themission.

l Developing Marine Corps programming and bud-geting requests to support the combatant com-mander’s warfighting requirements and priorities.

Figure 3-2. Operational Logistics C2.

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l Providing supporting operation and exercise plansto support assigned missions.

Marine Corps Forces Commandand Control Principles

To maximize the benefits from its central posi-tion, the MARFOR must interface effectivelywith joint and multinational organizations that usedifferent processes than the Marine Corps. Multi-national operations are difficult because of varia-tions in language, terminology, doctrine, systems,and operating standards. To reduce confusion dur-ing joint and multinational theater logistic opera-tions, the MARFOR is guided by the followingC2 principles:

l Establish liaison early.l Monitor current and evolving theater and

Marine component logistic capabilities.l Coordinate logistic support requirements with

upcoming operations (in the construct of futureoperations and future plans).

l Advise the component commander on the sup-portability of proposed COAs.

l Coordinate with nontheater logistic organiza-tions.

l Articulate Marine Corps capabilities and require-ments to joint logistic centers, boards, and officesto coordinate the MARFOR logistic concept.

l Leverage limited C2 assets.l Use U.S. interpreters.

l Use common cryptographic systems.l Agree on policy in advance of war.

Marine Corps Forces Logistic Relationships

The MARFOR is responsible for planning, coordi-nating, and supervising the execution of opera-tional logistic functions in support of the MAGTFas well as assigned and attached multinational and/or other Service forces. See figure 3-3.

Relationships with the Joint Force Commander

The JFC conducts the campaign by assigningsubordinate commanders missions that accom-plish strategic and operational objectives. Thecombatant commander exercises COCOM overthe combatant command-level MARFOR, and thesubordinate JFC exercises OPCON over a subor-dinate MARFOR.

Although the Service component is responsible forService logistics, the JFC establishes operationallogistic objectives and priorities. The JFC can des-ignate a Service component to provide CUL to thejoint force and/or establish a joint organization.Joint policy normally assigns CUL missions to adominant user or most capable service.

Relationships between Marine Corps Forces

Marine Corps componency policy links MARFORswith each other, HQMC, and the Marine Corps SE.A subordinate MARFOR receives administrative

Figure 3-3. Level of War Orientation.


and logistic support from its parent combatantcommand-level MARFOR. For Service-specificmatters, the subordinate MARFOR communicatesdirectly with its parent MARFOR. When forces areattached from one combatant command-levelMARFOR to another, the MARFOR providing theforce and the MARFOR gaining the force shouldagree on and specify the support relationship for theattached forces. The Marine Corps SE and HQMCare responsible for providing the MARFORlogistics and administrative support.

The JFC may attach multinational and/or otherService forces to the MARFOR. Normally, logis-tics is a Service and national responsibility; how-ever, the implementation of CUL arrangementsmay require the MARFOR to include and sup-port the operational logistic requirements of non-Marine Corps units. The MARFOR remainsresponsible for informing the JFC on logisticissues affecting the execution of its mission.

Assistant Chief of Staff, G-4

The assistant chief of staff (AC/S), G-4, is theCOMMARFOR’s principal advisor for logistics.The focus of the MARFOR AC/S, G-4, is onplanning, logistic policy, and coordination withagencies/Services external to the MAGTF fortheater logistics.

The MARFOR G-4 is responsible for the follow-ing functions:

l Assisting the COMMARFOR in the develop-ment and implementation of logistic policy.

l Establishing priorities for the provision oflogistics and allocation of logistic resources.

l Establishing the division of labor between theMLC, if established, and MAGTF.

l Setting the boundaries for direct liaison autho-rized (DIRLAUTH) for MARFOR logistic ele-ments with external agencies.

l Coordinating nonaviation-peculiar logistics forMARFOR and other attached forces.

l Initiating and maintaining active liaison withHHQ, other Services, and allied forces.

l Designating the MLC or other MARFOR sub-ordinate logistic agency as the liaison toselected joint boards and offices.

Supporting Marine Corps Forces

Depending on the circumstances, combatantcommand-level MARFORs can be e i thersupporting or supported MARFORs. However,COMMARFORLANT and COMMARFORPACare the established Marine Corps links to theMarine Corps operating forces, the Selected MarineCorps Reserve (SMCR), and most bases andstations in the SE.

From the operating forces, COMMARFORLANTand COMMARFORPAC can source logisticrequirements from the peacetime operating stocks,remain-behind equipment (RBE), and war reservemateriel stocks field (WRMSF) under their control.Peacetime operating stocks are the everydayMarine Corps operating supplies (e.g., major enditems and secondary items of equipment authorizedby tables of equipment [T/Es]). RBE is theequipment that is left behind when an MPFMAGTF deploys or a MAGTF deploys that willuse the geoprepositioned equipment and supplies inNorway. WRMSF is the portion of the war reservemateriel requirement held by the operating forces.

Relationships with Navy Aviation Commands

Commander, Naval Air Force, Pacific, and Com-mander, Naval Air Force, Atlantic, deal directlywith the MAGTF ACE on aviation logistic mat-ters. The Commander, Naval Air Force, Pacific,and Commander, Naval Air Force, Atlantic, arethe aviation type commands within the Navy’schain of command. Although the ACE and theNavy-type commands have direct communica-tions, the MAGTF commander must ensure thatthe MARFOR is fully knowledgeable on logisticmatters affecting Marine Corp aviation. Thisinformation is required for the MARFOR to exe-cute the responsibility of informing the JFC ofany changes in logistic support that will affect theJFC’s ability to accomplish the mission.

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Relationships with Other Joint Force Component Commands

Joint policy encourages the Service componentsto coordinate, consult, and agree on common pro-cedures and efficient use of logistic resources.The JFC may exercise DAL and establish jointsupport relationships. The JFC may direct theMARFOR to provide logistics to other Serviceunits and personnel arriving early in theater. Inaddition, the JFC may use Marine Corps through-put organizations established during arrival andassembly operations as the nucleus for follow-onjoint force closure. When the JFC directs a ser-vice component to provide CUL, the MARFORcoordinates with the supporting or supportedcomponents to ensure responsiveness of the sup-port relationship directed.

Relationships with the MAGTF and Attached Forces

The MARFOR normally has OPCON and admin-istrative control (ADCON) of the assigned and/orattached MAGTF. If the combatant commanderattaches a MAGTF to a functional component, theMARFOR retains ADCON of the MAGTF. Forattached forces from other Services and nations,the MARFOR normally coordinates with the pro-viding Service component for the logistic supportof attached forces. The JFC may define supportrelationships for attached forces in the operation orexecute order.

While the MARFOR AC/S, G-4, focuses onplanning, logistic policy, and external coordinationfor the theater campaign, the MLC executesCOMMARFOR operational logistic responsibilitieswith an internal focus on supporting the MARFORmajor subordinate commands. The externalcoordination by the MLC is with the MARFOR andjoint logistic agencies responsible for the executionof theater logistics. The MARFOR will determinethe best mix of external and organic Marine Corpssources to support the MAGTF. The MARFOR maytask the MAGTF with providing the resourcesrequired for operational logistic functions. To the

extent possible, this should be determined duringdeliberate planning and during initial warning ordersfor crisis action planning to allow the MAGTFcommander to properly task-organize forces.

Logistics Authority in Joint Operations

Unity of command requires responsibility andauthority for logistics to support joint operations bevested in a single command authority. The singlecommand authority improves effectiveness and effi-ciency while preventing unnecessary duplication oflogistic effort among the Service components. TheJFC exercises DAL through cross-servicing, com-mon-servicing, and joint-servicing.

Joint Force Commander

To supervise and control logistic operations, theJFC may—

l Coordinate the total logistic effort through ser-vice components and other subordinate com-mands as required.

l Establish joint boards and offices as required toexercise control of logistics and promote econ-omy of effort.

l Establish policies consistent with authority andexisting JPs.

l Coordinate with other supporting commands toachieve long-term sustainment of forces.

l Prescribe and allocate common-user resourcesto components and subordinate commands.

l Use inter-Service support and common- orcross-servicing agreements to eliminate unnec-essary duplication.

l Establish and coordinate priorities and pro-grams to ensure effective use of supplies, facili-ties, and personnel.

l Review adequacy of service components’requirements consistent with service directives.

l Synchronize the concept of logistics with theconcept of operations and ensure unity of effort.


Division Ready Brigade

During joint operations, an Army division readybrigade (DRB) may be attached to a MEF or aMEB. The DRB should come with its own for-ward support battalion (FSB) and a GS CSG(-) toaugment FSSG. An FSB is similar in size andcapability to an MSSG. The CSG(-) is task-orga-nized based on the composition of the DRB andapproximates a BSSG in size and capability. Fig-ure 3-4 depicts the C2 logistics when the DRBoperates under the control of the MEF.

Marine Expeditionary Brigade

With the exception of selected Class II, V (prima-rily aviation), VII, and IX supplies and mainte-

nance requirements peculiar to Marine Corpsequipment, the Army can provide the majority oflogistics required by the MEB that exceeds thecapability of the CSSE. Figure 3-5 shows anotional corps support battalion (CSB) constitutedto provide that support. CSB tailoring is contingentnot only upon the support required by the MEB; itstask organization would also accommodate sup-port requirements for any additional Army ele-ments placed under the control of or in support ofthe MEB. For example, the CSB would be task-organized with additional Class III and Class Vcapabilities to support a field artillery brigadeplaced in support of the MEB. Figure 3-6 on page3-8 reflects the C2 relationship of logistic elementswhen the MEB operates as part of a corps.

Figure 3-4. Logistics C2 DRB Under MEF Control.

Figure 3-5. Notional CSB in Support of MEB.

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Multinational Force Command and Control Relationships

National sovereignty restricts the command rela-tionships available in an MNF. Ordinarily, forcesfrom member nations have direct and near imme-diate communications to their respective nationalpolitical leaderships. This link may facilitatecoordination of issues, but it can also be a sourceof frustration as national leaders external to theoperational area may be issuing guidance directlyto their deployed national forces. Generally, thenegative effects of direct national communica-tions occur less in alliances, which are based onformal agreements and are of longer durationthan coalitions. To establish a command struc-ture, the MNFC must balance two, often-conflict-ing, conditions:l Logistic economy and efficiency, through

reduced redundancy and maximum use of CULarrangements, best support combat operations.

l Individual nations are responsible for the logis-tic support of their forces.

Command Structures

Joint doctrine states that there is no single C2 struc-ture or designation of authorities that best fits theneeds of all alliances and coalitions. Accordingly,the structures established to C2 MNF operations

must be adaptable to meet the needs of a particularoperation. The MNFC can use the alliance inte-grated, lead nation, parallel, or a combination ofparallel and lead nation command structures.

Alliance Integrated

In the alliance integrated command structure, thenationalities of the MNF headquarters staff andsubordinate commands are different from theMNFC’s nationality. See figure 3-7. Normally,the integrated command structure is used in analliance situation of long duration (i.e., NATO).MNFs using this type of command structure havehad the time to establish mutually agreed-on sup-port systems and standardized procedures for C2of logistic operations.

Lead Nation Command Structures

In a lead nation command structure, multinationalmembers subordinate their forces to a singleMNFC. See figure 3-8. The lead nation estab-lishes logistic policies, procedures, and reportingrequirements for the MNF In addition, the leadnation should ensure that participating nationalforces understand logistic requirements, whichmay require the preparation of packages thatexplain the lead nation’s logistic policies, proce-dures, and reports. Used in alliance situations, thelead nation command structure is the preferredmethod for coalition operations.

Figure 3-6. MEB Logistics C2 Under Corps Control.


Parallel Command Structure

In parallel command structure, separate but parallelnational command structures exist to satisfy politi-cal/diplomatic requirements. National forces are notsubordinate to a single commander. See figure 3-9on page 3-10. CUL support is difficult. A central-ized coordination center should be establishedbetween various command echelons to providemutually beneficial logistics. Usually, the parallelcommand structure occurs in coalition operations.

Combination Parallel/Lead Nation Command Structure

In this structure, some multinational membershave subordinated themselves to a single com-

mander while other members have not. EffectiveC2 of logistics is extremely difficult to attain insuch an arrangement. During Desert Storm, theU.S. led coalition used the parallel/lead nationcommand structure.

Command Relationships

The critical feature of multinational operations isthat participants are from sovereign nations. Nor-mally, this gives the MNFC minimum control overthe different national forces in the command. Forexample, the CINC retains command authority overU.S. Forces attached to an MNF. This includes theauthority and responsibility for using available

Figure 3-7. Alliance Integrated Command Structure.

Figure 3-8. Lead Nation Command Structure.

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resources and for planning employment, organiz-ing, directing, coordinating, controlling, and pro-tecting the military force. The chain of commandruns from the President to the lowest U.S. com-mander in the field and remains inviolate. U.S.commanders will maintain the capability to reportseparately to higher U.S. military authorities inaddition to foreign commanders.

Other nations are as judicious in maintaining con-trol over their own forces attached to an MNF.National authorities may allow another country tohave OPCON, tactical control, and support rela-tionships over their forces; however, coordinat-ing authority will be the most probable commandrelationship used in multinational operations.Even when OPCON is granted to an MNFC, anation will normally maintain a separate chain ofcommand to their forces.

Coordination Centers

The use of coordination centers is an effectivemethod for improving logistic C2 in a multina-tional operation. The coordination centers are valu-able in facilitating unity of logistic effort inparallel C2 structures and can be established at themultinational joint and functional level. Func-tional coordination centers may be established tocontrol logistic support operations, theater medi-cal support, infrastructure engineering, and con-

tracting. National forces should send staffmembers that are functionally proficient, speak acommon language, and have adequate communi-cations connectivity with their national commands.

Communications

The MARFOR headquarters is the hub of opera-tional level of war activities and requires exten-sive communications connectivity. However, therequirement to support a deployable MARFORheadquarters with communications and informa-tion systems (CIS) personnel and equipment canhave a significant effect on the availability of CISresources to support the MAGTF.

Communications Battalion

The primary source of support to the MARFORis the MEF’s communications battalion. Itinstalls, operates, and maintains communica-tions for the MARFOR headquarters, MEF CE,and MEB CE. The MEF communications battal-ion is also responsible for message and voiceswitches and links to joint force headquarters,major subordinate commands, adjacent units, thenaval telecommunications system, and theDefense Communications System. Joint doctrinestates that the communications battalion may be

Figure 3-9. Coalition Parallel Command Structure(with Coordination Center).


augmented for joint operations by joint force-provided communications systems.

Marine Logistics Command

The MLC must be able to communicate inter-nally within the component and externally withthe host nation, joint agencies, multinationalorganizations, other component headquarters, andthe strategic base. Internally, the MLC relies onthe FSSG communications company for connec-tivity with subordinate commands and elements.The communications capability may be sourcedfrom the supported FSSG depending on the tacti-cal situation, Marine forces available, and theMARFOR logistic support concept. The commu-nications company establishes connectivitybetween the MLC headquarters and subordinateCSSEs. Within the MARFOR, the supportingcommunications element establishes connectiv-ity among the MLC, the MARFOR, and the sup-ported FSSG. The MLC communicates withexternal organizations to the MARFOR throughthe circuits established for the MARFOR by thecommunications battalion.

Command, Control, Communications,and Computer Systems

Advancements in information technology andcommunications are improving command, con-trol, communications, and computers (C4) capa-bilities. C4 systems developed for strategic ortactical use can be applied at the operationallevel. The Global Combat Support System(GCSS), Global Command and Control System(GCCS), and Joint Operation Planning and Exe-cution System (JOPES) are logistic informationmanagement systems that improve the planningand execution of operational logistic functions.

