MCWP 7-10
(Formerly MCWP 3-40.8)

## Marine Corps Componency

U.S. Marine Corps DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

DEPARTMENT OF THE NAVY
Headquarters United States Marine Corps Washington, D.C. 20350-3000

## Change 1 To Mcwp 7-10 Marine Corps Componency

1. This publication has been edited to ensure gender neutrality of all applicable and appropriate terms, except those terms governed by higher authority.   No other content has been affected.

2. File this transmittal sheet in the front of this publication.
Reviewed and approved this date.

## By Direction Of The Commandant Of The Marine Corps

Lieutenant General, U.S. Marine Corps Deputy Commandant for Combat Development and Integration Publication Control Numbers: Publication: 143 000053 00 Change: 143 000053 01

# Erratum To

## Mcwp 3-40.8

# Marine Corps Componency


1. Change all instances of MCWP 3-40.8, Marine Corps Componency, to MCWP 7-10, *Marine Corps Componency.*

2. File this transmittal sheet in the front of this publication.


DEPARTMENT OF THE NAVY
Headquarters United States Marine Corps Washington, DC 20380-1775

## Foreword

Marine Corps Warfighting Publication (MCWP) 3-40.8, Marine Corps Componency, addresses the fundamental principles of Marine Corps componency. Moreover, this publication identifies changes in warfighting doctrine that have occurred since 11 September 2001 as set forth in *The Unified Command Plan*; Chairman of the Joint Chiefs of Staff Instruction 3110.01, Joint Strategic Capabilities Plan (JSCP); Navy-Marine Corps Directive 3000.18, The Marine Corps Force Development Planning and Execution Process Manual; and Marine Corps Order S3000.20, The Marine Corps Capabilities Plan. It describes the role of the Marine Corps component within a combatant command or joint task force and provides Marine Corps commanders and their staffs with broad guidance on componency issues. It discusses the role of the Marine Corps component commander and staff, their functions, and their relationships to the joint force commander and the other Service components.

This publication supersedes MCWP 3-40.8, *Componency*, 5 June 1998.

# By Direction Of The Commandant Of The Marine Corps


GEORGE J. FLYNN
Lieutenant General, U.S. Marine Corps Deputy Commandant for Combat Development and Integration Publication Control Number: 143 000053 00 DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

## Table Of Contents Chapter 1. Fundamentals

Historical Overview ........1-1
Establishment of Marine Corps Componency ........1-3
National Military Command Structure........1-7
Combatant Command Structure........1-9
Geographic Combatant Commands........1-9
Functional Combatant Commands ........1-10 Subordinate Unified Commands and Joint Task Forces........1-10 Force Organization........1-11 Service Component Commands ........1-12
Marine Component Commander to CCDR Responsibilities ........1-13 Functional Component Commands........1-16
Combination of Service and Functional Components....1-18
Subordinate Joint Command Structure ........1-19
Designation as a Functional Component Command........1-21

## Chapter 2. The Marine Corps Component Commands

Marine Corps Components ........2-1 Combatant Commands and Marine Corps Components........2-6 Command Relations........2-9
Combatant Commander and Marine Corps Component Command ........2-9 Commandant of the Marine Corps and Marine Corps Component Command........2-9
Marine Corps Component Command and Other Component Commands ........2-10
Marine Corps Component Command and Subordinate Marine Corps Force Commands........2-10

## Chapter 1 Fundamentals

The United States Marine Corps (USMC) typically organizes its operating forces for combat as Marine air-ground ground task forces (MAGTFs). A MAGTF is employed either as part of a naval expeditionary force or as part of a larger joint or combined force. To better support present and future joint military operations, the Marine Corps has established Marine Corps components within the various combatant commands.

## Historical Overview

Historically, Marine Corps forces deployed overseas were operationally controlled by a numbered fleet commander or by a US Army commander. When Army and Marine Corps forces operated together, the command arrangements were generally informal, but successful. For example, in the early weeks of the Korean War, Brigadier General Edward A. Craig, USMC, and Lieutenant General Walton H. Walker, US Army, cooperated in a manner that enabled the 1st Marine Brigade to serve as the Eighth US Army's 'fire brigade' for its defense of Pusan. Soon afterwards, the landing of the 1st Marine Division at Inchon, Korea, under Joint Task Force 7 and the Tenth US Army Corps provided another successful example of ad hoc joint Service cooperation. As the Marine Corps assumed a greater role in joint operations, its relationship with the other Services became more complex. The Commandant of the Marine Corps became a full-time member of the Joint Chiefs of Staff in recognition of the USMC's contribution to joint operations. Congress formalized command relationships within the Department of Defense (DOD) when it passed the Goldwater-Nichols Department of Defense Reorganization Act of 1986. This act created a new model for joint operations. It established multi-Service combatant commands and assigned them geographic and functional responsibilities. It clearly placed responsibility for mission accomplishment on the combatant commanders (CCDRs) and ensured their authority was fully commensurate with this responsibility. The act also established closer, more formal command linkages between the CCDRs and the Military Services that supply them with forces. The forces that a Service provides to a CCDR constitute its component within that combatant command. Four years after the passage of Goldwater-Nichols, Operation DESERT STORM highlighted the need for the Marine Corps to provide a fully staffed and capable component headquarters to the Commander, United States Central Command (CDRUSCENTCOM) under whom Marine Corps forces operated. Such a headquarters was commanded by a Marine Corps component commander to ensure Marine Corps forces met all of the CCDR's requirements and were employed in accordance with their capabilities. Operation DESERT STORM demonstrated the warfighting MAGTF was not capable of staffing a component headquarters without seriously degrading its command and control (C2) capability. Soon after Operation DESERT STORM and after careful study, the Commandant of the Marine Corps reorganized the Marine Corps' command structure to better conform to Goldwater-Nichols and better support joint force commanders (JFCs). Joint and multinational exercises and operations since the Goldwater-Nichols Act have validated this reorganization and lead to the development of current componency doctrine.

## Establishment Of Marine Corps Componency

In 1992, the Commandant of the Marine Corps established Marine Corps componency by designating two permanent Marine Corps component commands. In addition to their existing duties as Fleet Marine Force commanders, the commanders of Fleet Marine Force, Atlantic and Fleet Marine Force, Pacific became, respectively, Commander, United States Marine Corps Forces, Atlantic and Commander, United States Marine Corps Forces, Pacific (COMMARFORPAC). These commanders would serve each of the five geographic combatant commands existing at that time. Subsequently, Headquarters, United States Marine Corps Forces, Europe was formed from the existing Headquarters, Fleet Marine Force, Europe. Marine Corps component planning liaison cells were established to support the Marine Corps component commanders in the execution of their responsibilities to CDRUSCENTCOM and Commander, United States Southern Command respectively. These planning cells evolved into small, capable Marine Corps component headquarters.

In 1998, the liaison cell at MacDill Air Force Base, Tampa, FL in support of CDRUSCENTCOM, was designated Headquarters, United States Marine Corps Forces, Central Command (MARFORCENT), commanded by COMMARFORPAC in a "dual-hatted" role. To exercise MARFORCENT Service component responsibilities, Commander, United States Marine Corps Forces, Central Command (COMMARFORCENT) relied on significant staff support from United States Marine Corps Forces, Pacific (MARFORPAC).

Following 11 September 2001, COMMARFORPAC was designated as COMMARFORCENT and in late 2002 deployed his/her headquarters to Naval Support Activity Bahrain. This headquarters, comprised of the former MARFORPAC staff and the MARFORCENT headquarters staff in Tampa, FL, operated from Bahrain during Operations ENDURING FREEDOM and IRAQI FREEDOM I. In June 2003, the headquarters redeployed to MacDill Air Force Base.

In 2005, the Commandant of the Marine Corps increased the MARFORCENT table of organization in Tampa, FL, enabling the headquarters to assume all Marine Corps Service component responsibilities in the United States Central Command area of responsibility (AOR). This action broke all staff ties with MARFORPAC. COMMARFORCENT was also transferred from COMMARFORPAC to Commanding General (CG), I Marine Expeditionary Force (MEF) in a "dual-hatted" role as CG, I MEF/COMMARFORCENT, which remains today. In 2002, a small Marine component planning cell was established in support of the Commander, United States Strategic Command. Likewise, the United States Marine Corps Forces, Atlantic staff assumed planning responsibilities for the Commander, United States Northern Command (USNORTHCOM) until those responsibilities shifted to the Commander, United States Marine Corps Forces Reserve (COMMARFORRES) in 2004. The Commander, United States Marine Corps Forces, Atlantic and the United States Marine Corps Forces, Atlantic component staff transitioned to Commander, United States Marine Corps Forces Command (COMMARFORCOM) and United States Marine Corps Forces Command (MARFORCOM), respectively, in 2006. Finally, the Commandant of the Marine Corps established a Marine Corps component staff for Commander, United States Africa Command with an initial operational capability date of October 2007. United States Marine Corps Forces, Africa achieved full operational capability on 1 October 2008. Commander, United States Marine Corps Forces, Europe is also the Commander, United States Marine Corps Forces, Africa. Each of these Marine Corps component commanders, in addition to representing the Marine Corps to their respective combatant commanders, have assumed many of the planning, administrative, and logistical responsibilities that formerly belonged to the MAGTF commanders serving within their respective AORs. This change has permitted those MAGTF commanders to focus more of their attention on operations. Command relationships for Marine Corps forces afloat require special attention. Typically a Marine Corps component commander performing the duties of a Fleet Marine Force commander with the status of a naval type-like commander will provide forces to a naval commander. The COMMARFORCOM and the CG, Fleet Marine Forces are usually the same person; however, each of these roles carries separate, distinct command relationships and missions. For example, COMMARFORPAC (the Marine Corps component commander) provides Marine Corps forces to the Commander, United States Pacific Command (USPACOM). As the CG, Fleet Marine Force, Pacific (naval type commander), he/she provides Marine forces to the Commander, United States Pacific Fleet.

