Ammunition Logistics - Public Intelligenceinfo.publicintelligence.net/USMC-AmmoLogistics.pdf · FOR OFFICIAL USE ONLY DEPARTMENT OF THE NAVY Headquarters United States Marine Corps

11"

USMC

US Marine Corps

PCN 143 000160 00

8.5"

100% Black Ink (Killarney Green) StockDO NOT SCREEN

MCWP 4-11.9

Ammunition Logistics

USMC

DISTRIBUTION STATEMENT C: Distribution authorized to U.S. Government agenciesand their contractors.

FOR OFFICIAL USE ONLYFOR OFFICIAL USE ONLY

DEPARTMENT OF THE NAVYHeadquarters United States Marine Corps

Washington, D.C. 20380-1775

13 October 2010

FOREWORD

Marine Corps Warfighting Publication (MCWP) 4-11.9, Ammunition Logistics, providesguidance for commanders, staffs, logisticians, ammunition and aviation ordnanceofficers, supply officers, and ammunition and aviation ordnance Marines. Thispublication discusses the Marine Corps ammunition and aviation ordnance communities’organization and support structure, the general responsibilities of ammunition andaviation ordnance personnel, the systems used in support of ammunition logistics,planning considerations, safety issues, training, and the regulatory environment in whichMarine Corps ammunition logistic operations are planned and executed. Variouselements of Navy supporting establishments with ammunition responsibilities that havenot been addressed in other USMC Service doctrine are introduced in the MCWP 4-11.9.

This publication’s purpose is to extend the concepts established by Marine CorpsDoctrinal Publication 4, Logistics; MCWP 4-1, Logistics Operations; MCWP 4-11, Tac-tical Level Logistics; MCWP 4-11.7, MAGTF Supply Operations; MCWP 3-21.2,Aviation Logistics; and Field Manual 4-30.1, Munitions Support in the Theater ofOperations, as they apply to ammunition operations for the operating forces. Thispublication describes Marine Corps ammunition and aviation ordnance logistic operationsin both garrison and expeditionary environments. Applicable tactics, techniques andprocedures from other Service manuals have been incorporated. The overall intent is toprovide a single-source, informative reference for Marine Corps ammunition logistics.

In order to reach the widest possible audience, this publication will address ammunitionas a general use commodity, only distinguishing between subclass V(W) groundammunition and subclass V(A) aviation ordnance where it is absolutely necessary. Ingeneral, wherever the terms ammunition, munitions, or ordnance appears in thisdocument it should be construed as both ground ammunition and aviation ordnance,unless one term or the other is specifically applicable to the subject.


Reviewed and approved this date.

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

GEORGE J. FLYNNLieutenant General, U.S. Marine Corps

Deputy Commandant for Combat Development and Integration

Publication Control Number: 143 000160 00

DISTRIBUTION STATEMENT C: Distribution authorized to U.S. Government agenciesand their contractors. Other requests for this document will be referred to Marine CorpsCombat Development Command, Capabilities Development Directorate, Logistics Inte-gration Division.


AMMUNITION LOGISTICSTABLE OF CONTENTS

Chapter 1: Overview

Strategic, Operational, and Tactical Logistics . . . . . . . . . . . . . . . . . . . . . . . . 1-1Strategic Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Operational Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Tactical Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2

DOD Munitions Requirements Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Implementation of the Munitions Requirements Process. . . . . . . . . . . . . . . . 1-3Roles and Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

Chief of Naval Operations Responsibilities . . . . . . . . . . . . . . . . . . . . . . 1-3Navy Organizational Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3Deputy Commandant for Installations and Logistics . . . . . . . . . . . . . . . 1-3Deputy Commandant for Aviation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Commanding General, Marine Corps

Combat Development Command . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Commanding General, Training and Education Command . . . . . . . . . . 1-4Commander, Marine Corps Systems Command . . . . . . . . . . . . . . . . . . 1-4Deputy Chief of Naval Operations for

Fleet Readiness and Logistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4The Naval Operational Logistics Support Center. . . . . . . . . . . . . . . . . . 1-4

Service Requirements Determination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4War Reserve Munitions Requirement . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Training and Testing Requirement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Universal Need Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Class V(A) Requirements Determination. . . . . . . . . . . . . . . . . . . . . . . . 1-6

Resourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7Class V Acquisition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7

Acquisition of Marine Corps Ground Ammunition . . . . . . . . . . . . . . . . 1-7Acquisition of Navy Munitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7Quality Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7

Care of Supplies in Storage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-8Class V(W) Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-8Disposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-9

The Marine Corps Combat Logistics Organization . . . . . . . . . . . . . . . . . . . . 1-9Marine Logistics Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-9Marine Aviation Logistics Squadron . . . . . . . . . . . . . . . . . . . . . . . . . . 1-10

Chapter 2: General Class V Management

Logistic Operational Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Request Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Order Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

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Capacity Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Production Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2

Ordnance Information System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2The Marine Corps and Ordnance Information System . . . . . . . . . . . . . . 2-2Marine Corps Class V Inventory Management Systems . . . . . . . . . . . . 2-2Navy Class V Inventory Management Systems . . . . . . . . . . . . . . . . . . . 2-2Future Capabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2

Munition Inventory and Transaction Reporting . . . . . . . . . . . . . . . . . . . . . . . 2-3Asset Visibility and Accountability . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Malfunction Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Supply Discrepancy Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Missing, Lost, Stolen, or Recovered . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Automatic Identification Technologies. . . . . . . . . . . . . . . . . . . . . . . . . . 2-4

Chapter 3: Operational Ammunition Requirements Determination

Ground Ammunition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Aviation Ordnance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Modeling/Deliberate Planning for Major

Operations and Campaigns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Execution of a Deliberate Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2Crisis Action/Contingency Planning

and Immediate Requirements Determination . . . . . . . . . . . . . . . . . . . . . 3-2Transition of Class V(W) Combat Planning Factors . . . . . . . . . . . . . . . . . . . 3-2Operational Requirements in a Joint Environment . . . . . . . . . . . . . . . . . . . . . 3-2Expressing Capabilities and Requirements for Class V(W) . . . . . . . . . . . . . . 3-3

Combat Load. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Day of Ammunition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Combat Load Versus Day(s) of Ammunition . . . . . . . . . . . . . . . . . . . . . 3-4

Chapter 4: Class V Movement Planning

Planning for Class V Combat Logistic Support . . . . . . . . . . . . . . . . . . . . . . . 4-1Special Consideration During Movement Planning . . . . . . . . . . . . . . . . 4-2The Global Command and Control System . . . . . . . . . . . . . . . . . . . . . . 4-2Joint Operation Planning and Execution System . . . . . . . . . . . . . . . . . . 4-2The Global Combat Support System-Joint . . . . . . . . . . . . . . . . . . . . . . . 4-2Joint Force Requirements Generator II . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2Logistics Automated Information

Systems and Aviation Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Class V Sourcing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3

War Reserve Positioning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Class V(W) Sourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Class V(A) Sourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

Transportation Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

Ammunition Logistics ____________________________________________________________________________________________ v


Time-Phased Force and Deployment Data . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4Validation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6Flow Initiation Class V(W) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6Planned Class V Sustainment Flow Notification . . . . . . . . . . . . . . . . . . 4-7

Chapter 5: Movement, Mobility, and Deployment of Class V Materiel

Transportation Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1Transportation and Asset Tracking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1Organizations Supporting Movement of Class V. . . . . . . . . . . . . . . . . . . . . . 5-2

United States Transportation Command. . . . . . . . . . . . . . . . . . . . . . . . . 5-2Air Mobility Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Military Sealift Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Prepositioning Ships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Sealift Ships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2Military Surface Deployment and Distribution Command . . . . . . . . . . 5-2Joint Munitions Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Joint Munitions Transportation Coordinating Activity . . . . . . . . . . . . . 5-3Naval Operational Logistics Support Center . . . . . . . . . . . . . . . . . . . . . 5-3

Modes of Shipment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Airlift . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4Strategic Airlift . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4Channel Lift . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4Ship Movement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4Surface Movement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4

Strategic Ammunition Ports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4Military Ocean Terminal, Sunny Point. . . . . . . . . . . . . . . . . . . . . . . . . . 5-4Military Ocean Terminal, Concord . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4Navy Munitions Command, Detachment Indian Island . . . . . . . . . . . . . 5-4

Additional Ammunitions Ports (Nonstrategic). . . . . . . . . . . . . . . . . . . . . . . . 5-5Navy Munitions Command, Detachment Charleston. . . . . . . . . . . . . . . 5-5Navy Munitions Command, Detachment Earle . . . . . . . . . . . . . . . . . . . 5-5Blount Island Terminal, Jacksonville . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5

Chapter 6: Ammunition/Aviation Ordnance Operations

Reception and Staging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1Naval Expeditionary Logistics Support Force . . . . . . . . . . . . . . . . . . . . 6-1Navy Cargo Handling Battalion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1Naval Ordnance Reporting and Handling Battalion. . . . . . . . . . . . . . . . 6-1Port and Terminal Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1Operational Safety Concerns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2

Onward Movement and Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2Movement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2Combat Logistic Support During Amphibious Operations . . . . . . . . . . . . . . 6-3

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Storage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3Aviation Ground Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-5

Aviation Logistic Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-6Forward Arming and Refueling Points . . . . . . . . . . . . . . . . . . . . . . . . . . 6-6Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-6

Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7Distribution Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8Distribution Method Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8

The Munitions Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8Sustainment and Resupply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8

Class V Resupply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8Theater-Level Class V General Support . . . . . . . . . . . . . . . . . . . . . . . . . 6-9

Class V(A) Sustainment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-9Sustainment Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-9Supply Rates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-9

Class V External Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-9Common Item Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-9Cross-Service Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-11Common Item Support Versus Cross-Leveling . . . . . . . . . . . . . . . . . . 6-11Class V(A) and Common Item Support . . . . . . . . . . . . . . . . . . . . . . . . 6-11

Chapter 7: Retrograde Operations

General Retrograde Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1Operational Safety. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2Condition of Munitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2Functional Considerations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2

Retrograde Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3Visibility and Accountability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3Segregation and Inspection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3Packaging and Packing Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4Unserviceable Munitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4Other Considerations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4

Destruction of Ammunition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4Routine Destruction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4Emergency Destruction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-5

Ammunition Maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-5Physical Security. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-6Transportation and Storage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-6

Ammunition Supply Points . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-7Retrograde Turn In . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-7

Chapter 8: Class V for the Marine Expeditionary Unit

The MEU as Part of an Expeditionary Strike Group . . . . . . . . . . . . . . . . . . . 8-1Landing Force Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1

Combat Load. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1

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Prepositioned Emergency Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1Remaining Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1

Landing Force Operational Reserve Material. . . . . . . . . . . . . . . . . . . . . . . . . 8-1Mission Load Allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2Ground Ammunition Personnel Afloat. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2Aviation Ordnance Personnel Afloat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-3

Appendices

A. Class V Support Under Unified Action . . . . . . . . . . . . . . . . . . . . . . . . . . A-1B. Safety, Training, and Environmental/Regulatory Requirements . . . . . . . B-1

Glossary

References and Related Publications


CHAPTER 1OVERVIEW

Class V ammunition is a complex commodity interms of research and development, acquisition,life cycle management, and, eventually, disposal.The Department of Defense (DOD) spends bil-lions of dollars annually to develop and acquirenew munitions and to replenish stocks expendedin training and operational use. Therefore, thebusiness of ammunition, supply Class V, is a com-plex and highly interrelated venture composed ofplanning, requirements determination, resourcing,acquisition, storage, maintenance, quality eval-uation, multimodal transportation, movement andretrograde planning and execution, explosivessafety, disposal, and, most importantly, sustain-ment of the operating forces whether in garrisonor deployed.

Ground ammunition and aviation ordnance aretwo of the most complex commodities used bythe operating forces to sustain combat, contin-gency, and training operations. Although funda-mentally a supply commodity, Class V materielhas a number of management attributes that donot apply to general supplies and requiresspecialized storage, handling, transportation, andinventory control methods.

Like fuel or food, ammunition is a consumableitem; however, ammunition is often character-ized by variable rates of consumption. Thus, itmust be replenished from time to time, to ensuresufficient stocks are available on short notice inthe event of a contingency. In addition, unlikemost consumables, Class V materiels cannot beprocured on the open market. Like principal enditems such as tanks or the expeditionary fightingvehicle, Class V materiel is characterized bylong lead times for production; in most cases,upwards of several years. Also like a principal

end item, it is funded and procured through acomplex cycle of processes managed at the Ser-vice headquarters level.

STRATEGIC, OPERATIONAL, AND TACTICAL LOGISTICS

Strategic, operational, and tactical logistics arethe supporting triad that enables commanders toexecute modern expeditionary warfare. Opera-tional logistics is the bridge between organiccapabilities that serve tactical requirements andstrategic or national capabilities. Tactical logis-tics includes organic unit capabilities and thecombat service support that is necessary to sup-port military operations. Combat service supportis executed in the form of general and direct sup-port obligations.

Strategic Logistics

Strategic logistic capabilities are generated basedon guidance from the President and/or Secretaryof Defense, the Joint Chiefs of Staff, and logisticrequirements that are identified by the operatingforces. Upon receipt of an execution, the Servicecomponents will execute Class V sourcing tomeet the combatant commanders (CCDRs)/jointforce commanders (JFCs) requirements and movethe materiel into theater and areas of operations.

Therefore, the Service component commandermust rely on force-held stocks for initial accom-panying supplies. The commander is thendependent on the respective Navy or MarineCorps inventory control point (ICP) to providethe balance of identified requirements. TheDefense Logistics Agency is a significant agentin supplying deployed forces with many of the

1-2 ____________________________________________________________________________________________________ MCWP 4-11.9


commodities and parts that are required. However,Defense Logistics Agency has no Class Vresponsibilities or capabilities.

Operational Logistics

Operational logistics connects the logistic effortsof the strategic level with those of the tacticallevel. The reception, staging, onward movement,and integration (RSOI) process is the operationallevel activity that brings strategically deliveredammunition through the ports and to the tacticallevel combat logistic agencies. The RSOIprocess involves identification of containers, themajor subordinate command, and the cargo’sintended destination.

Class V material will often be delivered tomultiple locations, which is determined byService component and the type of activity beingsupported. Great care must be taken whenstoring ammunition before the local storage sitesare prepared.

Tactical Logistics

Class V is delivered to tactical level combat sup-port agencies during the integration phase of theRSOI process. Tactical logistics includes organiccapabilities and the combat support activities thatare necessary to support military operations.

DOD MUNITIONSREQUIREMENTS PROCESS

Each Military Service is required to identify atotal munitions requirement (TMR) to arm theirweapon systems and forces to perform theirassigned mil i tary mission. The steps andprocedures for doing so are depicted in figure 1-1and are described in DOD Instruction (DODI)3000.4, DOD Munitions Requirements Process(DOD MRP).

Figure 1-1. Munitions Requirements Process.

Phased Threat Distribution

1.Combat Requirement

2.Strategic Readiness

Requirement

3.Current Operation/ Forward Presence

Requirement

4.War Reserve Munitions

Requirement

5.Training and Testing

Requirement

6.Total MunitionsRequirement

7.ProjectedInventory

8.Program

Development

Ammunition Logistics __________________________________________________________________________________________ 1-3


IMPLEMENTATION OF THEMUNITIONS REQUIREMENTS PROCESS

Marine Corps Order (MCO) 8000.7, MarineCor ps Ca pab i l i t i e s -B as e d Mu n i t i on sRequirements (MCCBMR) Process for GroundAmmunition (Class V[W]),provides a fu l lexplanation of the munitions requirements pro-cess (MRP) and the Mar ine Corps’implementation of this process for Class V(W).The Navy implements MRP th rough thenonnuclear ordnance requirement (NNOR) pro-cess described in the current editions of Office ofthe Chief of Naval Operations Instruction( O P N A V I N S T ) 8 01 1 . 9 A , N o n - N u c l e a rOrdnance Requirements (NNOR) Process, andOPNAVINST 8010.12F, Naval ConventionalOrdnance Operational Logistics Policy.

ROLES AND RESPONSIBILITIES

Responsibilities and capabilities for munitionsmanagement overlap because no organization orlevel of support can function effectively withoutextensive coordination between supported andsupporting organizations. Responsibility forClass V(W) ammunition within the Marine Corpsrests with multiple departments within Headquar-ters, Marine Corps (HQMC), Marine Corps Com-bat Development Command (MCCDC), Trainingand Education Command (TECOM), MarineCorps Systems Command (MARCORSYSCOM),and the Marine Corps forces (MARFOR).

Class V(A) aviation ordnance material used bythe Marine Corps is procured and managed by theNavy, Chief of Naval Operations (CNO) andCommandant of the Marine Corps (CMC) head-quarters staffs. Each staff has specific responsi-bilities that collectively manage naval ordnance.

Operational requirements are principally thedomain of the operating forces and are discussedin detail in chapter 4. Details on Class V supportunder unified action can be found in appendix A.

Chief of Naval Operations Responsibilities

The CNO provides Service headquarters-levelmunitions management support to the operatingforces. In concert with the Marine Corps’ DeputyCommandant (DC) for Aviation, they collectively:

Coordinate with MARFOR, CINCs [NavyCommander in Chiefs] , and other majorclaimants to obtain accurate input to theNNOR and to ensure training and testingrequirements (TTRs) are submitted.Provide ordnance logistic guidance and policyduring the deliberate planning process.Pass TTR inputs to the Naval OperationalLogistics Support Center (NOLSC) andresource sponsors for development of the CNO-and CMC-approved noncombat expenditureallocation.Approve and promulgate annual noncombatexpenditure allocation to the numbered fleetcommanders, MARFOR, and other majorclaimants for further distribution to the navalforces.Resolve Class V(A) materiel shortfalls identifiedduring the deliberate planning process.

Navy Organizational Responsibilities

Since Class V(A) aviation ordnance material usedby the Marine Corps is procured and managed bythe Navy, the CNO and CMC headquarters staffsjointly have specific responsibilities for overallnaval ordnance management.

Deputy Commandant forInstallations and Logistics

The DC for Installations and Logistics establisheslogistic and materiel management policies for allMarine Corps-owned equipment and supplies.With few exceptions, these policies are applicableto all classes of supply managed by the MarineCorps, including Class V(W) ground ammunition.

1-4 ____________________________________________________________________________________________________ MCWP 4-11.9


Deputy Commandant for Aviation

The DC for Aviation assists the Deputy CNO forFleet Readiness and Logistics (N4) in esta-blishing acquisition and fielding policies foraviation ordnance materiel used by Marine avia-tion organizations.

Commanding General, MarineCorps Combat Development Command

The Commanding General (CG), MCCDC isresponsible for establishing the Class V(W) TMRand publishing planning factors for combat andcontingencies. The CG, MCCDC is also the DCfor Combat Development and Integration.

Commanding General, Training and Education Command

The CG, TECOM determines training require-ments and provides Class V(W) materiel allow-ances for all Marine Corps training requirements.

Commander, MarineCorps Systems Command

The Commander , MARCORSYSCOM i sresponsible for research, development, andacquisition of Marine Corps systems, equipment,and materiel. The Program Manager for Ammu-nition (PM Ammo) performs these functions forthe commander with respect to Class V(W). ThePM Ammo is a unique organization within theMarine Corps and within DOD. The organizationperforms or manages a l l l i fe cycle tasksassociated with Marine Corps ground ammu-nition. Among these responsibilities is providingworldwide ICP services for the Marine Corps.This includes ammunition stocks held as warreserve, stocks procured or held for training and

testing, and ammunition assets undergoingmaintenance or renovation.

Deputy Chief of NavalOperations for Fleet Readiness and Logistics

Class V(A) logistic and materiel managementpolicies for munitions used by Marine aviationare separately prescribed by the Deputy Chief ofNaval Operations for Fleet Readiness andLogistics (N4) and implemented through theCommander, Naval Supply Systems Command(NAVSUPSYSCOM).

The Naval OperationalLogistics Support Center

The NOLSC will provide ICP-level managementfor nava l ammuni t ion , se rv ing as theNAVSUPSYSCOM operational and joint force tothe Navy component commanders and to theunified commanders.

SERVICEREQUIREMENTS DETERMINATION

Determination of Service-wide ammunitionrequirements is a complex task, and it is theresponsibility of a multitude of agencies identi-fied in figure 1-2.

In the 1990s, following Operations DesertShield/Desert Storm, it became apparent that amore sophisticated process was required fordetermining the Services’ ammunition require-ments. This complex analysis provides a greaterrole for the CCDRs/JFCs and the Service com-ponents of the operating forces, and one thatbegins much earlier in the process. This processis the MRP. The product of the MRP is a TMR.



Figure 1-2. Munitions Requirements for Program Objectice Memorandum Cycle.

ImplementationGuidance

Threat Reports Near-Year PTDsPOM MRP

KickoffConference

Out-Year PTDs

TPFDDs TestingRequirements

OPLANValidation

30 SepInventory/Deliveries

TFSMS Data

TrainingRequirements

Warfighting-Capabilities

RequirementsSME InputValidation

JMEMS Data

MARFORs MCSC TFSD

MARFORs MCSC TECOM

PP&O FMID/PP&O JTCG/ME

JUN - SEP

Run USMCWRMR Model

Analyze/ Review Output Results

Submit Signed TMR

QUANTICS MCCDC MCCDC

OCT - DEC

OSD (AT&L) OSD (P) DIA COCOMs J8

OCT NOV FEB JUN JUL

Run USMCWRMR Model

Analyze/ Review Output Results

Submit Signed TMR

CJCS/ServicesMCCDC MCCDC

FEB SEP SEP

CJCSDIAFMIDJMEMSJTCG/MEMCCDCMCSCOPLANOSD(AT&L)OSD(P)POMPP&OPTDSMETFSDTFSMSWRMR

Chairman of the Joint Chiefs of StaffDefense Intelligence AgencyFires and Maneuvers Integration DivisionJoint Munitions Effectiveness ManualsJoint Technical Coordination Group for MunitionsMarine Corps Combat Development CommandMarine Corps Systems CommandOperational PlanOperational Services Division (Acquisition Technology and Operational)Office of Secretary of Defense PolicyProgram Objective MemorandumPlans, Policy, and OperationsPhased Threat DistributionSubject Matter ExpertTotal Force Structure DivisionTotal Force Structure Management SystemWar Reserve Munitions Requirement

1-6 ____________________________________________________________________________________________________ MCWP 4-11.9


The TMR for each Service is the sum of the warreserve materiel requirement (WRMR) and theTTR. The following paragraphs discuss the furthersubdivision of these two main requirements.

War Reserve Munitions Requirement

The three components of the WRMR are thecombat requirement, the strategic readinessrequirement, and the current operations/forwardpresence requirement.