Global Combat Support System

The GCSS provides integration and interoperabil-ity between combat support functions and C2 tosupport the operational needs of the warfighter. Itdirectly supports command, control, communica-tions, computers, and intelligence. Using thedefense information infrastructure (DII) and/orcommon operating environment (COE) as well asthe shared data environment, GCSS ensures rapidintegration of combat support applications byproviding a seamless flow of operational and sus-taining base information to the warfighter. GCSSprovides accurate and near real time total assetvisibility vital to the deployment, employment,sustainment, reconstitution, and redeployment ofjoint combat assets or resources.

The GCSS portal is a web-based, online querycapability to access fused and integrated combatsupport data. It consists of a set of applicationsthat may be accessible individually or directlyfrom the common operational picture (COP)-cli-ent server environment (CSE). Current combatsupport applications on the GCSS portal areaccessible via a unilateral log-on feature throughpublic key infrastructure technology.

Global Command and Control System

The GCCS is a graphical depiction of warfightinginformation available in an AOR. A key tool forcommanders planning and conducting jointoperations, GCCS enhances the flow of informationbetween the NCA, joint staff, and commanders byamplifying situation reports (SITREPs), operationalreports (OPREPs), and other key reports. GCCSdisplays battlespace information in a graphicalmanner that links to detailed information, whichSITREPs and OPREPs are unable to display. TheGCCS provides the user interface to access combatsupport and CSS applications such as Global

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Transportation Network (GTN) and joint total assetvisibility (JTAV). The GCCS provides directcombat support (e.g., logistic, transportation,medical, personnel) information to warfighters.

Global Transportation Network andJoint Total Asset Visibility

Among the joint automated systems that willenable GCSS are GTN and JTAV. The GTN is aglobal C2 information repository designed totrack DOD unit and non-unit cargo and passen-gers while in transit. JTAV allows timely andaccurate information on the location, movement,status, and identity of units, personnel, equip-ment, and supplies. JTAV integrates in-process,in-storage, or in-transit visibility (ITV). ITVrefers to the ability to track the identity, status,and location of DOD unit and non-unit cargo,passengers, and medical patients from origin tothe foxhole, during peace, contingencies, andwar. GTN provides the ITV that is integratedwith JTAV.

Joint Decision Support Tools

The joint decision support tools (JDSTs) providewarfighters and logisticians with the ability toaccess support force capabilities to perform mis-sion tasks, develop and evaluate logistic opera-tional support plans, monitor logistic operations,and react to deviations from project support. TheJDSTs are available via a web-based, client-server environment that complies with DII andCOE architecture standards and requirements.

Joint Operation Planning andExecution System

The JOPES is the integrated C2 system used toplan and execute joint military operations. JOPESincludes joint operation planning policies, proce-dures, and reporting structures supported by com-munications and automated data processing onGCCS. Marine Corps planners use these applica-

tions for deployment and employment planning.The following systems feed MAGTF logisticrequirements into JOPES.

MAGTF II/Logistic Automated Information System

The Marine air-ground task force system II(MAGTF II)/logistic automated information sys-tem (LOGAIS) supports Marine Corps groundlogistic data requirements. Marine Corps plannersuse MAGTF II to create operations plans. TheMAGTF II system is the primary planning toolfor selecting and tailoring a MAGTF and for pro-viding updates to JOPES. It includes Transporta-tion Coordinator’s Automated Information forMovement System (TC-AIMS) and the MAGTFDeployment Support System II (MDSS II).

Transportation Coordinator’s AutomatedInformation for Movement System. The TC-AIMS provides automated support for motortransport control, planning of support, and coor-dination of overland movement and convoys.Managing use and movement of day-to-daymotor transport and heavy equipment, TC-AIMSresource-management module provides inven-tory, support requests, and task and dispatchmanagement. In addition, TC-AIMS supportsconvoy management with an embarkation andmarshaling module. This system also tracks criti-cal events, including user-time statistics.

MAGTF Deployment Support System II. TheMDSS II assists in deployment planning and exe-cution and unit movement at the MEF level andbelow. It functions in coordination with TC-AIMS.

Asset Tracking Logistics and Supply System

The Asset Tracking Logistics and Supply System(ATLASS) provides automated support for supplyand maintenance. It replaces the Marine IntegratedMaintenance Management System (MIMMS) andthe supported activities supply system (SASSY).ATLASS is being implemented through phased


development, with the current phase focusing onintegrating user unit supply and shop-level mainte-nance functions. ATLASS will provide functionallogistic management for sustainment and distribu-tion information to MAGTF II/LOGAIS.

Navy Support Systems

Three Navy systems support Marine Corps aviation.

Shipboard Nontactical AutomatedData Processing Program III

The MALS uses Shipboard Nontactical Auto-mated Data Processing Program III (SNAP III)hardware to provide automated information pro-cessing support for supply, finance, and organiza-tional maintenance management.

Naval Aviation Logistics CommandManagement Information System

The MALS uses the Naval Aviation LogisticsCommand Management Information System(NALCOMIS) software application to provideautomated information processing support formaintenance of aviation equipment and spares toaviation units and selected base and garrisonactivities throughout the Marine Corps.

Shipboard Uniform AutomatedData Processing System

The Shipboard Uniform Automated Data Pro-cessing System (SUADPS) supply softwareapplication is used by the MALS to providefinancial, inventory, and logistic management ofaviation supply support for Marine aircraft.

CHAPTER 4. PLANNING

Planning is the act of envisioning a desired endstate and determining effective ways of achiev-ing that goal. It supports the commander in mak-ing decisions in a time-constrained and uncertainenvironment. To attain the desired end state, thejoint community and the Marine Corps havedeveloped highly structured, comprehensive, andcompatible planning procedures. Operationallogistic planners on the MARFOR, MEF, andFSSG staffs participate along with other func-tional specialists in determining the best plans toaccomplish the mission. They must work closelywith MAGTF and joint force planners to coordi-nate and synchronize mutually understood andsupportable plans.

Objectives

The objective of operational-level logistic planningis to match the Marine Corps deployment and sus-tainment activities and joint logistic systems withthe requirements of the MAGTF. Through partici-pation in the planning process, logisticians gain sit-uational awareness and compile ready, relevant,and realistic data to support deliberate or time-sen-sitive planning requirements. Detailed planningoutlines the means of providing CSS to theMAGTF based on the conceptual and functionalplanning goals and objectives.

Conceptual

Conceptual planning establishes goals, objec-tives, and the broad schemes for achieving them.Participation in conceptual planning enables theoperational-level logistic planner to ensure opera-tional concepts are supportable and shapes therequirements for preparing functional and detailedplans. Conceptual planners must—

l Integrate logistic requirements with existingplans and annexes.

l Determine basic, broad mobilization, deploy-ment, and sustainment requirements.

l Determine theater organization and conductlogistic preparation of the theater.

l Consider battlespace geometry, real estaterequirements, movement control, and theirimpact on logistic bottlenecks.

l Determine critical and vital supplies.l Allocate resources.

Functional

Functional planning designs supporting plans fordiscrete logistic activities such as deployment plans,marshalling and movement plans, sustainmentplans, and concepts of logistics and CSS. MarineCorps functional planning usually encompassesforce deployment planning and sustainment plan-ning, which are two logistics-related planning areascritical to the development and maintenance of com-bat power. Maintaining a single battle approach,functional planners focus on logistics to—

l Provide instructions or guidance for redistribut-ing assets from low- to high-priority organiza-tions within the command.

l Source known requirements and anticipate uni-dentified requirements.

l Determine size and location of logistic facili-ties and units.

l Provide efficient means to retrograde, repair,and redistribute critical items.

Tasks

Coordinating and managing operational-level logis-tic functions involves support activities required tosustain campaigns and major operations. Theaterlogistic organizations provide resources by identi-fying or developing intermediate and forward sup-port bases, establishing an effective transportation

4-2 ______________________________________________________________________________________________________ MCWP 4-12

system, coordinating with joint operational logisticinfrastructure in theater, and supporting force clo-sure. The MARFOR is responsible for coordinat-ing and supervising the following planning tasks:

l Identifying force logistic requirements.l Coordinating and supervising force closure and

onward movement.l Organizing MARFOR logistic support through

the COMMZ.l Developing agreements with other component

commands and participating in component com-mand-level working groups.

l Continuously refining force personnel, sustain-ment, transportation, and reception requirements.

l Informing the JFC of changes in logisticrequirements that might affect Marine Corpsoperations.

l Sourcing MARFOR requirements from theMarine Corps, other Service components, joint,HNS, or multinational agencies.

l Allocating intratheater transportation assets.l Developing theater facilities.l Implementing ACSAs to fill MAGTF require-

ments and coordinate HNS.l Coordinating MARFOR contingency contract-

ing with the JFC chief of contracting.l Coordinating and integrating HSS in the theater

of war with the JFS or senior medical regulat-ing authority.

l Coordinating and supervising reconstitution andredeployment.

l Ensuring the effectiveness and economy ofMarine Corps operational-level logistics.

l Developing and coordinating a plan for RBE.

Processes

Operational-level logistic planners participate inthe Marine Corps Planning Process (MCPP) anduse JOPES for deliberate and crisis action plan-ning. The MCPP is an internal planning processused by the Marine Corps operating forces. MarineCorps Warfighting Publication (MCWP) 5-1,

Marine Corps Planning Process, describes theMCPP, which is aligned with and complements,the joint planning processes found in JP 5-0, Doc-trine for Planning Joint Operations. When desig-nated as a JFC or preparing a supporting plan to acampaign, a commander and staff use JOPES andthe MCPP. Plans, orders, and reports shouldadhere to JOPES formats.

Joint Operation Planning andExecution System

Joint operation planning encompasses planningactivities required for conducting joint opera-tions. These activities include the mobilization,deployment, employment, sustainment, and rede-ployment of forces. Conducted under JOPES pol-icy, procedures, and automated data processingsupport, joint operational planning is a coordi-nated process used by a commander to determinethe best method of accomplishing the mission. Inpeacetime, the process is called deliberate plan-ning. In crises, it is called crisis action planning.

There are three types of planning at the joint level:deliberate planning, crisis action planning, andcampaign planning. Deliberate and crisis actionplanning have distinct processes. Campaign plan-ning uses the deliberate and crisis action processesfor developing plans.

The TPFDD is the database portion of anOPLAN contained in JOPES. It contains time-phased force data, nonunit-related cargo and per-sonnel data, and movement data for the OPLAN.The TPFDD contains the following information:

l In-place units.l Deploying units to support the OPLAN with a

priority indicating the sequence for their arrivalat the port of debarkation.

l Routes of deploying forces.l Movement data of deploying forces.l Estimates of nonunit-related cargo and person-

nel movements to be conducted concurrentlywith the deployment of forces.


l Estimate of transportation requirements thatmust be fulfilled by common-user lift resourcesand those requirements that can be fulfilled byassigned or attached transportation resources.

Force Deployment Planning and Execution

Marine Corps planning and execution have beendescribed as force deployment planning and exe-cution (FDP&E). FDP&E supports the maneuverof forces and their sustainment within a bat-tlespace based on the concept of employment. Atotal operational effort, FDP&E includes theplanning and execution of logistic tasks to sup-port mission accomplishment. See Marine CorpsOrder (MCO) P3000.18, Marine Corps PlannersManual, for a detailed description of FDP&E.

Principal Planning Agencies

Operational-level logistic planning is in the realmof the combatant command-level COMMARFORand logistic staff, and the MAGTF commanderand logistic staff. The combatant command-levelMARFOR and MEF are higher-level commandsthat have specialized planning staff elements andorganizations to conduct planning. Lower-levelcommands consist of subordinate MARFORs,MEB, SPMAGTF, ACM, MEU, and their CSSEs.At the lower level, the unit’s commander and pri-mary staff officers conduct most planning.Because resources, information, and time avail-able for planning are usually limited at the lowercommand levels, planning organizations areformed or adapted to meet conditions.

Higher-level commands have a specialized plan-ning staff to conduct current and future opera-tions planning. Operational-level logisticplanners participate in the organization’s activi-ties and teams that conduct planning at theMarine component command and MAGTF level.Figure 4-1 on page 4-4 illustrates the planning

organizations and relations of the MARFOR,MLC, MEF, and the joint force.

Plans Section

This section plans the command’s next mission,next phase of the campaign, or peacetime deliber-ate planning and serves as the link between HHQand future operations. Upon receipt of a missionfrom HHQ, future plans initiates planning anddevelops an outline plan. Plans section may focuson a phase of a campaign, develop reconstitutionrequirements, or plan redeployment. Normally, theG-5 has staff cognizance over the plans section.

Future Operations Section

Future operations is the focal point for the plan-ning process. It takes the outline plan from theplans section and uses it as the basis for furtherplanning and development of orders and frag-mentary orders. Depending on the level of com-m a n d a n d H H Q b a t t l e r h y t h m s , f u t u r eoperations have a 24- to 96-hour planning hori-zon. The G-3 has staff cognizance over thefuture operations section, which interacts withthe intelligence collection process.

Future operations section creates OPORDs andbranch and sequel plans. It assists the commanderin developing commander’s critical informationrequirements (CCIR), which express the com-mander’s critical needs for information about theenemy, friendly activities, and the environment.In addition, future operations section providesinput to HHQ PDE&A cycles (e.g., air taskingorder, intelligence asset tasking cycle).

Operational Planning Team

Plans and/or operations may form an operationalplanning team (OPT) to conduct integrated plan-ning. The OPT is normally built around a core ofplanners from future plans and/or future opera-tions and includes staff representatives from the

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G-1, G-2, G-3 G-4, G-5, G-6, staff judge advo-cate, health services, public affairs, etc. TheFSSG will normally provide an LNO to partici-pate in MEF OPTs.

Current Operations Section

The current operations section coordinates andexecutes the OPORD, prepares and transmits tacti-cal orders, monitors operations, tracks CCIR,reports relevant information to the commander,and analyzes battlespace information. Based on thesituation, current operations, commander’s intent,and battle feedback, this section modifies orders,refines branch plans, generates new COAs and/orplans, and issues tactical orders. The G-3 has staffcognizance over the current operations section.

Crisis Action Team

During the initial stages of a crisis, the G-3 usu-ally task-organizes the crisis action team (CAT)to rapidly collect and manage information. Tosupport the commander’s primary concern forforce readiness and deployment planning in theinitial stage of a crisis, the CAT may initiate theplanning process, develop situational awareness,

and access previously prepared and emergingplanning products from JOPES. For extendedoperations, the planning and execution functionsof the CAT will transition to the current opera-tions, future operations, and plans sections.

Concept of Logistics

The concept of logistics is a statement, in abroad outline, of how a commander intends tosupport and integrate with the concept of opera-tions during an operation or campaign. The state-ment provides a general discussion of how theoperation will be logistically supported and inte-grated with other critical concepts (e.g., the con-cept of maneuver, fires, and force protection). Itshould be composed with enough depth to ensurethat subordinate commanders and staffs under-stand the envisioned logistic operations. Theconcept of logistics should describe the organi-zation and positioning of operational logisticassets to execute the mission. The concept mayinclude planned employment of other Serviceand nation logistic/CSS forces, HNS logisticcapabilities, and/or LOC operations.

Figure 4-1. Component and MEF Planning Agencies.


The concept of logistics is developed concur-rently with the concept of operations. The con-cept of operat ions is a descript ion of theoperation and includes a statement of a com-mander’s intent for an operation or series of oper-ations and is the basis for supporting conceptssuch as the concept of logistics. The concepts ofoperations and logistics evolve from the earlysteps of the planning process, which culminatesin the commander’s selection of a COA. Theselected COA serves as the basis for the com-mander’s estimate, while the analysis of thatCOA formulated in the logistic estimate serves asthe basis for the concept of logistics.