Note: Marine Corps forces afloat do not necessarily fall under the Fleet Marine Force construct. They normally operate from the sea directly under a combatant commander or JFC as part of a Service component under a supported/supporting relationship. In this respect, the command relationship between the Marine component commander and the Navy component commander would be no different than the command relationship between any other Service component commander and the Navy Service component commander.

## National Military Command Structure

American military forces operate under a chain of command with two distinct branches: operational and Service. This arrangement reflects America's historic tradition of civilian control of the military (see fig. 1-1). For the Marine Corps, the operational chain of command begins with the President, as Commander in Chief, through the Secretary of Defense to the CCDR (and subordinate unified commander or joint task force [JTF] commander, when designated) and then to the Marine Corps component commander. Marine Corps component commands operate within both branches of the chain of command. They respond to the orders of the CCDR in the operational chain of command while being equipped, staffed, and supported through the Service chain of command. Marine Corps component commanders and their staffs, subordinate Marine Corps commanders and their staff's and supporting Marine Corps commanders and organizations must understand the dual nature of the chain of command and its impact on component operations. The authority vested in the Secretaries of the Military Departments to organize, train, equip, and provide forces stems from the President through the Secretary of Defense to the Service Secretaries. Then, to the degree established by the Secretaries or specified in law, this authority runs through the Service Chiefs to the Service component commanders assigned to the combatant commands and to the commanders of forces not assigned to the combatant commands. This administrative control (ADCON) provides for the preparation of military forces and their administration and support, unless such responsibilities are specifically assigned by the Secretary of Defense to another DOD component. The Secretary of the Navy exercises ADCON through the Commandant of the Marine Corps and the commander of the Marine Corps component command assigned to a CCDR.

## Combatant Command Structure

The President establishes combatant commands to execute broad and continuing missions at the strategic level using forces of two or more Military Departments. Combatant commands typically have geographic or functional responsibilities. The CCDR exercises combatant command command authority (COCOM) over his/her assigned forces.

## Geographic Combatant Commands

There are six combatant commands based on geography:


United States Pacific Command.

United States European Command.

United States Central Command.

United States Northern Command.

United States Southern Command.

United States Africa Command.

## Functional Combatant Commands

Combatant commands may also be based on functional responsibilities without respect to a specific geographic area. When functional responsibilities are defined, the focus should be on the effect desired or the service provided. These forces include the following unified commands:


United States Transportation Command for transportation.

United States Special Operations Command for special operations.

United States Strategic Command for strategic operations.

United States Joint Forces Command (USJFCOM) is a functional combatant command with the unique mission of joint
concept development, experimentation, transformation, and joint force provider.

## Subordinate Unified Commands And Joint Task Forces

A CCDR, when authorized by the Secretary of Defense through the Chairman of the Joint Chiefs of Staff, may establish a subordinate unified command. A subordinate unified command or JTF contains forces from two or more Military Departments. However, a naval task force composed of both Navy and Marine Corps elements does not by itself constitute a joint force. The Secretary of Defense, a CCDR, a subunified commander, or an existing JTF commander can also form JTFs to conduct operations of a smaller scope or more limited duration that do not require all of the forces assigned or attached to the combatant command. The establishing authority dissolves the JTF when the mission is complete or when the JTF is no longer required.

## Force Organization

All Service forces (except as noted in United States Code, Title 10, Armed Forces, subtitle A, part I, chapter 6, section 164, Commanders of Combatant Commands: Assignment, Powers and Duties) are assigned to combatant commands by the Secretary of Defense through the annual *Forces for Unified Commands* memorandum.

Once assigned, a force may be transferred from that command only at the direction of the Secretary of Defense. CCDRs coordinate with their Service component commanders to organize forces to accomplish their assigned mission. While the Services' roles and functions do not determine the theater command structure, the CCDR should consider the traditional roles of the Services in the organization of the theater. The CCDR seeks to organize his/her forces in the most effective manner to accomplish the mission. The CCDR attempts to preserve normal Service responsibilities and organizational integrity to fully exploit their inherent capabilities. The options for organizing the forces available to the CCDR are by Service components, functional components, or a combination of the two.

## Service Component Commands

Any joint force, by definition, will include forces belonging to two or more Military Departments. The JFC may conduct operations through his/her Service components. This is appropriate when stability, continuity, economy, ease of long-range planning, and the scope of operations dictate the organizational integrity of Service forces be maintained. Component commands exercise operational control (OPCON) of forces assigned or attached to their CCDR or they may be limited to tactical control (TACON) of these forces. Since the individual Services are organized, trained, equipped, and employed using each Services' doctrine, this arrangement fully exploits the capabilities and experience the individual Services can bring to a joint command (see fig. 1-2).

Exercising OPCON of Marine Corps forces allows the Marine Corps component commander to the CCDR to take full advantage of the Marines' established lines of command and standing operating procedures. It enables Marine Corps forces to function as they were designed; i.e., as a MAGTF.
As Joint Publication (JP) 1, Doctrine for the Armed Forces of the United States, states (chapter V, paragraph 1.c.(5), "The intent [of joint force organization] is to meet the needs of the JFC while maintaining the tactical and operational integrity of the Service organizations." Conducting operations through Service component commands also provides the advantage of clear and uncomplicated command lines. Service componency may also prove advantageous when operating with allies and coalition partners. For example, in a theater where an ally or coalition partner has a marine or marine-like service, the multinational force commander might join those marine forces with USMC forces to form a multinational marine force command to capture training, equipment, and cultural commonalities.

## Marine Component Commander To Combatant Commander Responsibilities

Marine Corps component commanders have responsibilities that derive from their roles in fulfilling Service functions. Their primary responsibility is that of a force provider and sustainer. Their specific responsibilities are as follows:


Command all Marine Corps forces assigned or attached to the
CCDR, to include all elements of support required (exception: the Commander, United States Southern Command usually delegates OPCON of Marine special operations forces to the theater special operations commander [TSOC]).

Recommend the allocation and coordinate provision of Marine
Corps forces or individuals to support the CCDR's operations.

Make recommendations to the CCDR on the proper deployment
and employment of Marine Corps forces.

Conduct deployment/redeployment planning and execution of
assigned/attached Marine Corps forces.

Accomplish such operational missions as may be assigned by
the CCDR.

Select and nominate specific units or individuals of the Service
component for attachment to the CCDR's subordinate forces and recommend command relationships.

Conduct joint and combined training, including the training, as
directed, of components of other Services in joint operations for
which the Service component commander has or may be assigned primary responsibility or for which the Service components facilities and capabilities are suitable.

Conduct joint, component, and combined contingency, crisis action, and exercise planning to support CCDR-assigned
missions.

Ensure internal Service functions; e.g., general and personnel
administration, finance, discipline, training, logistics, processing of urgent universal needs requests, force protection, safety, and Service intelligence in support of assigned or attached forces and individuals, are performed as directed.

Ensure commanders, staffs, and forces are trained to conduct
joint, combined, and Service exercises and operations.

Retain ADCON of forces attached to a Service component or force commander of a subordinate joint force command or another unified CCDR. However, the United States Marine Corps Forces, Special Operations Command (MARSOC),
which is the Marine Corps component to the United States
Special Operations Command (USSOCOM) performs only those ADCON functions that USSOCOM does not perform.


Develop plans and procedures for the effective and efficient utilization of reserve and active forces.

Provide and/or coordinate logistic support and inform the CCDR of plans or changes in logistic support that would significantly affect operational capability or sustainability.

Develop and submit the Marine Corps forces input to the
CCDR's integrated priority list.

Conduct theater security cooperation planning and execution in support of CCDR requirements.

Develop program and budget requests that comply with the CCDR guidance on warfighting requirements and priorities

Inform the CCDR of program and budget decisions that may affect joint operation planning.

Coordinate, execute, and report external funding for Marine Corps operations and exercises.

Establish and maintain a resource evaluation and analysis function to ensure effective and accurate control and use of funds and resources provided for CCDR mission accomplishment.

Ensure compliance with force protection, force health protection, and personnel recovery requirements for assigned and attached forces, civilian personnel, and families.

Develop, coordinate, and execute strategic force plans and basing in the CCDR's AOR.

Ensure assigned and attached forces have C2 systems that are
interoperable in joint and combined environments.

Maintain information management programs.

Ensure planning, coordination, and execution of information operations.

Plan, coordinate, and execute support for special technical operations conducted by or in support of Marine Corps forces through CCDR.

Establish a critical infrastructure program to meet DOD, CCDR, and Service requirements.

## Functional Component Commands

The CCDR may establish functional component commands to centralize selected functions and reduce the span of control by placing forces with similar capabilities under a single commander.

Conducting operations through functional component commands requires the CCDR accomplish the following:


Assign the authority and responsibilities of functional component commands based on the concept of operations.