Combat Requirement

The combat requirement represents the quantityof munitions that are required in order to equip aspecified force structure to perform its assignedmilitary mission and to meet CCDR/JFC objec-tives, including munitions needed for overlappedthreat allocations.

Strategic Readiness Requirement

The strategic readiness consists of the quantity ofmunitions needed to arm forces that are not com-mitted to support combat operations in theassigned major operations and campaigns, aswell as those in the strategic reserve. This alsoincludes any additional munitions requirementsgenerated from treaties or statutory obligationsto allies.

Current Operations/ForwardPresence Requirement

The current operations/forward presence require-ment represents the sum of munitions that arerequired to arm forces, conduct current opera-tions, and meet forward presence obligations inaccordance with DODI 3000.4.

Training and Testing Requirement

The TTR is the munitions required in order totrain the Marine Corps and support its Serviceprograms ensuring that weapons and platformsdeliver the intended effectiveness. This can bestated as an annual requirement, a Future Years

Defense Program requirement, and/or projectedlife cycle of each munition. Surveillance, accep-tance testing, and production losses of munitionsitems are accounted for in this category.

Universal Need Statement

During operational execution, requirements areupdated as needed or conditions change throughthe UNP [universal need process] .

The component commander may initiate theuniversal need statement (UNS) process at anytime. Through the chain of command, the UNS isultimately presented to the CG MCCDC. If theCG MCCDC validates the requirement, it isforwarded to the Marine Requirements OversightCouncil (MROC). The MROC is a panel ofsenior officers headed by the Assistant Comman-dant of the Marine Corps; its members consist ofthe DCs of all departments.

If approved by the MROC, the DC for Programand Resources provides fiscal resources, or maydirect the realignment of existing funds origi-nally allocated for another program. The develop-ment or procurement of the requested item is theresponsibility of MARCORSYSCOM, along withthe total life cycle management of the materialsolution to the operational requirement.

For example, during Operations Iraqi Freedomand Enduring Freedom there were a number ofinstances where validated requirements (via theappropriate chain of command) were provided toPM Ammo, MARCORSYSCOM for immediatesourcing, procurement, and delivery. These UNSincluded shoulder-launched multipurpose assaultweapon rocket (with novel explosive [thermobaric]), 5.56mm nonmolybdenum coated 77 grainprojectile, the surface demining flare, and thelight assault weapon (rocket).

Class V(A) Requirements Determination

The Navy and Marine Corps aviation componentof the MRP is the NNOR process. The NNORidentifies ordnance ship fill, combat expenditures,



maintenance pipeline and training, testing,current operations, and forward presence require-ments to accomplish Navy and Marine Corps’missions and to execute the scenarios outlined inDODI 3000.4. The output of the NNOR providesthe Department of the Navy’s (DON’s) baselineinput into the DOD Planning, Programming, andBudgeting System.

RESOURCING

The DC for Programs and Resources developsand manages the Marine Corps’ budget process,makes high-level investment decisions, and allo-cates the funds appropriated by the Congress tomeet the Marine Corps’ mission needs. The DCfor Programs and Resources also works closelywith the Navy counterpart to ensure that the Navyand Marine Corps programs and priorities arealigned to serve a common naval logistic inte-gration strategy for the operating forces and thesupporting establishment.

CLASS V ACQUISITION

Acquisition (or procurement) of munitions is acomplex process, and it is collaborativelyexecuted by acquisition professionals, graduatesof the Defense Acquisition University, and com-modity subject matter experts. These acquisitionprofessionals and subject matter experts arelocated with the various Navy/Marine Corps pro-gram executive offices (PEOs) and programmanagers, such as Naval Sea Systems Com-ma nd , Na v a l A i r Sys t e ms Co mma nd ,MARCORSYSCOM, and the Army’s ProgramExecutive Office, Ammunition (PEO Ammo).

Acquisition of MarineCorps Ground Ammunition

Acquisition of Marine Corps ground ammunitionis managed and executed by the PM Ammo,MARCORSYSCOM. Most Class V(W) ground

ammunition items that are used by the MarineCorps are common to the Army and/or otherServices. For common items, Marine Corps fundsare transferred to PEO Ammo located at PicatinnyArsenal, NJ, because one Service is responsiblefor providing the acquisition support infrastructurefor two or more user Services. All Service-uniquemunitions are procured through Navy ProgramManagers or directly by PM Ammo.

Acquisition of Navy Munitions

The Navy has a complex munitions acquisitioninfrastructure that is built around the PEOs forvarious weapons platforms and combatants thatare currently in the operating forces. For the pur-poses of this publication, the primary interest ison the Class V(A) aviation ordnance procured bythe Naval Air Systems Command affiliated PEOsfor use by naval aviation.

Quality Evaluation

Quality evaluation (QE) is a broad, general termapplied to a set of inspections, functional testing,and laboratory analysis of representative munitionlot samples taken from the inventory for the solepurpose of assessing the proper state of theinventory. Quantity, exposure to environmentalelements during storage, age, malfunction history,and manufacturing variables are considered whenselecting samples. Random sampling of availablelots provides a statistically sound method andrepeatable results in determining reliability andprobabilities of future performance at a givenconfidence level. From these determinations,inventory management decisions such as globalpositioning, reclassification, and maintenanceoptions can be implemented.

In addition, quality audits of vendors/suppliersare conducted that include the following:

Reviewing vendor/supplier’s quality systemprocedures.Conducting on-site auditing of vendors and/orsuppliers.Auditing and reviewing of maintenance lines.

1-8 ____________________________________________________________________________________________________ MCWP 4-11.9


Participating in pre- and post-contract awardand facility reviews.Reviewing contracts and solicitations.Monitoring first article acceptance tests and lotacceptance tests.

The Navy and Marine Corps both conduct exten-sive stockpile QE and in-Service engineeringsupport activities on their respectively-ownedstocks. The Marine Corps and the Navy conductfunctional testing and laboratory analysis of rep-resentative lot samples from the inventory.

The Services conduct an extensive quality assu-rance and stockpile monitoring effort for mostClass V assets. Quality is ensured throughassessments and audits of manufacturers, as wellas surveillance and maintenance programs. TheMarine Corps generally contracts for the requisiteengineering and technical support from a varietyof Army and Navy technical and engineeringsupport agencies to accomplish this task. For theNavy, much of this support is organic.

Oversight for QE and in-Service engineeringactivities on Navy ammunition is the respon-sibility of the Deputy CNO (Fleet Readiness andLogistics) (N4). The CNO is responsible forassessing the maintenance and QE programs toensure optimization of resources and compliancewith OPNAVINST 4850.1, Convent ionalOrdnance Assessment and Maintenance Re-quirements Policy.

CARE OF SUPPLIES IN STORAGE

The care of supplies in a storage program, as partof the DOD Stock Readiness Program, isintended to maintain stored Navy and MarineCorps material in ready-for-issue condition and toprevent deterioration and additional damage ofunserviceable material.

As is the case with all Service-owned stocks heldwithin Service-owned facilities, responsibility for

the care and maintenance of those stocks restswith the owning Service. There is a largequantity of ammunition that is held by theServices in order to meet wartime requirements,and the special storage requirements associatedwith ammunition for safety and security belongsto the owning Service. A significant portion ofMarine Corps-owned ammunition is stored inother-Service facilities, primarily Army, and to alesser extent, Navy tidewater activities, amphi-bious shipping, and maritime prepositioningships (MPS). A small percentage of MarineCorps-owned ammunition is also held in hostnation (HN) facilities as geoprepositionedstocks, with the HN providing care of suppliesin storage.

The Navy is responsible for the care and main-tenance of those stocks held in Navy storagefacilities, including Class V(A) aviation ord-nance. Like the Marine Corps, a portion of theNavy’s large inventory is stored in other-Servicefacilities, primarily the Army. However, unlikethe Marine Corps, a substantial portion of theNavy’s preferred weapons inventory is embarkedin the Navy’s combatant vessels as ship’s allow-ance; on combat logistics force (CLF) shipping asreplenishment stocks; or is stored at tidewaterweapons stations, on amphibious shipping, andon MPS. A small percentage of Navy-ownedammunition is also held in HN facilities asgeoprepositioned stocks (principally, Class V(A)aviation ordnance), with the HN providing careof supplies in storage.

Class V(W) Maintenance

The assistant program managers at PM Ammo,with in-Service engineering and technical sup-port personnel, determine if a maintenance effortis more cost effective than new procurement.Once a maintenance project is planned andscheduled, a complex process is begun to obtainreplacement components, select a maintenancesite, position assets, and conduct a quality audit



of the maintenance line. The maintenanceprogram gives PM Ammo an option to meetstockpile inventory objectives at a lower cost thannew procurement.

Disposal

From time to time, munitions must also beremoved from the inventory for a variety of rea-sons. In some cases, it has become obsolete or theweapon system that it served is no longer in theactive inventory. In other cases, the ammunitionitem may have become unserviceable due to ageor other environmental factors and may not beeconomically repairable. Most frequently, theammunition has been rendered unusable due torough handling in the field, loss of lot identity, ordamage that occurred in transit to or from train-ing exercises or operational events.

Class V(W) Disposal Authority

The PM Ammo manages the disposal of muni-tions that are no longer useful and has esta-blished a designated disposition authority (DDA)for making determinations on such munitions.The functions of the DDA and the rules underwhich PM Ammo operates are discussed inappendix B.

Class V(A) Disposal Authority

Commander, NAVSUPSYSCOM is assignedauthority for the worldwide management ofdemilitarization, recycling, declassification, anddisposal of excess, obsolete, unserviceable, andwaste military and foreign Class V(A) generatedat Navy and Marine Corps activities. The onlyexception is with large strategic rocket motors.

Commander, NAVSUPSYSCOM designated theNOLSC to perform these functions for Navy-owned Class V materiel. Accordingly, the DDAfor Navy-owned assets (including Class V(A)assets of interest to the Marine Corps) is locatedwithin the NOLSC. Further detailed information

regarding the disposition of Class V(A), toinclude item specific DDAs for naval ammu-nition can be found in OPNAVINST 8026.2,Navy Munitions Disposition Policy.

THE MARINE CORPSCOMBAT LOGISTICS ORGANIZATION

Operational experience, coupled with lessonslearned and technological advancements promptedthe reorganization and realignment of the combatsupport infrastructure to more efficiently andeffectively support the operating forces andsupporting establishment.

Combat service support centers around theMarine logistics group (MLG). The MLG is theMARFOR, Marine expeditionary force (MEF),and Marine air-ground task force (MAGTF) com-bat support/logistic support agent.

Marine Logistics Group

The MLG, shown in figure 1-3, on page 1-11, is acombat and logistic support organization thatincludes units, oriented to both the garrison anddeployed environments, executing specified gen-eral and direct support missions.

The MLG provides logistic support for the MEF.The MLG performs those functions that exceedthe organic capabilities of the supported units.The MLG commander, normally a brigadiergeneral, serves as the principal logistic advisor tothe MEF commander.

The MLG consists of the MLG headquarters, ageneral support combat logistics regiment, adirect support combat logistics regiment, andseveral separate reporting battalions. In general,these battalions include a headquarters andservice battalion, three general support combatlogistics battalions, a deployable MLG Forward

1-10 ___________________________________________________________________________________________________ MCWP 4-11.9


with a headquarters element and limited coresupport capabilities to facilitate the arrival of themain body of the MLG, and a separate combatlogistics company.

Based on the mission, the commander task orga-nizes the MLG’s general support regiment intocombat service support organizations of varyingsizes. The general support regiment also providescore maintenance, transportation support, deliber-ate engineering, and health services support.

The direct support regiment is organized intoseparate combat logistics battalions in directsupport of assigned infantry or artillery battalions.

The ammunition company of the MLG providesClass V supply support to the MEF-sizedMAGTF. The company possesses organic capa-bilities to transport its administrative and com-mand and control functions. The company isorganized to plan, coordinate, and supervise

Class V support and structured to facilitate taskorganization in support of the entire MEF or anycombination of smaller MAGTFs.

Marine Aviation Logistics Squadron

The Marine aviation logistics squadron (MALS) isthe Marine Corps’ tactical aviation logistic organi-zation. The MALS provides direct Class V(A)support to aircraft squadrons and is responsiblefor providing intermediate ordnance/armamentsupport and is organized under the Marine air-craft group of the Marine aircraft wing. In adeployed environment, MALS ordnance is typi-cally referred to as aviation combat element (ACE)ordnance and it may deploy as a unit or a smalldetachment as a part of the MAGTF. This MALSordnance detachment maintains and operates theammunition supply point (ASP), or theater stor-age area (TSA), normally a function of the sup-porting station.

Ammunition Logistics _________________________________________________________________________________________ 1-11


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CHAPTER 2GENERAL CLASS V MANAGEMENT

The term wholesale is usually applied to anactivity that controls and manages both materialassets and storage facilities, and is usually not adirect supplier to the end user. In the ammunitioncontext, wholesale is applied to managementactivities undertaken by the Navy or Marine CorpsClass V ICPs.

Ammunition storage facilities are managed andoperated by local commanders. The Service ICPdoes not own or control the storage facilitieswhere a majority of the conventional ammunitionthat they manage is stored. The ICP must rely onother Services, organizations, and activities toexecute the retail inventory management actions,including processing issues, receipt documents,and preparation for shipment.

Retail level ammunition management functionsinclude responsibilities for both the supportedand the supporting units. These responsibilitiesinclude maintaining asset visibility and account-ability, providing physical security, and reportingof expenditures and other transactional activity.These functions are performed in the context ofthe logistic operational architecture.

LOGISTIC OPERATIONAL ARCHITECTURE

The logistic operational architecture is a transfor-mational approach to organizational change formeeting the logistic support demands of theoperating forces and supporting establishment. Thelogistic operational architecture breaks thefunctional actions down into five broad cate-gories that are directly applicable to all Class Vmanagement activities:

Request management. Order management.

Capacity management. Production management. Execution.

Request Management

Request management is the process performed bythe supported unit, and includes the planning andpreparation for future training or contingencyevents. When the supported unit’s ammunitionrequirements have been determined, it leads tothe creation of a demand that initiates a requisitionthat the logistic and supply systems must satisfy.

Order Management

Order management is generally the same forClass V(W) and V(A). The ASP, which is thesupporting unit, will receive the demand andbegin the process of obligating assets, planninghuman and equipment resources, and performingall the administrative work that is required inorder to issue the ammunition assets to thesupported unit.

Capacity Management

Capacity management for Class V is the responsi-bility of the supporting establishment such as theASP, the field ammunition supply point (FASP),or the forward arming and refueling point (FARP).Capacity management involves ensuring that thequantities of Class V that are on hand at anygiven storage area not exceed the physical capac-ity or violate the explosives safety regulations forthe materiel being stored.

Production Management

Production management is an event-drivenactivity of the supporting unit and ensures that allrequired personnel, equipment, tools, and

2-2 ____________________________________________________________________________________________________ MCWP 4-11.9


materials are available to satisfy the supportedunit’s demand on their required delivery date in atimely manner.

Execution

Execution is a joint responsibility of the sup-porting storage activity and the supported unit, itinvolves both the administrative actions and thephysical transfer of Class V assets. Executionalso includes observance of the requirements forphysical security of arms, ammunition, andexplosives and the assignment of qualified per-sonnel to perform those duties.

Supporting unit responsibilities for executioninclude the processing of issues; transactionreporting; processing and implementation ofnotices of ammunition reclassification to retailstocks; ammunition information notices; andother activities that facilitate ammunition supportand administration, operations, and accounting atthe retail level.

ORDNANCE INFORMATION SYSTEM

Near real time data entry and update is providedby the Web-enabled Ordnance InformationSystem (OIS). The OIS provides the capabilitiesto exercise wholesale—and retail—level ammu-nition inventory management functions. Atappropriate management levels, several OIS-based applications are available to authorized andaccredited users on secured networks:

Ordnance visibility. Naval forces operational readiness assessmentOrdnance assessment portfolio. Global Naval Ordnance Positioning Plan.

The OIS provides ordnance information support tonaval leadership and the user community

throughout the DON. Users are able to perform awide variety of local management functions usingonly the local Web browser on a desktop computerand a set of specialized ordnance informationmanagement applications. Transactional and stockstatus information is uploaded as batch processes.

The Marine Corps andOrdnance Information System

The Marine Corps uses an unclassified version ofthe Navy’s OIS; a commodity-based system sup-porting naval logistic integration. This transitionmerges the wholesale ammunition managementfunctions of the Navy and Marine Corps, as wellas the Coast Guard, into a single, coherent, inte-grated system and set of processes.

Marine Corps Class VInventory Management Systems

The Marine Corps version of OIS supports bothwholesale management functions executed by thePM Ammo and the retail-level ammunition man-agement functions executed by supporting ASPs,both in garrison and when deployed.

Navy Class V Inventory Management Systems

The Navy version of OIS supports both wholesalemanagement functions executed by the NOLSCand the retail-level ammunition managementfunctions executed by supporting shore activi-ties, air stations, and ships afloat.

Future Capabilities

Future releases of the OIS should enable theground ammunition and aviation ordnancecommunities to become full participants in theGlobal Combat Support System-Joint (GCSS-J)family of systems and the future integrateddigital environment.



MUNITION INVENTORY AND TRANSACTION REPORTING

The OIS will be utilized to account for andmanage Class V stocks. Standard accountingpractices/forms will apply. In addition to the in-theater munitions reporting procedures, Class Vtransactions will be reported to the appropriateICP as follows:

Class V(A) transactions are reported toNOLSC via an ammunition transaction reportgenerated from the Retail Ordnance LogisticsManagement System. When the OIS is fullydeployed, the requirement for ammunitiontransaction report will be eliminated. Class V(W) transactions are reported to PMAmmo via a transaction item report generatedfrom the Retail Ordnance Logistics Manage-ment System. When the OIS is fully deployed,the requirement for an internal transaction itemreport will be eliminated, but it will still berequired for transactions external to the MarineCorps.

Asset Visibility and Accountability

Once ammunition is issued to supported units, aprocess must be in place to establish and maintainasset visibility and accountability. Reportingrequirements exist to account for assets held bysupported units; expenditures of serializedammunition; and to report missing, lost, stolen, orrecovered ammunition items. Personnel assignedammunition duties are responsible for followingprocedures established in local standing operatingprocedures (SOPs). These principles also applywhen conducting munitions reports (MUREPs)for the CCDR/JFC, as discussed in chapter 6.

Malfunction Reporting

Knowledge of Class V performance is critical inmaintaining a robust, flexible, and safe stockpile.It is imperative that units experiencing problems

with Class V notify the appropriate agencies inorder to implement “cause and effect” analysis.

Class V(W) malfunction/deficiency reports arerequired when supported units experience a mal-function. These reports are submitted in accor-dance with the current edition of MCO 8025.1D,Class V(W) Malfunction and Defect Reporting.

Class V(A) malfunction/deficiency reports arerequired when supported units experience a mal-function. These reports are submitted as conven-tional ordnance deficiency reports or explosivesevent reports in accordance with the current edi-tion of OPNAVINST 5102.1D, Navy & MarineCorps Mishap and Safety Investigation, Report-ing, and Record Keeping Manual.

Supply Discrepancy Report

Supply discrepancies result when the quantityidentified on shipping and transportation docu-ments, or on ammunition packaging, differs fromwhat is actually received. When this occurs, asupply discrepancy report is required per thecurrent edition of Naval Supply Systems Com-mand (NAVSUP) Publication P-724, Conven-tional Ordnance Stockpile Management Policiesand Procedures.

Missing, Lost, Stolen, or Recovered

The loss of ammunition items due to inadequateaccountability, negligence, or theft may result insignificant monetary loss, safety, and securityproblems. Such losses may potentially impactunit readiness and adversely affect homelandsecurity efforts. The missing, lost, stolen, orrecovered reporting system was designed toenable the Marine Corps to centrally track mate-rial losses and to identify trends and areas wheresecurity enhancements may be required. The cur-rent MCO 4340.1A, Reporting of Missing, Lost,Stolen, or Recovered (MLSR) Government Prop-erty, contains details for reporting missing, lost,stolen, or recovered ammunition.

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Automatic Identification Technologies

Automatic identification technologies are combi-nations of reader equipment, software, tools, andprocedures that are inserted into logistic manage-ment processes. These technologies may beapplied in a variety of end uses, including receiptand inventory, point-of-issue transaction tracking,transportation tracking, and asset management.

The two most common methods in use for Class Vmanagement functions are barcoded labels andradio frequency identification (RFID) tags.

Barcoding

Barcoding is a mature technology used extensivelyby DOD and commercial industry for trackingmaterial in transit and in storage. Barcodes usedby DOD are either linear or data matrix.

The linear barcode is considered to be a legacybarcode. This barcode format is known as 3-of-9,and it is sometimes shortened to Code 39. Thelinear, one-dimensional barcode is a series ofvertical lines of varying thickness with spaces ofvariable duration that can be read by a scanningdevice. The barcode may also display a human-readable string beneath the coding to make readyidentification possible without a scanner. Usedfor two decades, the one-dimensional label hassignificant limitations in that it contains onlylimited information and may be unreadable ifdamaged or faded.

The data matrix barcode is a modern barcodeformat , a lso known as data matr ix , two-dimensional barcode symbology. There are

mul t ip le fo rmat s in use in commerc ia lapplications, but the format used for militaryshipments is PDF-417. The two-dimensionalformat label contains a significantly larger amountof information than linear barcode labels.Additionally, since the data is stored redundantly,the label can sustain a substantial amount ofdamage and still be read by a barcode reader.

Radio Frequency Identification

The use of RFID as a technology to automate thecollection of data that is used for tracking ship-ments and materiel until delivered to a storagepoint or the supported unit is just beginning tomature. The RFID technology requires a tagwhere the transported items are stored, a tagreader device for interrogating or creating thetags, and a communications method to move thecollected data to a system where the informationcan be used or evaluated. Unlike the one-dimensional and two-dimensional labels, RFIDtags can be reformatted and reused several times.Receiving and transportation processes mustensure that all tags are “captured” and read, or thebenefits of the tag are lost.

Other Technologies

Other technologies/techniques that will beincorporated in ammunition logistic processes inthe near future include the electronic productcode tag (class 2) (as a successor to the currentRFID tag media) and the use of uniqueidentification numbers for costly ammunitionitems, as well as ammunition items that may meetother defined criteria.


CHAPTER 3OPERATIONAL AMMUNITION

REQUIREMENTS DETERMINATION

Class V operational requirements can be describedas the quantity of munitions required to equip aspecified force structure to accomplish itsassigned missions. This quantity of munitions isintended to support the CCDR/JFC commander’srequirements to execute combat operations, aswell as materiel required for the conduct of sub-sequent security operations (during the transitionfrom combat operations).