Intelligence

Providing knowledge on the theater environmentand potential enemy activities, intelligence buildssituational awareness and insight into the nature ofoperational logistic limitations and challenges fac-ing MARFOR commanders. Commanders useintelligence products to devise workable, flexibleplans; make sound and timely decisions; monitorevents to ensure proper execution; and modifydecisions quickly in response to changing situationsor to exploit fleeting opportunities. A detailed listof possible logistic intelligence requirements (IRs)can be found in the Generic Intelligence Require-ments Handbook (GIRH) available through theMarine Corps Intelligence Agency and other intelli-gence agencies.

Logistic IRs focus on the study of roads, rails,bridges, tunnels, fords, choke points, ports, air-fields, and infrastructure and how they tie togetherin support of logistic operations. A majority oflogistic intelligence studies are prepared usingopen-source historical and encyclopedic data. Alogistic infrastructure study helps identify—

l Water sources.l Local communications systems.l Local transportation systems.

l Bridges.l Tunnel restrictions.l Waterway capabilities.l Road networks.l Local sources of supply.l Power production facilities.l Medical assistance programs.l Food distribution networks.l Capability for care of displaced persons.

Environment

Knowledge of the theater environment, to includeinfrastructure, weather and terrain, medical, andhost-nation populace intelligence, is a criticalrequirement for operational logistic planners. Thequality of the theater’s resource and physical net-works affect the size and composition of theMAGTF’s CSSE and the MLC, the amount ofresources required from the strategic base, andthe level of effort needed to establish a theaterdistribution network.

Infrastructure

Infrastructure intelligence is information on exist-ing infrastructure, such as ports, factories, fuel,water sources, LOC, medical facilities, and otherin-country resources that can be used to supportlogistic operations.

Weather and Terrain

Weather and terrain affect resource consumptionand logistic operations. Weather informationaddresses the weather conditions prevailing, orpredicted to prevail, over the theater of opera-tions. Terrain analysis consists of the collection,evaluation, and interpretation of geographicinformation on the natural and manmade featuresof the terrain, combined with other relevant fac-tors, to predict the effect of the terrain on mili-tary operations.

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Medical

Medical intelligence is required to ascertain the-ater medical capabilities and the medical threat tothe MARFOR. The intelligence from the collec-tion, evaluation, analysis, and interpretation offoreign medical, bio-scientific, and environmen-tal information is of interest to strategic planningand to military medical planning and operationsfor the conservation of the fighting strength offriendly forces and the formation of assessmentsof foreign medical capabilities in both militaryand civilian sectors.

Host Nation Populace

Intelligence about the populace, their capabili-ties, and attitude toward U.S. Forces has a signifi-cant impact on logistics. A receptive, friendlypopulace may be able to provide dependablelabor, supplies, and contract services.

This can reduce footprint and enhance flexibility,responsiveness, and economy of logistics. A hos-tile environment not only dictates organic provi-sion of supplies and logistic services, but it alsoincreases the threat in rear areas and along LOC.

Threat

An accurate picture of the enemy is critical tologistic operations. Analysis of the threat can alsohelp logisticians anticipate requirements (e.g.,mobility infrastructure repair capabilities, medi-cal threats from specific types of munitions).Hostile activities can impede movement, destroylogistic stockpiles, and close airports and sea-ports. Hostile actions can render invalid logisticsupport assumptions made during deliberate plan-ning. Threat information should include enemylogistic capabilities.

Logistic planners use the threat information torecommend enemy stockpiles and equipment forcapture or destruction. The intelligence threatassessment also identifies threat shortfalls so

appropriate steps can be taken to safeguardfriendly like items against capture or sabotage.

Collection Support

Certain intelligence activities—such as interroga-tion of EPW and the recovery and evacuation ofenemy equipment—require logistic support and/or coordination with MARFOR and MLC logisticplanners. The Marine Corps component is thetheater focal point for planning and the source foroperational-level logistic intelligence. Throughrepresentation and coordination with theaterintelligence boards, agencies, and headquarters,the Marine component expresses IRs and ensuresthat intelligence products are directly provided tothe MAGTF, the MLC, and other assigned orattached forces. The Marine Corps componentcoordinates intelligence collection requirements,such as EPW interrogation and captured enemyequipment (CEE), to support the joint force col-lection plan.

Enemy Prisoner of War

Normally, the Army component commander, orMARFOR, will be designated to establish an EPWcompound that will include facilities and logisticsfor a collocated joint interrogation and debriefingcenter (JIDC). To establish a JIDC with an EPWcompound, MARFOR logistic and intelligenceplanners must coordinate their efforts.

Captured Enemy Equipment

The recovery and evacuation of CEE is a com-mand responsibility. The proper handling of CEErequires close coordination among operations,logistic, and intelligence departments. Enemymateriel captured by U.S. military personnel isthe property of the U.S. Government and must beprotected from theft, cannibalization, use as sou-venirs or war trophies, and recapture by enemyforces. The MARFOR coordinates CEE handlingand recovery procedures with the joint force.


Sources

During the planning process, Marine Corps com-ponent, MLC, and FSSG planners can request orobtain operational-level logistic intelligence byusing intelligence preparation of the battlespace(IPB), intelligence production organizations, andorganic unit human intelligence sources.

Intelligence Preparation of the Battlespace

IPB is an analytical methodology employed toreduce operational uncertainties concerning theenemy, environment, and terrain. IPB builds anextensive database for each potential area wherea unit may be required to operate. The database isanalyzed in detail to determine the impact of theenemy, environment, and terrain on operations.Planners use HHQ’s IPB products during mis-sion analysis and update the IPB during the plan-ning process.

Production Organizations

The following intelligence production organiza-tions provide logistic intelligence on seaports, air-fields, threat, noncombatants, and infrastructure:

l Defense Intelligence Agency (DIA). l Operational Intelligence Coordination Center.l USTRANSCOM.l Marine Corps Intelligence Agency.l National Imagery and Mapping Agency.l Central Intelligence Agency.

Organic Unit Human Intelligence

During operations, tactical organizations such asCSSEs can be an excellent source of intelligenceupdates. Convoys, mobile CSSEs, and individualdrivers (military and local contracted) travelthroughout the AO on a daily basis. These unitscan provide updated information on the locationand status of roads, trails, and waterways to updatemap products. MARFOR and FSSG logistic plan-ners should establish feedback plans to take advan-tage of this source of intelligence updates.

Host-Nation Support

HNS is the civil and/or military assistance ren-dered by a nation to foreign forces within its terri-tory during peacetime, crises, emergencies, or warbased on agreements mutually concluded betweennations. The development of HNS agreements isusually based on a status-of-forces agreementbetween the host nation and the United States.Such agreements are normally umbrella-typeagreements, augmented by technical arrangementsthat detail the specific support to be provided andthe type/amount of reimbursement. In some cases,reimbursement may not be required because thehost nation recognizes the importance of foreignforces on their territory and considers their HNS tobe a contribution to the security arrangement. Eachcountry or region is unique in its approach to HNS.In the absence of a formal support arrangement,the MAGTF can contract local supplies and ser-vices in the AO.

HNS agreements are usually established in diplo-matic channels, however, during crises, the geo-graphic combatant commander may requestauthority to negotiate bilateral agreements.

Logistic planners identify, evaluate, and deter-mine host-nation sources of supplies and ser-vices to be used during the operation. Informationon existing agreements can be obtained fromexisting OPLANs and from requests to HHQ forinformation formulated during the mission analy-sis phase of planning. Information regardingHNS can also be obtained from legal and civilaffairs units, the DIA, the appropriate area LNOat the Defense Security Cooperation Agency, andfrom contact with local authorities in the hostnation. The types of support that can be obtainedand/or contracted from a host nation include—

l Transportation.l Civilian labor.l Rear area protection.l Acquisition of equipment.l Airlift services.

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l Port services.l Clothing.l Base operations support.l Calibration services.l HSS.l Facilities.l Petroleum, oils, and lubricants (POL).l Food.l Communications. l Storage services.l Billeting.l Maintenance services.l Construction equipment.

Contingency Contracting

U.S. Forces have the ability to contract goods andservices directly from the local economy. Inarranging support for the MAGTF, the MARFORmay use contingency contracting to obtain goodsand services. The level of support differs fromcountry to country and must be thoroughly ana-lyzed by the MARFOR during the planning pro-cess and constantly reassessed during employment.The MARFOR must weigh the impact of contin-gency contracting on the local economy.

Contracting may compete for scarce resources,strain the local economy, and exacerbate analready unstable situation. The CINC or combinedheadquarters may establish a centralized contin-gency contracting office that coordinates contract-ing activities. Joint contracting helps to keep pricesdown, minimize negative impact on the local econ-omy, and settle conflicts between Services.

Contingency contracting is performed during mil-itary operations in an overseas location follow-ing the policies and procedures of the FederalAcquisition Regulatory System. Marine Corpscontractors may acquire supplies and services

from theater resources such as NGOs, foreigngovernments, and individual civilian providers.Planning should address theater sources and theearly deployment of contingency contractors to atheater of war. Contracting in the operations areamust be coordinated with the overall operationsconcept to ensure logistic measures do not com-promise other facets of the operations. Enemyforces can use contracting to gather informationof U.S. Forces’ strength, movement plans, arrivaltimelines, and billeting locations.

Logistic shortfalls will likely occur early in thedeployment of a force. To offset this possibility, acontingency contracting capability should beestablished as soon as possible. Contracting offic-ers assigned to an expeditionary operation shouldhave a basic understanding of the legal authori-ties, funding practices, and the duties of contin-gency contracting.

Unlike HNS, in-country sources do not have for-mal agreements between nations that plannerscan easily obtain and analyze as potential sourcesof support. Information on local sources is harderto determine but can be obtained from the samesources as HNS.

The following considerations influence planningfor the early deployment of contracting personnel:

l Protection of contractor personnel.l Assignment of an in-theater head of contracting

activity for U.S. Forces participating in theoperation.

l Use of third country subcontractors and/or per-sonnel.

l Limitations on the physical presence of con-tractors (i.e., boundaries within which contrac-tors are to operate).

l Payment of customs duties by contractors whenentering the country.

l Payment of corporate and/or individual taxes.l Payment by contractors of taxes on goods

bought within the country/AO.


Environmental matters such as transportation anddisposal criteria and locations for hazardous wasteand scrap.

Acquisition Cross-Service Agreements

ACSAs are bilateral agreements used for the mutualexchange of supplies and services. The purpose ofACSA is to further the CINC’s strategy of coopera-tive engagement by promoting interoperability,enhancing operational readiness, and providing costeffective mutual support.

Types of Authority

The proposed ACSA with a given country mustbe in the interest of U.S. National security perconsultation between the Secretary of Defense(SECDEF) and the Secretary of State. Two typesof authorities within ACSA are acquisitions andcross-service agreements.

Acquisition

Unified combatant commands determine eligibil-ity for acquisitions. SECDEF can authorizeacquisition of supplies and services from thosecountries that—

l Have a defense alliance with the United States.l Permit stationing of U.S. Forces or home port-

ing of U.S. naval vessels.l Allow pre-positioning of U.S. materials.l Host exercise or other military operations (U.S.

Military Forces acquiring supplies and servicesdirectly from eligible countries and organiza-tions do not require an ACSA).

Cross-Servicing Agreements

Applicable supplies and services are acquired ortransferred by the United States on the basis ofreimbursement, replacement in kind (RIK), or

exchange of supplies or services of an equal value.For non-NATO countries to participate in this pro-gram, SECDEF must designate the country. Thisrequires an ACSA agreement. The SECDEF sub-mits notice of the intended designation to congres-sional committees 30 days in advance.

After SECDEF designation, unified combatantcommands negotiate cross-service agreements.Services or components negotiate implementingarrangements with counterparts. An implement-ing arrangement provides the mechanics andpoints of contact to make the ACSA work.Accounting, reporting, billing, and collecting areService responsibilities.

Supplies and Services

The ACSA covers supplies, services, and sup-port, including airlift. Repayment is by reim-bursement, RIK, or equal value exchange.Components can use the ACSA for obtaining thefollowing supplies and services:

l Food. l Transportation, including airlift and helicopter

support. l Clothing. l Medical services. l Base operations support. l Facilities usage. l Spare parts/components. l Port services. l Billeting. l POL. l Communications services. l Ammunition. l Storage services. l Training services.l Repairs and maintenance.

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Planning Documents

Several planning documents in the MCPP andjoint planning process are essential for logisticplanning. Instructions and formats for command

and staff estimates, OPLANS, OPORDS, andannexes, and appendixes are contained in MCWP5-1 and Chairman Joint Chief of Staff Manual(CJCSM) 3122.03, Joint Operation Planning andExecution System Volume II Planning Formatand Guidance.

CHAPTER 5. OPERATIONS

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

Force Service Support Group Employment

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

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

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

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

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

Marine Logistics Command Operations

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

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

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

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

Mission

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

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


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

Deployment Criteria

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

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

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

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

days.l Sequential MPF offloads or back loads are

planned.

Tasks

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

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

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

l Establishes an intertheater and intratheaterlogistic system.

l Coordinates arrival and assembly and otherforce closure operations.

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

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

with the MARFOR.

Employment Considerations

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

Force Closure

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

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

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

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

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

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

Functional Area MAGTF CSSE Responsibilities MLC Responsibilities

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

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

Develops LOC requirements in support of MARFOR.

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

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

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

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

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

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

Arrival and assembly operations group (AAOG)

Serves as lead agent for MAGTF arrival and assembly.

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

Materials handling equipment (MHE) Plan

Supports initial MAGTF arrival. Develops for sustainment operations.

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

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

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

C2 Initial MPF arrival and assembly, MAGTF operations.

Coordinates support for MARFOR with theater and strategic support organizations.

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

Arrival and assembly operations element (AAOE)

Directs/coordinates initial MPF arrival and assembly.

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


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

Sustainment

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

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

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

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

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

Reconstitution

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

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

joint, host nation, and strategic logistic supportagencies.

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

l Synchronizing reconstitution and redeploymentoperations with theater and strategic lift.

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

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

l Staging shipping containers, packaging, anddunnage for redeployment.

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

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

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

5-6 ______________________________________________________________________________________________________ MCWP 4-12

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

Reorganization

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

Regeneration

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

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

Maritime Pre-positioning Force Operations

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

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

Arrival and Assembly

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

Arrival and Assembly Operations Group

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

Landing Force Support Party

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


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

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

and equipment.

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

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

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

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

Regeneration

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

l Actions in the AOR during MAGTF opera-tions.

l Actions in the AOR following the MAGTFoperations.

l MPF maintenance cycle at BIC.

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

Figure 5-2. MPF Regeneration Organizations.

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Marine Corps Forces

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

l Recommend the primary regeneration site tothe establishing authority.

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

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

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

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

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

l Designate, organize, and establish proceduresfor washdown sites.

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

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

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

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

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

l Arrange for a senior agricultural inspectionteam.

Technical Assistance Advisory Team

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

Combat Service Support Element

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

Navy Support Element

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

Theater Movement Control Operations

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

Joint

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


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

Joint Movement Center

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

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

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

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

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

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

Joint Transportation Board

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

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

Figure 5-3. Suggested JMC Organization.

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Requirements

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

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

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

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

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

movements that use common-user assets andmain supply routes.

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

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

Multinational

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

Marine Corps Forces

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


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

Movement Control Group

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

Force Movement Control Center

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

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

Logistic Movement Control Center

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

Unit Movement Control Center

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

Figure 5-4. Theater Movement Control.

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

Joint and Multinational Logistic Operations

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

Joint Reception, Staging, Onward Movement, and Integration

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

Process

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

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

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

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

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

Participating Organizations

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

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

ing combatant commanders).

Command and Control

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

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

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

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

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

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


Joint Logistics Over-the-Shore

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

Service Support

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

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

l Veterinary service support.l Single integrated medical logistics management

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

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

Force outside the continental United States(OCONUS).

l Executive agency for DOD EPW detainee pro-gram.

l Common-user land transportation in overseasareas.