Designate the forces or capabilities to be made available for
tasking by the functional component commander.

Establish the command relationship of the functional component commander over the forces or assigned capabilities.
The functional component command must be aware of the organization, capabilities, and limitations of assigned or attached forces and the responsibilities retained by the Service component command. The functional component commander's assigned authority and responsibilities will not affect the command relationships between the Service component commander and the CCDR (see fig. 1-3).

Functional component commands are normally selected from among Service component commands. The CCDR will normally appoint the Service component commander with the preponderance of forces capable of accomplishing the function or assigned mission and the C2 capability to control such operations. The establishment of a functional component command must not affect the command relationships between Service component commands and the JFC. A Service component commander designated as the functional component commander retains Service component responsibilities.



## Combination Of Service And Functional Components

Normally, joint forces are organized with a combination of Service and functional component commands with operational responsibilities. Figure 1-4, is an example of a combatant command organized with the four Service forces commanded by Service component commands and a special operations component.

The combination of Service and functional components takes advantage of the benefits of Service componency while allowing the CCDR to centralize certain functions to achieve the strategic or operational objective. In these cases, the Service component commanders retain ADCON of their forces while providing forces and capabilities through the CCDR to the functional component command.

Regardless of how the CCDR organizes assigned or attached forces, if he/she has any Marine Corps forces, he/she will have a Marine Corps Service component.

## Subordinate Joint Command Structure

Subordinate joint commands may be either a subordinate unified command or a JTF. Differences in authority exist between the combatant command and the subordinate joint command. Forces, not command relationships, are transferred between commands. The COCOM is a nontransferrable command authority and remains with the assigned CCDR. The subordinate JFC normally exercises OPCON or TACON of assigned or attached forces. Both the combatant command and subordinate joint force may be organized to conduct operations through Service components, functional components, or a combination of the two. Both may be established in a geographic area or on a functional basis. Subordinate unified commands, such as United States Forces, Korea, are established to conduct operations on a continuing basis in accordance with criteria set by the unified commander, while a JTF has a specific, limited objective and does not require overall centralized control of logistics.

Like combatant commands, JTFs contain components and are organized to conduct operations by Service, function, or a combination of the two. When the JTF is small and largely composed of Marine Corps units, the MAGTF commander and his/her staff can simultaneously perform the roles of JTF nucleus, JTF Marine component headquarters, and MAGTF command element (see fig. 1-5).

## Designation As A Functional Component Command

The JFC can designate the Marine Corps component command as a functional component command. Examples include, but are not limited to:


Joint force maritime component command.

Joint force land component command.

Joint force air component command.

Joint force special operations component command.
While one commander may have two designations (i.e., Marine Corps component command and joint force functional component command) the responsibilities are separate, distinct, and not interchangeable. Because command functions are separate, so are staff functions. The Marine Corps component command's staff performs Service component functions and is staffed by the Marine Corps component's normal staff members. The functional component command staff performs functional component activities and should be staffed to reflect the composition of the functional component command (see fig. 1-6 on page 1-22). Designation as a functional component command brings additional responsibilities but does not replace Service component responsibilities for assigned Marine Corps forces. Regardless of the joint command structure, the Marine Corps component command must still provide administrative and logistic support to assigned forces. In addition to functional component duties, the JFC can assign the Marine Corps component command other joint duties such as the area air defense commander or airspace control authority. These functions are normally accomplished by the assigned MAGTF.

## Chapter 2 The Marine Corps Component Commands

The Marine Corps component commander functions at the operational level of war. He/She is responsible for accomplishing the assigned mission, providing forces, and accomplishing operational-level administrative and logistic tasks to assigned or attached Marine Corps forces.

## Marine Corps Components

There are currently nine combatant command-level Marine Corps components:


United States Marine Corps Forces Command.

United States Marine Corps Forces, Pacific.

United States Marine Corps Forces, Europe.

United States Marine Corps Forces, Central Command.

United States Marine Corps Forces, North.

United States Marine Corps Forces, South.

United States Marine Corps Forces, Strategic Command.

United States Marine Corps Forces, Special Operations Command.

United States Marine Corps Forces, Africa.
There are also United States Marine Corps Forces, Korea to support United States Forces, Korea, the subunified CCDR in Korea, and Marine Corps Bases Japan, which serves as the Marine Corps component for United States Forces Japan, the subunified CCDR in Japan. The commander of a Marine component headquarters may have additional responsibilities such as those indicated in the next paragraph. Currently the Commandant of the Marine Corps has designated the following general officer billets as combatant command-level Marine Corps component commands:


COMMARFORCOM is the Marine Corps component command to Commander, USJFCOM.

COMMARFORPAC is the Marine Corps component commander to Commander, USPACOM.

Commander, United States Marine Corps Forces, Korea (COMMARFORK) is the Marine Corps component commander to Commander, United States Forces, Korea, a subordinate unified command under Commander, USPACOM. COMMARFORK is also dual-hatted as the Commander,
United States Forces, Korea Assistant Chief of Staff, J-5. During wartime, his/her J-5 responsibilities predominate;
therefore, COMMARFORPAC fulfills Service component responsibilities as COMMARFORK during wartime.


CG, I MEF is the Marine Corps component commander (COM- MARFORCENT) to CDRUSCENTCOM.

COMMARFORRES is the Marine Corps component commander to Commander, USNORTHCOM.

CG, Marine Corps Combat Development Command is the Marine Corps component commander (Commander, United
States Marine Corps Forces, Strategic Command) to United States Strategic Command.

Commander, MARSOC, is the Marine Corps component commander to Commander, USSOCOM.

Commander, United States Marine Corps Forces, Europe is the Marine Corps component commander to Commander, United
States European Command.

Commander, United States Marine Corps Forces, Africa is the
Marine Corps component commander to the Commander, United States Africa Command.
Note: All of these designations are subject to change.

Table 2-1 lists all of the combatant commands with their Marine Corps component commands and the additional functions that those Marine Corps component commands perform.

| Combatant Command                  |
|------------------------------------|
| Marine Corps                       |
| Component Headquarters             |
| Additional Duties                  |
| United States Joint Forces         |
| Command (USJFCOM)                  |
| United States Marine Corps Forces  |
| Command (MARFORCOM)                |
| Marine Corps Bases Atlantic        |
| (MARCORBASESLANT); Fleet           |
| Marine Force, Atlantic (FMFLANT)   |
| United States Pacific              |
| Command (USPACOM)                  |
| United States Marine Corps Forces, |
| Pacific (MARFORPAC)                |
| Marine Corps Bases Pacific         |
| (MARCORBASESPAC); Fleet            |
| Marine Force, Pacific (FMFPAC)     |
| United States Marine Forces        |
| Korea (MARFORK)                    |
| (during wartime)                   |
| United States European             |
| Command (USEUCOM)                  |
| United States Marine Corps Forces, |
| Europe (MARFOREUR)                 |
| United States Marine Corps         |
| Forces, Africa (MARFORAFR)         |
| I Marine Expeditionary Force       |
| (I MEF)                            |
| United States Central              |
| Command (USCENTCOM)                |
| United States Marine Corps         |
| Forces, Central Command            |
| (MARFORCENT)                       |
| United States Northern             |
| Command (USNORTHCOM)               |
| United States Marine Corps Forces, |
| North (MARFORNORTH)                |
| United States Marine Corps Forces  |
| Reserve (MARFORRES)                |
| United States Southern             |
| Command (USSOUTHCOM)               |
| United States Marine Corps Forces, |
| South (MARFORSOUTH)                |
| None                               |
| United States Strategic            |
| Command (USSTRATCOM)               |
| United States Marine Corps         |
| Forces, Strategic Command          |
| (MARFORSTRAT)                      |
| Marine Corps Combat                |
| Development Command                |
| (MCCDC)                            |
| United States Africa               |
| Command (USAFRICOM)                |
| United States Marine Corps Forces, |
| Africa (MARFORAF)                  |
| United States Marine Corps         |
| Forces, Europe (MARFOREUR)         |
| Combatant Command                  | Marine Corps Component   |
|------------------------------------|--------------------------|
| Marine Corps                       |                          |
| Component Headquarters             |                          |
| Additional Duties                  |                          |
| None                               |                          |
| United States Special              |                          |
| Operations Command                 |                          |
| (USSOCOM)                          |                          |
| United States Marine Corps Forces, |                          |
| Special Operations Command         |                          |
| (MARSOC)                           |                          |
| United States Transportation       |                          |
| Command (USTRANSCOM)               |                          |
| No Marine Corps component          | None                     |

The composition of the JFC's staff will reflect the composition of the joint force. This ensures those responsible for employing joint forces have a thorough knowledge of the capabilities and limitations of the assigned or attached forces. A joint force that includes Marine Corps forces will normally have a Marine Corps component command that provides administrative and logistic support for the Marine Corps force. The commander of the Marine Corps component that is subordinate to a combatant command communicates directly with the combatant command level Marine Corps component commander on matters over which the Marine Corps has ADCON. The Marine Corps component commander of a unified, subunified, or JTF command that exercises OPCON over the Marine Corps component forces communicates directly to the appropriate joint force command. In some instances a Marine Corps component commander serving under a combatant commander may also exercise ADCON over Marine forces assigned to a JTF commander that is also subordinate to the same combatant commander.