While the CG, MCCDC also has a role in therequirements determination process, the com-mander is ultimately responsible for determiningthat operational Class V requirements are suffi-cient to execute the mission. Ammunition require-ments are determined based on the mission,commander’s intent, assigned force levels, andestablished planning factors.

GROUND AMMUNITION

The operating forces use combat planning fac-tors (CPFs) that are generated by MCCDC andused to assist in Class V(W) combat/contin-gency requirements planning. In general, ammu-nition requirements are determined by applyingforce structure (table of organization and table ofequipment data), weapons mix, combat inten-sity, and phase duration to the appropriate com-bat planning factors.

Supportability of those requirements may be con-strained by available inventories. The process forprogramming and budgeting for ammunitionrequirements is described in MCO 8000.7.

AVIATION ORDNANCE

The NNOR is the methodology used to calculateconventional ordnance requirements for theDON. The NNOR process is outlined in detail inOPNAVINST 8011.9A and uses a sophisticatedmodel to calculate DON threat-oriented and levelof effort ordnance requirements for Navy forcesand Marine Corps aviation units. Model inputsregarding support and sustainment of theoperating forces are provided by the warfighters.Mode l ou tpu ts tha t suppor t ope ra t iona lrequirements are reviewed and approved by theNonnuclear Ordnance Planning Board, whichprovides top-level direction in the NNORprocess. Class V(A) sustainment methodologiesare predicated on theater and type, model, and/orseries (T/M/S) of assigned aircraft for a givenoperational plan. The NNOR provides the factorsfor determining initial requirements and follow-on sustainment. Sortie generation rates are aprimary determining factor in expressing theremaining endurance of MAGTF aviation and itsordnance support capability.

MODELING/DELIBERATE PLANNING FOR MAJOR OPERATIONS AND CAMPAIGNS

In deliberate planning, operational requirementswill be developed by MCCDC, in active consul-tation with the MARFOR, using an automatedcomputer modeling method. Aggregate require-ments and individual combat planning factors aregenerated from this model. In order to attainprecise outputs, a high degree of accuracy and

3-2 ____________________________________________________________________________________________________ MCWP 4-11.9


granularity is required in the model data inputstime-phased force and deployment data (TPFDD);phases; posture statements; and theater specificlogistical constraints such as, terrain-related,open mountainous, or urban terrain that isprovided by the MARFOR.

EXECUTION OF A DELIBERATE PLAN

In determining operational requirements forClass V, a number of considerations must betaken into account, bearing in mind the inherentlyfluid environment in which combat operationstake place. Requirements must be reviewed, mod-ified, and updated when conditions such asforces, force closure timeline, threat report, ortarget apportionment change or branching plansare considered or executed. Given that the input-ted model data remains the same and only a forcestructure increase has occurred, additional opera-tional requirements should not be determined byapplying CPFs to the increased force structure;rather the additional units should be armed withcombat loads that support Marine Corps doc-trine of arming the force. Additionally, theincrease of combat units/personnel may increasethe Class V(W) logistical requirements, sinceadditional personnel normally increase physicaldispersion. Similar considerations must be takeninto account when analyzing any of the above ele-ments. Planning requirements always requirerevalidation prior to execution.

CRISIS ACTION/CONTINGENCYPLANNING AND IMMEDIATE REQUIREMENTS DETERMINATION

Class V(A) crisis action/contingency planningwill be initially guided by the planned consump-tion rates established in the NNOR for the T/M/Saircraft assigned and adjusted to reflect locallyavailable or readily accessible assets.

For operations where predetermined combat plan-ning requirements have not been established bythe WRMR model, refer to CPFs published onthe MCCDC Web page www.mccdc.usmc.mil/CDD/Ammo/mysite/default.htm. The Web page,in conjunction with the ammunition require-ments generator, will act as the sole source docu-ment for Class V(W) requirements determination.

TRANSITION OF CLASS V(W)COMBAT PLANNING FACTORS

As a regional theater matures, the combat plan-ning factors used for initial planning may nolonger support the operational requirements dueto changes in tactics, techniques, and proceduresor the overall scope of the mission. As condi-tions mature, planners must base their future sus-tainment requirements on current combatexpenditure data as long as a correlation existswith planned future operations. This evolving pro-cess provides commanders with the maximumoperational flexibility to prosecute near term cur-rent and planned future operations. Although thequantities for combat loads (CLs) (which providethe initial combat capability) may remain static,emergent tactics, techniques, and procedures andlocal tactical conditions will require adjustmentof planning rates to complement operational con-siderations. Designation of expenditure-basedplanning factors for determining future ammuni-tion requirements is a component function in amature theater.

OPERATIONAL REQUIREMENTSIN A JOINT ENVIRONMENT

In an era of increasingly joint operations and theplanned potential for implementation of commonitem support (CIS), new concepts and approachesfor sustainment of the forces are required. Plansmust consider the efficiencies that are gained byhaving integrated ammunition support. Plans

Ammunition Logistics ___________________________________________________________________________________________ 3-3


must be coordinated with the various Servicesthat are involved to ensure the adequacy of per-sonnel, assets, storage requirements, materialshandling equipment, accountability procedures,and safety.

EXPRESSING CAPABILITIES AND REQUIREMENTS FOR CLASS V(W)

In expressing logistical capabilities and require-ments, it is important to understand that ammuni-tion requirements and capabilities are generallyexpressed in terms of CL and day(s) of ammuni-tion (DOA). These terms are exclusive to groundammunition and are not interchangeable. Eachterm of reference comes with its own set ofadvantages and liabilities.

Combat Load

In accordance with the MCO 8000.7, the CL isdefined as the standard quantity and type ofmunitions carried by weapons platforms/troopsand/or its dedicated support vehicle. Using thephrase CL implies that a weapons platform or anindividual has its full doctrinal load of ammuni-tion, in terms of quantity and type. It is importantto note that the CL provides various durations ofsupport depending on the weapon system whenthe CPFs are used as the divisor.

Day of Ammunition

By design, the DOA corresponds to a compositedaily quantity that represents an average dailyexpenditure for total forces and weapons plat-forms over the entire battlespace during a specificperiod of time, typically measured in days. In

Figure 3-1. Logistic Demands Versus Duration and Intensity of Activity.

Duration of Activity

Combat Logistic Support

Combat Arms

Pre-battle Battle Post-battle

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terms of the MCCDC modeled CPF, a DOA isthe projected average quantity required to replen-ish the previous days expenditure from the CL.

The DOA provides a point in time measure ofendurance and can fluctuate during differentphases of an operation based on intensity andduration as depicted in figure 3-1. Assault phasecombat operations will consume assets at a higherrate than stability operations.

Combat Load Versus Day(s) of Ammunition

Under combat conditions, the CL should beregarded as a tool for identifying initial combat

capability, while the DOA is more definitive for acommander to assess his logistic endurance,depending on current and future consumption.This approach requires that the commanderunderstands the interrelation and fluidness of theterms, especially the DOA. In expressing endur-ance, the term DOA should be placed in a contextwhere the planned requirements may be arrayedagainst estimated future operational needs. TheMUREP and historical expenditures are valuabletools for the continual validation and comparisonof the projected and actual expenditures as relatedto the available inventory.


CHAPTER 4CLASS V MOVEMENT PLANNING

Movement planning is the art and science ofselecting the forces and equipment that are to bemoved and marshaled to arrive at their respectiveplanned ports of embarkation (POE). Dependingon the origin of the deploying force, it may beeither a strategic deployment from the continentalUnited States (CONUS) or an operational deploy-ment from elsewhere within the theater. Move-ment planning is done in conjunction withdeliberate or crisis action planning.

Any plan involving insertion of military forcesinto a conflict or contingency generally requiresammunition to initially arm and sustain thatforce. Therefore, Class V planning requires acareful analysis of what ammunition would berequired, timing of the required ammunitiondel iver ies , and sourc ing of the requi redincremental shipments.

To facilitate ammunition requirements intoplanning, logisticians participate in all steps ofthe Marine Corps Planning Process (MCPP)with representatives of the other warfightingfunctions, staff sections, and subject matterexperts by participating in the operationalplanning team. The operating forces provide inputto the joint planning process using the processdescribed in Marine Corps Warfighting Publi-cation (MCWP) 5-1, Marine Corps PlanningProcess. The MCPP is designed for use at anyechelon of command to plan force organizationand employment, and it complements the jointdeliberate and crisis action planning procedures.

PLANNING FOR CLASS VCOMBAT LOGISTIC SUPPORT

Mission analysis is the first and, arguably, themost important step in the MCPP for logisti-cians, and it is the step in the process where thecommander and planners will determine the

unit’s mission. If the mission is not correctlydetermined, follow-on planning in support of thatmission will also be flawed.

The purpose of mission analysis is to review andanalyze orders, guidance, and other informationprovided by higher headquarters and produce amission statement. The inputs to the missionanalysis step come from the higher headquartersand the commander. During the mission analysisprocess, intelligence preparation of the bat-tlespace is a critical input for both the commanderand the logistician.

The commander’s initial guidance will broadlyoutline what is expected of the operationalplanning team and the products that are producedin the planning process. The most critical inputsto the planning process are those contained withinthe commander’s orientation, which is comprisedof his initial guidance and his commander’sbattlespace area evaluation. The Class V plannermust look at the infrastructure within the battle-space and ask the following:

Where are the ports, airfields, and roads? What are the choke points in the amphibiousobjective area? What are the limiting factors for RSOI of ClassV materiel?

During this process, the Class V planner canderive the major POE(s) and begin to determinethe anticipated throughput rates for theselocations. The commander will also provide thefirst look at the friendly and enemy centers ofgravity. The logistician will look at these from alogistic perspective to analyze where the center ofgravity is for the operation. The commander willdescribe their intent and will outline what isviewed to be critical information requirements,both in planning and in execution. Logistic-relatedcommander’s critical information requirements

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may be the capabilities of the port/airfield/bridgeswithin the area of operations or the depth ofsustainment available or desired. Necessarily, thisincludes Class V materiel.

The Class V planner should plan for main andintermediate storage locations and the sequencesof actions that are best suited to supporting themaneuver forces. In addition, he should under-stand the probable timing of each action. Theseare initial projections, which should be derivedfrom the various courses of action as they evolve.Class V planners should be aware of criticalevents and decision points to enable the logisticsupport to be in place prior to the critical event.Logistic critical events and decision points arelikely to occur 24 to 48 hours ahead of MAGTFevents and decision points that depend on theaction and reaction continuum.

Special ConsiderationDuring Movement Planning

In planning Class V, special considerations haveto be given to proper timelines. Services must becareful to consider all aspects of planningtimelines such as, at a minimum, official releaseof assets by Service headquarters, requisitioning,containerization, depot out loading, and shippingin order to ensure that the assets do not arrive toolate to support the CCDR’s concept of operations.Untimely or inaccurate planning can reduce depotresponsiveness, tax commercial transportationmechanisms, congest ports, and ultimatelyjeopardize mission accomplishment. Additionally,costs for ammunition movements can reachexorbitant levels if it is not planned properly or ifexecution does not closely follow planning. Formany reasons, planning must be carefully craftedand maintained in order to ensure that theavailable resources are used and to ensure atimely execution.

The Global Command and Control System

The United States’ national command and controlsystem—the Global Command and ControlSystem (GCCS)—consists of an interoperable

family of systems that are necessary to plan,deploy, sustain, and employ forces. The GCCSprovides joint operation planning and executioncapabilities and facilitates the deployment andredeployment of MARFOR and associatedsupplies and equipment, to include ammunition.

Joint OperationPlanning and Execution System

The Joint Operation Planning and Execution Sys-tem (JOPES) enables supported commanders,supporting commanders, and other members ofthe joint planning and execution community tomanage the deployment of forces and follow-onsustainment. See Chairman of the Joint Chiefs ofStaff Manual (CJCSM) 3122.02C, Joint Opera-tion Planning and Execution System (JOPES),Volume III (Crisis Action Time-Phased Forceand Deployment Data Development and Deploy-ment Execution), for detailed information .

The Global Combat Support System-Joint

The GCSS-J provides universal access to infor-mation and interoperability of logistic informationand other support functions through vertical andhorizontal fusion. The GCSS-J will share infor-mation with other command and control systemsto contribute to the CCDR’s/JFC’s commonoperational picture. Ultimately, the GCSS-J willprovide near real time command and control of theammunition logistic pipeline from battlefield tosustaining base as a fused picture of combatsupport to the warfighter.

Joint Force Requirements Generator II

Planners use the Joint Force RequirementsGenerator II (JFRG II) (an automated tool) todevelop force structure, tailor force lists, computesustainment, estimate and plan lift requirements,and generate the TPFDD. The JFRG II also actsas a deployable JOPES enabling the planner tocommunicate with JOPES in order to transmit orreceive TPFDD information. The forces andequipment entered in JFRG II are used to developtime-phased Class V(W) requirements. Plans may



be downloaded from JOPES to the JFRG II,modified, and transmitted to other logisticsautomated information systems (LOGAISs).

Logistics Automated InformationSystems and Aviation Logistics

The LOGAISs are utilized by Marine aircraftwing/MALS aviation logistic planners andembarkation representatives while developingTPFDD in support of deliberate and crisis actionplanning. While designing force deployment,planning, and execution plans, Marine aviationlogistic planners utilize data derived from theSupport Equipment Resources ManagementInformation System and the Shipboard UniformAutomated Data Processing System databases inorder to develop TPFDD in support of deliberateand crisis action planning.

CLASS V SOURCING

Sourcing of Class V materiel (the function ofidentifying assets by Department of Defenseidentification code [DODIC], location, quantity,and mode of shipment for movement) to supportwarfighting requirements differs between groundammunition and aviation ordnance. While themechanisms are generally the same, the sourcesof supply are not.

The Marine Corps war reserve support is desig-nated as either war reserve material stocks force-held (WRMSF) or war reserve materiel stocks in-stores (WRMSI). The WRMSF assets areprepositioned or regionally controlled by ope-rating forces such as landing force operationalreserve material (LFORM), maritime preposi-tioning forces (MPFs), and HN/NATO [NorthAtlantic Treaty Organization] storage activitiesand other available Marine Corps theater stocks toincrease accessibility. The WRMSI stocks are heldat wholesale depots, which are managed by theService ICP.

War Reserve Positioning

A significant portion of Marine Corps-ownedammunition is held in Joint Munitions Com-mand (JMC)-managed depot(s) and, to a lesserextent, Navy activities. The Navy also stores aportion of its inventory in JMC-managed facilities.The bulk of Class V(W) sustainment/WRMSIwill be sourced from these wholesale level depots.

Unlike Marine Corps ground ammunition, asubstantial portion of Class V(A) used by Marineaviation is embarked in amphibious and strikeforce vessels as mission load allowance (MLA),on CLF shipping as replenishment stocks, atnaval weapons stations, and on MPS. A smallpercentage of Class V(A) aviation ordnance isalso held in HN facilities as geoprepositionedstocks. The Army JMC is subordinate to theArmy Material Command and performs logisticfunctions, as agreed upon with the single managerfor conventional ammunition (SMCA). The JMCis a field operating activity that supports theSMCA executor and the Military Services. Assuch, the JMC is responsible for providingstorage, physical security, basic housekeeping,and depot offloading for the Military Services.The PEO Ammo is designated as the executor forthe SMCA.

Class V(W) Sourcing

During crisis, conflict, or wartime, a crisisresponse cell (CRC) is activated at PM Ammo,MARCORSYSCOM. Once requirements aredetermined and consolidated, the MARFOR/MEFwill source the allocated WRMSF. Initial sourcingshortfalls are based on validated requirements,minus available WRMSF and other theater stocks,and forwarded to PM Ammo for sourcing fromWRMSI. Figure 4-1, on page 4-5, illustrates thisconcept. Additional information on managementand withdrawal of WRMSF and WRMSI stockscan be found in MCO P4400.39H, War ReserveMateriel Policy Manual.

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Items that are not supportable from the MarineCorps worldwide inventory are considered un-sourced requirements. Unsourced requirementsshould be identified in the TPFDD as shortfalls inorder to plan movement at a later date if assetsbecome available.

The PM Ammo will attempt to negotiate whole-sale cross-leveling actions prior to procuringadditional assets. Additional assets are procuredonly if funding and industrial capacity exists tofacilitate production of new material. It should benoted that lead times for procurement of ammuni-tion can be in the range of 12 to 36 months,depending on the item.

Class V(A) Sourcing

During crisis, conflict, or wartime, a CRC isactivated at NOLSC, reporting directly to theCNO (N411). The purpose of the CRC is tofacilitate timely sourcing, distribution, andaccurate expenditure reporting of naval ordnance.While crisis action planning is conducted usingthe same fundamental methods as deliberateplanning, requisitions in support of the crisis areimmediately processed and sourced. I f arequisition cannot be filled, the CRC willidentify shortfalls and provide alternatives tothe CNO (N411) and DC for Aviation, AviationLogistics Support Branch. Sourcing decisionswill be made by the CNO (N3/N5), DC forAviation, and the logistics directorate of a jointstaff (J-4) as appropriate in consultation withsupported and/or supporting CCDRs and/orJFCs and Navy components.

In order to meet sourcing needs in a crisis, theCRC reviews the MUREP that is submitted bythe Navy component in theater, as required byCJCSM 3150.14B, Joint Reporting Structure—Logistics. The MUREP identifies critical shortfallsin theater. The CRC/CNO (N411) staff developsthe MUREP and forwards it to J-4. The CRCutilizes the MUREP to expedite production forcritical items, as well as to resolve ordnanceallocation issues to mitigate identified shortfalls.

TRANSPORTATION PLANNING

The JMC’s joint munitions transportation coordi-nating activity (JMTCA) analyzes the combinedmunitions requirements of the Services. The JMCcompares the daily offload requirements that areidentified in the plan to the Service, depot-levelassets; the daily offloading capacity of the depots;the capacities of the road and rail networks thatare to reach the assigned POEs; and the availableport throughput capacity. The JMTCA ensuresthat the amount planned for shipment does notexceed the ability to load and ship at any point.The JMTCA works closely with the Services andthe supported CCDRs/JFCs.

The United States Transportation Command(USTRANSCOM) is the distribution processowner for the DOD. The JMTCA works closelywith USTRANSCOM, as the lift provider, andits components (Air Mobility Command [AMC],Military Sealift Command [MSC], and MilitarySurface Deployment and Distribution Com-mand [SDDC]) to ensure proper transport priori-tization and port utilization occurs.

After all Class V requirements have been sourcedand the remaining unsourced requirements areidentified, the data are converted into unit linenumbers and entered into JFRG II. When com-pleted and reviewed, the JFRG II data file is pro-vided to the component commander so that it canbe loaded into JOPES as input to the TPFDD.

TIME-PHASED FORCEAND DEPLOYMENT DATA

The TPFDD is a planning database used toidentify, organize, plan, and schedule themovement of forces, equipment, and materielrequired to support the CCDR/JFC. With specificregard to Class V materiel, the TPFDD depictsthe gross tonnages of Class V that must be



moved, when the material must be at the POE,and when it must arrive in theater to meet theCCDR’s/JFC’s requirements.

At progressively greater levels of detail, plannersand the operating forces can identify specific

Class V requirements by individual DODIC/navalammunition logistics code; identify when thematerial is scheduled to arrive; the quantity beingmoved; and piece detail such as height, weight,cube, number of pallets or containers. Thetransportation agencies and the depots use this

Figure 4-1. Class V(W) Sourcing and Transportation Planning Process.

MARFOR:Identity requirements

shortfalls to PM Ammo

PM Ammo:Source shortfalls against

wholesale and retail inventory

Wholesale Marine Corpsassets at JMC facilities

Wholesale and retail assets atNavy and Marine Corps activities

JMC Item Manager:Conduct workload

analysis for all activities

JMTCA:Conduct transportation analysis

Result:Transportation data

Result:Transportation data

PM Ammo (Plans and Execution Team)Build Unit line number data in JERG II,

pass to MARFOR for JOPES insert

USTRANSCOM:Conduct full transportation feasibility study

MARFOR:Submit refined TPFDDto CCDRs for validation

CCDR/USTRANSCOM:Validate and allocate lift for TPFDD

Movement phase begins. . .

ULN unit line number

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information to contract for laborers, trucks,containers, railcars, ships, and blocking/bracingmaterials that are used to prepare ammunitionfor movement.

Class V planners should refer to CJCSM 3122.02C,Volume III for additional details on TPFDDdevelopment and maintenance. Planners mustcontinuously refine the TPFDD throughout thedeployment process in order to reflect currentinformation and monitor the status of forceflow execution.

See MCWP 5-11.1, MAGTF Aviation Planning,for detailed information regarding the processes,functions, and responsibilities associated withdeveloping the TPFDD with respect to aviationlogistics and the use of JFRG II/LOGAIS insupport of aviation logistic force deployment,planning, and execution.

The TPFDD is the GCCS portion of an opera-tion plan that contains time-phased force data,nonunit related cargo and personnel data, andmovement data, and it includes the following:

Units that are in-place. Units (identified by priority) that will bedeployed in support of the operation plan,which indicates the desired sequence of arrivalat the ports of debarkation (PODs). The routing of deploying forces and movementdata.Estimates of nonunit related cargo andpersonnel movements that will be conductedconcurrently. Estimates of transportation requirements thatmust be fulfilled by common-user lift resources.Requirements that can be fulfilled by organicor assigned transportation resources.

Validation

The Services’ transportation requirements areva l ida ted dur ing the TPFDD fo rces andtransportation feasibility conferences during both

the de l ibera te p l anning p rocess and therefinement planning conferences. Requirementsare normally adjusted during the refinementconferences due to changes in the availability ofplanned forces, force closure timelines, orupdated threat or branch plan execution. TheCCDR uses the appropr iate annex of theoperation plan to establish the commander’sintent for support and sustainment of theammunition requirements.

Reports

Knowledge of the kinds of data in the TPFDDand how the data can be packaged in standardor ad hoc reports is critical in order to verifyand validate a unit’s movement requirements.Three reports that are commonly used are thesummary of forces and deployment data workingpaper (F11D); the time-phased transportationrequirements working paper (F11E-TON[TN]and F11E-SQUARE[SQ]), and the cargo detailworking paper report (F11W). Additional detailsabout these reports can be found in Marine CorpReference Publication 4-11.3G, Unit Embar-kation Handbook.

Flow Initiation Class V(W)

Upon plan activation, the MARFOR will submitTPFDD unit line numbers for ammunitionthrough the JOPES to the combatant/joint forcecommander. These lift requirements will bevalidated by USTRANSCOM. United StatesTrasnportation Command will assign lift for iden-tified requirements and forward this informationback to the MARFOR via the JOPES. On valid-ation by USTRANSCOM, the MARFOR willsubmit a request to PM Ammo (for Class V[W])or ASL-30 (Aviation Ordnance) (for Class V[A])to activate movement requests by the JMC forassets that are stored in single manager depots. Asample of this request can be found in the currentedition of MCO P4400.39H.