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

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

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

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

Theater Health Service Support

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

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

Joint Theater Heath Service Support System

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

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

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

Joint Force Surgeon

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

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

Figure 5-5. HSS Levels.


Figure 5-6. Theater Medical Capabilities.

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Logistic Support

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

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

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

Theater Blood Management

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

Intratheater Patient Movement

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

patient movement policies in coordination withService component evacuation representatives.

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

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

Table 5-2. Theater Patient Movement.

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

Levels of Treatment Responsibility

Level I to II MAGTF

Level II to II MARFOR (MAGTF)

Level II to III MARFOR (MAGTF/MLC)

Level III to IV and V TPMRC/JPMRC


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

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

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

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

Multinational Health Service Support

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

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

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

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

Small Scale and Short Duration Operations

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

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

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

Military Operations Other Than War

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

Humanitarian Operations

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

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

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

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

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

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

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

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

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

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

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

Peacekeeping Operations

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

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


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

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

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

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

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

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

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

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

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

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

Domestic Support Operations

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

Categories

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

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

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

Responsibilities

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

5-20 _____________________________________________________________________________________________________ MCWP 4-12

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

Table 5-3. Combatant CommandDSO Responsibilities.

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

which facilitates the MARFOR coordination ofoperational logistic functions.

Considerations

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

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

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

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

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

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

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

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

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

Unified Command Responsibility

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

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

USPACOM

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

USTRANSCOMSingle source for transportation to supported combatant commands.

USSOCOMCombating terrorism incidents involving weapons of mass destruction.

CHAPTER 6. STRATEGIC SUPPORT

A central strategic concept in the national mili-tary strategy of the United States is power projec-tion. Power projection includes the ability of theArmed Forces of the United States to deployexpeditionary forces to any region in the worldand sustain them for missions spanning the oper-ational continuum. U.S. requirements for mili-tary force projection include emphasis on rapiddeployment of combat power and military opera-tions designed to end conflicts as quickly as pos-sible on terms that are favorable to the UnitedStates and its allies.

Crisis response requires the full spectrum of mili-tary capabilities, including forcible entry. Whilethe Services include units capable of expedition-ary operations, MARFOR are specifically orga-nized, equipped, and trained for expeditionaryservice. The expeditionary MAGTF is capable ofrapid response as part of a naval amphibiousforce, MPF, or air contingency force. TheMAGTF moves to crisis areas via the strategicmobility triad: sealift, pre-positioning, and airlift.The DOD single manager of the DTS is theUSTRANSCOM.

Support Organizations

Strategic support organizations include theUSTRANSCOM, Department of Transportation,and DLA.

United States Transportation Command

The USCINCTRANS provides air, land, and seatransportation and common-user port manage-ment at APODs/SPODs as well as aerial ports ofembarkation (APOEs)/seaports of embarkation(SPOEs) for the DOD across the range of mili-tary operations. USTRANSCOM is a unifiedcommand with transportation component com-mands (TCCs) from the Air Force’s Air Mobility

Command (AMC), the Army’s MTMC, and theNavy’s MSC. The USCINCTRANS commandsthese components, and the components orga-nize, train, and equip their forces.

USCINCTRANS serves as the DOD single world-wide manager for common-user ports of embarka-tion and debarkation. As supported commanders,combatant commanders determine movementrequirements and required delivery dates, whileUSTRANSCOM and TCCs provide a completemovement system from origin to initial theaterdestination. This movement system includes theuse of military and commercial assets.

USCINCTRANS has the authority to procure com-mercial transportation services through componentcommands and to activate, with approval of theSECDEF, the civil reserve air fleet (CRAF), ReadyReserve Force (RRF), Sealift Readiness Program,and the Voluntary Intermodal Sealift Agreement.The component commands of USTRANSCOMoperate the DTS. The specific operations of theDTS are covered in JP 4-01, Joint Doctrine for theDefense Transportation System.

USCINCTRANS, through the TCCs (i .e . ,MTMC, AMC, and MSC), provides strategic air,land, and sea transportation and terminal ser-vices to deploy and sustain military forces tomeet national security objectives. The TCCsorchestrate a portion of the nation’s transporta-tion infrastructure that supports DOD common-user transportation needs.

Military Traffic Management Command

A major Army command, MTMC managesCONUS surface transportation and provides com-mon-use ocean terminal services and traffic man-agement services to deploy, sustain, and redeployU.S. Forces globally. MTMC conducts transporta-tion engineering to ensure deployability and feasi-bility of present and future deployment assets. In

6-2 ______________________________________________________________________________________________________ MCWP 4-12

addition, MTMC is the seaport manager under thesingle-port manager concept for common-userSPOEs and/or SPODs.

To expeditiously transport troops and materiel toports of embarkation, railroads, highways, water-ways, and a fleet of railcars, buses, trucks, andbarges are vital components of the overland liftsystem. MTMC provides the interface betweenDOD shippers and the commercial carrier indus-try. In the United States and overseas, MTMCcoordinates force movement to seaports, pre-pares the ports for ships and cargo, and super-vises the loading operations. MTMC managesfreight movement in CONUS on surface and aircarriers. MTMC operates the defense freight rail-way interchange fleet of more than 1,000 specialuse railcars. The command also administers theDOD highways and railroads for national defenseprograms. MTMC monitors the status of theinfrastructure system, including ports, inlandwaterways, pipelines, and air facilities.

Air Mobility Command

A major Air Force command, AMC provides com-mon-user airlift, air refueling, and strategic AEtransportation services to deploy, sustain, and rede-ploy U.S. Forces globally. In addition, AMC is thesingle aerial port manager and, where designated,operator of common-user APOEs and/or APODs.

Airlift has the advantage of speed over othermodes of transport. AMC’s aircraft fleet is com-posed primarily of airlift aircraft. Another addi-tive force available for long-range airlift in timesof national emergency is the CRAF. The CRAFis composed of commercial aircraft committed tosupport the transportation of military forces andmateriel worldwide.

Military Sealift Command

A major Navy command, MSC provides com-mon-user and exclusive-use sealift transportationservices to deploy, sustain, and redeploy U.S.Forces globally. MSC provides lift from the sea

with a fleet of Government-owned and charteredU.S. flagships that include the following:

l Fast sealift ships—Eight fast sealift shipstogether can carry the equipment for one Armymechanized or armored division; one of theseships can transport the equivalent of more than130 C-5 loads of cargo.

l Afloat pre-positioning force—This force includesMPS, pre-positioning ships, and the brigade afloatforce.

m MPS—These 15 ships are divided into threesquadrons. Each squadron is within 5-dayssailing of potential contingency sites and cansupport a MEB of 17,600 personnel for 30days.

m Pre-positioning ships—These seven shipsserve military departments, DLA, and theDefense Fuel Supply Center. Pre-positioningships are loaded with military equipment andmateriel for the Services.

m Brigade afloat force—Consisting of 14 shipslocated in Diego Garcia and the Western Pa-cific, the brigade afloat force is loaded withan Army heavy brigade that is deployable topotential contingency sites in the Middle orFar East within 12 days. Basically floatingwarehouses, these ships can support 10,000Army personnel for 15 days.

l Ready Reserve Force—The RRF is a force ofships maintained in a reduced operating statusor a layup status by the Maritime Administra-tion for use by DOD in a war or contingency.RRF ships carry combat surge and follow-oncargo. When activated, these ships come underOPCON of MSC. RRF ships are crewed bycivilian mariners employed by a MaritimeAdministration contractor. The MSC-con-trolled fleet of tankers and dry cargo vesselschartered from the private sector of the U.S.flag shipping industry provide sealift servicesin areas of the world not normally served byregularly scheduled U.S. flag service.


Department of Transportation

During national defense emergencies, the Secre-tary of Transportation has a wide range of dele-gated responsibilities, including executivemanagement of the nation’s transportationresources in periods of crisis. A detailed account ofDepartment of Transportation responsibilities iscontained in JP 4-01.

The transportation infrastructure consists of com-mon-user military and commercial assets, services,and systems organic to, contracted for, or con-trolled by DOD and are commonly referred to asthe DTS. Combining the capabilities of common-user transportation assets into an integrated net-work optimizes the use of available transportationcapabilities, provides greater visibility over opera-tions, and eases the transition from peace to war.

Defense Logistics Agency

DLA is a strategic and operational-level logisticagency of the DOD. DLA provides worldwidelogistic support to the military departments andthe combatant commands across the range of mil-itary operations, as well as to other DOD compo-nents, federal agencies, foreign governments, orinternational organizations. DLA provides mate-riel and supplies to the Services and supportstheir acquisition of weapons and other equip-ment. The DLA facilities range from supply cen-ters and depots employing several thousandpersonnel to in-plant residencies and propertydisposal offices of fewer than ten people.

Supply and Distribution

DLA buys and manages a vast number and varietyof items used by Services and civilian agencies.Commodities include fuel, food, clothing, andmedical supplies. In addition, DLA buys and dis-tributes hardware and electronic items used in themaintenance and repair of military equipment.DLA supply centers consolidate the Services’requirements and procure the supplies in sufficient

quantities to meet the Services’ projected needs.The supplies are stored and distributed through acomplex of depots and a single, unified supply dis-tribution system managed by DLA.

Support Services

In addition to supply and distribution, DLA offersthe following logistic support services:

l Defense Logistics Information Service managesthe Federal Supply Catalog System, which listsnational stock numbers and descriptions of over6 million items.

l Defense National Stockpile Center maintainsthe defense national stockpile of strategic andcritical materials to reduce the nation’s depen-dence upon foreign sources of supply in timesof national emergency. The center is authorizedto procure and dispose of materials as needed.

l Defense Reutilization and Marketing Serviceprovides for the redistribution and disposal ofDOD equipment and supplies no longer neededby the original user. Assets are matched againstrequirements of the Services and Federal agen-cies and transferred as needed.

l Document Automated and Production Serviceis a DLA field command responsible for docu-ment automation and printing within DOD.

l Deployed contingency support team (DCST) isdeployed by DLA to conduct in-theater opera-tions to support the CINC or JTF staff. DLAmay assign a DCST LNO to the MARFOR. TheDCST is DLA’s in-theater single point of con-tact to a JFC. Upon request, the DLA deploys aninitial response team to determine precise DLAsupport requirements, then adds functionalteams to establish a theater-specific DCST. TheDCST serves as the point of contact for numer-ous items (e.g., fuels support, supply manage-ment, reutilization and marketing, contingencycontract administration, disaster relief distribu-tion operations management, and disaster reliefmobilization center operations).

6-4 ______________________________________________________________________________________________________ MCWP 4-12

Marine Corps Strategic Logistics

Strategic logistic support for the MARFOR isprovided through the Marine Corps MobilizationManagement Plan (MPLAN) and war reservemateriel (WRM).

Marine Corps Mobilization Management Plan

The MPLAN provides service-wide mobilizationpolicy, planning guidance, and responsibilities aspart of the CMC’s statutory responsibilities.MPLAN assigns mobilization functions andresponsibilities to the SE and combatant compo-nent commands. Strategic logistic agencies of theMarine Corps SE send detachments and assis-tance teams into theater to assist the MARFORstaff in coordinating operational-level logisticfunctions. Primary support is provided throughMARCORMATCOM and its subordinate com-mands, MCLBs and MARCORSYSCOM.

The planning guidance in the MPLAN provides aframework for rapid and efficient mobilization ofthe personnel and material to meet the MarineCorps wartime requirements. MPLAN Annex Bcontains a list of significant tasks and responsibil-ities in the mobilization process; Annex Caddresses mobilization logistics. Once the opera-tional decisions are made, the execution of mobi-lization is largely a manpower and logistic effort,because often a manpower action generates alogistic requirement.

Logistics

Annex C to the MPLAN provides the broad rolesand missions necessary to support the mobiliza-tion logistic concept of the Marine Corps. Theannex provides guidance, procedures, and tasksconcerning logistical matters that require action/review during each phase of an operation. AnnexC includes required actions for reserve force acti-vation and identifies and describes tasks andresponsible section(s) required to provide sup-port. The annex supplements, and must be used in

conjunction with, the Marine Corps CapabilitiesPlan and FDP&E that address deployment sup-port and basic operational logistic support policyand procedures. Roles of subordinate commandsremain as stated in the Marine Corps CapabilitiesPlan, except as amplified in the MPLAN.

The Marine Corps mobilizes its logistic capabili-ties through expansion of its peacetime supportstructure to meet wartime requirements. Underthe general direction of the CMC and direct coor-dination authority of force commanders, existingbases and stations are augmented to provideadministrative, training, and logistic support todeploying forces, to include units and individualsof the Marine Corps Reserve mobilized to aug-ment the active force structure.

Manpower

Deputy Commandant of the Marine Corps forPlans, Policies, and Operations, HQMC, has staffcognizance over Marine Corps mobilization plan-ning and execution to ensure rapid and efficientexpansion of the Marine Corps. In addition, theDeputy Commandant directs Commander, MarineCorps Forces Reserve (COMMARFORRES), toactivate SMCR units.

The Marine component commander is responsi-ble for—

l Providing and sustaining forces for the sup-ported CINC.

l Identifying operational unit and Reserve Com-ponent individual personnel requirements (toinclude Navy personnel).

l Identifying SMCR unit activation requirements,including Individual Ready Reserves and indi-vidual mobilization augmentees, to CMC.

l Planning for and assimilating Reserve units andpersonnel into the active operating forces.

l Receiving and resolving Reserve unit equipmentshortfalls identified by COMMARFORRES.

l Identifying, collecting, repairing, preserving, andredistributing RBE.

l Maintaining TPFDD.


l Moving SMCR units into theater and returningSMCR equipment at demobilization.

l Consolidating MARFOR requirements.l Prioritizing assets within specified theaters.l Coordinating the mobilization, training, deploy-

ment, and sustainment of deployed forces andthe SE.

l Maintaining the expeditionary logistic natureof MAGTFs.

l Ensuring that the logistic processes do nothamper deployment of MAGTFs and initialreinforcement by the Reserve Component.

Commanders determine the priority and overseethe requisition and application of material to forcerequirements from all sources. Commander,MCLBs, and Commander, MARCORSYSCOM,provide designated ground materiel to forces andstations. The materiel to support aviation flyingunits or installations is provided by designatedNavy systems commands through fleet type com-manders as directed, coordinated, and overseen bycommanders for its air forces and/or CMC forMarine Corps installations.

The component commander will plan and coordi-nate the transportation interface into JOPES. Joint

and Service procedures will be used to imple-ment integrated mobilization and deploymentsupport agencies’ efforts. Detailed supportingplans must be developed by bases/stations duringthe deliberate planning process and coordinatedwith the MARFOR commander. These detailedplans will ensure that materiel is prepared formobilization, facilities are expanded as neces-sary, and services are available to support train-ing and subsequent deployment.

War Reserve Materiel

The WRM requirement is the total requirementof supplies and equipment to train, equip, field,and sustain forces in combat based on therequirements of the MEFs, to include assignedSMCR units. The WRM system ensures thatmateriel assets are available to the operatingforces to support combat operations until theDOD materiel distribution system is able to pro-vide support on a sustained basis. In addition, theWRM system is designed to identify the procure-ment, storage, and preservation of additionalmateriel requirements used to satisfy increasedconsumption rates experienced in a combat envi-ronment. See MCO P4400.39G, War ReserveMateriel (WRM) Policy Manual.