## Combatant Commands And Marine Corps Components

There are three documents that provide the basis for command and support relationships between the combatant commands and the Marine Corps components: the *Unified Command Plan*, Secretary of Defense's *Forces for Unified Commands* memorandum, and Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 3110.01, *Joint Strategic Capabilities Plan (JSCP)*.

The *Unified Command Plan* provides basic guidance for CCDRs. It establishes missions, responsibilities, and force structure and delineates general geographic areas of responsibility.

In accordance with the Secretary of Defense's Forces for Unified Commands memorandum and the *Unified Command Plan*, except as otherwise directed by the President or the Secretary of Defense, all forces operating within the geographic area assigned to a combatant command shall be assigned or attached to that command. (Note that this does not apply to USNORTHCOM. Not all forces stationed in the USNORTHCOM AOR are assigned or attached to that command.) Forces are assigned or reassigned to a combatant command when their transfer to that command is permanent, or for an unknown period of time, or when the broadest level of command and control is necessary. Forces are attached to a combatant command when their transfer to that command is temporary. The CCDR exercises COCOM over assigned forces and normally exercises OPCON over attached forces. Chairman of the Joint Chiefs of Staff Instruction 3110.01 mirrors the strategic themes outlined in both the National Security Strategy and the National Military Strategy, and reflects direction provided in the Secretary of Defense's annual Contingency Planning Guidance. The CJSCI 3110.01 contributes to the Chairman's statutory responsibility to assist the President and the Secretary of Defense in providing for the strategic direction of the Armed Forces of the United States and to conduct contingency planning for the Nation. The document provides the strategic direction necessary to coordinate CCDR planning for theater security cooperation activities and combat operations in pursuit of national strategic objectives. The CJSCI 3110.01 specifies regional objectives, minimum required regional tasks, planning assumptions, and apportions major combat forces and strategic lift for planning purposes. The goal is to provide combatant command and Service planners with meaningful, necessary guidance balanced between the details needed to conduct coordinated, sustainable peacetime activities and specific contingencies while still allowing commanders the flexibility to respond to unanticipated events. Regardless of how the CCDR conducts operations, the Marine Corps component commander provides Service-specific administration and support to Marine Corps forces. The Marine Corps component commander retains and exercises responsibility for Marine Corps logistic support except when responsibility has been altered by Service support agreements or when the CCDR
has directed otherwise. Selected Marine Corps Reserve (SMCR) forces are available to augment and reinforce any major operation in which Marine Corps forces participate. These forces are assigned to the Commander, USJFCOM, who exercises COCOM responsibilities over activated USMC Reserve forces through COMMARFORRES. Commander, USJFCOM exercises training and readiness oversight, through COMMARFORCOM over nonactivated SMCR forces. This oversight includes the authority to do the following:


Provide guidance to COMMARFORRES on operational requirements and priorities that should be addressed in the training and readiness programs.

Comment on COMMARFORRES program recommendations and budget requests.

Coordinate and approve participation of assigned SMCR units in joint exercises and other joint training when on active duty for training or performing inactive duty training.

Obtain and review readiness and inspection reports of assigned SMCR units.

Coordinate and review mobilization plans (including postmobilization training activities and deployability validation procedures) developed for assigned SMCR units.

## Command Relations Combatant Commander And Marine Corps Component Command

The CCDR exercises COCOM over all assigned Marine Corps forces through the Marine Corps component command. The ADCON relationships with assigned or attached Marine Corps forces should be specified between the Marine Corps component providing the Marine Corps forces and the Marine Corps component gaining the Marine Corps forces. Unless otherwise specified, ADCON is exercised through the combatant command-level Marine Corps component command to which the forces are assigned.

## Commandant Of The Marine Corps And Marine Corps Component Command

The Commandant of the Marine Corps provides personnel, administrative, and logistic support (as directed by United States Code, Title 10, *Armed Forces*), to the Marine Corps component command. The Commandant of the Marine Corps' relationship with the Marine Corps component command is through the Service branch of the chain of command. Unless otherwise directed by the CCDR, the Marine Corps component command communicates through the combatant command on those matters over which the CCDR exercises COCOM or directive authority. On Service-specific matters (personnel, administration, and unit training), the Marine Corps component command normally communicates directly with the Commandant of the Marine Corps, informing the CCDR as the CCDR directs.

## Marine Corps Component Command And Other Component Commands

The CCDR may establish a support relationship between the Marine Corps component command and other Service and functional component commands. There may be multiple support relationships established between various commands. The Marine Corps component commander may be both a supported and supporting commander. The Marine Corps component command coordinates and consults with the other component commands to achieve unity of effort and accomplish the CCDR's mission.

## Marine Corps Component Command And Subordinate Marine Corps Force Commands

When the CCDR conducts operations using Service components, the Marine Corps component command should have OPCON over all assigned or attached Marine Corps forces. If the CCDR conducts operations using functional components, the Marine Corps component command normally delegates TACON to the functional component command. All joint forces with Marine Corps forces assigned or attached include a Marine Corps component. Regardless of how the JFC conducts operations, the Marine Corps component provides administrative and logistical support for the subordinate Marine Corps forces. The Marine Corps component command retains and exercises control over Marine Corps logistic support except for any Service support agreement or as directed by the JFC.

The combatant command-level Marine Corps component command may establish a Marine logistic command to fulfill his/her Service logistic responsibilities. For example, COMMAR- FORCENT established a Marine logistic command during Operation IRAQI FREEDOM. When formed, the Marine logistic command provides operational-level logistic support to all Marine Corps forces and may provide limited support to other joint and multinational forces as directed by the CCDR. Operational-level logistics includes deployment support, sustainment, resource prioritization and allocation, and requirements identification activities required to sustain the force in a campaign or major operation. The combatant command-level Marine Corps component command provides the logistic policy for Marine Corps forces. A Marine logistic command executes this policy to support all Marine Corps forces. When priorities of support are required, the combatant command-level Marine Corps component command provides these to a Marine logistic command commander. Likewise, the combatant command-level Marine Corps component command ensures a Marine logistic command receives assistance and resources outside of its organic capability; for example, intelligence necessary for a Marine logistic command mission. The combatant command-level Marine Corps component command may choose to employ a Marine logistic command when the following operational conditions exist:


Expeditious force closure of a Marine expeditionary force-sized MAGTF is required.

A Marine expeditionary force-sized MAGTF will be ashore for
more than 60 days.

Sequential maritime prepositioning force offloads or backloads
are planned or required.

Common item or user support is planned.

Theater logistic support is shallow or has shortfalls.
These conditions assist the combatant command-level Marine Corps component command in deciding if a Marine logistic command is necessary and, if so, determine its composition and capabilities.

## Commander Of A Subordinate Joint Force And Subordinate Joint Force-Level Marine Corps Component Command

Normally, the senior Marine Corps commander assigned or attached to a joint force can assume responsibilities as the joint force command-level Marine Corps component commander when a separate Marine Corps component commander is not otherwise designated. The subordinate JFC normally exercises OPCON over attached Marine Corps forces. The ADCON relationships with assigned or attached Marine Corps forces should be specified between the Marine Corps component providing the Marine Corps forces and the Marine Corps component gaining the Marine Corps forces. Unless otherwise specified, ADCON over attached Marine Corps forces remains with the combatant command-level Marine Corps component commander to whom the forces were assigned.

## The Joint Force (Combatant Command) Or Subordinate Marine Corps Component Commander And The Magtf Commander

As discussed in Navy-Marine Corps Directive 3000.18, The Marine Corps Force Development Planning and Execution Process Manual, and Marine Corps Order S3000.20, The Marine Corps Capabilities Plan, with regard to planning, the roles and functions of the Marine Corps component commander and the MAGTF commander are significantly different. The Marine Corps component commander sets the conditions for MAGTF operations primarily by advising the JFC of the capabilities of his/her forces. The Marine Corps component commander also directs and coordinates the movement and sustainment of his/ her forces into and within the theater. The Marine Corps component commander focuses on future operations and coordinates his/her actions with other component commanders to achieve unity of effort for the joint force. The differences between the roles and responsibilities of the Marine Corps component commander and the MAGTF commander influence the command relationships and staff organization of both organizations. The staff organization of the Marine Corps component depends on the mission, size, scope, duration of the operation, and the size of the assigned force. There are three possible command relationships and staff organizations: one commander and one staff, one commander and two staffs, and two commanders and two staffs.

## One Commander And One Staff

Of the three arrangements, one commander and one staff is normal for JTF operations. The commander is both the Marine Corps component and MAGTF commander. The single staff executes both Marine Corps component and MAGTF functions. This arrangement requires the least amount of personnel but places the heaviest work load on the commander and the staff. Marine Corps component functions require close interaction with the JFC's staff and the other components. If the JFC's headquarters is geographically separatedpossibly by long distancesfrom the tactical combat units, the Marine Corps commander may not be able to move easily between the JFC's headquarters and the MAGTF headquarters. This requires a liaison to the JFC that can act in the Marine Corps commander's name or that can maintain close and reliable communications with the commander. A variation of the one commander and one staff organization is one commander and one staff with an embedded component augmentation cell. This arrangement is also built around the MAGTF
commander and his/her staff. The commander is still the Marine Corps component commander and the MAGTF commander. The combatant command-level Marine Corps component command provides a deployable cell to perform Marine Corps component functions while the MAGTF staff executes MAGTF staff functions. This allows for a logical division of labor and focusing of staff functions. While requiring additional personnel, the size of this staff is still relatively small. The commander and his/her staff must balance the component responsibilities against those of the MAGTF. The one commander, one staff arrangement was used during Operation RESTORE HOPE in Somalia when CG, I MEF and his staff became the nucleus JTF. The 1st Marine Division served as the Marine Service component command with staff augmentation from MARFORCENT.

