Back Cover: Marine Corps LCpl M.C. Nerl, Combat Correspondent, MCAGCC. 

USMC Experimental Forward Operating Base (ExFOB); upper and 

bottom right.

USMC Energy Status Section: Photo: Sgt Brian Lautenslager
USMC Expeditionary Energy Strategy 1

TABLE OF CONTENTS

Commandant’s Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

USMC Energy Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Guidance and Intent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Vision, Mission, and Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

USMC Expeditionary Energy Goals . . . . . . . . . . . . . . . . . . . . . . . . . 20

Expeditionary Concept of Operations—A Phased Approach . . . . . . . . . . . . . 25

Installation Concept of Operations—Supporting the Expeditionary Ethos . . . 26

How We Will Measure Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Lead . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Man . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Train . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Equip . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Way Ahead . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

End Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Annexes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

A. Implementation Planning Guidance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

B. Mandates, Direction and Guidance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

SECNAV Energy Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Installations and Commercial Vehicle Fleet . . . . . . . . . . . . . . . . . . . . . . . . 64

Operational Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 

C. USMC Energy Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

D. Definitions and References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
2 USMC Expeditionary Energy Strategy
USMC Expeditionary Energy Strategy 3

Commandant’s Message

Marines, Sailors, Civilian Marines, and Families,

The Marine Corps’ unique capability to respond to conflicts and crises 

worldwide requires an expeditionary mindset. Maintaining the agility to 

deploy at a moment’s notice defines the way we organize our forces, 

how we train, and what kind of equipment we buy. We are “first to fight” 

because we are always ready to go. This expeditionary mindset underpins 

our role as America’s force in readiness.

Over the last ten years, our nation has called on us to fight two wars and 

respond to humanitarian crises around the globe. Leveraging the full 

spectrum of our capabilities, we have countered insurgencies in Iraq and 

Afghanistan and brought relief to victims in earthquake-stricken Haiti and 

flood-ravaged Pakistan. Innovation and adaptation – hallmarks of our 

expeditionary mindset – continue to give us the upper hand in complex and 

dynamic operating environments.

As a Corps, we have become more lethal, yet we have also become 

increasingly dependent on fossil fuel. Our growing demand for liquid 

logistics comes at a price. By tethering our operations to vulnerable supply 

lines, it degrades our expeditionary capabilities and ultimately puts Marines 

at risk. To maintain our lethal edge, we must change the way we use 

energy.

The current and future operating environment requires an expeditionary 

mindset geared toward increased efficiency and reduced consumption, 

which will make our forces lighter and faster. We will aggressively pursue 

innovative solutions to reduce energy demand in our platforms and 

systems, increase our self-sufficiency in our sustainment, and reduce our 

expeditionary foot print on the battlefield. Transforming the way we use 

energy is essential to rebalance our Corps and prepare it for the future.

We are a nation at war, and our Marines and Sailors in combat are 

our number one priority. Energy efficiency will increase our combat 

effectiveness and save lives. The following pages map out our way ahead 

– for the current conflict and for the challenges of the future. This “Bases 

to Battlefield” strategy will ensure that we continue to live, train, and fight 

as an expeditionary force. Through innovation and a willingness to adapt, 

we will remain the ready and relevant force that America relies on in times 

of crisis.

Semper Fidelis

JAMES F. AMOS

General, U.S. Marine Corps

Commandant of the Marine Corps
4

Purpose
USMC Expeditionary Energy Strategy 5

Purpose

On 13 August 2009, the Commandant of the Marine Corps (CMC) 

declared energy a top priority for the USMC.

[1] On 1 October 2009, 

the CMC created the USMC Expeditionary Energy Office (E2O) with 

the mission to “analyze, develop, and direct the Marine Corps’ energy 

strategy in order to optimize expeditionary capabilities across all 

warfighting functions.” Further, E2

O’s role is to “advise the Marine 

Requirements Oversight Council 

(MROC) on all energy and 

resource related requirements, 

acquisitions, and programmatic 

decisions.”[2] E2O serves as 

the Functional Advocate for 

Operational Energy.

[3]

The USMC Expeditionary Energy 

Strategy is the Marine Corps 

framework that communicates 

the CMC’s vision, mission, goals, 

and objectives for expeditionary 

and installations energy. The 

USMC Expeditionary Energy 

Strategy Implementation Planning 

Guidance included in Annex 

A sets the course to move the 

strategy from paper to reality. 

It identifies specific tasks and 

responsibilities, as well as 

timeframes for achievement.