APPENDIX A. NOTIONAL DIVISIONS OF LABOR

The functional responsibilities for operational-levellogistics and CSS between the MARFOR, MLC,and MEF/FSSG are described in the notional divi-sion of labor tables on the following pages. Thetask organization and C2 measures necessary forMARFOR success depend on the quantity and vari-ety of tasks, logistic requirements, and time dis-

tance factors. The MARFOR, in coordination withits major subordinate commands, will establish thedivision of labor for the actual contingency or oper-ation. This division of labor could incorporate Ser-vice components and supporting activities such as,DLA, MARCORMATCOM, Army TSC, and otherjoint theater support agencies.

Table A-1. Division of Labor for Supply.

Category MARFOR MLC MEF/FSSG

Class II, III (P), IV, and IX (nonreparables)Supply Support

Sets DIRLAUTH parameters between MLC, supporting activities, and supported units.Monitors component-level issues/trends.Provides coordination of support to Navy forces.

Operates a general account and intermediate supply support activity.

Serves as a material issue point to the MLC general account.

Class I Subsistence

Sets DIRLAUTH parameters between MLC, supporting activities, and supported units. Monitors component-level issues/trends.

Maintains MARFOR theater stocks per OPLAN. (DLA may bypass MLC and throughput Class I to point of consumption defined as the FSSG.)

Provides GS to MEF. Passes back orders to MLC or direct to DLA based on OPLAN.

Class III (B) Bulk POL

Coordinates initial requirements through wartime HNS submission and common item support.Provides a representative to SAPO and monitorscomponent-level issues/trends.Sets DIRLAUTH parameters between MLC, supporting activities, and supported units.

Coordinates POL support with JPO/SAPO.Provides DS to FSSG.

Provides GS to MEF.

Class V(W) Ground Ammunition

Monitors stockage objectives.Coordinates inter-Service transfers with othercomponents to fill shortfalls.Monitors, coordinates, and executes theater-levelcommon item support through major subordinate commands.

Provides DS to the FSSG.Coordinates with DLA and executive agent for Marine Corps requirements.

Provides GS to MEF.

Class V (A)AviationAmmunition

Consolidates requirements.Sets DIRLAUTH parameters between MLC, supporting activities, and supported units.Monitors component-level issues/trends.

Receives and distributes to ammunitiondistribution points and ammunition transfer points (likely a coordinator and expediter to avoid double handling).

Stores and issues to Marineaviation logistics squadrons.

Class VIII Sets DIRLAUTH parameters between MLC and SIMLM.Provides blood usage estimates to JBPO based onintelligence data.Monitors trends and cross-leveling.

Provides DS to FSSG.Coordinates requirements with the SIMLM. (DLA may bypass MLC and control Class VIII to point of consumption defined as the FSSG.)

Provides GS to MEF.Passes back orders to MLC or direct to DLA based on OPLAN.

Class IX Reparables

Sets DIRLAUTH parameters between MLC, supporting activities, and supported units.Coordinates MSC common item support requirements and submits to appropriate theater agency.Monitors Service component-level issues/trends.

Overhauls end items and secondary reparables, evacuates or requests disposition.Coordinates overall availability with MARCORMATCOM.

Conducts 1st through 3dechelon repair.Evacuates to MLC if beyond capability.

Contracting Passes contracting requirements to MLC.Provides LNO to CLPSB.

Serves as lead contracting agent for MARFOR.Provides representatives to CLPSB, if directed by MARFO.

Submits requirements to MLC.Serves as lead contractingagent for MARFOR, if MLC isnot established.Conducts micro purchases within limits of government credit cards.

Salvage/Disposal

Monitors operations. Evacuates from force combat service support area (FCSSA) to joint collection point.

Operates MEF collection point at FCSSA.

A-2 _____________________________________________________________________________________________________ MCWP 4-12

Table A-2. Division of Labor for Maintenance.

Category MARFOR MLC FSSG

Repair Establishes minimum reporting requirement.Monitors MSC output reports for trends andreadiness indicators.

Provides general support maintenance.Conducts 4th echelon component rebuild.Retrogrades and processes to depots.

Provides DS intermediate 3d echelonmaintenance when MLC is established.Provides overflow organization maintenance support and maintenance support teams to MEF units.Assumes GS maintenance role until MLC is established.

Modifications Monitors MSC output reports for trends andreadiness indicators.

Conducts urgent 4th echelon modifications. Conducts urgent 2d/3d echelon modifications.

Rebuild and Overhaul

Monitors MSC output reports for trends andreadiness indicators.

Provides component rebuild and limited 5th echelon depot maintenance when capability is provided in-theater by MARCORMATCOM.

Provides critical component rebuild until MLC is established.

Reclamation Arranges depot support beyond MARFOR capability.

Retrogrades and processes to depot. Establishes MEF collection area in FCSSA.

Recovery and Evacuation

Coordinates support external to the MARFOR. Evacuates from FCSSA. Provides maintenance support teams and recovery of MEF equipment to collection area in FCSSA.

Inspection and Classification

Monitors MSC output reports for trends andreadiness indicators.

Conducts limited technical inspections forfollow-on MPF and MEF equipment.Provides overflow support to FSSG.

Conducts limited technical inspections forinitial MPF equipment until MLC is established.Conducts limited technical inspection of equipment and identifies level of repair.

Testing Monitors MSC output reports for trends andreadiness indicators.

Repairs test, measurement and diagnostic equipment and conducts 4th echelon testing.

Tests, as appropriate, for organizational and DS 3d echelon maintenance.

Calibration Monitors MSC output reports for trends andreadiness indicators.

Assumes primary responsibility. Calibrates multimeter and torque meter.

Table A-3. Division of Labor for Transportation.


Port and Terminal Operations, Container Planning, andIntermodal Transportation Management

Monitors operations. Assumes primary function once establishedin theater.Assumes responsibility for overall container management and throughput.Operates intermodal and breakbulkdistribution centers.

Provides initial capability until MLC is established.Operates MEF distribution and storage centers.

Motor Transport/ Movement Control

Coordinates movement requirements that exceed MARFOR capabilities withtheater MCC.Provides a representative to the JTB and JMC.Provides guidance to the Marine MCC.

Provides GS to the MARFOR.Distributes bulk liquids to the FSSG.Provides cross-boundary coordination for MEF movements outside the MEF AO.

Provides GS to the MEF.Provides DS to selected GCE andACE units.Distributes bulk liquids within the MEF.Operates the LMCC for movements in MEF AO.

Air Delivery Monitors operations. Assumes primary responsibility. Serves as alternate.

Freight/Passenger Transportation

Monitors operations and resolves issues with theater agencies/services, as required.

Assumes primary responsibility. Serves as alternate.

MHE Prioritizes distribution of MHE assets. Provides for assigned ports, airfields, and beaches.

Provides GS to the MEF.

Landing Support Monitors operations. Assumes primary responsibility, onceestablished in theater, for the following:l AACG/DACG.l Beach Support.

Provides initial AACG/ DACG and beach support until MLC is established.Provides helicopter support team support to MEF.

Operational-Level Logistics ____________________________________________________________________________________ A-3

Table A-4. Division of Labor for General Engineering.


Horizontal and Vertical Construction

Resources engineering assets for majorsubordinate commands, especially float bridging.Revises MARFOR major subordinate command engineer support relationships.Resources host-nation civil assets to repair or improve throughput capability.Provides a representative to the JCMEB and JFUB.

Conducts airfield improvements.Conducts LOC road improvement.Supports ACE on expeditionary airfield establishment.Focuses on improving combat support bases and throughput infrastructure.

Conducts expeditionary construction to improve ammunition dumps, fuel farms, etc.Constructs barriers, bunkers, revetments, and other protective structures in support of MEFs.Focuses on improvements to staging and marshalling areas and MEF main supply route development.

Bulk Liquids Storage Provides a representative to SAPO, and monitors component-level issues/trends.

Receives and stores bulk liquids from joint theater agencies.Receives and stores bulk liquids from MPF and commercial follow-on shipping.

Operates MEF forward storage facilities.

Bridging Resources external bridging assets for MARFOR major subordinate commands, as required.

Provides engineers to support FSSG. Controls bridging capability for supportto MEF.

Demolition and Obstacle Removal

Resources engineering assets for majorsubordinate commands.

Provides mobility, countermobility, and survivability operations for assigned ports, airfields, and beaches.

Conducts mobility, countermobility, and survivability operations in support ofthe MEF.

Engineer Reconnaissance Monitors component-level issues/trends. Focuses on ports, airfield, and inland waterways to be used in support of the MARFOR.

Focuses on roads, bridges, and tunnels in support of the MEF.

Explosive Ordnance Disposal

Follows specific OPLAN/OPORD. Follows specific OPLAN/OPORD. Follows specific OPLAN/OPORD.

Table A-5. Division of Labor for HSS.


Health Maintenance Tracks bed/supply status of level II or higher assets in support of MARFOR.Requests augmentation from JFC.

Shares OPLAN/OPORD-specific responsibility.

Shares OPLAN/OPORD-specific responsibility.

Casualty Collection Monitors operations. Provides mass casualty overflow support to the MEF.

Assumes primary responsibility.

Casualty Treatment Provides operational plans and casualty estimates.Consolidates medical situation reports.Provides data to MLC.

Provides support level III, fleet hospital, if assigned, to the MARFOR during MPF operations.

Provides level I and II support to the MEF.

Temporary Casualty Holding Monitors operations. Provides mass casualty overflow support to the MEF.

Assumes primary responsibility.

Casualty Evacuation and Medical Regulating

Tracks status of level II or higher MARFOR patients.

Provides medical regulating for the MARFOR.

Evacuates casualties to MEF level II facility or CRTS.

A-4 _____________________________________________________________________________________________________ MCWP 4-12

Table A-6. Division of Labor for Services.


Postal Support Resolves theater-level issues. Operates MARFOR post office and forwards mail to FSSG central post office.

Operates central post office and forwards mail to MEF postal detachments.Assumes responsibility for receipt, distribution, dis-patch, and financial services to the MEF.

Disbursing Support Monitors operations. Operates combined MARFOR disbursing office at MLC.

Operates satellite disbursing offices and Marine pay teams.

Mortuary Affairs Designates service component mortuary affairs officer.Provides LNO to JMAO.

Processes evacuees to theater agent per JMAO procedures.Coordinates throughput of remains to theater mortuary evacuation point.

Evacuates to MLC mortuary affairs collection point.

Legal Support Coordinates and directs forces.Resolves theater-level issues.Researches claims procedures.

Operates the consolidated claims office. Provides legal services to the MEF.

Exchange Services Resolves theater-level issues. Assumes primary responsibility.Coordinates with Army and Air Force Exchange Service for common support, as appropriate.

Serves as alternate.Provides mobile tactical field exchange service.

APPENDIX B. GLOSSARY

SECTION I. ACRONYMS AND ABBREVIATIONS

AAA . . . . . . . . . . . . . . .arrival and assembly areaAACG . . . . . . . . . . . arrival airfield control groupAAOE . . arrival and assembly operations elementAAOG. . . arrival and assembly operations groupABFC . . . . advanced base functional componentACE . . . . . . . . . . . . . . . aviation combat elementACM . . . . . . . . . . . . . . . air contingency MAGTFAC/S . . . . . . . . . . . . . . . . . .assistant chief of staffACSA . . . . . acquisition cross-Service agreementA/DACG . . . . . . . . . . . . arrival/departure airfield

control groupADCON . . . . . . . . . . . . . . administrative controlAE . . . . . . . . . . . . . . . . . . aeromedical evacuationAECC . . . . . . . . . . . . . . . aeromedical evacuation

coordination centerAFCSS . Air Force contingency supply squadronAIT . . . . . . . automated identification technologyALSS. . . . . . . . . . . advanced logistic support siteAMC . . . . . . . . . . . . . . . . Air Mobility CommandAO. . . . . . . . . . . . . . . . . . . . . . .area of operationsAOC . . . . . . . . . . . . . . . . . . .air operations centerAOR . . . . . . . . . . . . . . . . . . area of responsibilityAPOD . . . . . . . . . . . . . . aerial port of debarkationAPOE . . . . . . . . . . . . . aerial port of embarkationARFOR . . . . . . . . . . . . . . . . . . . . . . . Army forcesASBPO . . Armed Services Blood Program OfficeASCC . . . . Army Service Component CommandASG . . . . . . . . . . . . . . . . . . . . area support groupAT . . . . . . . . . . . . . . . . . . . . . . . . . . .antiterrorismATLASS . . . . . . . . . . . . Asset Tracking Logistics

and Supply System

BIC . . . . . . . . . . . . . . . . Blount Island Commandbn . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . battalionBOG . . . . . . . . . . . . . . . . beach operations groupBSSG . . . . . . . . . . brigade service support group

C2 . . . . . . . . . . . . . . . . . . . .command and controlC4 . . . . . . . . command, control, communications,

and computersCAPS II. . . . . Consolidated Aerial Port System IICAT . . . . . . . . . . . . . . . . . . . . . crisis action teamCCIR . . . . . . . . commander's critical information

requirementsCE . . . . . . . . . . . . . . . . . . . . . . command element

CEE. . . . . . . . . . . . . . captured enemy equipment;combat essential equipment

CINC. . . . . . . . . . . . . . . . . . . commander in chiefCIS . . .communications and information systemsCJCS . . . . . Chairman of the Joint Chiefs of StaffCJCSM . . . . . . . . . . Chairman of the Joint Chiefs

of Staff ManualCLF . . . . . . . . . . . . . . . . . . combat logistics forceCLPSB . . . . . . . . . . . CINC logistic procurement

support boardCMC . . . . . . . .Commandant of the Marine CorpsCNO . . . . . . . . . . . . . . Chief of Naval OperationsCOA . . . . . . . . . . . . . . . . . . . . . . course of actionCOCOM . . . . . . . . . . . . . . . combatant command

(command authority)COE . . . . . . . . . common operating environmentCOMAFFOR . . . . .commander, Air Force forcesCOMARFOR . . . . . . . .commander, Army forcesCOMMARFOR . . . . . . . . . . . . . . . . commander,

Marine Corps forcesCOMMARFOREUR . . . . . . . . . . . .Commander,

Marine Corps Forces, EuropeCOMMARFORLANT . . . . . . . . . . .Commander,

Marine Corps Forces, Atlantic COMMARFORPAC. . . . . . . . . . . . .Commander,

Marine Corps Forces, PacificCOMMARFORRES . . . . . . . . . . . . .Commander,

Marine Corps Forces ReserveCOMMZ . . . . . . . . . . . . . . .communications zoneCONUS. . . . . . . . . . . . . continental United StatesCOP. . . . . . . . . . . . . common operational pictureCOSCOM . . . . . . . . . . . . corps support commandCRAF . . . . . . . . . . . . . . . . . .civil reserve air fleetCRTS . . . . casualty receiving and treatment shipCSB. . . . . . . . . . . . . . . . . . corps support battalionCSE . . . . . . . . . . . . . . . .client server environmentCSG. . . . . . . . . . . . . . . . . . . . corps support groupCSS . . . . . . . . . . . . . . . . . combat service supportCSSA . . . . . . . . . . . .combat service support areaCSSD . . . . . . combat service support detachmentCSSE. . . . . . . . . .combat service support elementCSSG . . . . . . . . . . combat service support groupCUL . . . . . . . . . . . . . . . . . common-user logistics

DACG . . . . . . . . . departure airfield control group

B-2 _____________________________________________________________________________________________________ MCWP 4-12

DAL . . . . . . . . . . directive authority for logisticsDCST . . . . . .deployed contingency support teamDESC . . . . . . . . . . defense energy support centerdet . . . . . . . . . . . . . . . . . . . . . . . . . . . . detachmentDIA . . . . . . . . . . . . . Defense Intelligence AgencyDII . . . . . . . . . .defense information infrastructureDIRLAUTH . . . . . . . . . .direct liaison authorizedDIRMOBFOR. . . . . . . director of mobility forcesDLA . . . . . . . . . . . . . . Defense Logistics AgencyDMC . . . . . . . . . .distribution management centerDOD . . . . . . . . . . . . . . . . Department of DefenseDOMS. . . . . . . . . . . . director of military supportDRB . . . . . . . . . . . . . . . . . division ready brigadeDS . . . . . . . . . . . . . . . . . . . . . . . . . . direct supportDSO . . . . . . . . . . . . domestic support operationsDTS. . . . . . . . . . . Defense Transportation System