Planned Class VSustainment Flow Notification

As the TPFDD is activated and the movementphase begins, notification of the current status ofthe Class V movements is critical to situationalawareness. The focal points for informationreceipt and dissemination as follows:

PM Ammo provides all TPFDD movementstatus reports for Class V(W) such as depot

offload reports and port loading and shipmentstatus reports to the MARFOR. NOLSC provides Class V(A) movement notifi-cations to the MARFOR and other agencies. MARFOR provides theater logistic agencieswith updates for estimated arrival dates ofplanned Class V sustainment and force-heldassets such as LFORM and MPF. This allowscoordination of transportation and storagerequirements at the destination as part of over-all planning efforts.


CHAPTER 5MOVEMENT, MOBILITY, AND

DEPLOYMENT OF CLASS V MATERIEL

A central concept in the national military stra-tegy is strategic mobility. Strategic mobilityincludes the ability of the United States ArmedForces to deploy expeditionary forces, and theirsupplies and equipment, to any region in theworld and sustain them for the full range ofmilitary operations.

Marine Corps forces maintain strategic mobilitythrough the forward deployment of combinedarms capabilities (conventional forces in the formof MAGTFs), the prepositioning of equipmentand supplies aboard ships at sea and at geoprepo-sitioning sites (e.g., MCPP-N [Marine CorpsPrepositioned Program-Norway]), and the rapiddeployability of units by sea and air.

Deployment encompasses all activities from ori-gin or home station through destination, specifi-cally including intra-CONUS, intertheater, andintratheater movement legs, staging, and holdingareas. While the definition is simple, executingdeployment of a large force and its accompanyingsupplies and equipment, to include the requiredClass V materiel, is a complex undertaking. Thischapter discusses the activities of Class V supportfor the deployment of forces such as air contin-gency MAGTF, MPF Marine expeditionary bri-gade (MEB), additional MAGTF/follow-onforces and sustainment, with the exception ofMarine expeditionary units (MEUs). Due to theirunique character, MEUs warrant a separate dis-cussion, which can be found in chapter 8.

Agencies involved in the processes discussed inchapter 4 for Class V materiel support planningare the same agencies responsible for the move-ment, mobility, and deployment of expeditionaryforces and their supplies.

TRANSPORTATION FUNDING

Costs of containerization and movement of ClassV assets from the depots to their final destinationare Service-funded. Strategic ammunition move-ment demands levied by the Services mustcontain a transportation accounting code or beaccompanied by a DOD Form 448, MilitaryInterdepartmental Purchase Request.

TRANSPORTATIONAND ASSET TRACKING

Tracking containers involves the use of RFIDtags placed on all International Organization forStandardization (ISO) containers, 463L air pal-lets, and palletized ammunition shipments thatare being shipped outside the continental UnitedStates (OCONUS). Each container must haveactive RFID tags on them written with contentlevel data. Tags will be applied at the point of ori-gin. All activities, including vendors that fill thecontainers or build the air pallets, will apply thetags in accordance with the current DOD RFIDtag data specifications contained in DOD Direc-tive (DODD )4140.1-R, DOD Supply ChainMateriel Management Regulation; DefenseTransportation Regulation 4500.9-R, Part II,Cargo Movement; and Military Standard-129P,Standard Practice, Military Marking for Ship-ment and Storage. Containers and pallets thathave been reconfigured during transit must havetheir RFID tag data updated to accurately reflectthe containers current contents by the organiza-tion making the change. The RFID tags are notauthorized for use with Class V(A) ammunition.

5-2 ____________________________________________________________________________________________________ MCWP 4-11.9


ORGANIZATIONSSUPPORTING MOVEMENT OF CLASS V

Class V ammunition represents the single largestcommodity requiring movement to sustain theforce. Movement planning and execution requiresthe concerted efforts of a number of organizations.

United States Transportation Command

The USTRANSCOM is one of the nine unifiedcommands and is responsible for providingmobility and transportation services for DODcomponents and agencies. The USTRANSCOMis also designated as the distribution processowner, positioning USTRANSCOM as the singleexecutive agency with management oversight ofthe end-to-end distribution process: from factoryto foxhole.

Air Mobility Command

The AMC is the Air Force component ofUSTRANSCOM and provides the long-haul stra-tegic airlift that is required by the CCDRs/JFCs.The AMC uses a fleet of aircraft to meet thisrequirement. In times of extreme national need,USTRANSCOM may contract for the services ofspecific aircraft that is owned by a US entity orcitizen. This program is known as the civilreserve air fleet. The level of support requestedby DOD dictates the number of heavy lift civil-ian aircraft that are pressed into service for trans-port of troops and supplies.

Military Sealift Command

The MSC i s t he Navy componen t ofUSTRANSCOM and provides a variety of ReadyReserve, prepositioning, and commercial shippingfor movement of DOD equipment and supplies.

Prepositioning Ships

The successful deployment of US military forcesdepends on the ability to act quickly. The MSC’s

prepositioning ships provide for a fast responseby US forces anywhere in the world. The Prepo-sitioning Program has strategically located shipsladen with military equipment and supplies forthe Army, Marine Corps, Navy, and Air Force.

The MSC prepositioning ships are specificallydesigned for transporting Marine Corps suppliesand equipment. The MPS are divided into threesquadrons. Each squadron carries a preponder-ance of the material and equipment that isrequired to support a notional, brigade-sizedMAGTF for up to 30 days.

Sealift Ships

The Sealift Program is responsible for a fleet ofchartered tankers and dry cargo ships that moveDOD cargo during peacetime and war. Inaddition, the program oversees the MSC’sactivation and operation of the other ships that aremaintained in reserve including 8 fast sealiftships; 11 large, medium-speed roll-on/roll-offships in the MSC’s surge force; and 62 ReadyReserve Force (RRF) ships that are maintained bythe US Maritime Administration.

The RRF is a fleet of 62 reserve ships that aremaintained and crewed by the US MaritimeAdministration. When activated, RRF shipscome under the operational control of the MSC.The RRF includes government-owned tankers,crane ships, roll-on/roll-off ships, lighter aboardships, modular cargo delivery system ships,heavy lift ships, and one troop ship for surgesealift requirements.

Military SurfaceDeployment and Distribution Command

Th e SDD C i s t he Army component ofUSTRANSCOM that provides global surface dis-tribution management and services in order tomeet national security objectives in peace andwar. The SDDC is a joint-Service, major Armycommand and the surface transportation compo-nent of USTRANSCOM.



Joint Munitions Command

Marine Corps interest in the JMC is related to itsfunctions as the field operating activity for theDOD. It is charged with producing, storing,maintaining, and demilitarizing common conven-tional ammunition for all Military Services.

Marine Corps ammunition is primarily stored inthe JMC’s Tier I depots. The JMC maintainsthree levels of installations. Tier I activities arefully staffed and support munitions storage andissue for training and war reserve materiel, Tier IIactivities are partially staffed in peacetime andare used for long-term storage, and the single TierIII activity is minimally staffed and is used forstorage of the DOD excess munitions. Factorsconsidered in ranking the installations were thecapabilities to offload, inspect and test, ship,store, maintain, and demilitarize ammunition; thecosts of operations; and the location relative tothe training sites and ports.

Tier I facilities store ammunition for training andthe first 30 days of war reserve ammunition. Thefollowing are Tier I ammunition facilities.

East—Blue Grass Army Depot, KY. East—Crane Army Ammunition Activity, IN.Central—McAlester Army Ammunition Plant,OK. West—Tooele Army Depot, UT.

Joint MunitionsTransportation Coordinating Activity

The JMTCA serves as the joint Service focalpoint for export munitions ship planning, coordi-nation, and execution actions for those munitionsthat are moving aboard common user sealift. TheJMTCA, under command and control of CG,JMC, consolidates all of the Services munitionsrequirements into effective and efficient move-ment plans that are designed to provide the jointammunition community’s decisionmakers withadvanced shipment planning visibility.

Naval Operational Logistics Support Center

The NOLSC, headquartered in Mechanicsburg,PA, combines the functions of naval petroleum,transportation, and ammunition to provide a com-prehensive operational logistic support command.The NOLSC provides the requisite Class V(A)support to Marine aviation, in concert with sup-port provided to Navy component commandersand the CCDRs/JFCs.

The Naval Operational Logistics Support CenterAmmunit ion (NOLSC AMMO) serves asNAVSUPSYSCOM’s ordnance ICP and logisticsupport provider for all activities in the Navy andMarine Corps (aviation) that manage conven-tional ordnance. The NOLSC AMMO develops,implements, and administers the naval ordnancestockpile management policy.

As discussed in chapter 2, the current Navy,Marine Corps, and Coast Guard ordnance inven-tory management systems are evolving into thecomprehensive OIS that provides critical nearreal-time worldwide visibility. The OIS willimprove and simplify the functions of day-to-dayordnance inventory management.

MODES OF SHIPMENT

Two modes of strategic transportation are used tomove ammunition: air movement and surfacemovement (rail, truck, or ships are modes ofsurface movement). Air movements are generallymore time-sensitive than surface movements andfar more constrained. In general, while movingammunition from CONUS depots to OCONUS,primary and secondary modes of transportationwill be used. Primary modes generally consist ofmovement by ship or air, considering that theynormally make up the preponderance of trans-portation. Secondary modes usually includemovement by commercial truck or rail from

5-4 ____________________________________________________________________________________________________ MCWP 4-11.9


CONUS depots to the aerial port or seaport ofembarkation. When planning and executingmunitions distribution, each mode of shipmentmust be considered.

Airlift

Airlift, as a rule, is seldom used for ammunitionmovement except to expedite delivery of criticalshortfalls. In any case, the most common airmovements consist of channel air (via AMC orService aircraft) or intertheater airlift (via AMCor AMC-contract aircraft), including contractedcarriers. Space and weight limitations have moreof a direct affect on air movements than with seamovements that utilize the containerized ammu-nition distribution system.

Strategic Airlift

Strategic airlift flights are considered dedicatedlift, they do not require clearance for explosivesholding areas and are not required to be clearedby the airlift clearance authority. Typically, atleast 15 short tons must be moved in order toqualify the movement for strategic airlift.

Channel Lift

Channel lift for munitions differs from strategicairlift in the sense that items are shipped on aspace available basis according to priority. Allmunitions awaiting transportation via channel liftmust be coordinated between the Service airliftclearance authority, the JMTCA, and the aerialport of embarkation.

Ship Movement

Containerized ammunition distribution using20-foot ISO containers is the preferred method ofmovement for Class V materials via ship since itfacilitates the ease of handling and maximizesspace utilization aboard ship.

Surface Movement

Unless a break-bulk requirement exists in supportof surface movement or amphibious operations,20-foot ISO containers will be the sole movementmechanism for Class V. Break-bulk cargo,consisting of individual palletized loads, is theleast preferred method because handling timesand costs are greatly increased at each trans-portation node.

STRATEGIC AMMUNITION PORTS

There are three ports that have been designated byUSTRANSCOM as strategic ammunition ports tobe used during contingencies. They are theMilitary Ocean Terminal Sunny Point, NC; theMilitary Ocean Terminal Concord, CA; and theNavy Munitions Command, Detachment IndianIsland, WA.

Military Ocean Terminal, Sunny Point

The Military Ocean Terminal, Sunny Point isoperated by the 597th Transportation Group andis the only designated East Coast port for strate-gic movement of ammunition.

Military Ocean Terminal, Concord

The Military Ocean Terminal, Concord is one oftwo West Coast ports operated by the 834thTransportation Battalion and is currently in areduced operating status. The Military Ocean Ter-minal, Concord is not used for routine generalcargo movement; instead, it is maintained inreduced operating status and exercised on a lim-ited basis to maintain readiness.

Navy Munitions Command,Detachment Indian Island

The Navy Munitions Command, DetachmentIndian Island is expected to be available for joint



transportation operations following Navy shipoffload. It is capable of supporting simultaneousbreak-bulk and container loading operations.

ADDITIONAL AMMUNITIONSPORTS (NONSTRATEGIC)

The following port activities have limited capacityfor Class V operations.

Navy Munitions Command,Detachment Charleston

The Navy Munitions Command, DetachmentCharleston, SC is used as the throughput port forthe Army’s prepositioned assets and as the

maintenance location for Marine Corps pre-positioned ammunition.

Navy Munitions Command, Detachment Earle

The Navy Munitions Command, DetachmentEarle, NJ is capable of both break-bulk andlimited container handling using portable cranes.Some of the MEU LFORM ammunition isloaded here.

Blount Island Terminal, Jacksonville

The Blount Island Terminal, Jacksonville, FL isoperated by the Marine Corps Blount Island Com-mand. It is used predominantly in support ofMPS, but can also be used for ammunition move-ment during contingencies.


CHAPTER 6AMMUNITION/AVIATION ORDNANCE OPERATIONS

This chapter provides a broad understanding ofammunition and aviation ordnance operations.

When deploying a MEF-sized MAGTF, person-nel are generally flown to the destination withtheir personal equipment and a limited amount ofsupplies to sustain themselves for a few daysuntil they marry up with prepositioned suppliesand equipment embarked on MPS.

RECEPTION AND STAGING

When ammunition shipments arrive in the area ofresponsibility at the various PODs, they havecompleted the travel that is specified in theTPFDD. Once in theater, the assets are effec-tively under the control of the CCDR/JFC. In theearly stages of the campaign, it may be theresponsibility of Service components to conducttheir own offload and staging operations until astructured theater capability has matured toassume general responsibility for the arriving anddeparting materiel. This is especially true forMPS and other afloat-prepositioned assets thatarrive early in the flow, before theater-level capa-bilities can be activated. Sufficient ammunitionpersonnel and requisite support gear should arrivein-theater prior to the reception and staging ofClass V in order to prepare for ammunition oper-ations such as establishing a FASP.

Naval Expeditionary Logistics Support Force

The Naval Expeditionary Logistics Support Force(NAVELSF) provides expeditionary logisticcapabilities to CCDR/JFC, combining active dutyand mobilization ready Navy Reserve forces. TheNAVELSF also provides logistic support duringemergent task force missions, stability operations,and humanitarian aid and disaster relief operations.

The NAVELSF consists of Navy cargo-handlingbattalions (NCHBs), Navy air cargo handlingbattalion, Navy supply support battalions, Navyordnance reporting and handling battalion, andNavy expeditionary logistics response cell.

The NAVELSF battalions that are of interest tothe Marine Corps for deployed operations are theNCHB and the Navy ordnance reporting andhandling battalion, and specifically their involve-ment during Class V operations at the POD/POEand related RSOI operations.

Navy Cargo Handling Battalion

The NCHBs load and offload all classes of cargoexcept for bulk petroleum. The NCHBs are orga-nized, trained, and equipped to load and offloadNavy and Marine Corps cargo that are carried inMPS, container ships, or aircraft in all environ-ments. This includes the capability to operatetemporary ocean or air cargo terminals.

Naval OrdnanceReporting and Handling Battalion

The Navy ordnance reporting and handlingbattalion provides commanders with expedi-tionary ordnance documentation capability forNavy munitions, including Class V(A) used byMarine Corps aviation. They provide a fullspectrum capability of handling, reporting, andstowage for palletized and containerized ordnanceand ammunition.

Port and Terminal Operations

The SDDC will deploy port and terminal opera-tions capabilities early in the execution phase.These early arrivals, in concert with NAVELSFcomponent units, and components of the MLG

6-2 ____________________________________________________________________________________________________ MCWP 4-11.9


will form the nucleus of initial reception andstaging operations.

Operational Safety Concerns

In the case of Class V, it is important to keep theport area as clear as possible in the event of amishap. Class V materiel should not be allowedto accumulate in the port operations area. Instead,it should be segregated in a separate staging areauntil determinations can be made for its final dis-position. Strict adherence to explosive safetyquantity distance (ESQD) criteria is extremelyimportant to protect these critical stocks in theevent of a mishap. In the early stages of the cam-paign, this will likely remain a Service compo-nent responsibility until theater capabilities canbe established.

ONWARD MOVEMENT AND INTEGRATION

Once the materiel has been identified, the Serviceowner determined, and a final destinationselected, the materiel can be forwarded out of theport area to transient holding for transportation ordirectly on to its destination. Dispersion of allcargoes to their intended destinations, includingClass V, will require use of a significant fractionof the commander’s organic transportation assets,which is augmented by contracted line haul iflocally available. At this stage, the final desti-nation is normally the facilities operated by thesupporting logistics combat elements (LCEs).

Operating in a joint environment may result inthe Marine Corps depending on Army ammuni-tion support activities. The three types of Armyammunition support activities that receive, store,issue, and maintain conventional ammunitionstocks are ASPs, corps storage areas (CSAs), andTSAs. The TSA carries the largest amount ofammunition, followed by the CSA, and then theASP. The TSAs receive 100 percent of its ammu-nition from the POD, whether it is a surface port,aerial port, or logistics-over-the-shore operations.

The ammunition and components received areeither containerized, break-bulk, or a combinationof both. The TSAs normally operate in a perma-nent or semi-permanent storage facility thatenables retrograde operations. However, in acombat environment, the TSA may be relocatedto a field environment where the ammunitionstocks are kept in open storage. The CSAs are theprimary source of high-tonnage Class V ammuni-tion for an Army division, corps, or similar sizedunit. Stockage levels normally range from 10 to15 days during the initial buildup, to 7 to 10 daysfor sustainment operations. The storage environ-ment of the CSA depends on the tactical situa-tion. The ASPs generally maintain a 1- to 3-daysupply of ammunition in order meet routine,surge, and emergency requirements for an Armycorps, division, or similar sized unit. Unlike theTSA and CSA, ASP stocks are most often storedon the ground on unimproved surfaces.

MOVEMENT

The movement of personnel, equipment, and/orsupplies during operations requires an enormousamount of planning and coordination. Resourcesmust be balanced against operational require-ments to determine whether transportationcapabilities are adequate to support and sustainthe operation. Transportation security must alsobe taken into consideration, to include routeselection, sufficient transport assets, communi-cations, security personnel, and sufficient arming.Logistic units must coordinate security with theappropriate supporting units to ensure force pro-tection. Operational risk management proceduresmust be used in evaluating protective measuresnecessary to ensure Class V is exposed to thelowest threat level.

Wartime HN support must be considered duringmovement planning. In many cases, ammunitionmovement requirements exceed the organic capa-bility of the Service component and wartime HNsupport must be utilized.



COMBAT LOGISTIC SUPPORTDURING AMPHIBIOUS OPERATIONS

Combat logistic support during amphibious oper-ations basically involves the process of providinginitial supplies and sustainment for the assaultechelon and assault follow-on echelon as the tran-sition from the sea-based to shore-based opera-tions occur. Each ship participating in offloadoperations requires a well-conceived offload/dis-charge plan to ensure sustainment is available asrequired. The conduct and sequencing of the off-load will, in many cases, be constrained by theavailability of offload systems. At the landingpoints, beach cargo movement will be con-strained by the number and availability of beachoffload points. The RSOI planning is critical forthis stage of landing force operations.

STORAGE

Storage planning, once the notional requirementsare known, is a relatively straightforward matter.In deployed environments, permanent, earth-covered reinforced, concrete magazines are notavailable, and they cannot be readily constructed.Utilization of hardened structures would alsohinder the force’s ability to displace efficiently.

The force must plan for a significant deliberateengineering effort to construct one or moreFASPs. The FASP design does not provide thesafety margins of error that exist in a permanentstorage facility from the risks of propagation byfire or explosion in the event of an accident orenemy action. The FASP uses the guidelines inNaval Sea Systems Command Ordnance Publica-tion (NAVSEA OP) 5, Volume 3, Ammunitionand Explosives Ashore, Advanced Base, providea level of risk that is acceptable, and manageablewhen using the storage and handling principles

described in NAVSEA OP 5, Volume 1, Ammu-nition and Explosives Safety Ashore.

The LCE component will establish the FASP atdesignated sites. For larger forces and theirammunition needs, the footprint of the FASP maybe as large as 2 miles by 1 mile, although terrainor other operational considerations may dictate asmaller area. The following series of figuresdepict the FASP layout, drilling down from theASP to a module, and then down to a cell.

Whether the FASP has one or up to eight storagemodules, the general layout depicted in the fig-ure 6-1 will hold true for the external activitiesthat are collocated with FASP operations.

The sling out area illustrated in figure 6-1, onpage 6-4, requires a 90-foot x 90-foot pad and aminimum of 1,800 feet from other ammunitionstorage. Unserviceable ammunition and capturedenemy ammunition must be segregated at least2,340 feet from other ammunition storage. Thedemolition area must be a minimum of 1,800 feetfrom ammunition storage and 2,340 feet fromany other areas. It is important to note that thesedistances are situationally dependent and drivenby maximum net explosive weight (NEW) val-ues. A smaller FASP may never attain the250,000-pound per cell threshold that is used toestablish the distances depicted in figure 6-1.

Each of the storage modules will be comprised ofone to eight storage cells of varying dimensionsregarding overall length and width. However, thecritical dimensions for both the outer modulewalls and the individual cell walls within are the24-foot base and 12- to 15-foot berm height,depending on the native soil or other amendingconstruction materials. These two-dimensionalcharacteristics are the principal static safetyfeature of the FASP for minimizing risks ofpropagation by explosion. Each cell will be ratedfor 250,000 pounds of NEW. Using the safeseparation distance tables from NAVSEA OP 5,Volume 1, the minimum safe distance for allcollocated operations may be calculated.

6-4 ____________________________________________________________________________________________________ MCWP 4-11.9


Figure 6-2 depicts containerized ammunitionstorage, but can just as easily be adapted to bulkstorage of palletized ammunition once it isremoved from the shipping ISO container. Thereare times when emptied containers become

useable for other, unintended purposes. However,to the maximum extent possible, emptied con-tainers should be staged away from the FASP andmarshalled for retrograde or recovery and reuse.

Figure 6-1. Example for General Layout of the FASP.

DemolitionArea

1800 ft

Sling Out Area

DemolitionArea

1960 ft

1800 ft 2340 ft

Vehicle Holding

Area

ASPOperations

ContainerShuttling

Area

527 ft

1175 ft

SegregationArea

527 ft1175 ft

1800 ft



AVIATION GROUND SUPPORT

Aviation ground support (AGS) consists ofground support functions required (less aircraftsupply, maintenance, and ordnance) for sustainedair operations at forward operating bases and airbases. The AGS directly supports employment

across all functions of Marine aviation. SeeMCWP 3-2, Aviation Operations, for moredetailed information.