## One Commander And Two Staffs

The commander is both the Marine Corps component and MAGTF commander, but there are two separate staffs. One staff executes the functions of the Marine Corps component while the other executes the functions of the MAGTF. This allows each staff to maintain a single, focused orientation. The number of personnel increases with two staffs. The commander must still balance the component responsibilities against those of the MAGTF. This arrangement may be appropriate when the combined responsibilities of the Marine Corps component and the MAGTF do not exceed the span of control of a single general officer. The commander may collocate the two staffs or separate them to perform their assigned functions. An example of this arrangement is the MARFORCENTI MEF model: The MEF and component headquarters each have separate staffs but one common commander, COMMARFORCENT (dual-hatted as CG, I MEF).

## Two Commanders And Two Staffs

Two commanders with separate staffs require the most personnel, equipment, and facilities. The Marine Corps component commander maintains the operational orientation while the MAGTF commander provides tactical orientation. This allows each commander and staff to maintain a single, focused orientation. Additionally, each commander can place himself/herself at the appropriate location: the Marine Corps component command close to the JFC's headquarters and the MAGTF commander with the MAGTF.

## Marine Corps Component Staff Personnel

The size of the Marine Corps prevents the staffing of numerous, large Marine Corps component headquarters. The combatant command-level Marine Corps component headquarters is staffed primarily by permanently assigned personnel who are augmented by additional personnel from sources throughout the Marine Corps during operational commitments and times of war. Globally sourced personnel may come from the Marine Corps Reserve, the supporting establishment, or other Marine Corps component organizations. Along with the basic core of personnel required to staff Marine Corps component headquarters, augmentees, liaisons, and representatives are also necessary for component operations.

## Augmentees

Augmentees are usually globally sourced and provide the component command with expertise in their specific areas. They receive full logistic and administrative support from their parent organization(s) until received on the gaining organization's role, and they remain in this status until returned to the roles of the augmentees' parent organization(s).

## Liaisons

Liaisons and their supporting teams are the direct representatives of the Marine Corps component command and are assigned to appropriate higher, adjacent, lower joint, component, and Service headquarters. Liaison teams gather and exchange information between the assigned headquarters and the Marine Corps componentthey are the Marine Corps component commander's eyes and ears. Liaison teams are headed by a senior liaison officer. The Marine Corps component commander determines what authority to give the senior liaison officer to make decisions on his/her behalf. Marines assigned as liaisons must understand the Marine Corps component commander's intent. Liaisons facilitate critical interstaff issues and provide a conduit to the appropriate staff officer at the Marine Corps component. They are not augmentees to the staff of the gaining command and should not be assigned any duties other than liaison. The component command provides liaison officers and their teams with logistic and administrative support, including robust and redundant communications and computer capabilities.

## Representatives

JFCs and functional component commanders may establish standing or temporary boards, bureaus, centers, cells, and working groups to perform essential joint functions or provide critical joint services or support. The Marine Corps component command provides representation to these groups. The Marine representative must have the requisite subject matter expertise and the appropriate grade to fully represent the Marine Corps component command. Such representatives should not be assigned any staff duties by the command hosting the board but in some instances, liaison officers may also act as representatives. Otherwise, these representatives may come from the Marine component headquarters, assigned forces, the Reserve Component, or they may be otherwise globally sourced from throughout the Marine Corps. Subordinate joint force command-level Marine Corps component commanders must ensure their initial planning and requests for staffing also reflect realistic staffing for these critical functions.

## Chapter 3 Component Support Functions

Service component commanders are required to fulfill specific support functions as described in this chapter. The Marine Corps component commander may execute Service support functions during predeployment, deployment, employment, and redeployment.

## Personnel And Logistics

The Marine Corps component commander's personnel functions include responsibility for administrative support, quality of life, casualty replacement, decedent affairs, and replacement training for all assigned Marine forces (responsibilities can be found in the Marine Corps Order P1070.12K, Marine Corps Individual Records Administration Manual; Marine Corps Warfighting Publication [MCWP] 4-11, *Tactical-Level Logistics*; and

## Mcwp 3-40.8

MCWP 4-11.8, *Services in an Expeditionary Environment*).

Additionally, the component commander coordinates with the Deputy Commandant for Manpower and Reserve Affairs on manpower plans and personnel policies. The Marine Corps component commander's responsibilities include the identification and coordination of required Marine Corps logistic support at the operational level. Assigned or attached Marine Corps forces send support requirements and priorities to the Marine Corps component commander who determines or validates what resources will be used or are necessary to fulfill the requirements. The Marine Corps component commander and his/her staff organize logistic support throughout the geographic CCDR's AOR. The Marine Corps component commander develops agreements with other Service component commanders and participates in component command-level working groups. The theater of operations/joint operations area sustaining base, which includes the geographic CCDR's AOR, links strategic sustainment to tactical combat service support. This logistical support can serve not only US forces but also other US Government agencies and forces of friendly countries or groups allied with US forces. During predeployment, the Marine Corps component commander conducts force sustainment planning and force reception planning.

Throughout deployment, the Marine Corps component commander refines Marine Corps forces personnel, sustainment, transportation, and reception requirements. The Marine Corps component commander may meet these requirements using Service sources or other joint resources. Other Marine Corps component commander functions include the following:


Supporting the deployment of Marine Corps forces.

Coordinating reception support.

Coordinating fiscal requirements for predeployment training.

Obtaining needed infrastructure support.

Implementation of COCOM-negotiated acquisition and crossservicing agreements.
A key function of the Marine Corps component commander during employment is to inform the JFC of changes to personnel and logistic requirements that might affect the Marine Corps' ability to support the operation. During employment, the Marine Corps component commander concentrates on the following:


Sustainment sourcing.

Intra-theater transportation asset allocation.

Facility and base development.

Host-nation support.

Health services management.
During redeployment, the Marine Corps component commander focuses on reconstituting Marine Corps forces and identifying accurate mission costs and material losses.

## Intelligence

The Marine Corps component commander facilitates Marine Corps forces intelligence functions through close and continuous coordination with the JFC and other component commanders and representation to theater intelligence support boards, agencies, and committees. The Marine Corps component commander ensures intelligence support is provided to the MAGTF and other assigned or attached forces. The Marine Corps component commander assists the MAGTF and other assigned or attached commanders by conducting detailed, operational-level intelligence planning. The Marine Corps component commander also monitors intelligence collection requirements to ensure synchronization with the JFC's collection plans. These requirements focus on the collection and analysis of data and the dissemination of intelligence products from national and theater sources. Intelligence is provided directly from the source to the MAGTF and other assigned or attached commanders. During predeployment, the Marine Corps component commander coordinates with the JFC to


Plan access to national, theater, and JTF intelligence system
architectures and databases.

Develop policy guidance for information security, counterintelligence/human intelligence, technical surveillance countermeasures, and signals intelligence.
Throughout deployment, the Marine Corps component commander refines operational-level intelligence plans, makes required adjustments, and coordinates the flow of intelligence resources into theater. Throughout employment, the Marine Corps component commander coordinates MAGTF organic collection and counterintelligence/human intelligence requirements and operations with the JFC and other component commanders to avoid conflict or redundancy. The Marine Corps component commander also requests target materials and execution support materials for Marine Corps forces.

During redeployment, the Marine Corps component commander continues to ensure the dissemination of intelligence to Marine Corps forces in support of force protection and future operations. The Marine Corps component commander also identifies scientific and technical intelligence requirements for captured materiel and coordinates handling procedures with the JFC.

## Operations

The Marine Corps component commander recommends to the JFC the appropriate and executable missions and tasks that can be accomplished by Marine Corps forces. The component commander identifies and sets theater conditions favorable to mission accomplishment by Marine Corps forces. The Marine Corps component commander also trains the component staff and assigned or attached Marine Corps forces.

## Plans

The Marine Corps component commander participates in the development of the JFC's campaign, supporting operation, contingency, and force deployment plans. From these plans, the Marine Corps component commander prepares Marine Corps component supporting plans and coordinates planning with the other component commanders. Using the CCDR's guidance, the Marine Corps component commander develops planning, programming, and budgeting system requirements to ensure Marine Corps forces are adequately manned, equipped, and trained. This is done to support JTF, the JTF-level Marine Corps component, and MAGTF commanders who primarily conduct crisis action planning.

## Command And Control

The Marine Corps component commander plans, establishes, and maintains the C2 system necessary to conduct planning, decision, execution, and assessment cycles. The Marine Corps component C2 system provides an interface with the JFC; other components; Headquarters, USMC; and higher, adjacent, and subordinate Marine Corps forces. During predeployment, the Marine Corps component commander designs a C2 system that supports the JFC's campaign plan and meets the needs of the MAGTF and assigned or attached forces. Most importantly, the Marine Corps component commander integrates the Marine Corps C2 system into the overall C2 plan and establishes a global C2 system to support the JFC during all phases of an operation. The rapid establishment of the Marine Corps C2 system in theater aids the Marine Corps component commander during the deployment phase and establishes favorable conditions for successful employment of Marine Corps forces. As Marine Corps forces arrive in theater, the Marine Corps component commander identifies threats and establishes C2 protection measures.