EAC . . . . . . . . . . . . . . . . . . echelons above corpsEMW. . . . . . . . . expeditionary maneuver warfareEPW . . . . . . . . . . . . . . . . . enemy prisoner of warESB . . . . . . . . . . . . . . . engineer support battalion

FALD . . . . . . . . . . . . . field and logistics division(United Nations)

FBI . . . . . . . . . . .Federal Bureau of InvestigationFCSSA . . . . . . force combat service support areaFDP&E . . . . . . . . . . . . . . . . . . . force deployment

planning and executionFEMA . . . . . . . . . . . . . . . . . . Federal Emergency

Management AgencyFLS . . . . . . . . . . . . . . . . . . . . forward logistic siteFM. . . . . . . . . . . . . . . . . . . . field manual (Army)FMCC . . . . . . . . . force movement control centerFSB . . . . . . . . . . . . . . . . forward support battalionFSSG. . . . . . . . . . . . . force service support group

G-1 . . . . . . . . Army or Marine Corps componentmanpower or personnel staff

officer/organizationG-2 . . . . . . . . Army or Marine Corps component

intelligence staff officer/organizationG-3 . . . . . . . . Army or Marine Corps component

operations staff officer/organizationG-4 . . . . . . . . Army or Marine Corps component

logistics staff officer/organizationG-5 . . . . . . . . . . . . . . . plans officer/organizationG-6 . . . . . . . . . communications and information

systems officerGCCS . . . Global Command and Control SystemGCE . . . . . . . . . . . . . . . . ground combat element

GCSS . . . . . . . . .Global Combat Support SystemGIRH. . . . . . . Generic Intelligence Requirements

HandbookGPMRC . . . . . . . . . . . Global Patient Movement

Requirements CenterGS . . . . . . . . . . . . . . . . . . . . . . . . .general supportGSG . . . . . . . . . . . . . . . . . general support groupGTN . . . . . . . . . . Global Transportation Network

HHQ . . . . . . . . . . . . . . . . . . . higher headquartersHNS . . . . . . . . . . . . . . . . . . . .host-nation supportHQMC . . . . . . . . . . Headquarters, Marine CorpsH&S Bn. . . . . . headquarters and service battalionHSS . . . . . . . . . . . . . . . . . . health service supportHSV . . . . . . . . . . . . . .high-speed surface vehicle

I&L . . . . . . . . . . . . . . . . installations and logisticsIPB . . .intelligence preparation of the battlespaceIR . . . . . . . . . . . . . . . . . .intelligence requirementITV . . . . . . . . . . . . . . . . . . . . . in-transit visibility

J-3 . . . . . . . . operations directorate of a joint staffJ-4 . . . . . . . . . .logistics directorate of a joint staffJ-5 . . . . . . . . . . . . plans directorate of a joint staffJBPO . . . . . . . . . . . . . Joint Blood Program OfficeJCMEB . . . joint civil-military engineering boardJCS . . . . . . . . . . . . . . . . . . . . Joint Chiefs of StaffJDST . . . . . . . . . . . . . . joint decision support toolJFC . . . . . . . . . . . . . . . . . . joint force commanderJFS . . . . . . . . . . . . . . . . . . . . . joint force surgeonJFUB . . . . . . . . . Joint Facilities Utilization BoardJIDC . . . joint interrogation and debriefing centerJLOTS. . . . . . . . . . . joint logistics over-the-shoreJMAO . . . . . . . . . . . . joint mortuary affairs officeJMC. . . . . . . . . . . . . . . . . . joint movement centerJOA . . . . . . . . . . . . . . . . . . . . joint operations areaJOPES . . . . . . . . . . . . . . Joint Operation Planning

and Execution SystemJP. . . . . . . . . . . . . . . . . . . . . . . . . joint publicationJPMRC . . . . . . . . . . . . . . joint patient movement

requirements centerJPO . . . . . . . . . . . . . . . . . . Joint Petroleum OfficeJRSOI . . . . . . . . . . . . . . . joint reception, staging,

onward movement, and integrationJTAV. . . . . . . . . . . . . . . joint total asset visibilityJTB . . . . . . . . . . . . . . Joint Transportation BoardJTF . . . . . . . . . . . . . . . . . . . . . . . . joint task force

LFSP . . . . . . . . . . . . . landing force support partyLMCC . . . . . . . . logistic movement control center

Operational-Level Logistics ____________________________________________________________________________________ B-3

LNO . . . . . . . . . . . . . . . . . . . . . . . . liaison officerLOC . . . . . . . . . . . . . . . . line of communicationsLOGAIS . . . . . . . . . . . . . . . . .logistics automated

information systemLOTS . . . . . . . . . . . . . . . logistics over-the-shoreLRC. . . . . . . . . . . . . . . . logistics readiness centerLSB . . . . . . . . . . . . . . . . landing support battalionLSE . . . . . . . . . . . . . . . . logistics support elementLTF . . . . . . . . . . . . . . . . . . . . . logistics task force

MACDIS. . . . . . . . . . . . . . military assistance forcivil disturbances

MAG . . . . . . . . . . . . . . . . . . Marine aircraft groupMAGTF . . . . . . . . . Marine air-ground task forceMAGTF II. . . . . . . . Marine air-ground task force

system IImaint . . . . . . . . . . . . . . . . . . . . . . . . . maintenanceMALS . . . . . . Marine aviation logistics squadronMARCORMATCOM . . . . . . . . . . . Marine Corps

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

Systems CommandMARFOR . . . . . . . . . . . . . . .Marine Corps forcesMAW . . . . . . . . . . . . . . . . . Marine aircraft wingMCA . . . . . . . . . . . . . . movement control agencyMCC . . . . . . . . . . . . . . . movement control centerMCLB . . . . . . . . . . . . Marine Corps logistics baseMCO . . . . . . . . . . . . . . . . . . . Marine Corps orderMCPP . . . . . . . . .Marine Corps Planning ProcessMCSSD. . . . . . . . . . . . . . . mobile combat service

support detachmentMCWP . . .Marine Corps warfighting publicationMDSS II . . . . . . . . . . . . . . .MAGTF Deployment

Support System IIMEB . . . . . . . . . . . Marine expeditionary brigademed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .medicalMEDCC . . . . . . . . . .medical coordination centerMEF . . . . . . . . . . . . . Marine expeditionary forceMETT-T . . .mission, enemy, terrain and weather,

troops and supportavailable-time available

MEU . . . . . . . . . . . . . . Marine expeditionary unitMHE . . . . . . . . . . . materials handling equipmentMILU . . . . . multinational integrated logistic unitMIMMS . . . . . . . Marine Integrated Maintenance

Management SystemMJLC . . . . . . . multinational joint logistic centerMLC . . . . . . . . . . . . .Marine Logistics Command

MNF . . . . . . . . . . . . . . . . . . . . multinational forceMNFC . . . . . . . . . multinational force commanderMNL . . . . . . . . . . . . . . . . . multinational logisticsMNLC. . . . . . . . . . . .multinational logistic centerMOOTW. . . . . military operations other than warMPE/S. . . . . . maritime pre-positioned equipment

and supplies MPF . . . . . . . . . . maritime pre-positioning forceMPF(F) . . . . . . . . . . . . . . . . . . . . . . MPF (Future)MPLAN . . . . . . . . . . Marine Corps Mobilization

Management PlanMPS . . . . . . . . . . . maritime pre-positioning shipMPSRON . . . . . . . . . . . maritime pre-positioning

ships squadronMSC . . . . . . . . . . . . . . Military Sealift CommandMSCA . . . . . . military support to civil authoritiesMSCLEA . . . . . . military support to civilian law

enforcement agenciesMSSG . . . . . . . Marine expeditionary unit (MEU)

service support groupMT Bn. . . . . . . . . . . . . . motor transport battalionMTF . . . . . . . . . . . . . . medical treatment facilityMTMC . . . . . . . . . . . . . . . . . . . . Military Traffic

Management CommandMTW. . . . . . . . . . . . . . . . . . . . . major theater warMWSG . . . . . . . . . . . Marine wing support groupMWSS. . . . . . . . . Marine wing support squadron

NALCOMIS . . . . . . . . . Naval Aviation LogisticsCommand Management

Information SystemNALMEB . . . . . . . . . .Norway air-landed Marine

expeditionary brigadeNATO . . . . . . North Atlantic Treaty OrganizationNAVAIRSYSCOM . . . . . . . . . . . . . . . Naval Air

Systems CommandNAVFACENGCOM. . . . . . . . . . . naval facilities

engineering commandNCA . . . . . . . . . . National Command AuthoritiesNCC . . . . . . . . . . . . . Navy component commandNCF. . . . . . . . . . . . . . . . .naval construction forceNGO . . . . . . . . . . .nongovernmental organizationNMCB. . . . . . naval mobile construction battalionNSE. . . . . . . . . . . . . . . . national support element NWP . . . . . . . . . . . . . . .naval warfare publication

OCONUS . .outside the continental United StatesOPCON. . . . . . . . . . . . . . . . . . operational control

B-4 _____________________________________________________________________________________________________ MCWP 4-12

OPLAN . . . . . . . . . . . . . . . . . . . . . .operation planOPORD. . . . . . . . . . . . . . . . . . . . . operation orderOPREP . . . . . . . . . . . . . . . . . . . operational reportOPT. . . . . . . . . . . . . . . operational planning team

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

PKO . . . . . . . . . . . . . . . peacekeeping operationsPOG . . . . . . . . . . . . . . . . . . port operations groupPOL. . . . . . . . . . . . petroleum, oils, and lubricants

RBE. . . . . . . . . . . . . . . remain-behind equipmentrein . . . . . . . . . . . . . . . . . . . . . . . . . . . reinforcingRIK . . . . . . . . . . . . . . . . . . . . replacement-in-kindRRF. . . . . . . . . . . . . . . . . . . Ready Reserve ForceRSOI . . . . . . . . . . . . . . reception, staging, onward

movement, and integration

SAPO . . . . . . . . . . . . . . subarea petroleum officeSASSY . . . . . supported activities supply systemsSE . . . . . . . . . . . . . . . . . supporting establishmentSEABEE . . . . . . . . . . Navy construction engineerSECDEF . . . . . . . . . . . . . . . Secretary of DefenseSIMLM . . . . . . . . . . . . . single integrated medical

logistics managerSITREP . . . . . . . . . . . . . . . . . . . . . situation reportSMCR . . . . . . . . .Selected Marine Corps ReserveSNAP III . . . . .Shipboard Nontactical Automated

Data Processing Program IIISPMAGTF . . . . . . . . . . . special purpose Marine

air-ground task forceSPOD . . . . . . . . . . . . . . . . seaport of debarkationSPOE. . . . . . . . . . . . . . . . .seaport of embarkation

T/E . . . . . . . . . . . . . . . . . . . . . table of equipmentTAA . . . . . . . . . . . . . . . . . .tactical assembly areaTAAT . . . . . . .technical assistance advisory teamT-AVB . . . . . . . . . aviation logistics support shipTC-AIMS . . . . . . . . Transportation Coordinator's

Automated Information forMovement System

TCC. . . . . . . transportation component commandTMCC . . . . theater movement coordination centerTPFDD . . . . . . . . . . . . . . . . . . . time-phased force

and deployment dataTPMRC. . . . . . . . . . . . . theater patient movement

requirements centerTSC . . . . . . . . . . . . . . . . theater support command

UMCC. . . . . . . . . . unit movement control centerUNAAF. . . . . . . . . Unified Action Armed ForcesUSAMC . . . . . . . . . . . . . . . . United States Army

Materiel CommandUSCINCTRANS. . . . . . . . .Commander in Chief,

United States TransportationCommand

USJFCOM . . . . . . . . . . . . . . . . . . . United StatesJoint Forces Command

USPACOM . . . . United States Pacific CommandUSSOCOM . . . . . . . . . . . . . United States Special

Operations CommandUSSOUTHCOM. . . . . . . .United States Southern

CommandUSTRANSCOM . . . United States Transportation

Command

WRMSF . . . . . . war reserve materiel stocks field


SECTION II. DEFINITIONS

advanced base—A base located in or near a the-ater of operations whose primary mission is tosupport military operations. (JP 1-02)

allocation—In a general sense, distribution oflimited resources among competing require-ments for employment. Specific allocations (e.g.,air sorties, nuclear weapons, forces, and transpor-tation) are described as allocation of air sorties,nuclear weapons, etc. (JP-1-02)

apportionment—In the general sense, distribu-tion for planning of limited resources amongcompeting requirements. Specific apportion-ments (e.g., air sorties and forces for planning)are described as apportionment of air sorties andforces for planning, etc. (JP-1-02)

area of responsibility—The geographical areaassociated with a combatant command withinwhich a combatant commander has authority toplan and conduct operations. (JP 1-02)

assign—1. To place units or personnel in anorganization where such placement is relativelypermanent, and/or where such organization con-trols and administers the units or personnel forthe primary function, or greater portion of thefunctions, of the unit or personnel. 2. To detailindividuals to specific duties or functions wheresuch duties or functions are primary and/ or rela-tively permanent. (JP-1-02)

base—1. A locality from which operations areprojected or supported. 2. An area or locality con-taining installations which provide logistic orother support. 3. Home airfield or home carrier.(JP 1-02)

branch(es)—A contingency plan or course ofaction (an option built into the basic plan orcourse of action) for changing the mission, dispo-sition, orientation, or direction of movement ofthe force to aid success of the operation based onanticipated events, opportunities, or disruptionscaused by enemy actions. (MCRP 5-12C)

campaign—A series of related military operationsaimed at accomplishing a strategic or operationalobjective within a given time and space. (JP 1-02)

campaign plan—A plan for a series of relatedmilitary operations aimed at accomplishing astrategic or operational objective within a giventime and space. (JP 1-02)

campaign planning—The process whereby com-batant commanders and subordinate joint forcecommanders translate national or theater strategyinto operational concepts through the develop-ment of campaign plans. Campaign planning maybegin during deliberate planning when the actualthreat, national guidance, and available resourcesbecome evident, but is normally not completeduntil after the National Command Authoritiesselect the course of action during crisis actionplanning. Campaign planning is conducted whencontemplated military operations exceed thescope of a single major joint operation. (JP 1-02)

centers of gravity—Those characteristics, capa-bilities, or localities from which a military forcederives its freedom of action, physical strength,or will to fight. (JP 1-02)

combatant command—A unified or specifiedcommand with a broad continuing mission undera single commander established and so desig-nated by the President, through the Secretary ofDefense and with the advice and assistance of theChairman of the Joint Chiefs of Staff. Combatantcommands typically have geographic or func-tional responsibilities. (JP 1-02)

combatant command (command authority)—Nontransferable command authority establishedby title 10 ("Armed Forces"), United States Code,section 164, exercised only by commanders ofunified or specified combatant commands unlessotherwise directed by the President or the Secre-tary of Defense. Combatant command (com-mand authority) cannot be delegated and is theauthority of a combatant commander to perform