The AGS is the critical component that givesMarine aviation its expeditionary capability. TheAGS consists of numerous ground functionalcapabilities that support the MAGTF aviationassets in austere environments. The subject of

Figure 6-2. Sample Layout of a Storage Cell.

Above Ground Barricaded Magazine Layout

12 ft

Each magazine can hold 60, 20-ft ISO containers 30 on each side, 3 deep. Each container is 20 ft long and 8 ft wide. Each above ground magazine is sited for 500,000 lbs NEW.

3 ft

240 ft 3 ft 3 ft

65 ft

6-6 ____________________________________________________________________________________________________ MCWP 4-11.9


general AGS is discussed in great detail inMCWP 3-21.2, Aviation Logistics. The follow-ing paragraphs address Class V interests underthe umbrella of AGS.

Aviation Logistic Support

In addition to the AGS, the ACE will requireaviation logistic support in order to operate ashore.The MALS and the MAGTF LCE provideaviation logistic support capabilities to the ACE.The MALS provides logistic support, whichincludes aviation supply and maintenance supportfor the aircraft, aviation support equipment, andaviation armament and ordnance equipment.Refer to MCWP 3-2 for more information on therole of a MALS in support of Marine aviation. TheMAGTF LCE provides logistic support to theMarine wing support squadron (MWSS) asrequired. The MWSS determines, requests, andcoordinates logistic support from the LCE, as de-scribed in MCWP 4-11, Tactical Level Logistics.

Forward Arming and Refueling Points

The FARP’s mission is to provide fuel and ord-nance that are necessary for highly mobile andflexible helicopter and fixed-wing operations.The size of the FARP varies with the mission andthe number of aircraft that require service. Nor-mally, FARPs are temporary, transient facilitiesestablished for a specific duration and mission.The scope of flight operations in the FARP areashould include, but not be limited to, individualaircraft, sections, or divisions of aircraft requiringordnance and refueling.

The objective of a FARP is to minimize responsetime and decrease turnaround time in support ofsustained operations. Achieving these objectivesinvolves minimizing flight time to and from theFARP and reducing the refueling time and therearming time within the FARP. Fueling andarming of assault support aircraft can be accom-plished in about 20 to 30 minutes, while process-ing an attack aircraft may take up to 45 to 50minutes. In both instances, fueling takes 10 to 15

minutes and ordnance uploading takes up theremainder of the time. The overriding factor inestimating FARP processing time revolvesaround ordnance requirements. Processing timesdepend on environmental factors, aircraft arma-ment, and support personnel proficiency. TheFARP operations should be considered aviationoperations, while FARP planning, coordination,and executions are logistic responsibilities of therequesting unit.

The FARPs are not exclusively AGS operations.Other elements of the ACE may also be present,such as Marine wing communications squadron,Marine air traffic control mobile team, low alti-tude air defense, MALS, or Marine aircraft groupor squadron assets.

The knowledge and experience in logistics, air-craft refueling, and security resident in the MWSSmake it the ideal source for providing personnelwho will become the second in command of theFARP. The FARP officer in charge deconflictsrequirements and interacts with various agenciesoutside of the FARP such as Marine tactical aircommand center, direct air support center, lowaltitude air defense, and pilots, while the MWSSrepresentative manages and supervises the activi-ties internal to the FARP. Refer to Naval Air Sys-tems Command Manual 00-80T-109, AircraftRefueling Naval Air Training and Operating Pro-cedures Standardization Manual, for detailsregarding FARP operations. The notional FARPorganization is detailed in figure 6-3.

Security

Physical security and force protection activitiesare important components of the FASP and theFARP operations. Terrain, operational condi-tions, and threat assessment will dictate the secu-rity provisions that are required. It could,however, range from a simple guard post andperimeter security, to a full-blown defense indepth with guard posts, guard towers, securitylighting, and even active patrolling. Munitionsand fuels are the commodities most susceptible to



interdiction by enemy action with potentially cat-astrophic results; of the two, munitions are themost difficult to reconstitute.

DISTRIBUTION

Distribution of materiel to the supported units is asingularly difficult task, whether distributing theassets from a central distribution point or makingdirect deliveries to the supported units. The gen-eral support ammunition company of the MLG is

tasked and organized to operate two separatedirect support ammunition platoons providingsupply point distribution to the supported unitswith organic transportation and conductingmobile combat support operations to the sup-ported units without organic transportation. Thegeneral support ammunition company may beaugmented with aviation ordnance personnelwhen providing general support to ACE units.The MALS provides general support/direct sup-port to its parent Marine aircraft group andassigned squadrons, and, on order, establishesand operates the FARP.

DASC/Marine TACC

FARP OIC/Air Boss(from requesting unit)

MWSSDetachment

MACGDetachment

MALSDetachment

SecurityForce

Fuels

ARFF

EOD

MMT

Comm

LAAD

Ordnance

Maintenance

ARFF air rescue fire fighterComm communicationsDASC direct air support centerEOD explosive ordnance disposalLAAD low altitude air defenseMACG Marine Air Control GroupMMT military movement teamOIC officer in chargeTACC tactical air command center

Figure 6-3. Notional FARP Organization.

6-8 ____________________________________________________________________________________________________ MCWP 4-11.9


Distribution Methods

The two distribution methods are supply pointdistribution and unit distribution.

Supply Point Distribution

The supply point distribution method is employedwhen the supported units are issued supplies froma central point such as a depot, airhead, naviga-tion head, railhead, or a logistic train site, andthen the supported unit moves the supplies usingorganic transportation.

Unit Distribution

The unit distribution method is employed whensupplies are delivered directly to the supportedunits and the supporting unit provides transporta-tion. The supported unit is then responsible forinternal distribution. The supported unit gener-ally establishes a basic load ammunition holdingarea. These are areas in which a unit can holdtheir assets for immediate internal distribution tosupport unit operation. The area can be used as aholding area for critical munitions, Security RisksCategory 1 and 2 items, and assets above thebasic load that can be supported by the unit’sorganic transportation assets. Supported unitsusually prefer the unit distribution method. How-ever, the MAGTF seldom has enough transporta-tion assets to permit unit distribution to allsupported organizations.

Distribution Method Considerations

The MAGTF commander usually determines thedistribution method used. When supply point dis-tribution is used, care must be taken not to restrictoperations for units with limited organic transpor-tation. When the MAGTF commander selectsunit distribution, the LCE/ACE commander mustdevelop a transportation network from the sup-ported organization to the rear supply area thatdoes not generate equipment shortages in rearareas. In practice, the limited transportation assetswill compel the MAGTF commander to use acombination of supply point and unit distribution.

THE MUNITIONS REPORT

The MUREP, when activated by the CCDR/JFCor the joint staff, will be utilized to report the sta-tus of Class V from every organization in thechain of command. Each major subordinate com-mand will consolidate the MUREP data fromtheir subordinate units and forward that consoli-dated report to higher headquarters. The MUREPreports requirements, receipts, projected deliver-ies, expenditures, and asset posture in quantifi-able terms. This allows the CCDR and/or jointstaff to measure available Class V inventoriesagainst requirements in order to assess warfight-ing endurance and assist logistical decisionmak-ing. The MUREPs are required once daily viamessage, or any other practical method, unlessotherwise dictated in local battle rhythms.

SUSTAINMENT AND RESUPPLY

The MAGTF Class V sustainment includesaccompanying supplies and resupply. Accom-panying supplies are an integral part of theMAGTF logistic load in virtually all situations.Operational factors and/or supply availability mayrequire readjusting accompanying and resupplybalances. The minimum baseline of accom-panying supplies for a MEF-sized MAGTF ishistorically 30 days. The availability of aviationordnance and ground ammunition fluctuates andis theater dependent.

Class V Resupply

Resupply must be planned for and scheduled priorto expending accompanying supplies and to con-tinue through the entire period as established bythe supported theater CCDR’s/JFC’s guidance.

Accompanying supplies are a combination ofsupplies aboard the MPS, supplies accompanyingthe amphibious forces, and additional itemsshipped from CONUS or key locations aroundthe world. The Marine Corps logistic system is



designed to support most general MAGTFrequirements from on-hand supplies through theLCE as depicted in figure 6-4, on page 6-10. TheNavy supply system provides aviation-peculiarsupport through the MALS. External support maybe provided to meet the MAGTF requirements.Wartime HN support and inter-Service supportagreements may also be established.

Theater-Level Class V General Support

To provide operational-level support, the MarineCorps component commander may establish aMarine logistics command (MLC). The MLC isresponsible for establishing the theater supportstructure to facilitate arrival, assembly, and RSOIoperations. In addition, the MLC could provideoperational logistic support to Marine Corpsforces as the Marine component commander’soperational level logistic agency in theater.

Normally, the MLC mission is assigned to aspecific MLG. Additional resources may also beassigned—based on the operational situation,thea ter geography, and inf ras t ruc turerequirements—to the MLG for the conduct oftheater-support logistic operations.

CLASS V(A) SUSTAINMENT

Class V(A) sustainment is based on combatexpenditures of the ACE’s generated munitionsrequirements . Ordnance personnel in theCCDR’s/JFC’s area of responsibility and theNOLSC AMMO monitor the expenditures andsubmit requisitions for resupply based on the on-hand balance of the requirements or new missiontasking for the ACE.

Sustainment Planning

During deliberate planning, each Service’scalculation of the operation plans munitionsrequirements are sourced and entered into theJOPES by the respective Service component

under the CCDR/JFC that is responsible for eachmajor operation and campaign that is defined inDODI 3000.4.

The Navy fleet commanders, as logistic agents fornaval forces, should conduct, in coordination withthe MARFOR, periodic assessments of the CCDRand/or JFC requirements in support of major oper-ations and campaigns, small-scale contingencies,and current operations/forward presence require-ments. These assessments compare Class Vrequirements against inventories and serve as thebasis for sourcing ammunition and TPFDD plan-ning and execution.

Supply Rates

Commanders must carefully monitor the pro-jected requirements and the available inventorycompared to actual expenditures in order toensure that any potential support shortfalls areidentified in a timely manner. In the event that in-theater assets are insufficient to support require-ments, the component commander must deter-mine the best course of action, which mayinclude constrained supply rates.

CLASS V EXTERNAL SUPPORT

Even though “arming the force” is a Serviceresponsibility, circumstances may create the needfor giving or receiving external support. By uti-lizing common-user logistics, the CCDR/JFCmay produce significant economy of force inequipment, personnel, and supplies. The costsand benefits of this action must be weighed care-fully against the overall plan, logistics, and inven-tory constraints.

Common Item Support

Common item support is a CCDR-designatedinter-Service support agreement or directiveauthority for logistics, tasking one Servicecomponent to provide materiel and/or services

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(such as classes V & VIII [Graves Registration])and line haul. In the context of Class V, theresponsibility for providing CIS, when appro-priate, is generally assigned based on the “pre-dominant user” concept. In practice, this arrange-ment can work well for Class V(W) ground

ammunition because of the significant com-monality between Marine Corps and Armyweapons systems, and it can work reasonablywell for rotary-wing attack aviation. Dependingon the scenario, CIS may also be directed forClass V(A). Regardless of which Service is

CLC

CLC

CLC

CLC

Physical replenishment/evacuation/operational flowsOption based on METT-T and location

TSCASG

MLC

CLB

CLB

(GS MEF)

ESBESB

ESB

CLB

CLB

CLB

(DS GCE)

CLC

(DS ACE)

CLC

CLC

TSG

(DS MHG)

CLC

CLB combat logistics battalionCLC combat logistics companyDS direct supportESB engineer support battalionGS general supportMETT-T mission, enemy, terrain, troops available-time availableMHG MEF headquarters groupTSG theater support group

Figure 6-4. Notional Logistical combat Support Concept of Operations.



considered to be the dominant user, CIS mustnever be considered as an avenue to circumventService-level logistic responsibilities.

Cross-Service Support

Cross-Service support is appropriate when DODprocedures for CIS or inter-Service supportagreements already exist. The CCDRs/JFCshave directive authority for logistics by whichthey may authorize cross-Service support withintheir theater.

Coalition, bilateral, and/or HN support agree-ments authorize specified support across nationallines. The component commanders coordinaterequests for cross-Service or cross-nationallogistic support.

Common Item Support Versus Cross-Leveling

Common item support and cross-leveling areboth functions of cross-servicing by one Servicecomponent command in support of another forwhich reimbursement is required from theService receiving support. However, CIS andcross-leveling are not synonymous.

Cross-leveling is conducted to mitigate the effectsof local inventory imbalances, to support immedi-ate operational necessity, and to reduce the risk of

depleting ammunition stores. Cross-leveling reim-bursement generally occurs in theater.

Common item support is accomplished to reduceredundancy and identify a single source providerfor specific services and material in a designatedarea of operations. Common item support reim-bursement occurs at the Service level.

Class V(A) and Common Item Support

Since Class V(A) aviation ordnance used by theMarine Corps is owned, managed, and procuredby the Navy, CIS exists by default. Once initialand sustaining supplies of Class V(A) have beenexhausted, the Navy component commander mayproportionally reallocate theater naval assets untilresupply can be achieved.

Additionally, where appropriate, CIS can be insti-tuted between Army, Navy, Marine Corps, or AirForce components or coalition forces dependingon aircraft compatibility with the availableordnance and the mission to be flown. However,the potential availability of CIS for Class V atsome future point in time does not relieve com-manders of the obligation to plan for their initialand sustaining requirements during the earlystages of a campaign or operation: this remains aService responsibility.


CHAPTER 7RETROGRADE OPERATIONS

Class V retrograde operations are the directed,organized movement to the rear or away from theenemy. Retrograde is complex, requiring detailedplanning and considerable in-theater resources.Retrograde operations are broken down into threeseparate and distinct operations, with differentend objectives: redeployment, reconstitution, andregeneration (R3).

Redeployment is the transfer of Class V inorder to support other operational requirementsor to return it to the home station/depot. Reconstitution is the action taken to restoreunits to a desired level of combat effectivenesscommensurate with mission requirements andavailable resources. In the case of Class V, it isgenerally the restoration of assets to a suitablestate for re-embarkation. Regeneration is the rebuilding of a unit throughlarge-scale replacement of personnel, equip-ment, and supplies. Class V regeneration is acontinuation of the reconstitution effort andinvolves the restoration of prepositioned muni-tions to a suitable state for re-embarkation andreturn to their normal duty station to resumeroutine operations. These activities apply to theMPS supplies and equipment, the LFORM, andthe MLA for the embarked MEU assigned tothe expeditionary strike group.

In most cases, these three functions of retrogradewill often operate concurrently and at multiplelocations. Some locations will process groundammunition or aviation ordnance exclusively.Others will run combined operations, especiallythose that are closest to the consolidation pointssupporting the POE.

GENERAL RETROGRADE PLANNING

Retrograde operations must be included in theinitial planning of every exercise/operation, notwhen the exercise/operation is drawing to a close.Planning and responsibility for retrogradeoperations is a Service component responsibility,in conjunction with theater support agencies ifthey are available, and is based on the missionrequirements and the characteristics of the forceto be supported.

In order to conduct effective retrograde opera-tions, leaders must enforce supply discipline atthe time of issue to the supported units and duringthe initial unpacking. This includes the salvageand maintenance of the packing materials that aregoing to be used in retrograde. Tremendousresources are required in order to restore and re-package ammunition. Besides organic assets,contractor and HN support may be required.

Before R3 operations begin, and while the com-bat operations are still ongoing, logistic plannersmonitor the levels of munitions in the theater.Maintaining situational awareness of munitionlevels in the theater serves multiple purposes;among them, enabling estimation of the packingmaterials that are needed to retrograde munitions.

The majority of R3 operations will frequentlyoccur at the farthest points forward, generallywhere the supported unit has conducted theirturn-in. The R3 operation will become pro-gressively more sophisticated as materiel movesfarther to the rear, through the ASP/FARP andother storage activities, to a theater depot or port,and onward to a CONUS/OCONUS depot orMPF/CLF shipping, as appropriate. To ensure

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compliance with storage and transportation regu-lations, load drawings for the containerization ofClass V items can be found at the JMC DefenseAmmunition Center Web site.

The R3 planning incorporates a vast array of crit-ical issues and concerns. One of the key issuesplanners must address during the initial phases ishow to recover and retrograde ammunition thatremains after the operation or exercise ends. Dur-ing past operations like Operations Desert Shield,Desert Storm, Joint Endeavor, and Iraqi Freedom,significant amounts of munitions were requisi-tioned and issued to the deploying forces. A largepart of these munitions were not expended andthe retrograde stockpile that resulted placed anenormous strain on the ammunition support sys-tems of all the Services.

The R3 plans differ significantly from movementplans that are made before leaving CONUS. Per-sonnel, time, equipment, and materiel becomemore important when the main effort is directedat retrograding and reconstituting personnel andequipment to CONUS and munitions and equip-ment to MPF shipping and other storage sites asquickly as possible. At a minimum, plannersshould consider the following:

Begin planning for Class V-related retrogradeoperations as early in the deployment aspossible. Plan for a retrograde process that promotesconsolidation of Class V materiel at logicalpoints to return to one or more central pro-cessing sites for preparation, loading, andeventual shipping.

OPERATIONAL SAFETY

Safety is a fundamental concern during allammunition logistic operations. The specter ofpreventable noncombat casualties resulting fromimproper handling and repackaging of munitionsis never acceptable. At the conclusion of opera-tions following a major deployment, there is anatural tendency for operational urgency to

diminish. In that state, i t is easy to allowcomplacency to set in. Leaders must enforcesafety discipline during all ammunition opera-tions, including unpacking, restoration, repacking,and retrograde.

CONDITION OF MUNITIONS

For planning purposes, the MARFOR com-mander must consider the following assumptionsabout the condition of munitions under the con-trol of the supported forces:

Munitions have been removed from theoriginal packing and are no longer in pristinecondition. The supported units have not retained packingor packaging materials. All Class V assets will require a serviceabilityinspection, including the assets that are in con-tainers, to ensure that the load is secured prop-erly with blocking and bracing. All of the Class V assets that are removed fromthe containers for storage or issue to thesupported units must undergo formal sen-tencing to assign an appropriate condition codefor the purpose of transportation. The governingdirectives for this process are NAVSUP P-805,Navy and Marine Corps Conventional Ammu-nition Sentencing Receipt, Segregation, Storageand Issue Sentencing, and NAVSUP P-807,Navy and Marine Corps Conventional Ammu-nition Sentencing–Fleet Sentencing, Volume 3.

FUNCTIONAL CONSIDERATIONS

To ensure that all facets of retrograde planningare addressed, all of the retrograde plans shouldinclude the following:

Assign specific responsibilities of theMARFOR headquarters, MLC or LCE, sup-porting ammunition units, and supported units. Establish reporting requirement and capabili-ties for packaging, storing, consolidating, andsecurity.



Obtain and provide empty storage containers,as well as other materials that are needed tobuild and repair pallets and containers. Form retrograde planning cells. Identify special requirements for the classifiedmunitions, munitions assigned ControlledInventory Item Code (CIIC) Categories I and IIor critical sensitive items. Contact the appropriate ICP to request special-ized teams of personnel that will assist in retro-grade planning and operations. Assign responsibilities for recovery of packingmaterials. Prepare for possibly significant disposalefforts. Develop plans that define the expected retro-grade procedures. These plans must identifytasks required to return ammunition to itsoriginal packing configuration or some otherauthorized configuration.

Retrograde Operations

Upon completion of military operations or fieldtraining exercises, the tedious job of collecting,identifying, preparing, repackaging, loading, andshipping the ammunition begins. These taskscommence the redeployment, reconstitution, andregeneration processes and signal the start of themunitions retrograde program within the Class Vcommunity. During retrograde operations, thesupporting ASP/FARP may also continue to pro-vide munitions to residual security forces whilerelocating the excess to the MLC ammunitionstorage area, other designated ASP, or theatersupport activities.

The following factors should be taken into consi-deration before actual retrograde operations begin:

Availability of facilities. Availability of shipping points from thetheater. Availability of HN and logistical support. Availability of qualified Navy and MarineCorps quality assurance (QA) and QE personnel.

During the various stages of buildup and actualconflict, arrangements must be made for therecovery and storage of packing materials. Thesematerials can occupy an extraordinary amount ofspace. They can be backhauled to a central loca-tion or stored in a separate area near the CSA or inany other area having the capability and capacity.

Visibility and Accountability

If the supported unit has not established Class Vvisibility and accountability while in possession ofthe ammunition, then it must be established at theASP/FARP level where assets have been turnedin. This is most particularly true with CIIC I andserial controlled munitions. Accountability prob-lems are exacerbated with the commencement ofhostilities; however, as much as possible, visibil-ity of packing materials must be maintained asdiligently as possible. If this is done succesfully,shortages will be easier to identify and correct.

Segregation and Inspection

At the segregation area, unexpended ammunitionis identified and segregated by type and lot num-ber, checked for nonstandard or hazardous condi-tions, and repacked or palletized and storedconsistent with separation distances required byNAVSEA OP 5, Volume 3. In established the-aters of operation, qualified QA personnel con-duct surveillance activities. These personnelinspect and classify ammunition and its compo-nents during movement, storage, and mainte-nance operations. They also inspect equipment,facilities, and operating procedures. A desig-nated inspector will visually inspect openedammunition containers and determine the ser-viceability of both the ammunition and its con-tainers. Additionally, inspectors must check forcompatibility and ammunition in a hazardouscondition. Added precautions should be takenwhen handling munitions not factory packed;especially depleted uranium. See Technical Bul-letin 9-1300-278, Guidelines for Safe Response to

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Handling, Storage, and Transportation Acci-dents Involving Army Tank Munitions or ArmorWhich Contain Depleted Uranium.

Packaging and Packing Materials

When retrograded munitions reach the desig-nated ASP, they have to be accounted for, cleanedto the extent practicable, reconfigured, repack-aged, inspected, and assigned a condition code.Generally, the packing materials that are used byopposing forces should not be used; munitionscan be misidentified and usually are not of theproper size or quality for US items. However,these materials can be used for retrograde of cap-tured enemy munitions and weapons. Packing andpackaging of these munitions for transportationmust meet or exceed the DOD transportation stan-dards that are required for US munitions. Returnof captured munitions or weapons should be a rig-idly controlled process, with a single authority,and only done when it serves an explicit purpose,such as foreign intelligence collection.

Unserviceable Munitions

During retrograde operations, unserviceablemunitions are typically destroyed in the HNrather than repatriated. The responsible support-ing ammunition unit will request dispositioninstructions before destroying the munitions,unless the munitions are in a hazardous or unsafestate, requiring immediate disposal. Also seeappendix B for additional information regardingenvironmental issues that must be consideredacross the full range of military operations.