## Training

The Marine Corps component commander is responsible for the establishment of training standards and performance objectives for assigned forces. Predeployment training is critical to ensure deploying forces are fully capable of meeting the mission requirements of the supported CCDR, subunified commander, or JTF commander. Through coordination with the Commandant of the Marine Corps, the component commander works closely with the MAGTF commander to ensure deploying forces are afforded the opportunity to train to their joint and Service mission-essential tasks as well as Marine Corps doctrine, tactics, techniques, and procedures. Commander, USJFCOM exercises training oversight of nonactivated SMCR forces through the COMMARFORCOM.

## Mission/Force Protection

The Marine Corps component commander is responsible to the supported joint commander and the Commandant of the Marine Corps for coordinating the mission and force protection policies and procedures for assigned forces. Additionally, he/she is responsible for ensuring these procedures are trained to and enforced. These procedures are equally important in garrison as they are when deployed for operations and combat. The component commander is responsible for coordinating procedures with his/her supported commander as well as his/her fellow component and subordinate commanders.

## Chapter 4 Command Relationships

This chapter provides a general understanding of command relationships and how they apply to US military forces. Interactions with allies, coalitions, and other agencies may lead to additional command relationship considerations. Marine Corps component commanders and their staffs must be aware of these considerations. Command relationship considerations may affect operational employment and must be included in operation plans, standing operating procedures, and other appropriate documents. See JP 1 and JP 3-0, *Joint Operations*, for detailed information.

Each commander is responsible for accomplishing the assigned mission. While the commander may delegate authority to accomplish the mission, the commander cannot delegate responsibility for mission accomplishment. The authority given to a commander must match the assigned responsibility.

The levels of authority include command relationships and other authorities:


Command relationships:

COCOM.

OPCON.

TACON.

Support.

Other authorities:

ADCON.

Coordinating authority.

Direct liaison authorized [DIRLAUTH].
Table 4-1, on page 4-11,  summarizes these command authorities, how they are exercised, where they are exercised, and their restrictions.

## Combatant Command

The COCOM is the command authority over assigned forces vested only in CCDRs by United States Code, Title 10, Armed Forces, subtitle A, part I, chapter 6, section 164, Commanders of Combatant Commands: Assignment; Powers and Duties, or as directed by the President in the *Unified Command Plan*. This authority cannot be transferred or delegated, and it allows a CCDR
to perform those functions of command over assigned forces that involve organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction over all aspects of military operations, joint training, and logistics necessary to accomplish the missions assigned to the command. COCOM provides the CCDR full authority to organize and employ commands and forces to accomplish assigned missions. The COCOM should be exercised through the commanders of subordinate organizations. Normally, this authority is exercised directly over specific operational forces that, because of the mission assigned and the urgency of the situation, must remain immediately responsive to the CCDR. Authority is also exercised through


Service component commanders.

Functional component commanders, if established for a particular purpose.

A commander of a subordinate unified command (unified command only).

The commander of a JTF reporting directly to the CCDR.

A single-Service force commander reporting directly to the CCDR. Normally, missions requiring operations of a single- Service force are assigned to the applicable Service component commander. A CCDR may establish a separate single- Service force but normally does so only under exceptional circumstances.
COCOM includes, but is not limited to, the authority to


Exercise or delegate OPCON or TACON of assigned or attached forces.

Establish supported/supporting relationships between component commanders as appropriate.

Function as the US military single point of contact and exercise
directive authority over all elements of the command in relationships with other combatant commands, DOD components, US diplomatic missions, other US agencies, and agencies of other countries in the AOR.

Coordinate with subordinate commands and components and
approve the administration, support (including control of resources and equipment, internal organization, and training), and discipline necessary to carry out missions assigned to the command.

Concur in the assignment of officers as commanders directly subordinate to the CCDR and officers on the combatant commander's staff.

Participate in the DOD Planning, Programming, Budgeting, and Execution process. Participation should include the provision of
an integrated priority list of essential warfighting requirements
for consideration in developing the DOD program and budget. Prioritization should run across Service and functional lines. The CCDR also provides guidance to subordinate commands and components on warfighting requirements and priorities, thus enabling them to address their program and budget requests to their Military Departments.
When directed in the *Unified Command Plan* or otherwise authorized by the Secretary of Defense, the commander of US elements of a multinational command may exercise COCOM of those US forces assigned to that command. Combatant commanders exercise directive authority for logistics (and may delegate directive authority for a common support capability). The exercise of directive authority for logistics by a CCDR
includes the authority to issue directives to subordinate commanders, including peacetime measures, necessary to ensure


Effective execution of approved operation plans.

Effectiveness and economy of operation.

Prevention or elimination of unnecessary duplication of facilities and overlapping of functions among the Service component commands.
A CCDR's directive authority for logistics *does not*


Discontinue Service responsibility for logistic support.

Discourage coordination by consultation and agreement.

Disrupt effective procedures, efficient utilization of facilities, or
organization.
A CCDR exercises approval authority over Service logistic programs (base adjustments, force beddowns, and other aspects as appropriate) within the CCDR's AOR that may have a significant impact on operational capability or sustainability.

## Operational Control

Operational control is the command authority that may be exercised by commanders at any echelon at or below the level of combatant command and involves


Organizing and employing commands and forces.

Assigning tasks.

Designating objectives.

Giving authoritative direction necessary to accomplish the mission.
Unless specifically delegated by the CCDR, OPCON does not include authoritative direction of logistical or administrative support, discipline, internal organization, or unit training. Operational control may be delegated to commanders at any echelon at or below the level of combatant command and is inherent in COCOM.

## Tactical Control

Tactical control is the command authority over assigned or attached forces or commands or the military capability made available for tasking. Tactical control is limited to the detailed direction and control of movements or maneuvers within the operational area necessary to accomplish the commander's assigned missions or tasks. Tactical control provides the authority to give direction for military operations and to control designated forces.

Tactical control provides authority to control and direct the application of force or tactical use of combat support forces or capabilities. Tactical control does not include organizational authority or authoritative direction for logistic or administrative support. The parent unit commander maintains this authority unless otherwise specified in the establishing directive. Functional component commanders typically exercise TACON over military forces or over capabilities made available to the JFC for tasking through functional component commanders. Tactical control may be delegated to commanders at any level at or below the level of combatant command and is inherent in OPCON.

## Support Relationships

A senior commander establishes a support relationship between subordinate commanders when one organization should aid, protect, complement, or sustain another force. Support may be exercised by commanders at any echelon at or below the level of combatant command. Support relationships establish priorities to commanders and their staffs as they plan or execute joint operations. JP 1 describes this relationship as follows:
The support command relationship is, by design, a somewhat vague but very flexible arrangement. The establishing authority (the common superior [commander]) is responsible for ensuring that both the supported [commander] and supporting [commanders]
understand the degree of authority that the supported [commander] is granted.

The senior commander issues an establishing directive to guarantee both the supported and supporting commanders understand the authority given to the supported commander. The establishing directive specifies the purpose of the support relationship in terms of the desired effect and the scope of the action to be taken. It also should include the following:


Forces and resources allocated to the supporting effort.

Time, place, level, and duration of the supporting effort.

Relative priority of the supporting effort.

Authority, if any, of the supported force to modify the supporting force in the event of an exceptional opportunity or an emergency.

Degree of authority granted to the supported commander over the supporting effort.
The supporting commander fills the needs of the supported force within his/her capabilities, based on the priorities and requirements of other assigned tasks. The supporting commander determines the forces, tactics, methods, procedures, and communications necessary to provide the support. The supporting commander is responsible for the following:


Advises and coordinates with the supported commander on the employment and limitations of his/her support.

Assists in integrating support into the supported commander's effort.

Ensures his/her entire command knows the supported commander's requirements.
Four categories of support are used within a combatant command to better characterize the support that should be given:
general, mutual, direct, and close.

## Administrative Control

Administrative control is the direction or exercise of authority over subordinate or other organizations in respect to administrative and support actions. Administrative control includes the following:


Organization of Service forces.

Control of resources and equipment.

Personnel management.

Unit logistics.

Individual and unit training.

Readiness.

Mobilization/demobilization.

Discipline.

Other matters not included in the operational missions of the subordinate or other organizations.
Administrative control may be delegated to and exercised by Service commanders at any echelon at or below the level of a combatant command's Service component command. Administrative control is subject to the command authority of CCDRs.

## Coordinating Authority

Coordinating authority is given to a commander or individual to coordinate specific functions and activities involving forces of two or more Military Departments, two or more joint force components, or two or more forces of the same Service. The commander or individual has the authority to require consultation between the agencies involved, but does not have the authority to compel agreement. The establishing directive names the common task to be coordinated but does not change normal organizational relationships in other matters. The missions and capabilities of the commands determine the scope of the coordinating authority. Coordinating authority applies more to planning than to operations. Commanders or individuals at or below the level of combatant command can exercise coordinating authority.

## Direct Liaison Authorized

Direct liaison authorized is that authority granted by a commander (at any level) to a subordinate to directly consult or coordinate an action with a command or agency within or outside of the granting command. Direct liaison authorized is more applicable to planning than operations and always carries with it the requirement of keeping the commander that is granting the authority informed. Direct liaison authorized is a coordination relationship, not an authority through which command may be exercised.