B-6 _____________________________________________________________________________________________________ MCWP 4-12

those functions of command over assigned forcesinvolving organizing and employing commandsand forces, assigning tasks, designating objec-tives, and giving authoritative direction over allaspects of military operations, joint training, andlogistics necessary to accomplish the missionsassigned to the command. Combatant command(command authority) should be exercised throughthe commanders of subordinate organizations.Normally this authority is exercised through sub-ordinate joint force commanders and Service and/or functional component commanders. Combat-ant command (command authority) provides fullauthority to organize and employ commands andforces as the combatant commander considersnecessary to accomplish assigned missions. Oper-ational control is inherent in combatant com-mand (command au thor i ty ) . Also ca l ledCOCOM. (JP 1-02)

combatant commander—A commander in chiefof one of the unified or specified combatant com-mands established by the President. Also calledCINC. (JP 1-02)

commander's critical information require-ments—A comprehensive list of informationrequirements identified by the commander asbeing critical in facilitating timely informationmanagement and the decisionmaking process thataffect successful mission accomplishment. Thetwo key subcomponents are critical friendly forceinformation and priority intelligence require-ments. Also called CCIR. (JP 1-02)

common item—Any item of materiel that isrequired for use by more than one activity. Itemsused by two or more Military Services of similarmanufacture or fabrication that may vary betweenthe Services as to color or shape (as vehicles orclothing). (extract from JP 1-02)

common servicing—That function performedby one Military Service in support of anotherMilitary Service for which reimbursement is

not required from the Service receiving sup-port. (JP 1-02)

common use—Services, materials, or facilitiesprovided by a Department of Defense agency or aMilitary Department on a common basis for twoor more Department of Defense agencies. (basedon JP 1-02)

common-user logistics—Materiel, items, or ser-vice support shared with or provided by two ormore Services, Department of Defense (DOD)agencies, or multinational partners to another Ser-vice, DOD agency, non-DOD agency, and/or mul-tinational partner in an operation. Common-userlogistics is usually restricted to a particular type ofsupply and/or service and may be further restrictedto specific unit(s) or types of units, specific times,missions, and/or geographic areas. Also calledCUL. (Proposed for JP 1-02 by JP 4-07)

communications zone—Rear part of a theater ofoperations (behind but contiguous to the combatzone) which contains the lines of communica-tions, establishments for supply and evacuation,and other agencies required for the immediate sup-port and maintenance of the field forces. (JP 1-02)

contingency—An emergency involving militaryforces caused by natural disasters, terrorists, sub-versives, or by required military operations. Dueto the uncertainty of the situation, contingenciesrequire plans, rapid response, and special proce-dures to ensure the safety and readiness of per-sonnel, installations, and equipment. (JP 1-02)

course of action—1. A plan that would accom-plish, or is related to, the accomplishment of a mis-sion. 2. The scheme adopted to accomplish a taskor mission. It is a product of the Joint OperationPlanning and Execution System concept develop-ment phase. The supported commander willinclude a recommended course of action in thecommander's estimate. The recommended courseof action will include the concept of operations,


evaluation of supportability estimates of support-ing organizations, and an integrated time-phaseddata base of combat, combat support, and combatservice support forces and sustainment. Refine-ment of this database will be contingent on thetime available for course of action development.When approved, the course of action becomes thebasis for the development of an operation plan oroperation order. Also called COA. (JP 1-02)

crisis action planning—1. The Joint OperationPlanning and Execution System process involv-ing the time-sensitive development of joint opera-tion plans and orders in response to an imminentcrisis. Crisis action planning follows prescribedcrisis action procedures to formulate and imple-ment an effective response within the time framepermitted by the crisis. 2. The time-sensitiveplanning for the deployment, employment, andsustainment of assigned and allocated forces andresources that occurs in response to a situationthat may result in actual military operations. Cri-sis action planners base their plan on the circum-stances that exist at the time planning occurs.Also called CAP. (JP 1-02)

cross-servicing—That function performed byone Military Service in support of another Mili-tary Service for which reimbursement is requiredfrom the Service receiving support. (JP 1-02)

Defense Communications System—Depart-ment of Defense long-haul voice, data, andrecord traffic system which includes the DefenseData Network, Defense Satellite Communica-tions System, and Defense Switched Network.Also called DCS. (JP 1-02)

Defense Information Systems Network—Inte-grated network, centrally managed and config-ured to provide long-haul information transferservices for all Department of Defense activities.It is an information transfer utility designed toprovide dedicated point-to-point, switched voiceand data, imagery, and video teleconferencingservices. Also called DISN. (JP 1-02)

deliberate planning—1. The Joint OperationPlanning and Execution System process involv-ing the development of joint operation plans forcontingencies identified in joint strategic plan-ning documents. Conducted principally inpeacetime, deliberate planning is accomplishedin prescribed cycles that complement otherDepartment of Defense planning cycles inaccordance with the formally established JointStrategic Planning System. 2. A planning pro-cess for the deployment and employment ofapportioned forces and resources that occurs inresponse to a hypothetical situation. Deliberateplanners rely heavily on assumptions regardingthe circumstances that will exist when the planis executed. (JP 1-02)

deployment—1. In naval usage, the change froma cruising approach or contact disposition to adisposition for battle. 2. The movement of forceswithin areas of operation. 3. The positioning offorces into a formation for battle. 4. The reloca-tion of forces and materiel to desired areas ofoperations. Deployment encompasses all activi-ties from origin or home station through destina-tion, specifically including intra-continentalUnited States, intertheater, and intratheater move-ment legs, staging, and holding areas. (JP 1-02)

deployment planning—Operational planningdirected toward the movement of forces and sus-tainment resources from their original locationsto a specific operational area for conducting thejoint operations contemplated in a given plan.Encompasses all activities from origin or homestation through destination, specifically includ-ing intra-continental United States, intertheater,and intratheater movement legs, staging areas,and holding areas. (JP 1-02)

directive authority for logistics—Combatantcommander authority to issue directives to subor-dinate commanders, including peacetime mea-sures, necessary to ensure the effective executionof approved operation plans. Essential measures

B-8 _____________________________________________________________________________________________________ MCWP 4-12

include the optimized use or reallocation of avail-able resources and prevention or elimination ofredundant facilities and/or overlapping functionsamong the Service component commands. (Pro-posed for JP 1-02 by JP 0-2)

displaced person—A civilian who is involun-tarily outside the national boundaries of his or hercountry. (JP 1-02)

dominant user concept—The concept that theService which is the principal consumer will havethe responsibility for performance of a supportworkload for all using Services. (JP 1-02)

employment—The strategic, operational, or tac-tical use of forces. (JP 1-02)

employment planning—Planning that prescribeshow to apply force/forces to attain specified mili-tary objectives. Employment planning concepts aredeveloped by combatant commanders throughtheir component commanders. (JP 1-02)

evacuee—A civilian removed from a place ofresidence by military direction for reasons of per-sonal security or the requirements of the militarysituation. (JP 1-02)

execution planning—The phase of the JointOperation Planning and Execution System crisisaction planning process that provides for thetranslation of an approved course of action intoan executable plan of action through the prepara-tion of a complete operation plan or operationorder. Execution planning is detailed planning forthe commitment of spec i f ied forces andresources. During crisis action planning, anapproved operation plan or other National Com-mand Authorities-approved course of action isadjusted, refined, and translated into an opera-tion order. Execution planning can proceed on thebasis of prior deliberate planning, or it can takeplace in the absence of prior planning. (JP 1-02)

executive agent—A term used in Department ofDefense and Service regulations to indicate a dele-gation of authority by a superior to a subordinate toact on behalf of the superior. An agreement between

equals does not create an executive agent. Forexample, a Service cannot become a Department ofDefense executive agent for a particular matter withsimply the agreement of the other Services; suchauthority must be delegated by the Secretary ofDefense. Designation as executive agent, in and ofitself, confers no authority. The exact nature andscope of the authority delegated must be stated inthe document designating the executive agent. Anexecutive agent may be limited to providing onlyadministration and support or coordinating com-mon functions, or it may be delegated authority,direction, and control over specified resources forspecified purposes. (JP 1-02)

force deployment planning and execution—Operational procedures during deliberate or cri-ses action planning, and the execution of thoseplans, to support the maneuver of forces and sus-tainment within the battlespace based on a con-cept of employment.

force module—A grouping of combat, combatsupport, and combat service support forces, withtheir accompanying supplies and the required non-unit resupply and personnel necessary to sustainforces for a minimum of 30 days. The elements offorce modules are linked together or are uniquelyidentified so that they may be extracted from oradjusted as an entity in the Joint Operation Plan-ning and Execution System data bases to enhanceflexibility and usefulness of the operation plan dur-ing a crisis. Also called FM. (JP 1- 02)

functional plans—Plans involving the conductof military operations in a peacetime or permis-sive environment developed by combatant com-manders to address requirements such as disasterrelief, nation assistance, logistics, communica-tions, surveillance, protection of US citizens,nuclear weapon recovery and evacuation, andcontinuity of operations, or similar discrete tasks.They may be developed in response to therequirements of the Joint Strategic CapabilitiesPlan, at the initiative of the CINC, or as tasked bythe supported combatant commander, Joint Staff,Service, or Defense agency. Chairman of the


Joint Chiefs of Staff review of CINC-initiatedplans is not normally required. (JP 1-02)

Global Command and Control System—Highlymobile, deployable command and control systemsupporting forces for joint and multinational oper-ations across the range of military operations, anytime and anywhere in the world with compatible,interoperable, and integrated command, control,communications, computers, and intelligence sys-tems. Also called GCCS. (JP 1-02)

global transportation network—The automatedsupport necessary to enable USTRANSCOM andits components to provide global transportationmanagement. The global transportation networkprovides the integrated transportation data and sys-tems necessary to accomplish global transporta-tion planning, command and control, and in-transitvisibility across the range of military operations.Also called GTN. (JP 1-02)

implementation planning—Operational plan-ning associated with the conduct of a continuingoperation, campaign, or war to attain definedobjectives. At the national level, it includes thedevelopment of strategy and the assignment ofstrategic tasks to the combatant commanders. Atthe theater level, it includes the development ofcampaign plans to attain assigned objectives andthe preparation of operation plans and operationorders to prosecute the campaign. At lower lev-els, implementation planning prepares for theexecution of assigned tasks or logistic missions.(JP 1-02)

integrated material manager—Any activity/agency designated to exercise integrated materialmanagement for a Federal supply group/classcommodity or item on a DOD or Federal Govern-ment level. (User Manual 4400.71)

integration—In force projection, the synchronizedtransfer of units into an operational commander'sforce prior to mission execution. (JP 1-02)

intelligence requirement—1. Any subject, gen-eral or specific, upon which there is a need forthe collection of information or the production

of intelligence. (JP 1-02) 2. In Marine Corpsusage, questions about the enemy and the envi-ronment, the answers to which a commanderrequires to make sound decisions. Also calledIR. (MCRP 5-12C)

international logistic support—The provisionof military logistic support by one participatingnation to one or more participating nations, eitherwith or without reimbursement. (JP 1-02)

interagency coordination—Within the contextof Department of Defense involvement, the coor-dination that occurs between elements of theDepartment of Defense and engaged US Govern-ment agencies, nongovernmental organizations,private voluntary organizations, and regional andinternational organizations for the purpose ofaccomplishing an objective. (JP 1-02)

internally displaced person—Any person whohas left his habitual residence due to fear of per-secution or natural disaster but has not left hisown country.

inter-Service support—Action by one MilitaryService or element thereof to provide logisticand/or administrative support to another MilitaryService or element thereof. Such action can berecurring or nonrecurring in character on aninstallation, area, or worldwide basis. (JP 1-02)

joint force—A general term applied to a forcecomposed of significant elements, assigned orattached, of two or more Military Departments,operating under a single joint force commander.(JP 0-1)

joint force commander—A general termapplied to a combatant commander, subunifiedcommander, or joint task force commanderauthorized to exercise combatant command(command authority) or operational control overa joint force. Also called JFC. See also jointforce. (JP 1-02)

joint logistics—The art and science of planningand carrying out, by a joint force commander andstaff, logistic operations to support the protection,

B-10 ____________________________________________________________________________________________________ MCWP 4-12

movement, maneuver, firepower, and sustain-ment of operating forces of two or more MilitaryDepartments of the same nation. (JP 1-02)

Joint Mobility Control Group—The JointMobility Control Group is the focal point forcoordinating and optimizing transportation opera-tions. This group is comprised of seven essentiale l emen t s . The p r imary e l emen t s a r eUSTRANSCOM's Mobility Control Center(MCC), Joint Operational Support Airlift Center(JOSAC), Global Patient Movement Require-ments Center (GPMRC), Tanker Airlift ControlCenter (TACC), Military Sealift Command Com-mand Center, Military Traffic Management Com-mand Command Operations and the JointIntelligence Center-USTRANSCOM (JIC-TRANS). Also called JMCG. (JP 1-02)

joint mortuary affairs office—Plans and exe-cutes all mortuary affairs programs within a the-ater. Provides guidance to facilitate the conductof all mortuary programs and to maintain data (asrequired) pertaining to recovery, identification,and disposition of all US dead and missing in theassigned theater. Serves as the central clearingpoint for all mortuary affairs and monitors thedeceased and missing personal effects program.Also called JMAO. (JP 1-02)

joint movement center—The center establishedto coordinate the employment of all means oftransportation (including that provided by allies orhost nations) to support the concept of operations.This coordination is accomplished through estab-lishment of transportation policies within theassigned operational area, consistent with relativeurgency of need, port and terminal capabilities,transportation asset availability, and priorities setby a joint force commander. (JP 1-02)

joint operations area—An area of land, sea, andairspace, defined by a geographic combatantcommander or subordinate unified commander,in which a joint force commander (normally ajoint task force commander) conducts militaryoperations to accomplish a specific mission. Joint

operations areas are particularly useful whenoperations are limited in scope and geographicarea or when operations are to be conducted onthe boundaries between theaters. Also calledJOA. (JP 1-02)

joint operations center—A jointly mannedfacility of a joint force commander's headquar-ters established for planning, monitoring, andguiding the execution of the commander's deci-sions. Also called JOC. (JP 1-02)

joint planning and execution community—Those headquarters, commands, and agenciesinvolved in the training, preparation, movement,reception, employment, support, and sustainmentof military forces assigned or committed to a the-ater of operations or objective area. It usuallyconsists of the Joint Staff, Services, Servicemajor commands (including the Service whole-sale logistic commands), unified commands (andtheir certain Service component commands), sub-unified commands, transportation componentcommands, joint task forces (as applicable),Defense Logistics Agency, and other Defenseagencies (e.g., Defense Intelligence Agency) asmay be appropriate to a given scenario. Alsocalled JPEC. (JP 1-02)

joint rear area—A specific land area within ajoint force commander's operational area desig-nated to facilitate protection and operation ofinstallations and forces supporting the joint force.Also called JRA. (JP 1-02)

joint rear area coordinator—The officer withresponsibility for coordinating the overall secu-rity of the joint rear area in accordance withjoint force commander directives and prioritiesin order to assist in providing a secure environ-ment to facilitate sustainment, host nation sup-p o r t , i n f r a s t r u c t u r e d e v e l o p m e n t , a n dmovements of the joint force. The joint rear areacoordinator also coordinates intelligence supportand ensures that area management is practicedwith due consideration for security require-ments. (JP 1-02)

Operational-Level Logistics __________________________________________________________________________________ B-11

joint rear area operations—Those operations inthe joint rear area that facilitate protection or sup-port of the joint force. (JP 1-02)

joint rear tactical operations center—A jointoperations cell tailored to assist the joint rear areacoordinator in meeting mission responsibilities.(JP 1-02)

joint reception, staging, onward movement, andintegration—A phase of joint force projectionoccurring in the operational area. This phase com-prises the essential processes required to transitionarriving personnel, equipment, and materiel intoforces capable of meeting operational require-ments. Also called JRSO&I. (JP 1-02)

joint servicing—That function performed by ajointly staffed and financed activity in support oftwo or more Military Services. (JP 1-02)

joint task force—A joint force that is consti-tuted and so designated by the Secretary ofDefense, a combatant commander, a subunifiedcommander, or an existing joint task force com-mander. Also called JTF. (JP 1-02)

lead agent—Individual Services, combatantcommands, or Joint Staff directorates may beassigned as lead agents for developing and main-taining joint doctrine, joint tactics, techniques,and procedures (JTTP) publications. The leadagent is responsible for developing, coordinat-ing, reviewing, and maintaining an assigned doc-trine or JTTP. (JP 1-02)

lead nation—A nation that has agreed to assumeresponsibility for procuring or providing logis-tics to all or part of the multinational force withina designated geographic region.