Other Considerations

Captured enemy ammunition will follow thesame criteria used for US munitions, it must beaccounted for, stored, guarded, and kept separatefrom US munitions.

If contractor/HN support is to be used for retro-grade operations, it must be negotiated early inthe operation. Contractors must know and fully

understand the scope of work necessary to com-plete the mission. Security personnel shouldthoroughly screen HN personnel to ensure thatthe appropriate clearances are granted.

Safety

During retrograde operations, leaders mustensure safety policies and procedures are care-fully observed. Safety policies and proceduresmust address—

Complacency that accompanies a general sensethat the operation is concluding may causeMarines to become inattentive and careless.The collection of battlefield souvenirs mayinclude unexploded ordnance and should beexplicitly prohibited and rigorously enforced.This sort of preventable transgression presentsextreme unwarranted hazards to personnel,property, and transportation assets. Taking shortcuts to avoid established safetyprocedures may result in serious injury whenprocessing and handling ammunition andexplosives (A/E). Once the ammunition has been properlyinspected, repaired, repackaged, and sentencedas serviceable or unserviceable by QA/QE per-sonnel, it must be retrograded from the theateror applied to reconstitution efforts.

DESTRUCTION OF AMMUNITION

Commanders must follow applicable safety andenvironmental regulations when destroying muni-tions. The two categories of ammunition destruc-tion are routine and emergency.

Routine Destruction

Routine destruction occurs during normal day-to-day operations; for example, the destruction ofunserviceable ammunition. See appendix B foradditional information. In large part, localmission, enemy, terrain and weather, troops andsupport available–time available constraints



control the destruction of ammunition. However,a general plan for the destruction of unserviceableammunition and captured enemy ammunitionmust be prepared for every storage activity. Thedestruction site should be carefully selected sothat explosive fragments, debris, and toxic vaporsdo not become a hazard to personnel, materiel,facilities, or other on-going operations.

The Marine Corps or Navy DDA must authorizedestruction of unserviceable ammunition, as appli-cable. Whenever practical, ammunition destruc-tion operations should be supervised by qualifiedexplosive ordnance disposal personnel.

Emergency Destruction

Emergency destruction of ammunition preventsthe ammunition from being captured by enemyforces. Only the division, wing, and MLG com-manders and above have the authority to orderthe emergency destruction of ammunition. Thisauthority may be delegated to subordinate com-manders . Technical Manual 43-0002-33,Destruction of Conventional Ammunition andImproved Conventional Munitions (ICM) to Pre-vent Enemy Use, is the technical reference foremergency destruction of ammunition.

If it is necessary to conduct emergency destruc-tion operations, the ammunition must be ren-dered unserviceable. When possible, emergencydestruction should be planned and conducted toimpede enemy troop movements without creat-ing hazards to friendly troops.

The first priority for emergency destruction isclassified ammunition and its associated docu-mentation. The second priority is ammunitionthat the enemy could immediately use againstfriendly forces, such as hand grenades, land-mines, surface-to-air missiles, or small arms.

AMMUNITION MAINTENANCE

To ensure that ammunition is returned to a highstate of readiness, maintenance must sometimes

be performed after it is inspected. Maintenanceoperations include minor packaging and preserva-tion operations, such as:

Cleaning Class V(W) only. Minor rust and corrosion repair Class V(W)only. Repair and replace boxes and crates. Replace or augment packaging Restenciling of containers. Desiccant replacement.

The ammunition company of the MLG and theMALS of the Marine aircraft group do not pos-sess maintenance capability beyond limited firstechelon maintenance. All supported units thathave ammunition on hand should perform lim-ited organizational maintenance with technicalassistance from the supporting ammunition units.

Ammunition units will perform packaging andpreservation operations as required, to preventfurther ammunition deterioration. If added main-tenance is required, it will be accomplished asdetermined by on site QA/QE personnel or higherheadquarters. Supporting ammunition unitsshould be prepared to perform as much packagingand preservation as possible in order to maintainammunition in a serviceable condition. In mostcases, ammunition that requires maintenance orrepair that is beyond local capabilities is usuallyconsidered unserviceable and will require evacua-tion or retrograde to a depot or local destructionpoint if it is determined by higher headquarters tobe uneconomical to repair.

Ammunition reported as unserviceable should beconspicuously marked and segregated pendingfinal disposition. Ammunition that is sentenced tocondition codes that are uneconomically repair-able will be stored in a separate, location-pendingdisposition. Unrepairable munitions that pose animmediate threat may be destroyed prior to thereceipt of disposition instructions.

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PHYSICAL SECURITY

At the conclusion of combat operations theenemy threat changes. Even though the orga-nized enemy has been defeated, there will remainasymmetric threats from pockets of resistance,guerrilla units, or terrorists that want to continuethe fight. Commanders must be mindful anddevelop effective physical security plans to pre-vent the capture or destruction of munitionsstocks. Follow the general guidance provided byOPNAVINST 5530.14A, Department of the NavyPhysical Security and Loss Prevention, for physi-cal security of A/E. Commanders must ensurethat their unit has developed an effective securityplan based on applicable regulations, commanddirectives, and the tactical situation. At a mini-mum, the plan must include the following:

Unit mission. Current tactical situation. Level of threat expected. Available resources. Unit vulnerability.

The security plan must consider all aspects ofphysical security. These include the following:

Access control. Guard force operations. Personnel screening. Document and materiel accountability. Emergency actions.

Particular care must be given to providingsecurity for Category I and II munitions items.See OPNAVINST 5530.13C, Department of theNavy Physical Security Instruction for Con-ventional Arms, Ammunition, and Explosives(AA&E), for guidance to properly secure CIIC Iand II munitions.

Note: CIIC I includes munitions, missiles,and rockets in a ready to fire configuration.Examples are complete round munitions,such as the Stinger when assembled withgripstock, Javelin, and the AT-4.

CIIC II includes high explosives and whitephosphorous hand and rifle grenades, anti-tank and antipersonnel mines. It also in-cludes the shoulder-launched multipurposeassault weapon family of rockets.

TRANSPORTATION AND STORAGE

When transporting or storing A/E for retrograde,the precautions and procedures used shouldmirror those established during buildup. Organictransportation assets are used to retrogrademunitions stocks to designated locations. Thelogistic movement control center (LMCC)regulates all Marine Corps highway movementduring the retrograde operation, and it identifiesevacuation routes, publishes movement sche-dules, and designs a transportation circulationplan. The MARFOR transportation system willbe severely taxed by the movement of units,supplies, and equipment; therefore, the LMCCmay need to request additional transportationsupport from HN assets or theater sources. Therespective Service component and theatermovement control agency will coordinate withMARCORSYSCOM PM Ammo and HQMC,ASL Aviation Logistics Support Branch for in-structions on relocating ammunition to CONUSor other theaters for subsequent operations.

The force movement control center is the MAGTFcommander’s agency to control and coordinate alldeployment support activities. It is also the agencythat coordinates with the transportation com-ponent commands—AMC, MSC, and SDDC—ofUSTRANSCOM. When the MAGTF operates aspart of a joint force, the force movement controlcenter coordinates with USTRANSCOM via theJFC. The JMC coordinates the requirements forall Service components.

An LCE, or its supporting logistic units, orga-nizes LMCCs near deploying units. The forcemovement control center tasks the LMCC to pro-vide organic or commercial transportation, trans-portat ion scheduling, mater ia ls handl ing



equipment, and other support during marshallingand movement. The MLG/LCE can also estab-lish two additional movement control organiza-tions subordinate to the LMCC to supportdeployment: the arrival/departure airfield controlgroup and the port operations group.

The LMCC functions as the agency that isresponsible for executing the MEF surface move-ment control priorities from unit areas to theaerial and surface POEs and from the aerial andsurface PODs to the unit tactical assembly areas.The LMCC will continue to control all MEFrequirements for intratheater lift, lift support, andmovement control based on the MEF com-mander’s priorities of movement through alloperational phases and the eventual redeploymentof forces.

When established, the MLC will facilitatemovement support for the MEF throughout theestablished communications zone.

Each element of the MEF MAGTF willactivate a unit movement control center tomanage organic lift requirements and willfunnel external requirements to the LMCC forsourcing. Each unit movement control centerwill execute zonal movement control under thedirection of the LMCC.

For smaller scale operations, each MAGTF willactivate a unit movement control center tocoordinate and control movements and move-ment support.

Ammunition Supply Points

Ammunition supply points are usually theprimary consolidation hubs for returned orbackup ammunition storage containers andpacking materials. Also, materials for building orrepairing pallets, aviation ordnance details, andvarious ammunition and ordnance storagecontainers are consolidated at this location.

Retrograde Turn In

Supported units will ideally return munitionsthat are identified for retrograde to the ASP thatoriginally provided their ammunition support; inreality; however, it is unlikely that this willoccur because of the dynamics of modernwarfare and the mobility of the force. Ulti-mately, supported units will turn in A/E at thenearest ASP along the supported unit’s route ofexit. The ASP will collect, consolidate, and shipammunition as directed.


CHAPTER 8CLASS V FOR THE MARINE EXPEDITIONARY UNIT

Class V support for the MEU includes all of thelogistic tactics, techniques, and procedures thathave been discussed in the previous chapters,plus shipboard requirements. The guidance,direction, and information discussed in this chap-ter may also be applied to any MAGTF afloat.

THE MEU AS PART OF AN EXPEDITIONARY STRIKE GROUP

When the MEU (special operations capable) isembarked in an amphibious ready group and com-bined with robust strike, antiair, antisurface, andantisubsurface capabilities of cruisers, destroyers,and attack submarines, it constitutes a naval expe-ditionary strike group. Centered on the provenflexibility and combat power of a combinedamphibious ready group and MEU, the expe-ditionary strike group gives the CCDRs/JFCs awider variety of options and enables independentoperations in more dynamic environments.

LANDING FORCE SUPPLIES

Collectively, LFORM and MLA assets composethe landing force supplies that are required to sus-tain the assault echelon and the assault follow-onechelon of the landing force. They include theinitial supply support required before the arrivalof resupply in the amphibious objective area forthe MEU. Landing force supplies are generallyidentified as combat load, prepositioned emer-gency supplies, and remaining supplies.

Combat Load

A combat load consists of the types and quan-tities of supplies that assault forces carry to a

specific mission, including the supplies carriedby individuals. Combat loads will differ basedon the assigned mission. However, they shouldnot exceed the capabil i t ies of the MEU’sorganic transportation.

Prepositioned Emergency Supplies

The commander uses prepositioned emergencysupplies for replenishment early in the ship-to-objective maneuver. These supplies are availableon-call for immediate delivery to the units ashore.

Remaining Supplies

The remaining supplies are all the MAGTF sup-plies that are not included in the combat load orthe prepositioned emergency supplies. They con-stitute the major portion of the supplies that aretransported to the amphibious objective area inthe assault echelon and the assault follow-on ech-elon. When the tactical situation permits, thecommander uses some of these supplies to buildstock points ashore. The LCE offloads the bulk ofthe remaining supplies during the general offload.

LANDING FORCEOPERATIONAL RESERVE MATERIAL

Supporting the MEU, LFORM is war reserve ma-teriel embarked in naval amphibious shipping andis considered sufficient to sustain the MEU for ashort period of limited operations, historicallyplanned as 15 days. The combat cargo officer em-barks the following classes of supply as LFORM:

I—Rations. III—Petroleum, oils, and lubricants. IV—Field fortifications. V(W)—Ammunition.

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For Class V(W), it consists of ammunition for alltable of organization and equipment weaponsembarked with the MEU and level-of-effortmunitions based on the size of the notional MEU.

The notional load of Class V for the MEU is gen-erally considered to be 15 days based on the guid-ance contained in the MCO P4400.39H. Plannedquantities for Class V(W) are contained in theTMR. For Class V(A), the planned quantities areidentified in the NNOR for the T/M/S of aircraftthat are assigned to the ACE. Actual quantitiesembarked for the LFORM and the MLA, espe-cially ammunition and ordnance items, are oftenlimited by shipboard storage space, and relatedsafety factors.

The LFORM Class V(W) is Marine Corps-owned,ground ammunition designated to support thelanding force during an actual contingency,allowances are controlled by the parent MARFORand requisitioned by the MEF. Tailoring of thetypes and quantities of Class V(W) LFORM maybe coordinated between the applicable MARFORand amphibious group, as required. The LFORMtailoring must be done prior to the assets beingembarked aboard ships.

With the exception of requisitioning the specificitems, the ship is responsible for all other aspectsof the LFORM and its accountability. It is impor-tant to remember that once embarked, theLFORM is not under the Marine Corps controluntil released by the numbered fleet commander.

MISSION LOAD ALLOWANCE

The MLA is Navy-owned war reserve materielembarked on naval amphibious shipping to sup-port the ACE of the MEU. Historically, the MLA15 days of supply is considered sufficient to sus-tain the ACE for a short period of limited opera-tions. The combat cargo officer embarks Class III(aviation petroleum, oils, and lubricants) and theships weapons department embarks Class V(A)(aviation ordnance) into the MLA.

At the discretion of the numbered fleet com-mander, additional MLA stocks may be embarkedin other amphibious task force or accompanyingCLF shipping, when available. Class V(A)consists of aviation ordnance for all T/M/S air-craft embarked with the MEU, both rotary-wingand fixed-wing. The MLA consists primarily oflevel of effort munitions based on the aircraftpopulation and types, aircrew escape systems,and cartridge-actuated devices. The planning fac-tors on which these requirements are based canbe found in the Navy’s prepositioned WRMR forthe parent MARFOR.

The respective Commander, United States FleetForces Command/United States Pacific Fleet con-trols allowances. The ship requisitions the MLAfrom the NOLSC Detachment, Mechanicsburg,PA and the usual source of supply.

Tailoring of the aviation MLA must be coordi-nated with the appropriate numbered fleet com-mander via the ship’s chain of command. Theship’s ammunition administrator is responsiblefor all aspects of the MLA account management.

GROUND AMMUNITIONPERSONNEL AFLOAT

A military occupational specialty (MOS) 2311staff noncommissioned officer typically holds theMEU ammuni t io n ch i e f pos i t i on . T heammunition chief provides Class V(W) relatedlogistic expertise to the MEU commander,particularly as it involves issues of safety andcompliance with regulatory requirements. Thisunique operating environment, from workupthrough deployment, creates a challenge whenmanaging ammunition assets. The ammunitionchief has to be prepared to deal with a widevariety of situationally-driven ammunition re-sponsibilities in a dynamic environment.

The ammunition chief manages the MEU trainingammunition allowance and works closely with theMEU S-3 and S-4, and MEF G-4 to ensure that



the training ammunition requirements are properlyidentified and positioned to support the MEU’straining objectives. This includes the properforecasting of ammunition training requirements,requesting generation, and monitoring andreporting the expenditures of subordinate units.

The ammunition chief is also the central point ofcontact within the MEU for all Class V(W) opera-tions. He provides planning and coordinationbetween the elements of the MEU and other com-mands as required to ensure success of operationsthat require Class V(W) support. The ammunitionchief also takes the lead on preparing the MEUSOPs for ammunition operations. The SOPsshould also include knowledge, sources of supply,and procedures for Class V(W) replenishment.

Overarching responsibilities of the MEU ammu-nition chief include the preparation and embar-kation of Class V(W) in coordination with theship’s combat cargo officer, QA of ground ammu-nition assets, and preparations for establishingoperations ashore. This includes, but is not limitedto, establishing procedures for requisitioning

resupply/sustainment and the release of LFORM,forecasting combat load requirements for eachelement of the MEU, and being able to rapidlydetermine the requirements for any size force.

AVIATION ORDNANCEPERSONNEL AFLOAT

The MEU ACE is normally embarked aboard anaviation-capable ship such as an LHA [amph-ibious assault ship (general purpose)] or an LHD[amphibious assault ship (multipurpose)].Aviation ordnance personnel of MOS 65xx wouldbe assigned in support of the embarked MALSelement for the ACE.

Marine Corps aircraft squadrons operating froman aircraft carrier would receive support fromsimilar entities aboard the carrier. Ordnance per-sonnel from the MALS and the aircraft squadronsgenerally augment the Navy personnel assigned tothese sections by working collocated in shipboardspaces to provide the required support.


APPENDIX ACLASS V SUPPORT UNDER UNIFIED ACTION

The term “unified action” refers to the broadscope of activities taking place within unifiedcommands, subordinate unified commands, orjoint task forces under the overall direction of thecommanders of those commands. Within this gen-eral category of operations, subordinate com-manders of forces conduct either single-Serviceor joint operations to support the overall operationto achieve unity of effort in the operational area.

SUPPORT RELATIONSHIPS

A support relationship is established betweensubordinate commanders by a superior com-mander when one organization should aid, pro-tect, complement, or sustain another force.Support may be exercised by commanders at anyechelon at or below the level of combatant com-mand. Several categories of support have beendefined for use within a combatant command asappropriate to better characterize the support thatshould be given. Support relationships may becategorized as general, mutual, direct, and close.(Additional information on these relationshipsmay be found in Joint Publication 1, Doctrine forthe Armed Forces of the United States.)

Geographic Area

Establishing a joint force based on a geographicarea is the most commonly used method to assignresponsibility for continuing operations. A JFCassigned a geographic area is considered an areacommander. Only commanders of geographiccombatant commands are assigned areas ofresponsibility. Subordinate JFCs are normallyassigned other operational areas.

Functional Area

Sometimes a joint force based solely on militaryfunctions without respect to a specific geographicarea is more suitable to fix responsibility for cer-tain types of continuing operations. The com-mander of a joint force established on a functionalbasis is assigned a functional responsibility by theestablishing authority.

DIRECTIVE AUTHORITY FOR LOGISTIC MATTERS

Commanders of the combatant commands exer-cise the directive authority for logistics and maydelegate the directive authority for a commonsupport capability. The exercise of directiveauthority for logistics by a CCDR includes theauthority to issue directives to subordinate com-manders, including peacetime measures that arenecessary to ensure the following:

Effective execution of approved operationplans. Effectiveness and economy of operation. Prevention or elimination of unnecessary dupli-cation of facilities and overlapping of functionsamong the Service component commands.

A CCDR’s directive authority does not dis-continue Service responsibility for logisticsupport, discourage coordination by consultationand agreement, or disrupt effective procedures orefficient use of facilities or organizations. Unlessotherwise directed by the Secretary of Defense,the Military Departments and Services continue tohave responsibility for the logistic support of theirforces assigned or attached to joint commands.

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Unity of effort and unity of command demandthat a single command authority be vested withthe responsibility and the authority for commonlogistic support to Army and Marine Corps inte-grated joint operations. The purpose is to improveefficiency and effectiveness and to preventunnecessary duplication of logistic efforts amongthe Service components.

DELEGATION OF DIRECTIVE AUTHORITY

The geographic CCDR may not delegate direc-tive authority for logistics. However, through hiscombatant command (command authority), theCCDR may delegate directive authority for acommon support capability within the joint opera-tions area to the JFC, Service component, or DODagency. This delegation of authority is usuallydirected to the dominant user of a particular logis-tic commodity or service. In some cases, however,the dominant user may not be the most capableService or agency; therefore, the CCDR must bevery deliberate in determining which Service oragency, if any, will be required to provide com-mon user logistic support within a joint force.

COMMON USER CLASS VLOGISTIC SUPPORT TO THEMARINE EXPEDITIONARY BRIGADE

With the exception of Class V(A), and other sup-plies and maintenance requirements peculiar toMarine Corps equipment, the Army typicallydeploys the capacity to provide common logistic

support that may exceed the capability of theMLG or LCE.

There is a significant difference between Armyand Marine Corps combat ammunition logisticsupport doctrine. While the Marine Corps pro-vides logistic support through a variety of gener-alized vehicles, the Army has developed aspecialized logistic system specifically designedfor ammunition movement. The palletized load-ing system consists of a transport vehicle that isdesigned to carry the containerized roll-on/offplatform. The palletized loading system is thecenterpiece of a transportation-intensive, continu-ous throughput system resulting in limited for-ward stocking of Army Class V. Marine Corpslogistic doctrine places considerably more empha-sis on stocks uploaded on organic vehicles in thecombat force and less emphasis on a structureddistribution system.

Additionally, the Army prepositioned stocks uti-lizes the configured load concept for building sup-ported unit loads such as infantry/weaponscompany loads/packages with multiple DODICsloaded on a single containerized roll-on/off plat-form. Typically, the Marine Corps administra-tively loads prepositioned assets on MPS foreconomy of space and inventory control. Thus,the configuration of stocks arriving in the area ofoperations determines the requirements for han-dling and transloading stocks, especially wherecross-Service support is involved.

Shipment from the storage area to forward ASPsmay be effected by Army palletized loading sys-tem vehicles carrying combat-configured ClassV loads or by conventional cargo transportersand trucks.


APPENDIX BSAFETY, TRAINING, AND

ENVIRONMENTAL/REGULATORY REQUIREMENTS

The Marine Corps Ammunition and ExplosivesSafety Program (see MCO P8020.10B, MarineCorps Ammunition and Explosives Safety Policy)based on the policy established in OPNAVINST8020.14, Department of the Navy ExplosivesSafety Policy Manual, was established to ensurepolicies and procedures are in place to preventthe premature, unintentional, or unauthorizedinitiation of explosives and devices that containexplosives. The program is also concerned withminimizing the harmful effects of such ex-plosions to people and property.

Navy and Marine Corps conventional ordnance/ammunition is designed with a high degree ofsafety and reliability. Many items are designedwith “fail-safe” or redundant safety features andbackup functioning systems. However, in spite ofdesigned safety features and extensive testingprior to approval for full production, con-ventional ordnance is always inherently dan-gerous and capable of major malfunctions undercertain conditions.

The Marine Corps Ammunition and ExplosivesSafety Program applies to all personnel—civilianand military—that are assigned to any part of theDON and Marine Corps where conventional ord-nance and explosives are or may be present. TheMarine Corps Ammunition and ExplosivesSafety Program sets forth standard safety regu-lations for the research, design, development,production, maintenance, care, handling, storage,preparation for shipment, use, and disposal ofconventional ordnance items. The safety regu-lations are intended to control the potential blast,fire, lightning, hazards of electromagneticradiation, and propagation associated withexplosives-handling operations. Explosives safety

management focuses on minimizing risk topersonnel, facilities, and equipment throughoutall phases of the ordnance item’s life cycle.

REGULATORY ACTIVITIES

Specific individuals are assigned to explosivessafety management positions at all DOD, Navy,and Marine Corps echelon levels. However,everyone working with or around ordnance isresponsible for explosives safety management andfor identifying and minimizing risk. The organi-zational relationship of the commands involvedin explosives safety management is shown infigure B-1.