## Combatant Command (Command Authority)  (Cocom)

Authority
How and Where Exercised
Restrictions
CCDRs only
Normally through subordinate joint force, Service and/or functional component commanders
Cannot be delegated
Organize and employ forces Assign tasks Designate objectives Operations Joint training Logistics
Remarks: Established by United States Code, Title 10, section 164 OPCON and TACON are inherent

## Operational Control (Opcon)

Authority
How and Where Exercised
Restrictions
Organize and employ forces
At any echelon at or below a combatant command
Assign tasks Designate objectives
Normally through subordinate commanders
Does not include administrative, logistics, discipline, internal organization, or unit training
Direct accomplishment of assigned missions Direct operations and joint training May be delegated Remarks: Inherent within COCOM
Tactical Control  (TACON)
Authority
How and Where Exercised
Restrictions
At any echelon at or below a combatant command
No organizational or ADCON authority
Detailed direction and control of the movements or maneuvers of attached or assigned forces needed to accomplish assigned tasks or missions
Normally temporary in length
May be delegated
Remarks: Inherent within OPCON
Support
Authority
How and Where Exercised
Restrictions
Under a directive issued from a higher command
As prescribed by the higher command
To aid, protect, complement, or sustain
another force as directed by a higher command for a specified mission
Remarks: A command relationship
Administrative Control (ADCON)
Authority
How and Where Exercised
Restrictions
Organization of Service forces Control of resources/equipment
Normally by Service or component commanders, directly over subordinate or other formations
Does not include any matters relating to operational missions
Personnel management Unit and individual training plus readiness Mobilization and demobilization Discipline
Remarks: May be modified or restricted by COCOM authority
Coordinating Authority
Authority
How and Where Exercised
Restrictions
Coordinates specific functions or activities involving forces from two or more Services and/or joint force components or two or more elements from the same Service
Normally used in connection with planning rather than operations
Has no authority to compel agreement; if no agreement is reached, must refer to appointing authority
Can require the parties to consult each other
Remarks: Establishes a consulting relationship, not  a command authority
Direct Liaison Authorized (DIRLAUTH)
Authority
How and Where Exercised
Restrictions
Normally used in connection with planning rather than operations
Granting commander must be kept informed
Authority granted by a commander (any level) to a subordinate to directly consult or coordinate with a command or agency outside the granting command
Remarks: A coordinating, not a command, relationship

## Appendix A Glossary Section I. Acronyms

ADCON ........administrative control
AOR ........ area of responsibility C2........ command and control CCDR........combatant commander CDRUSCENTCOM........ Commander, United States
Central Command
CG ........commanding general CJCSI ........Chairman of the Joint Chiefs of Staff instruction COCOM........combatant command (command authority) COMMARFORCENT ........ Commander, United States
Marine Corps Forces, Central Command
COMMARFORCOM........ Commander, United States
Marine Corps Forces Command
COMMARFORK ........Commander, United States
Marine Corps Forces, Korea
COMMARFORPAC........Commander, United States
Marine Corps Forces, Pacific
COMMARFORRES........Commander, United States
Marine Corps Forces Reserve
DIRLAUTH........ direct liaison authorized DOD ........Department of Defense JFC........ joint force commander JP ........ joint publication JTF........joint task force MAGTF........Marine air-ground task force MARFORCENT........ United States Marine Corps
Forces, Central Command
MARFORCOM........ United States Marine Corps
Forces Command
MARFORPAC........ United States Marine Corps
Forces, Pacific
MARSOC ........United States Marine Corps Forces,
Special Operations Command
MCWP........Marine Corps warfighting publication
MEF........Marine expeditionary force OPCON ........operational control SMCR........ Selected Marine Corps Reserve
TACON ........ tactical control
US........United States USJFCOM........United States Joint Forces Command
USMC ........United States Marine Corps USNORTHCOM........United States Northern Command USPACOM........United States Pacific Command USSOCOM ........United States Special Operations Command

## Section Ii. Definitions

administrative controlDirection or exercise of authority over subordinate or other organizations in respect to administration and support, including organization of Service forces, control of resources and equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included in the operational missions of the subordinate or other organizations. Also called ADCON. (JP 1-02)
assign1. To place units or personnel in an organization where such placement is relatively permanent, and/or where such organization controls and administers the units or personnel for the primary function, or greater portion of the functions, of the unit or personnel. (Part 1 of a 2 part definition.) (JP 1-02)
attach1. The placement of units or personnel in an organization where such placement is relatively temporary. (Part 1 of a 2
part definition.) (JP 1-02) close supportThat action of the supporting force against targets or objectives which are sufficiently near the supported force as to require detailed integration or coordination of the supporting action with the fire, movement, or other actions of the supported force. See also direct support; general support; mutual support;
support. (JP 1-02)
combatant commandA unified or specified command with a broad continuing mission under a single commander established and so designated by the President, through the Secretary of Defense and with the advice and assistance of the Chairman of the Joint Chiefs of Staff. Combatant commands typically have geographic or functional responsibilities. (JP 1-02) combatant command (command authority)Nontransferable command authority established by (Title 10, United States Code, section 164), exercised only by commanders of unified or specified combatant commands unless otherwise directed by the President or the Secretary of Defense. Combatant command (command authority) cannot be delegated and is the authority of a combatant commander to perform those functions of command over assigned forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction over all aspects of military operations, joint training, and logistics necessary to accomplish the missions assigned to the command. Combatant command (command authority) should be exercised through the commanders of subordinate organizations. Normally this authority is exercised through subordinate joint force commanders and Service and/or functional component commands. Combatant command (command authority) provides full authority to organize and employ commands and forces as the combatant commander considers necessary to accomplish assigned missions. Operational control is inherent in combatant command (command authority). Also called **COCOM**. (JP 1-02)
combatant commander commander of one of the unified or specified combatant commands established by the President. Also called **CCDR**. (JP 1-02)
command1. The authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment. Command includes the authority and responsibility for effectively using available resources and for planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of assigned missions. It also includes responsibility for health, welfare, morale, and discipline of assigned personnel. (Part 1 of a 3 part definition) (JP 1-02)
command and controlThe exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of the mission. Command and control functions are performed through an arrangement of personnel, equipment, communications, facilities, and procedures employed by a commander in planning, directing, coordinating, and controlling forces and operations in the accomplishment of the mission. Also called C2. (JP 1- 02)
command relationshipsThe interrelated responsibilities between commanders, as well as the operational authority exercised by commanders in the chain of command; defined further as combatant command (command authority), operational control, tactical control, or support. (JP 1-02) component1. One of the subordinate organizations that constitute a joint force. Normally a joint force is organized with a combination of Service and functional components. (Part 1 of a 2
part definition.) (JP 1-02)
coordinating authorityA commander or individual assigned responsibility for coordinating specific functions or activities involving forces of two or more Military Departments, two or more joint force components, or two or more forces of the same Service. The commander or individual has the authority to require consultation between the agencies involved, but does not have the authority to compel agreement. In the event that essential agreement cannot be obtained, the matter shall be referred to the appointing authority. Coordinating authority is a consultation relationship, not an authority through which command may be exercised. Coordinating authority is more applicable to planning and similar activities than to operations. (JP 1-02)
deployment4. The relocation of forces and materiel to desired operational areas. Deployment encompasses all activities from origin or home station through destination, specifically including intra-continental United States, intertheater, and intratheater movement legs, staging, and holding areas. (Part 4 of a 4 part definition) (JP 1-02) direct liaison authorizedThat authority granted by a commander (any level) to a subordinate to directly consult or coordinate an action with a command or agency within or outside of the granting command. Direct liaison authorized is more applicable to planning than operations and always carries with it the requirement of keeping the commander granting direct liaison authorized informed. Direct liaison authorized is a coordination relationship, not an authority through which command may be exercised. Also called **DIRLAUTH**. (JP 1-02)
direct supportA mission requiring a force to support another specific force and authorizing it to answer directly to the supported force's request for assistance. Also called DS. See also close support; general support; mutual support. (JP 1-02) employmentThe strategic, operational, or tactical use of forces. (JP 1-02) functional component commandA command normally, but not necessarily, composed of forces of two or more Military Departments which may be established across the range of military operations to perform particular operational missions that may be of short duration or may extend over a period of time. (JP 1-02) general support1.That support which is given to the supported force as a whole and not to any particular subdivision thereof. (Part 1 of 2 part definition) (JP 1-02) jointConnotes activities, operations, organizations, etc., in which elements of two or more Military Departments participate. (JP 1-02) joint forceA general term applied to a force composed of significant elements, assigned or attached, of two or more Military Departments operating under a single joint force commander. (JP 1-02)
joint force air component commanderThe commander within a unified command, subordinate unified command, or joint task force responsible to the establishing commander for making recommendations on the proper employment of assigned, attached, and/or made available for tasking air forces; planning and coordinating air operations; or accomplishing such operational missions as may be assigned. The joint force air component commander is given the authority necessary to accomplish missions and tasks assigned by the establishing commander. Also called **JFACC**. (JP 1-02) joint force commanderA general term applied to a combatant commander, subunified commander, or joint task force commander authorized to exercise combatant command (command authority) or operational control over a joint force. Also called JFC. (JP 1-02) joint force land component commanderThe commander within a unified command, subordinate unified command, or joint task force responsible to the establishing commander for making recommendations on the proper employment of assigned, attached, and/or made available for tasking land forces; planning and coordinating land operations; or accomplishing such operational missions as may be assigned. The joint force land component commander is given the authority necessary to accomplish missions and tasks assigned by the establishing commander. Also called **JFLCC**. (JP 1-02)
joint force maritime component commanderThe commander within a unified command, subordinate unified command, or joint task force responsible to the establishing commander for making recommendations on the proper employment of assigned, attached, and/or made available for tasking maritime forces and assets; planning and coordinating maritime operations; or accomplishing such operational missions as may be assigned. The joint force maritime component commander is given the authority necessary to accomplish missions and tasks assigned by the establishing commander. Also called **JFMCC**. (JP 1-02) joint force special operations component commanderThe commander within a unified command, subordinate unified command, or joint task force responsible to the establishing commander for making recommendations on the proper employment of assigned, attached, and/or made available for tasking special operations forces and assets; planning and coordinating special operations; or accomplishing such operational missions as may be assigned. The joint force special operations component commander is given the authority necessary to accomplish missions and tasks assigned by the establishing commander. Also called JFSOCC. (JP 1-02) joint operationsA general term to describe military actions conducted by joint forces, or by Service forces in relationships (e.g., support, coordinating authority), which, of themselves, do not establish joint forces. (JP 1-02) joint staff1. The staff of a commander of a unified or specified command, subordinate unified command, joint task force, or subordinate functional component (when a functional component command will employ forces from more than one Military Department), which includes members from the several Services comprising the force. These members should be assigned in such a manner as to ensure that the commander understands the tactics, techniques, capabilities, needs, and limitations of the component parts of the force. Positions on the staff should be divided so that Service representation and influence generally reflect the Service composition of the force. (Part 1 of a 2 part definition) (JP 1-02)
joint task forceA joint force that is constituted and so designated by the Secretary of Defense, a combatant commander, a subunified commander, or an existing joint task force commander. Also called JTF. (JP 1-02) Marine air-ground task forceThe Marine Corps' principal organization for all missions across the range of military operations, composed of forces task-organized under a single commander capable of responding rapidly to a contingency anywhere in the world. The types of forces in the Marine air-ground task force (MAGTF) are functionally grouped into four core elements: a command element, an aviation combat element, a ground combat element, and a logistics combat element. The four core elements are categories of forces, not formal commands. The basic structure of the MAGTF never varies, though the number, size, and type of Marine Corps units comprising each of its four elements will always be mission dependent. The flexibility of the organizational structure allows for one or more subordinate MAGTFs to be assigned or attached. In a joint or multinational environment, other Service or multinational forces may be assigned or attached. Also called **MAGTF**. (MCRP 5-12C)
Marine expeditionary forceThe largest Marine air-ground task force (MEF) and the Marine Corps' principal warfighting organization, particularly for larger crises or contingencies. It is task-organized around a permanent command element and normally contains one or more Marine divisions, Marine aircraft wings, and Marine logistics groups. The Marine expeditionary force is capable of missions across the range of military operations, including amphibious assault and sustained operations ashore in any environment. It can operate from a sea base, a land base, or both. In a joint or multinational environment, it may also contain other Service or multinational forces assigned or attached to the MAGTF. Also called MEF. (MCRP 5-12C)
Military DepartmentOne of the departments within the Department of Defense created by the National Security Act of 1947, as amended. (JP 1-02) Military ServiceA branch of the Armed Forces of the United States, established by act of Congress, in which persons are appointed, enlisted, or inducted for military service, and which operates and is administered within a military or executive department. The Military Services are: the United States Army, the United States Navy, the United States Air Force, the United States Marine Corps, and the United States Coast Guard. (JP 1-02)
mutual supportThat support which units render each other against an enemy, because of their assigned tasks, their position relative to each other and to the enemy, and their inherent capabilities. See also close support; direct support; support. (JP 1-02)
operational controlCommand authority that may be exercised by commanders at any echelon at or below the level of combatant command. Operational control is inherent in combatant command (command authority) and may be delegated within the command. Operational control is the authority to perform those functions of command over subordinate forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction necessary to accomplish the mission. Operational control includes authoritative direction over all aspects of military operations and joint training necessary to accomplish missions assigned to the command. Operational control should be exercised through the commanders of subordinate organizations. Normally this authority is exercised through subordinate joint force commanders and Service and/or functional component commands. Operational control normally provides full authority to organize commands and forces and to employ those forces as the commander in operational control considers necessary to accomplish assigned missions; it does not, in and of itself, include authoritative direction for logistics or matters of administration, discipline, internal organization, or unit training. Also called **OPCON**. (JP 1- 02)
operational level of warThe level of war at which campaigns and major operations are planned, conducted, and sustained to accomplish strategic objectives within theaters or other operational areas. Activities at this level link tactics and strategy by establishing operational objectives needed to achieve the strategic objectives, sequencing events to achieve the operational objectives, initiating actions, and applying resources to bring about and sustain these events. (JP 1-02)
redeploymentThe transfer of forces and materiel to support another joint force commander's operational requirements, or to return personnel, equipment, and materiel to the home and/or demobilization stations for reintegration and/or out-processing.