level of supply—The quantity of supplies ormateriel authorized or directed to be held inanticipation of future demands. (JP 1-02)

liaison—That contact or intercommunicationmaintained between elements of military forcesor other agencies to ensure mutual understandingand unity of purpose and action. (JP 1-02)

line of communications—A route of either land,water, and/or air, that connects an operating mili-tary force with a base of operations and alongwhich supplies and military forces move. Alsocalled LOC. (JP 1-02)

Marine Logistic Operations Center—The MLCcommand and control center modeled after theFSSG-level combat service support operationscenter (CSSOC). Also called MLOC.

migrant—A person who left home temporarilyor permanently for economic reasons. (Webster)

most capable Service or agency—The organiza-tion that is best suited to provide common supplycommodity or logistic service support within aspecific joint operation. In this context, "bestsuited" could mean the Service or agency that hasrequired or readily available resources and/orexpertise. The most capable Service may or maynot be the dominant user in any particular opera-tion. (Proposed for JP 1-02 by JP 4-07)

movement control—1. The planning, routing,scheduling, and control of personnel and cargomovements over lines of communications. 2. Anorganization responsible for the planning, rout-ing, scheduling, and control of personnel andcargo movements over lines of communications.Also called movement control center. (JP 1-02)

multinational integrated logistic support—Two or more nations agree to provide logisticassets to a multinational logistics force under theoperational control of a multinational force com-mander. These assets will be used for the logisticsupport of the entire force.

multinational logistic support agreement—Any arrangement involving two or more coun-tries that aims at the logistic support of a force(either the forces of the countries participating inthe arrangement or other countries).

mutual support arrangements—Any formalagreement signed between or among nations, whichdocuments the scope, terms, and conditions of amultinational logistic support arrangement. It

B-12 ____________________________________________________________________________________________________ MCWP 4-12

includes, but is not limited to, U.S. acquisition andcross-servicing agreements, NATO mutual supportagreements, host-nation support agreements, etc.

onward movement—The relocation of forcescapable of meeting the commander's operationalrequirements to the initial point of their mission exe-cution. This includes the movement of associatedsustainment, personnel, equipment and materiel.

operation order—A directive issued by a com-mander to subordinate commanders for the pur-pose of effecting the coordinated execution of anoperation. Also called OPORD. (JP 1-02)

operation plan—Any plan, except for the SingleIntegrated Operational Plan, for the conduct ofmilitary operations. Plans are prepared by combat-ant commanders in response to requirements estab-lished by the Chairman of the Joint Chiefs of Staffand by commanders of subordinate commands inresponse to requirements tasked by the establish-ing unified commander. Operation plans are pre-pared in either a complete format (OPLAN) or as aconcept plan (CONPLAN). The CONPLAN canbe published with or without a time-phased forceand deployment data (TPFDD) file. a. OPLAN.An operation plan for the conduct of joint opera-tions that can be used as a basis for developmentof an operation order (OPORD). An OPLAN iden-tifies the forces and supplies required to executethe CINC's Strategic Concept and a movementschedule of these resources to the theater of opera-tions. The forces and supplies are identified inTPFDD files. OPLANs will include all phases ofthe tasked operation. The plan is prepared with theappropriate annexes, appendixes, and TPFDD filesas described in the Joint Operation Planning andExecution System manuals containing planningpolicies, procedures, and formats. Also calledOPLAN. b. CONPLAN. An operation plan in anabbreviated format that would require considerableexpansion or alteration to convert it into anOPLAN or OPORD. A CONPLAN contains theCINC's Strategic Concept and those annexes andappendixes deemed necessary by the combatantcommander to complete planning. Generally,

detailed support requirements are not calculatedand TPFDD files are not prepared. c. CONPLANwith TPFDD. A CONPLAN with TPFDD is thesame as a CONPLAN except that it requires moredetailed planning for phased deployment of forces.Also called CONPLAN. (JP 1-02)

priority intelligence requirements—1. Thoseintelligence requirements for which a commanderhas an anticipated and stated priority in the task ofplanning and decisionmaking. (JP 1-02) 2. InMarine Corps usage, an intelligence requirementassociated with a decision that will critically affectthe overall success of the command's mission.Also called PIR. (MCRP 5-12C)

reception—The process of receiving, offload-ing, marshalling, and transporting of personnel,equipment, and materiel from the strategic and/orintratheater deployment phase to a sea, air, or sur-face transportation point of debarkation to themarshalling area. (JP 1-02)

reconstitution—Those actions that commandersplan and implement to restore units to a desiredlevel of combat effectiveness commensurate withmission requirements and available resources. Ittranscends normal day-to-day force sustainmentactions. However, it uses existing systems andunits to do so. No resources exist solely to per-form reconstitution.

recovery and reconstitution—1. Those actionstaken by one nation prior to, during, and followingan attack by an enemy nation to minimize theeffects of the attack, rehabilitate the national econ-omy, provide for the welfare of the populace, andmaximize the combat potential of remaining forcesand supporting activities. 2. Those actions taken bya military force during or after operational employ-ment to restore its combat capability to full opera-tional readiness. (JP 1-02)

redeployment—The transfer of forces and mate-riel to support another joint force commander'soperational requirements, or to return personnel,equipment, and materiel to the home and/or

Operational-Level Logistics __________________________________________________________________________________ B-13

demobilization stations for reintegration and/orout-processing. (JP 1-02)

refugee—A civilian who, by reason of real orimagined danger, has left home to seek safetyelsewhere. (JP 1-02)

regeneration—One of the two types of recon-stitution, it is the rebuilding of a unit to full mis-s i o n c a p a b i l i t y . I t r e q u i r e s l a r g e - s c a l ereplacement of personnel, equipment, and sup-plies. These replacements may then require fur-ther reorganization. This is a higher level ofreorganization than the unit can do during nor-mal reorganization without adequate personnelresources. Because of the intensive nature ofregeneration, it occurs at a regeneration siteafter the unit disengages. It also requires helpfrom higher echelons and the supporting estab-lishment if conducted in theater.

seavan—Military container moved via ocean.(JP 1-02)

sequel(s)—Major operations that follow the cur-rent major operation. Plans for these are based onthe possible outcomes (success, stalemate, ordefeat) associated with the current operation.(MCRP 5-12C)

Service component command—A commandconsisting of the Service component commanderand all those Service forces, such as individuals,units, detachments, organizations, and installa-tions under that command, including the supportforces that have been assigned to a combatantcommand, or further assigned to a subordinateunified command or joint task force. (JP 1-02)

single port manager—Through its transporationcomponent commands, US Transportation Com-mand is the Department of Defense-designatedsingle port manager for all common-user aerial

and sea ports worldwide. The single port managerperforms those functions necessary to support thestrategic flow of the deploying forces' equipmentand sustainment from the aerial and sea port ofembarkation and hand-off to the combatant com-mander in the aerial and sea port of debarkation(APOD and SPOD). The single port manager isresponsible for providing strategic deploymentstatus information to the combatant commanderand to manage workload the APOD and SPODoperator based on the commander's priorities andguidance. The single port manager is responsiblethrough all phases of the theater aerial and seaport operations continuum, from an unimprovedairfield and bare beach deployment to a commer-cial contract supported deployment. Also calledSPM. (JP 1-02)

staging—Assembling, holding, and organizingarriving personnel, equipment, and sustainingmateriel in preparation for onward movement.The organizing and preparation for movement ofpersonnel, equipment, and materiel at designatedareas to incrementally build forces capable ofmeeting the operational commander's require-ments. (JP 1-02)

stateless persons—Civilians who either havebeen denationalized, whose country of origincannot be determined, or who cannot establishtheir right to the nationality claimed.

supporting commander—A commander whoprovides augmentation forces or other support toa supported commander or who develops a sup-porting plan. Includes the designated combatantcommands and Defense agencies as appropriate.(JP 1-02)

supporting plan—An operation plan prepared bya supporting commander or a subordinate com-mander to satisfy the requests or requirements ofthe supported commander's plan. (JP 1-02)

B-14 ____________________________________________________________________________________________________ MCWP 4-12

sustainment—The provision of personnel, logis-tic, and other support required to maintain andprolong operations or combat until successfulaccomplishment or revision of the mission or ofthe national objective. (JP 1-02)

tactical level of war—The level of war at whichbattles and engagements are planned and exe-cuted to accomplish military objectives assignedto tactical units or task forces. Activities at thislevel focus on the ordered arrangement andmaneuver of combat elements in relation to eachother and to the enemy to achieve combat objec-tives. (JP 1-02)

theater—The geographical area outside the con-tinental United States for which a commander ofa combatant command has been assigned respon-sibility. (JP 1-02)

theater of operations—A subarea within a the-ater of war defined by the geographic combatantcommander required to conduct or support spe-cific combat operations. Different theaters ofoperations within the same theater of war willnormally be geographically separate and focusedon different enemy forces. Theaters of operationsare usually of significant size, allowing for opera-tions over extended periods of time. (JP 1-02)

theater of war—Defined by the National Com-mand Authorities or the geographic combatantcommander, the area of air, land, and water thatis, or may become, directly involved in the con-duct of the war. A theater of war does not nor-mally encompass the geographic combatantcommander's entire area of responsibility andmay contain more than one theater of operations.(JP 1-02)

time-phased force and deployment data—TheJoint Operation Planning and Execution Systemdata base portion of an operation plan; it con-tains time-phased force data, non-unit-relatedcargo and personnel data, and movement datafor the operation plan, including: a. In-placeunits. b. Units to be deployed to support theoperation plan with a priority indicating thedesired sequence for their arrival at the port ofdebarkation. c. Routing of forces to be deployed.d. Movement data associated with deployingforces. e. Estimates of non-unit-related cargoand personnel movements to be conducted con-currently with the deployment of forces. f. Esti-mate of transportation requirements that must befulfilled by common-user lift resources as wellas those requirements that can be fulfilled byassigned or attached transportation resources.Also called TPFDD. (JP 1-02)

APPENDIX C. REFERENCES ANDRELATED PUBLICATIONS

North Atlantic Treaty Organization (NATO)NATO Logistics Handbook

Joint Publications (JPs)0-2 Unified Action Armed Forces (UNAAF)1-02 Department of Defense Dictionary of Military and Associated Terms 1-06 Joint Tactics Techniques and Procedures for Financial Management

During Jt Ops2-0 Doctrine for Intelligence Support to Joint Operations3-0 Doctrine for Joint Operations3-07 Joint Doctrine for Military Operations Other Than War3-07.3 JTTP for Peacekeeping Operations3-08 Interagency Coordination during Joint Operations Vol II3-10 Joint Doctrine for Rear Area Operations3-10.1 Joint Tactics Techniques and Procedures for Base Defense3-11 Joint Doctrine for Operations in Nuclear, Biological, and

Chemical (NBC) Environments3-16 Joint Doctrine for Multinational Operations3-17 Joint Tactics, Techniques, and Procedures for Theater Airlift Operations3-34 Engineer Doctrine for Joint Operations3-35 Joint Deployment and Redeployment 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 JTTP for Airlift Support to Joint Operations4-01.2 JTTP for Sealift Support to Joint Operations4-01.3 JTTP for Movement Control 4-01.4 Joint Tactics, Techniques, and Procedures for Joint Theater Distribution4-01.5 Joint Tactics, Techniques and Procedures for Water

Terminal Operations4-01.6 Joint Tactics, Techniques, and Procedures for Joint Logistics

Over-the-Shore (JLOTS)4-01.7 Joint Tactics, Techniques, and Procedures for Use of Intermodal

Containers in Joint Operations4-01.8 Joint Tactics, Techniques, and Procedures for Joint Reception,

Staging, Onward Movement, and Integration4-02 Doctrine for Health Services in Joint Operations4-02.1 JTTP for Health Services Logistic Support in Joint Operations4-02.2 Joint Tactics, Techniques and Procedures for Patient Movement

in Joint Operations

C-2 _____________________________________________________________________________________________________ MCWP 4-12

4-03 Joint Bulk Petroleum Doctrine4-04 Joint Doctrine for Civil Engineering Support4-05 Joint Doctrine for Mobilization Planning4-06 Joint Tactics, Techniques, and Procedures for Mortuary Affairs

in Joint Operations4-07 Joint Tactics, Techniques, and Procedures for Common-User

Logistics Support During Joint Operations5-0 Doctrine for Planning Joint Operations6-0 Doctrine for Command, Control, Communications, and

Computer (C4) Systems Support to Joint OperationsJoint Military Operations Historical Collections

Chairman of the Joint Chiefs of Staff Manual (CJCSM)3122.03 Joint Operation Planning and Execution System, Volume II,

Planning Formats and Guidance

Joint DocumentJoint Vision 2020

Marine Corps Doctrinal Publications (MCDPs)1-0.1 Componency1-2 Campaigning3 Expeditionary Operations4 Logistics5 Planning6 Command and Control

Marine Corps Warfighting Publications (MCWPs)2-1 Intelligence Operations3-32 Maritime Prepositioning Force (MPF) Operations3-33.6 Procedures for Humanitarian Assistance Operations in Joint and

Multi-Service Environments3-40.3 Communications and Information Systems3-41.1 MAGTF Rear Area Operations4-1 Logistics Operations4-11 Tactical-Level Logistics4-11.1 Health Services Support Operations4-11.4 Maintenance Operations4-11.7 MAGTF Supply Operations4-11.8 Services in an Expeditionary Environment5-1 Marine Corps Planning Process

Operational-Level Logistics ____________________________________________________________________________________ C-3

Marine Corps Reference Publications (MCRPs)5-12A Operational Terms and Graphics5-12C Marine Corps Supplement to Department of Defense

Dictionary of Military and Associated Terms

Marine Corps Intelligence Activity (MCIA) PublicationGeneric Intelligence Requirements Handbook (GIRH)

Fleet Marine Force Manuals (FMFMs)1-5/NWP 22-10 Maritime Prepositinging Force (MPF) Operations4-6 Movement of Units in Air Force Aircraft

Marine Corps Orders (MCOs)P3000.18 Marine Corps Planner’s ManualP4400.39G War Reserve Materiel (WRM) Policy Manual4900.3 Marine Corps Security Assistance

Marine Corps Miscellaneous PublicationsU.S. Marines in Humanitarian Operations: Angels From the Sea:

Relief Operations in BangladeshHumanitarian Operations: With the Marines in Operation Provide ComfortOperational Maneuver From the Sea

Army Field Manuals (FMs)3-100 Chemicals Operations Principles and Fundamentals10-27 General Supply in Theaters of Operations10-52 Water Supply in Theaters of Operations10-67 Petroleum Supply in Theaters of Operations54-23 Material Management54-40 Area Support Group55-9 Unit Air Movement Planning55-10 Movement Control63-3 Corps Support Command63-11 Logistics Support Element Tactics, Techniques, and Procedures90-31 AMCI Army and Marine Corps Integration in Joint Operations100-9 Reconstitution100-16 Army Operational Support100-19 Domestic Support Operations100-23-1 HA Multiservice Procedures for Humanitarian Assistance Operations

MiscellaneousGoldwater-Nichols Department of Defense Reorganization Act of 1986Conventional Forces in Europe Treaty