Department of DefenseExplosives Safety Board

The 70th Congress established the Department ofDefense Explosives Safety Board (DDESB), for-merly called the Armed Forces Explosives SafetyBoard, in 1928 after a major disaster occurred atthe Naval Ammunition Depot, Lake Denmark, NJin 1926. The accident virtually destroyed thedepot, causing heavy damage to adjacent Pica-tinny Arsenal and the surrounding communities,killing 21 people and seriously injuring 51 others.The monetary loss to the Navy alone was $46 mil-lion. As a result of a full-scale congressionalinvestigation, Congress formed the DDESB toestablish DOD-wide explosives safety standardsthat are designed to prevent or correct hazardousconditions associated with A/E manufacturing,testing, handling, reworking, transporting, stor-ing, and disposition throughout DOD.

The DDESB’s mission is to provide objectiveadvice to the Secretary of Defense and Service

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Secretaries on matters concerning explosivessafety and to prevent hazardous conditions to lifeand property on and off DOD installations fromthe explosive and environmental effects of DOD-titled munitions. The DDESB provides storagesite approval for all DOD facilities.

The jurisdiction of the DDESB extends to facili-ties where explosives are manufactured, tested,handled, reworked, transported, stored, or dis-posed of by the Military Services within theUnited States, its territories, and its possessionswithin areas where the US has long-term rights,or as specifically designated by the Secretaries ofthe Services. Specific DDESB responsibilities are

delineated in DOD Directive 6055.9E, Explo-sives Safety Management and the DOD Explo-sives Safety Board.

Naval Ordnance Safety and Security Activity

The Naval Ordnance Safety and Security Activity,wh ich i s de lega ted by the CNO and theNAVSEASYSCOM, provides explosives safetysupport by conducting the Weapon SystemExplosive Safety Review Board, the Ammunitionand Hazardous Materials Handling Review Board,and explosives safety inspections. In addition,technical assistance is provided on explosivessafety matters to all DON components.

Organization and Management of the DONConventional Ordnance Explosives Safety Program

SECNAV

CNO

N4

NAVSEASYSCOM

DDESB

DODD 6055.09

NOSSA

CMC

SD

MARCORSYSCOM

MARCORSYSCOMPM AMMO

SECNAVINST 5100.10Implement and administer the Navy safety program. Coordinate with CMC on matters that affect the Marine Corps.

OPNAVINST 5100.8Responsible for the Navy Explosives Safety Program, which includes nuclear and conventional weapons.

OPNAVINST 8020.14Assigned as technical authority for explosive safety.

NAVSEAINST 8020.6Assigns membership in WSESRB.

SECNAVINST 5100.10Implement and administer Marine Corps safety program. Coordinate with CNO on matters that affect the Navy.

MCO 5100.29Assigned overall responsibility for safety.

MCO 5100.29Assigned those elements of the safety program that involve arms, ammunition and explosives.

MCO 8020.10Assigned responsibility forexplosives safety

HERO hazards of electromagnetic radiation to ordnanceNAVSEASYSCOM Naval sea systems commandNOSSA Naval ordnance safety and security activitySD safety divisionWSESRB Weapon system explosive safety review board

Figure B-1. Explosives Safety Organization.

Ammunition Logistics ___________________________________________________________________________________________ B-3


Environmental and ExplosiveSafety Team (Class V[W] Specific)

Delegated by HQMC Safety Division and embed-ded within the PM Ammo, the environmental andexplosives safety team provides environmentallycompliant, explosives safety support throughoutthe life cycle of the ammunition. This includesrepresenting the Marine Corps as a voting mem-ber on the DDESB; DOD-level groups, boards,and committees; or other organizations thataddress explosives safety. Specific duties of theenvironmental and explosives safety team are thedevelopment of ammunition management poli-cies in support of the MARFOR ensuring thecompliance of Service environmental and explo-sives regulations and providing compliant muni-tions disposition directives.

SAFETY IN GARRISON OPERATIONS

The Secretary of Defense has established basicexplosives safety policies in DOD 6055.9-STD,DOD Ammunition and Explosives Safety Stan-dards, to be observed by DOD components in theperformance of operations involving A/E. TheDON follows these regulations and implementsthem for the Navy and Marine Corps to the maxi-mum practicable extent.

EXPLOSIVES SAFETY ASHORE IN CONUS

The safe handling, storage, production, mainte-nance, use, research and development, and dis-posal of the conventional ordnance items at theDON and the Marine Corps shore activities inCONUS, regardless of ordnance and explosivesownership, is under the cognizance of the NavalOrdnance Safety and Security Activity. Theseprocesses shall conform to the regulations statedin NAVSEA OP 5, Volume 1, as well as thesafety standards promulgated by the DON/CMC

and applicable federal, state, and local regula-tions. The OP 5 Volume 1 establishes the pre-scribed standardized safety regulations for theproduction, renovation, care, handling, storage,preparation for shipment, and disposal of ammu-nition, explosives, and other hazardous materials.These regulations and instructions are consideredbasic guidelines that may require further researchfor additional detailed information.

Explosives SafetyQuantity Distance Standards

Ordnance handling must be conducted at site-ap-proved piers, airfield handling pads, or rail/trucktransfer points. Any location where DOD ammu-nition is loaded/offloaded to a transportationmode or transferred between conveyances cre-ates ESQD arcs. The ESQD arcs are defined asthe areas around the ordnance activities (produc-tion, maintenance, handling, transporting, stor-ing) that provide the inhabitants of nearby com-munities, the personnel of Navy and MarineCorps stations and shore activities, and adjacentpublic and private property reasonable safety fromserious injury or destruction. The ESQD arcs min-imize the loss of valuable ammunition stores, in-cluding inert ordnance items, from fires or ex-plosions. Specific criteria for the ESQD arcs canbe found in NAVSEA OP 5, Volume 1, chapter 7.

Ammunition and Explosives Handling

Criteria for ship handling of explosives at a pier,airfield handling pad, or rail/truck transfer point isprovided in OPNAVINST 8020.14. See NAVSEAOP 5, Volume 1, for all transportation modes.

In general, A/E handling criteria are different foreach type of handling operation and should bereviewed carefully to ensure that the greatestattainable observance of safety requirements isconsistent with operational needs. Where it isabsolutely necessary to assume greater risk, thisrisk must be identified to the chain of command

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in order to support the informed decisions. Thereis a process that has been es tabl ished inOPNAVINST 8020.14 for requesting a waiver orexemption from the provisions of these docu-ments for limited periods of time and underextraordinary circumstances.

EXPLOSIVES SAFETYTRANSPORTATION POLICY

Safety regulations and requirements for shorestation operations involving inspection, loading,offloading, and on-station transportation ofconventional ordnance and explosives are foundin NAVSEA OP 5 , Volume 1 . Safety re-quirements for off-station ordnance transportationare found in the Naval Sea Systems Manual(NAVSEA Manual) SW020-AC-SAF-010,Transportation and Storage Data for Ammunition,Explosives and Related Hazardous Materials,and the following references:

Title 49, Code of Federal Regulations. DTR 4500.9-R. Naval Sea Systems Command Instruction8020.18, Transportation Accident Preventionand Emergency Response Involving Conven-tional DOD Munitions and Explosives.NAVSEA Manual SW020-AG-SAF-010.

Transportation Compatibility

Compatibility requirements for explosive materi-als that are loaded on and transported by motorvehicle over public highway or by railcar are con-tained in Title 49, Code of Federal Regulations,and Naval Sea Systems Manual (NAVSEA Man-ual) SW020-AC-SAF-010.

Compatibility requirements for explosives beingprepared for air shipment are contained in theMCO P4030.19H, Preparing Hazardous Materi-als for Military Air Shipments.

Transportation Security

Ordnance is most vulnerable while in-transit.Risk factors are determined for each item and theappropriate CIIC is assigned. The CIIC deter-mines the degree of physical security in storageand the transportation protective service that anitem receives while in transit. Based on theevaluation, items may be shipped utilizing addi-tional protective services, but not less than theminimal requirements. Transportation securitystandards and procedures that are used insafeguarding categorized and classified ordnanceare found in DODD 5100.76-M, Physical Secu-rity of Sensitive Conventional Arms, Ammunition,and Explosives.

Storage Compatibility

Ordnance that is stored in magazines ashore canonly be stored together in the same magazine ifauthorized by the storage compatibility chart con-tained in NAVSEA Manual SW020-AC-SAF-010.

Waivers and Exemptions

There may be situations involving contingency,readiness, and/or operational requirements inwhich a command cannot meet the explosivessafety criteria. OPNAVINST 8020.14 establishesthe policy for requesting explosives safety waiv-ers and exemptions. A waiver is written authoritythat is given to deviate from the mandatoryexplosives safety requirements for the purpose oftemporary satisfaction of recurring readiness oroperational requirements. The waiver is gener-ally issued for two years pending the completionof corrective measures. An exemption is theauthority in writing to deviate from mandatoryexplosives safety requirements for the purpose oflong-term satisfaction of recurring readiness oroperational requirements. The exemption is usu-ally issued for a maximum of 5 years. Althoughthe use of these processes is authorized, the risksinvolved and operational necessity should be



carefully balanced prior to requesting any devia-tion from the standard safety criteria. Proceduresand criteria for requesting waivers and exemptionsare delineated in NAVSEA OP 5, Volume 1.Exemptions from mandatory safety requirementsmust be submitted to the CNO via the appropriatechain of command.

Note: Approval authority for event waivers,however, has been delegated to the CG,MARCORSYSCOM for Class V(W).

EXPLOSIVES SAFETY AFLOAT

The basic DOD explosives safety requirementsfor conventional ordnance applicable to Navyships are found in NAVSEA OP 4. The detailedspecifications for construction of Navy ships andthe individual ship’s blueprints designate the onlyauthorized ordnance and explosives spaces ormagazines for each ship type and class. Explo-sives safety standards for combatant ships andtenders at US naval shore activities are containedin OPNAVINST 8020.14, NAVSEA OP 4, andNAVSEA OP 5, Volume 1. The commandingofficer of a commissioned Navy ship or othercraft that is at anchor, or at a pier or a wharf thatforms part of a naval shore activity, must complywith all ship and station explosives safety regula-tions. Precommissioning units must conform toexplosives safety criteria in effect in the shipyardor other naval installation.

Stowage Compatibility

For DON vessels, ordnance can only be stowedtogether in the same magazine if the appropriatestowage compatibi l i ty chart contained inNAVSEA OP 4 authorizes it. Stowage compati-bility of military ordnance aboard commercialvessels shall be as described in Title 49, Code ofFederal Regulations, sec. 176.83 (c) and (f).

Explosives Safety Quantity DistanceArcs on Ships’ Stowage Compatibility

Ships carrying ammunition for use in their ownweapons system or weapons carried on-board forembarked aircraft or for special warfare, explo-sives ordnance disposal, or Marine Corps usagecreate ESQD arcs only during handling evolu-tions. The arcs are based on the amount of ammu-nition that is handled. Cargo ammunition shipssuch as an ammunition ship or a fast combat sup-port ship carrying bulk ammunition for transship-ment generate ESQD arcs when berthed oranchored. These arcs are based on the total NEWof ammunition on board, as well as the NEW ofordnance be ing loaded/of f loaded . SeeOPNAVINST 8020.14 and NAVSEA OP 4 forspecific criteria for shipboard operations.

EXPLOSIVES SAFETY OCONUS

The explosives safety requirements for desig-nated overseas ordnance activities are found inOPNAVINST 8020.14 and NAVSEA OP 5, Vol-umes 1 or 3, as appropriate. In addition, overseasactivities may be required to comply with HNregulations that may be more restrictive.

Safety in Deployed Operations

The objective of explosives safety is to safeguardpersonnel, assets, public welfare, and the environ-ment while maintaining optimum levels of mis-sion capability. The MARFOR safety officeshould be consulted in theater tactical explosivessafety planning and contingency support. TheDOD 6055.9-STD will be used as the overarch-ing policy document and NAVSEA OP 5, Vol-ume 3, will provide amplifying guidance fortactical operations. Concerns of explosives safetyin the tactical environment include, but are notlimited to the following:

Storage site approvals. Pier operations.

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Airfield operations. Convoy routes.Disposal. Retrograde. Exemptions and waivers. HN coordination. Explosives safety inspection/evaluation coordi-nation. Amnesty program.

Safety cannot be overlooked during deployedoperations. Accidents can kill and injure person-nel, possibly destroy essential supplies, damagevaluable equipment, and reduce the speed andefficiency of the overall operation. Most acci-dents are avoidable provided the proper safetyprecautions are used.

Handling and Storage Compatibility Requirements During Contingencies

The NAVSEA OP 5, Volume 3, addresses uniquerequirements for handling and storing ordnanceduring contingency operations. These require-ments are intended to provide the safest environ-ment possible and are presented in a manner thatprovides commanders with evaluations of pre-dicted damages in order to make knowledgeabledecisions. If permanent sites are established, siteapprovals must be requested. Deviations from cri-teria will require waivers; however, the area com-mander may issue them during combat.

FORCE PROTECTION

Class V is a critical combat capability and as suchis a highly susceptible target of opportunity. TheMARFOR, MEF, and theater logistics unit mustcoordinate security with the appropriate support-ing units. Operational risk management proce-dures will be used in evaluating the protectivemeasures that are necessary to ensure Class V is

exposed to the least threat. The key areas of vul-nerability to Class V are:

Convoy Security. Considerations include routeselection, sufficient motor transport assets,communications, security personnel, and suffi-cient arming of escort personnel and vehicles. FASP Security. FASP security force personnelrequirements should be identified during theplanning phases of deployment to ensure ade-quate personnel are trained and assets aresourced for force protection.

PERSONNEL TRAINING

Class V materiel, by its nature, is hazardous andindiscriminate. Safety and training are of para-mount importance to ammunition and aviationordnance personnel. Complacency, carelessness,or deliberate actions can all set the stage for cata-strophic accidents that result in loss of life, or sig-nificant damage to property and equipment.However, training, no matter how intense, is per-ishable. The skills acquired in initial training, andduring advanced training later in a Marine’scareer, must be sustained through validation, ver-ification, and certification.

Initial Training

Initial training of ammunition and aviation ord-nance personnel occurs in multiple locations.

Ground Ammunition Personnel

Enlisted ground ammunition personnel, MOS2311, receive their initial training currently atArmy’s Redstone Arsenal in Huntsville, AL butwill transition to Fort Lee, VA in 2011. Marinestudents spend part of their training time ac-quiring basic skills alongside their Army counter-parts. The latter portion of the course is devoted toMarine-specific training presented by the MarineCorps element assigned to the Army school.



Staff sergeants and above, staff sergeant selectwith approval from the school house, and newly-appointed ammunition warrant officers (MOS2340) will attend the Ammunition Manager’sCourse for follow on MOS training.

Aviation Ordnance Personnel

Enlisted aviation ordnance personnel receive theirbasic indoctrination (Aviation Ordnanceman [“A”School]) at Naval Air Station, Pensacola, FL.Marines are trained side-by-side with their Navycounterparts. After initial training, aviation ord-nance personnel are assigned a primary MOS of6531 or 6541.

Follow-on and Sustainment Training

Training after initial qualification is essential formaintaining perishable skills for handling, storing,transporting, disposing, and accounting for ammu-nition, explosives, and other dangerous articles.

Ground Ammunition Personnel

Junior noncommissioned officers receive earlyand mid-career development training through theNoncommissioned Officer Course, presented in amobile training team environment by the MarineCorps element based at Redstone Arsenal. Seniornoncommissioned officer and staff noncommis-sioned officer (MOS 2311) attend the Manager’sCourse for career development training, alsolocated at Redstone Arsenal. The Marine Corpselement at Fort Lee, VA will conduct this trainingstarting in FY11.

Aviation Ordnance Personnel

Personnel assigned the MOS of 6531 are trainedto perform those duties and functions associatedwith O-level [organizational level] maintenancefor specific T/M/S platforms. Depending on theT/M/S assigned, MOS 6531s will receiveadditional training at the Center for NavalAviation Technical Training schools located atMarine Corps Air Station Cherry Point, NC;

Marine Corps Air Station, Camp Pendleton, CA;Naval Air Station, Lemoore, CA; Naval AirStation Whidbey Island, WA; Naval Air StationOceana, VA; or Eglin Air Force Base, FL.Personnel assigned the MOS of 6541 are trainedto perform those duties and functions associatedwith I-Level [intermediate level] maintenance insupport of all T/M/S platforms. Follow-ontraining for MOS 6541 is conducted at the Centerfor Naval Aviation Technical Training, MarineCorps Air Station Cherry Point, NC. At the rankof gunnery sergeant (E-7), all MOS 6531s and6541s become 6591s (aviation ordnance chiefs).The MOSs 6591 and 6502 (aviation ordnanceofficers) receive additional career progressiontraining by attending the Aviation OrdnanceOfficer’s Career Progression Course Levels I, II,and III at Pensacola, FL. The Aviation OrdnanceOfficer’s Career Progression Course training trackbegins immediately following warrant officeraccession training and culminates in specializedtraining in preparation for increased levels ofresponsibility and authority associated withaviation ordnance management.

Training and Readiness Manuals

Training and readiness manuals are designed toserve as a single reference for occupational field,collective, and individual training requirements.Replacing individual training standards, thesepublications not only give commanders a stan-dardized way to plan for and train Marines, butevaluate them as well. Based on the notion wefight as we train, these standardized training out-lines cover every facet of the ammunition field.For MOSs 2311 (ground ammunition technician)and 2340 (ground ammunition officer), thesetraining and readiness standards facilitate a con-tinuum of training from entry level to senior lev-els. By focusing in operational terms, training andreadiness manuals provide commanders with abaseline to measure the capabilities and combatreadiness of individuals and units.

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QUALIFICATION/CERTIFICATION PROGRAM

The Marine Corps’ Personnel Qualification andCertification Program for Class V Ammunitionand Explosives were established as a safeguardagainst the catastrophic consequences associatedwith explosives mishaps. See table B-1.

The requirements of this program are described inMCO 8023.3A, Personnel Qualification and Cer-tification Program for Class V Ammunition andExplosives. Such mishaps are infrequent, but notunknown. They can result from improper han-dling, loading, processing, and testing of ord-nance items/explosives devices. The increasedcomplexity of modern weapons systems andweapons can be a factor, but a large number ofaccidents and incidents involving A/E are not dueto the complexity of equipment, but rather,directly result from:

High tempo operations combined with hasteand inattentiveness. Inexperience, mental attitude, and compla-cency of assigned personnel. Lack of knowledge or failure to follow perti-nent technical manuals, checklists, loadingmanuals, SOPs, and safety directives. Assumption of unnecessary risk. Disregard of common safety practices.

REGULATORY/ENVIRONMENTAL REQUIREMENTS

The Environmental Protection Agency (EPA) ischarged with enforcement of the nation’s lawsregarding environmental issues, especially thosethat deal with waste products and industrial by-products. The EPA also provides assistance toState environmental management offices inmanagement of their programs, where requested.

Resource Conservation and Recovery Act

In 1976, the Resource Conservation and RecoveryAct (RCRA) was passed into law and has beenamended several times since then. However, inorder to clarify the Federal Government’sobligations to comply with its own laws, severalother actions were taken. One of these actionswas to pass the Federal Facilities Compliance Actin 1992 that requires Federal Governmentagencies to comply with federal standards. Part ofthe outfall from the Federal Facilities ComplianceAct was a requirement to bring the MilitaryDepartments and their activities under the RCRArules. Accordingly, in 1994, the EPA issued itsfirst proposed rulemaking that would apply tomilitary munitions. Following more than 2 yearsof public comment, and extensive DOD negotia-tions with state and EPA regulators, the EPAissued the final Munitions Rule (MR) in 1997.

Munitions Rule

The preliminary MR (62nd Federal Register,6621, February 12, 1997) identifies when andhow conventional and chemical military muni-tions become hazardous waste under federal law.The final MR became effective on August 12,1997. The MR impacts the DOD, the US CoastGuard, other Federal agencies such as the Depart-ment of Energy, and government contractors whoproduce or use military munitions for DOD.Some parts of the rule, however, apply to bothmilitary and nonmilitary activities such as emer-gency response operations, storage standards, andlimited exemptions from certain transportationrequirements. The rule addresses the funda-mental question of when unused military muni-tions become a waste and thereby subject to therequirements of RCRA. In short, the rule statesthat unused munitions become a waste when thefollowing occurs:

The munitions are abandoned. The munitions are removed from storage to bedisposed of, burned, or incinerated beforedisposal.



Table B-1. Ammunition and Explosives Qualification/Certification Process.

Activity A/E Qualification/Certification Requirements

Storage/Stowage Receipt Storage Segregation Packaging/unpackaging Preparation for shipment Inspection/sentencing Issue functions Field returns Inventory accuracy

Handling Breakout, lifting, and repositioning in order to facilitate storage or stowage, assembly and dis-assembly, loading and downloading, or transportation.

Assembly/Disassembly of Ordnance/Explosives

Buildup/breakdown of ordnance items/explosives; e.g., MK-82 bomb (attaching fins, installing electrical fuses, adapter boosters) ML-76/BDU-45/48 practice bombs (installing signal cartridges) SUU-25 (loading paraflares in dispensers)

Loading/Downloading Comply with aircraft loading manual/checklists

Tubeloading Loading of rockets into rocket launchers suspended from aircraft in accordance with approved directives.

Arming/Dearming Placing ordnance item/explosive devices (such as rocket launchers, guided missiles, guns, and paraflares) in a ready or safe condition in accordance with approved directives

Installation/Removal Installation/removal of cartridges/cartridge-actuated devices associated with— Aircraft bomb racks/pylons Egress systems Electronic attack dispensers Engine fire extinguisher system cartridges Aircrew survival distress signals Canopy removal devices, and explosive bolts

Aircraft Release and Control Comply with applicable aircraft loading manual/checklists

Gun-Jam Clearing Comply with applicable gun-jam clearing regulations (not applicable to operators of crew-served guns)

Transportation Involves the movement and positioning of ordnance/explosive devices that not appropriately packaged per Department of Transportation requirements; e.g., unit issues and assembled aircraft rockets/bombs loaded on weapons skids and trailers. Note: Personnel positioning or loading/offloading aircraft within the flight line or combat air-craft loading area using weapons loaders are licensed under the Naval Aviation Maintenance Program. Separate certifications in this category are not required.

Pneumatic Nailers Comply with applicable training for pre-fabricated dunnage construction and installation of dunnage for A/E

Pier/Wharf Operations Containerization operations (stuffing/unstuffing and loading/offloading) LFORM and MLA load-ing/offloading. Break bulk commercial ship loading/offloading

Safing Perform maintenance on safe aircraft ejection seats (advanced logistic support site personnel only) or safe aircraft bomb racks, such as rotation of the locking lever on bomb racks from the armed or unlocked position, only on those aircraft bomb racks suspending external fuel tanks. Note: Safing does not include the installation and removal of aircraft weapons systems, as qualified/certified aviation ordnance personnel only shall perform these procedures.