(JP 1-02) Service component commandA command consisting of the Service component commander and all those Service forces, such as individuals, units, detachments, organizations, and installations under the command, including the support forces that have been assigned to a combatant command or further assigned to a subordinate unified command or joint task force. (JP 1-02) specified commandA command that has a broad, continuing mission, normally functional, and is established and so designated by the President through the Secretary of Defense with the advice and assistance of the Chairman of the Joint Chiefs of Staff. It normally is composed of forces from a single Military Department. Also called **specified combatant command**. (JP 1-02)
strategic level of warThe level of war at which a nation, often as a member of a group of nations, determines national or multinational (alliance or coalition) strategic security objectives and guidance, and develops and uses national resources to achieve these objectives. Activities at this level establish national and multinational military objectives; sequence initiatives; define limits and assess risks for the use of military and other instruments of national power; develop global plans or theater war plans to achieve these objectives; and provide military forces and other capabilities in accordance with strategic plans. (JP 1-02)
subordinate unified commandA command established by commanders of unified commands, when so authorized by the Secretary of Defense through the Chairman of the Joint Chiefs of Staff, to conduct operations on a continuing basis in accordance with the criteria set forth for unified commands. A subordinate unified command may be established on an area or functional basis. Commanders of subordinate unified commands have functions and responsibilities similar to those of the commanders of unified commands and exercise operational control of assigned commands and forces within the assigned operational area. Also called **subunified command**. (JP 1-02)
supported commander1. The commander having primary responsibility for all aspects of a task assigned by the Joint Strategic Capabilities Plan or other joint operation planning authority. In the context of joint operation planning, this term refers to the commander who prepares operation plans or operation orders in response to requirements of the Chairman of the Joint Chiefs of Staff. 2. In the context of a support command relationship, the commander who receives assistance from another commander's force or capabilities, and who is responsible for ensuring that the supporting commander understands the assistance required. (JP 1-02) supporting commander1. A commander who provides augmentation forces or other support to a supported commander or who develops a supporting plan. This includes the designated combatant commands and Department of Defense agencies as appropriate. 2. In the context of a support command relationship, the commander who aids, protects, complements, or sustains another commander's force, and who is responsible for providing the assistance required by the supported commander. (JP 1-02)
tactical controlCommand authority over assigned or attached forces or commands, or military capability or forces made available for tasking, that is limited to the detailed direction and control of movements or maneuvers within the operational area necessary to accomplish missions or tasks assigned. Tactical control is inherent in operational control. Tactical control may be delegated to, and exercised at any level at or below the level of combatant command. Tactical control provides sufficient authority for controlling and directing the application of force or tactical use of combat support assets within the assigned mission or task. Also called **TACON**. (JP 1-02)
tactical level of warThe level of war at which battles and engagements are planned and executed to achieve military objectives assigned to tactical units or task forces. Activities at this level focus on the ordered arrangement and maneuver of combat elements in relation to each other and to the enemy to achieve combat objectives. (JP 1-02) unified commandA command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments that is established and so designated by the President, through the Secretary of Defense with the advice and assistance of the Chairman of the Joint Chiefs of Staff. Also called **unified combatant command**. (JP 1-02)

## Appendix B References Federal Statutory Laws

United States Code, Title 10, Armed Forces

## Strategic Guidance And Policy

Unified Command Plan

## Forces For Unified Commands Memorandum Chairman Of The Joint Chiefs Of Staff Instruction (Cjcsi)

3110.01
Joint Strategic Capabilities Plan (JSCP) (SECRET)

## Joint Publications (Jps)

1
Doctrine for the Armed Forces of the United States

## Mcwp 3-40.8

| 1-02             | Department of Defense Dictionary of Military and   |
|------------------|----------------------------------------------------|
| Associated Terms |                                                    |
| 3-0              | Joint Operations                                   |

## Navy-Marine Corps Directive (Navmc Dir)

| 3000.18                               |
|---------------------------------------|
| Planning and Execution Process Manual |

## Marine Corps Orders (Mcos)

| S3000.2   | The Marine Corps Capabilities Plan             |
|-----------|------------------------------------------------|
| P1070.12  | Marine Corps Individual Records Administration |
| Manual    |                                                |

## Marine Corps Warfighting Publications (Mcwps)

| 4-11   | Tactical-Level Logistics                 |
|--------|------------------------------------------|
| 4-11.8 | Services in an Expeditionary Environment |

## To Our Readers

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