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The munitions are deteriorated or damagedbeyond repair, recycling, or reuse. The munitions are declared a waste by anauthorized military official.

DOD Response

As a result of the DOD’s effective managementpractices for the storage, transportation, and emer-gency response, the EPA incorporated severalexisting DOD practices into the MR. The DDESBamended the DOD 6055.9-STD in January 1998,to reflect several of the changes that are found inthe MR. Also in response to the EPA’s promul-gation of the MR amendments to RCRA, the Mil-itary Services developed and promulgatedDOD’s policy to implement the EPA’s MR,effective July 1, 1998.

The DOD Munitions Rule ImplementationPolicy and the Designated Disposition Authority

This policy commonly referred to as the DODMunitions Rule Implementation Policy, estab-lished the Military Services’ policy for the imple-mentation and management of MR. Chapter 8 ofthe DOD Munitions Rule Implementation Policycreated the DDA as well as the process Servicesare to use to request disposition instructions forexcess, obsolete, unusable, unserviceable, andwaste Military munitions. The DDA concept was

created within DOD to ensure excess, obsolete,and unserviceable munitions that could poten-tially become hazardous waste are provided visi-bility and opportunity to be used beneficiallyconsistent with RCRA and Service standards. TheDDA is the only person within each Serviceauthorized to designate unused munitions (otherthan those that automatically become waste perthe MR) as hazardous waste.

Marine Corps Responsibilities

In consideration of the severe financial penaltiesor other administrative sanctions that can be im-posed under MR by the states or the EPA, theMarine Corps DDA is the exclusive authority fordetermining when to designate Marine CorpsClass V(W) munitions as waste. Designateddisposition authority is assigned under the PMAmmo, MARCORSYSCOM. The current editionof MCO P8020.10B discusses the MR in extendeddetail and should be referenced for answers tospecific questions.

For additional information on Marine Corps envi-ronmental policy and responsibilities for compli-ance with both statutory/regulatory requirementsand the management of Marine Corps programs,see MCO P5090.2A, Environmental Complianceand Protection Manual.


GLOSSARYSECTION I – ACRONYMS AND ABBREVIATIONS

ACE . . . . . . . . . . . . . . . aviation combat elementA/E . . . . . . . . . . . . . . . . . ammunition/explosivesAGS . . . . . . . . . . . . . . . . aviation ground supportAMC . . . . . . . . . . . . . . . . Air Mobility CommandASP . . . . . . . . . . . . . . . . ammunition supply point

CCDR . . . . . . . . . . . . . . . . combatant commanderCG. . . . . . . . . . . . . . . . . . . . commanding generalCIIC . . . . . . . . . Controlled Item Inventory CodeCIS . . . . . . . . . . . . . . . . . . common item supportCJCSM . . . . . . . . . . Chairman of the Joint Chiefs

of Staff manualCL . . . . . . . . . . . . . . . . . . . . . . . . . . . combat loadCLF . . . . . . . . . . . . . . . . . . combat logistics forceCMC . . . . . . . .Commandant of the Marine CorpsCNO . . . . . . . . . . . . . . Chief of Naval OperationsCONUS. . . . . . . . . . . . . continental United StatesCPF . . . . . . . . . . . . . . . . . combat planning factorCRC . . . . . . . . . . . . . . . . . . . . crisis response cellCSA. . . . . . . . . . . . . . . . . . . . . .corps storage area

DC. . . . . . . . . . . . . . . . . . . . . deputy commandantDDA . . . . . . . . . designated disposition authorityDDESB . . . . . . . . . . . . . . . . . . . . . Department of

Defense Explosives Safety BoardDOA . . . . . . . . . . . . . . . . . .day(s) of ammunitionDOD . . . . . . . . . . . . . . . . Department of DefenseDODD. . . . . . . . Department of Defense directiveDODI . . . . . . Department of Defense instructionDODIC . . . . . . . . . . . . . . . . . . . . . Department of

Defense identification codeDON . . . . . . . . . . . . . . . .Department of the Navy

EPA. . . . . . . . .Environmental Protection AgencyESQD . . . . . . . explosive safety quantity distance

FARP . . . . . . . . . . . . . . . . . . . . . .forward armingand refueling point

FASP. . . . . . . . . . . field ammunition supply pointft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . foot/feet

G-4 . . . . . . . . . . . . . . . . . . . . . . . . . Marine Corpscomponent logistics staff officer

GCCS . . . . . . . . . . . . . . . . . . . . Global Commandand Control System

GCSS-J . . . . . . . . . . . . . . . . . . . . . Global Combat Support System-Joint

HN. . . . . . . . . . . . . . . . . . . . . . . . . . . . host nationHQMC . . . . . . . . . . Headquarters, Marine Corps

ICP . . . . . . . . . . . . . . . . . .inventory control pointISO . . . . . . . . . . . . . . . . . . . . . . . . . . International

Organization for Standardization

J-4 . . . . . . . . . .logistics directorate of a joint staffJFC . . . . . . . . . . . . . . . . . . joint force commanderJFRG II . . . . . . . . . . . . . . . . . . . . . . . . Joint Force

Requirements Generator IIJMC. . . . . . . . . . . . . . .Joint Munitions CommandJMTCA . . . . . . . . . . . . . . . . . . . . . joint munitions

transportation coordinating activityJOPES . . . . . . . . . . . . . . . . . . . . . .Joint Operation

Planning and Execution System

LCE. . . . . . . . . . . . . . . . logistics combat elementLFORM. . . . . . . . . . . . . . . . . . . . . . landing force

operational reserve materialLMCC . . . . . . . . logistic movement control centerLOGAIS . . . . . . . . . . . . . . . . .logistics automated

information system

MAGTF . . . . . . . . . Marine air-ground task forceMALS . . . . . . Marine aviation logistics squadronMARCORSYSCOM. . . . . . . . . . . . Marine Corps

Systems CommandMARFOR . . . . . . . . . . . . . . .Marine Corps forcesMCCDC . . . . . . . . . . . . . . Marine Corps Combat

Development CommandMCO . . . . . . . . . . . . . . . . . . . Marine Corps orderMCPP . . . . . . . . . Marine Corps Planning Process

Glossary-2 ___________________________________________________________________________________________ MCWP 4-11.9


MCWP . . . . . . . . . . . . . . . . . . . . . . Marine Corpswarfighting publication

MEB . . . . . . . . . . . Marine expeditionary brigadeMEF . . . . . . . . . . . . . Marine expeditionary forceMEU . . . . . . . . . . . . . . Marine expeditionary unitMLA . . . . . . . . . . . . . . . . mission load allowanceMLC . . . . . . . . . . . . . .Marine logistics commandMLG . . . . . . . . . . . . . . . . . Marine logistics groupmm . . . . . . . . . . . . . . . . . . . . . . . . . . . .millimeterMOS . . . . . . . . . . military occupational specialtyMPF . . . . . . . . . . . maritime prepositioning forceMPS . . . . . . . . . . . maritime prepositioning shipsMR . . . . . . . . . . . . . . . . . . . . . . . .Munitions RuleMROC. . . . . . . . . . . . . . . . .Marine Requirements

Oversight CouncilMRP . . . . . . . . . .munitions requirements processMSC . . . . . . . . . . . . . . Military Sealift CommandMUREP. . . . . . . . . . . . . . . . . . . .munitions reportMWSS. . . . . . . . . Marine wing support squadron

NAVELSF . . . . . . . . . . . . . Naval ExpeditionaryLogistics Support Force

NAVSEASYSCOM . . . . . . . . . . . . . . . Naval SeaSystems Command

NAVSEA OP . . . . . . . . . . . . .Naval Sea SystemsCommand ordnance publication

NAVSUP . . . . . . . . . . . . . Naval Supply SystemsCommand (publication)

NAVSUPSYSCOM . . . . . Naval Supply SystemsCommand (organization)

NCHB . . . . . . . . . .Navy cargo-handling battalionNEW . . . . . . . . . . . . . . . . . . net explosive weightNNOR . . . . . . . nonnuclear ordnance requirementNOLSC . . . . . . . . . . . . . . . . . . Naval Operational

Logistics Support CenterNOLSC AMMO . . . Naval Operational Logistics

Support Center Ammunition

OCONUS . . . . . . . . . . . . . . . . . . . . . . outside thecontinental United States

OIS . . . . . . . . . . . . Ordnance Information SystemOPNAVINST . . . . . . . . . . .Office of the Chief of

Naval Operations instruction

PEO. . . . . . . . . . . . . . . . program executive officePEO Ammo. . . . . . . . .Program Executive Office,

Ammunition (Army)

PM Ammo. . . . . . . . . . . . . . . . . . . . . . . . ProgramManager for Ammunition

POD . . . . . . . . . . . . . . . . . . . .port of debarkationPOE. . . . . . . . . . . . . . . . . . . . port of embarkation

QA. . . . . . . . . . . . . . . . . . . . . . . quality assuranceQE . . . . . . . . . . . . . . . . . . . . . . .quality evaluation

R3 . . . . . . . . . . . . . . . . . . . . . . . . . .redeployment,reconstitution, and regeneration

RCRA . . . . . . . . . . . . . . . . . . . . . . . . . . .ResourceConservation and Recovery Act

RFID . . . . . . . . . . . radio frequency identificationRRF. . . . . . . . . . . . . . . . . . . Ready Reserve ForceRSOI . . . . . . . . . . . . . . reception, staging, onward

movement, and integration

S-3. . . . . . . . . . . . . . . . . . . operations staff officerS-4. . . . . . . . . . . . . . . . . . . . logistics staff officerSDDC . . . . . . . . . . Military Surface Deployment

and Distribution CommandSMCA . . . . . . . . . . . . . . . . . . . single manager for

conventional ammunitionSOP . . . . . . . . . . . . . standing operating procedure

TECOM . . . . . . . . . . . . . . . . . . . . . . Training andEducation Command

TMR . . . . . . . . . . . . . total munitions requirementT/M/S . . . . . . . . . . . . . type, model, and/or seriesTPFDD . . . . . . . . . . . . . . . . . . . time-phased force

and deployment dataTSA. . . . . . . . . . . . . . . . . . . . .theater storage areaTTR. . . . . . . . . . training and testing requirement

UNP . . . . . . . . . . . . . . . . . universal need processUNS . . . . . . . . . . . . . . . universal need statementUS . . . . . . . . . . . . . . . . . . . . . . . . . . United StatesUSTRANSCOM . . . . . . . . . . . . . . . United States

Transportation Command

WRMR . . . . . . .war reserve materiel requirementWRMSF . . . . . . . . . . . . . . . . . . . . . . . war reserve

materiel stocks force-heldWRMSI. . . . war reserve materiel stocks in-stores

Ammunition Logistics _________________________________________________________________________________ Glossary-3


SECTION II. TERMS AND DEFINITIONS

ammunition—See munition.

ammunition supply point—An area designatedto receive, store, reconfigure, and issue Class Vmaterial. Also called ASP. (MCRP 5-12C)

aviation combat element—The core element ofa Marine air-ground task force (MAGTF) that istask-organized to conduct aviation operations.The aviation combat element (ACE) provides allor a portion of the six functions of Marine avia-tion necessary to accomplish the MAGTF’smission. These functions are antiair warfare,offensive air support, assault support, electronicwarfare, air reconnaissance, and control of aircraftand missiles. The ACE is usually composed of anaviation unit headquarters and various other avia-tion units or their detachments. It can vary in sizefrom a small aviation detachment of specificallyrequired aircraft to one or more Marine aircraftwings. In a joint or multinational environment,the ACE may contain other Service or multina-tional forces assigned or attached to the MAGTF.The ACE itself is not a formal command. Alsocalled ACE. (MCRP 5-12C)

civil reserve air fleet—A program in which theDepartment of Defense contracts for the servicesof specific aircraft, owned by a US entity orcitizen, during national emergencies and defense-oriented situations when expanded civil aug-mentation of military airlift activity is required.These aircraft are allocated, in accordance withDepartment of Defense requirements, to seg-ments, according to their capabilities, such asinternational long range and short range cargo andpassenger sections, national (domestic andAlaskan sections) and aeromedical evacuation andother segments as may be mutually agreed uponby the Department of Defense and the Departmentof Transportation. (JP 1-02)

Class v—Ammunition of all types, whichincludes, but is not limited to, chemical, radiologi-cal, special weapons, bombs, explosives, mines,detonators, pyrotechnics, missiles, rockets, propel-lants, and fuzes. (Proposed for inclusion in thenext edition of MCRP 5-12C.)

combatant commander—A commander of oneof the unified or specified combatant commandsestablished by the President. Also called CCDR.(JP 1-02)

combat load—The minimum mission-essentialequipment, as determined by the commanderresponsible for carrying out the mission, requiredfor soldiers to fight and survive immediatecombat operations. (Proposed for inclusion in thenext edition of MCRP 5-12C)

combat logistics force—A force that includesboth active Navy ships and those operated by theMilitary Sealift Command within the naval fleetauxiliary force that carry a broad range of stores,including fuel, food, repair parts, ammunition,and other essential materiel to keep naval forcesoperating at sea for extended periods. (Proposedfor inclusion in the next edition of MCRP 5-12C.)

combat planning factor—Factor to be usedduring initial planning for combat operations thatreflect the anticipated expenditure of groundammunition over designated time periods ofcombat operations.

forward arming and refueling point—A tempo-rary facility—organized, equipped, and deployedby an aviation commander, and normally locatedin the main battle area closer to the area whereoperations are being conducted than the aviationunit’s combat service area—to provide fuel andammunition necessary for the employment ofaviation maneuver units in combat. The forward

Glossary-4 ___________________________________________________________________________________________ MCWP 4-11.9


arming and refueling point permits combat aircraftto rapidly refuel and rearm simultaneously. Alsocalled FARP. (JP 1-02)

Global Combat Support System-Joint—Theprimary information technology application usedto provide automation support to the joint logisti-cian. Also called GCSS-J. (JP 1-02)

Global Command and Control System—Adeployable command and control system support-ing forces for joint and multinational operationsacross the range of military operations withcompatible, interoperable, and integrated commu-nications systems. Also called GCCS. (JP 1-02)

inventory control point—An organizational unitor activity within a Department of Defensesupply system that is assigned the primaryresponsibility for the materiel management of agroup of items either for a particular Service orfor the Defense Department as a whole. Materielinventory management includes cataloging direc-tion, requirements computation, procurementdirection, distribution management, disposaldirection and, generally, rebuild direction. Alsocalled ICP. (JP 1-02)

Marine air-ground task force—The MarineCorps’ principal organization for all missionsacross the range of military operations, composedof forces task-organized under a single com-mander capable of responding rapidly to a contin-gency anywhere in the world. The types of forcesin the Marine air-ground task force (MAGTF) arefunctionally grouped into four core elements: acommand element, an aviation combat element, aground combat element, and a logistics combatelement. The four core elements are categories offorces, not formal commands. The basic struc-ture of the MAGTF never varies, though thenumber, size, and type of Marine Corps unitscomprising each of its four elements will alwaysbe mission dependent. The flexibility of the orga-nizational structure allows for one or more subor-dinate MAGTFs to be assigned. In a joint or

multinational environment, other Service ormultinational forces may be assigned or attached.Also called MAGTF. (MCRP 5-12C)

Marine logistics group—The logistics combatelement (LCE) of the Marine expeditionary force(MEF). It is a permanently organized commandtasked with providing combat service supportbeyond the organic capabilities of supported unitsof the MEF. The Marine logistics group isnormally structured with direct and generalsupport units, which are organized to support aMEF possessing one Marine division and oneMarine aircraft wing. The Marine logistics groupmay also provide smaller task-organized LCEs tosupport Marine air-ground task forces smallerthan a MEF. Also called MLG. (MCRP 5-12C)

movement planning—The art and science ofselecting the forces and equipment to be moved,and marshalled to arrive at their respectiveplanned ports of embarkation.

munition—A complete device charged withexplosives, propellants, pyrotechnics, initiatingcomposition, or nuclear, biological, or chemicalmaterial for use in military operations, includingdemolitions. Certain suitably modified munitionscan be used for training, ceremonial, or nonopera-tional purposes. Also called ammunition. (Note:In common usage, “munitions” [plural] can bemilitary weapons, ammunition, and equipment.)(JP 1-02)

ordnance—Explosives, chemicals, pyrotechnics,and similar stores, e.g., bombs, guns and ammu-nition, flares, smoke, or napalm. (JP 1-02)

war reserve materiel requirement—Thatportion of the war materiel requirement requiredto be on hand on D-day. This level consists of thewar materiel requirement less the sum of thepeacetime assets assumed to be available on D-day and the war materiel procurement capability.(Proposed for inclusion in the next edition ofMCRP 5-12C)


REFERENCES AND RELATED PUBLICATIONS

United States Code

Title 49 Code of Federal Regulations

Office of the Secretary of Defense

Military Standard (MIL-STD)129P Standard Practice, Military Marking for Shipment and Storage

Department of Defense Instruction (DODI)3000.4 DOD Munitions Requirements Process (DOD MRP)

Department of Defense Directive (DODD)4140.1-R DOD Supply Chain Materiel Management Regulation 6055.9E Explosives Safety Management and the DOD Explosives Safety Board 5100.76-M Physical Security of Sensitive Conventional Arms, Ammunition, and

Explosives

Defense Transportation Regulation (DTR)4500.9-R Part II, Cargo Movement

Department of Defense Standard6055.9-STD DOD Ammunition and Explosives Safety Standards

Chairman of the Joint Chiefs of Staff Manual (CJCSMs)

3122.02C Joint Operation Planning and Execution System (JOPES) 3150.14B Joint Reporting Structure—Logistics

Joint Publication (JP)

1 Doctrine for the Armed Forces of the United States

North Atlantic Treaty Organization Standardization Agreements (STANAG)

2459 Procedures for Ammunition Interchangeability2232 Catalog of Ammunition with National Approval for Specified Inter-

changeability-AOP-6 Volume II2928 Catalog of Ammunition Held by Nations that Satisfy Interchangeability

Criteria of Form, Fit and Function Only-AOP-6 Volume I

Army Publications

Field Manual (FM)4-30.13 Ammunition Handbook: Tactics, Techniques, and Procedures for

Munitions Handlers

References-2 ________________________________________________________________________________________ MCWP 4-11.9


Technical Bulletin (TB)9-1300-278 Guidelines for Safe Response to Handling, Storage, and Transportation

Accidents Involving Army Tank Munitions or Armor Which ContainDepleted Uranium

Technical Manual (TM)43-0002-33 Destruction of Conventional Ammunition and Improved Conventional

Munitions (ICM) to Prevent Enemy Use

Marine Corps Publications

Marine Corps Orders (MCO)4340.1A Reporting of Missing, Lost, Stolen, or Recovered (MLSR) Government

Property (with change 1) 5100.29A Marine Corps Safety Program8000.7 Marine Corps Capabilities-Based Munitions Requirements (MCCBMR)

Process for Ground Ammunition (Class V[W])8023.3A Personnel Qualification and Certification Program for Class V Ammu-

nition and Explosives 8025.1D Class V(W) Malfunction and Defect Reporting (with change 1)P4030.19H Preparing Hazardous Materials for Military Air ShipmentsP4400.39H War Reserve Materiel Policy Manual (with change 1)P5090.2A Environmental Compliance and Protection Manual P8020.10B Marine Corps Ammunition and Explosives Safety Policy

Marine Corps Doctrine Publications (MCDP)4 Logistics

Marine Corps Warfighting Publications (MCWPs)3-2 Aviation Operations3-21.2 Aviation Logistics4-1 Logistics Operations4-11 Tactical Level Logistics4-11.7 MAGTF Supply Operations5-1 Marine Corps Planning Process5-11.1 MAGTF Aviation Planning

Marine Corps Reference Publication (MCRP)4-11.3E Unit Embarkation Handbook

Navy Publications

Chief of Naval Operations Instruction (OPNAVINSTs)4850.1 Conventional Ordnance Assessment and Maintenance Requirements

Policy5100.8G Navy Safety and Occupational Safety and Health Program DTD 21 Jun

2007

Ammunition Logistics ______________________________________________________________________________ References-3


5102.1D Navy & Marine Corps Mishap and Safety Investigation, Reportingand Record Keeping Manual

5530.13C Department of the Navy Physical Security Instruction for ConventionalArms, Ammunition, and Explosives (AA&E)

5530.14A Department of the Navy Physical Security and Loss Prevention8010.12F Naval Conventional Ordnance Operational Logistics Policy8011.9A Non-Nuclear Ordnance Requirements (NNOR) Process8020.14 Department of the Navy Explosives Safety Policy Manual8026.2 Navy Munitions Disposition Policy

Secretary of the Navy Instruction (SECNAVINST)5100.10J Department of the Navy Policy for Safety, Mishap Prevention,

Occupational Health and Fire Protection Programs

Naval Supply Systems Command (NAVSUPs)P-724 Conventional Ordnance Stockpile Management Policies and ProceduresP-805 Navy and Marine Corps Conventional Ammunition Sentencing Receipt,

Segregation, Storage and Issue SentencingP-807 Navy and Marine Corps Conventional Ammunition Sentencing–Fleet

Sentencing, Volume 3

Naval Sea Systems Command Publications (NAVSEAINST)8020.18 Transportation Accident Prevention and Emergency Response Involving

Conventional DOD Munitions and Explosives

Naval Sea Systems Manual (NAVSEA Manual)SW020-AC-SAF-010 Transportation and Storage Data for Ammunition, Explosives and

Related Hazardous Materials, Volume 1

Naval Sea Systems Command Ordnance Publication (NAVSEA OP)4 Ammunition Afloat5 Volume 1, Ammunition and Explosives Safety Ashore5 Volume 3, Ammunition and Explosives Safety Ashore, Advanced Base

Naval Air Systems Command Manual (NAVAIR)00-80T-103 NATOPS Conventional Weapons Handling Procedures Manual Ashore00-80T-109 Aircraft Refueling Naval Air Training and Operating Procedures

Standardization Manual

MiscellaneousNaval Air Systems Command (NAVAIR) Manual 00-80T-103, NATOPS Conventional Weapons Han-dling Procedures Manual Ashore

Naval Air Systems Command Manual 00-80T-109, Aircraft Refueling Naval Air Training and Operat-ing Procedures Standardization Manual

Documents

Ammunition Logistics - Public Intelligenceinfo.publicintelligence.net/USMC-AmmoLogistics.pdf · FOR OFFICIAL USE ONLY DEPARTMENT OF THE NAVY Headquarters United States Marine Corps