Taken together, these documents 

respond to CMC guidance to 

“develop a plan to decrease 

the Marine Corps’ dependence 

on fossil fuels in a deployed 

environment.”[4] They also align 

the Marine Corps with guidance 

and mandates for operational 

and installation energy 

established by our civilian and 

military leadership.

[5] And finally, 

they provide the foundational 

guidance for energy investments 

and management across the 

Marine Corps from Bases to 

Battlefield.
6

USMC

Energy Status
USMC Expeditionary Energy Strategy 7

USMC Energy Status

The Marine Corps today consumes in excess of 200,000 gallons of fuel 

per day in Afghanistan.

[6] Each of the more than 100 forward operating 

bases in Afghanistan requires a daily minimum of 300 gallons of diesel 

fuel.

[7]

Our nation’s adversaries recognize this growing vulnerability and target 

fuel and water convoys, knowing full well the second, third and fourth 

order effects of disrupting our supply chain.

The price of our addiction to liquid fuel in war can be measured in many 

ways: number of convoys at risk on the road, IED incidents, patrols 

diverted for force protection, operations delayed waiting for resupply, 

weight and cube exceeding air and sealift, and dollars per barrel.

Ultimately, it must be measured in 

lives risked—and lost. During a 

three-month period early in 2010, six 

Marines were wounded hauling fuel 

and water to bases in Afghanistan 

during just 299 convoys. That is 

one Marine wounded for every 50 

convoys. [8] [9] [10]
8 USMC Expeditionary Energy Strategy

Over the last 10 years through the fight in Iraq and Afghanistan, our 

energy consumption has grown exponentially, driven by enhancements 

to command, control, communications, computers, and intelligence 

(C4I) technologies; hardened vehicles; and weapons systems we have 

fielded. In executing this prolonged campaign, our sustainment has 

also increased.

In 2001, a Marine infantry 

battalion had 64 humvee variants.

Today, it has 173 MRAPs and 

M-ATVs. Moreover, vehicles are 

3,000 to 5,000 pounds heavier 

apiece, decreasing fuel efficiency 

30 percent across the tactical 

fleet.

[11]

Our demand for electricity and 

battery power is also growing 

rapidly. We have seen a 300 

percent increase in the use of 

computers, and the number of 

radios has increased threefold.

[12] 

About 60 percent of the power 

requirement in Afghanistan is to 

run environmental control units 

to keep command, control, and 

communications equipment 

operating.

[13]

All of these warfighting assets 

have made our combat forces 

more lethal but with a grave 

unintended consequence – our 

logistics trains are at greater 

risk.

[14]

Fuel and water must be trucked 

into Afghanistan over long 

distances through difficult 

terrain and challenging weather 

conditions. Convoys, vulnerable 

to asymmetric and conventional 

attack and disruption, are 

exposed targets that increase 

mission risk and divert combat 

power for protection that 
USMC Expeditionary Energy Strategy 9

could otherwise be employed in operations against the enemy. And, 

in paying for fuel transit, we run the risk of indirectly funding our 

adversaries.

[15] [16]

Furthermore, supplying the 

Marine Air-Ground Task Force’s 

(MAGTF) growing energy 

requirement strains sustainment 

planning and execution at 

all levels of war—tactical, 

operational, and strategic.

[17] 

Our fuel requirement limits our 

range and freedom of maneuver 

from the sea and on land. It 

constrains our tactical options for 

executing missions in complex 

battlespaces, across long 

distances, and against hybrid 

threats. Tethered to fuel, we have 

lost speed.

In the future, the burden of fuel 

is likely to increase because our 

investments in modernizing our 

forces are fuel hungry. Fiftyeight Marine Corps’ acquisition 

programs require direct generator 

support, with a critical or 

dedicated requirement for power.

Fuel-burning engines power 

54 of our programs and major 

end items. Among all programs, 

more than 600 end items require 

battery power.

[18]

The Marine Corps recognizes that energy consumption is a growing 

vulnerability and has vowed not to cede the energy high ground to 

our enemies. We also recognize that the security environment of the 

future will again require Marines to operate across the Range of Military 

Operations (ROMO) in austere environments where excess and luxury is 

not practical.

[19]

While we are focused on the Marine Corps mission, we also recognize 

that the global energy environment is changing—in ways that have 

strategic impact on our nation and, ultimately, on our way of war.
10 USMC Expeditionary Energy Strategy

World energy consumption is expected to grow approximately 40 

percent over the next 25 years, with 77 percent of the projected 

increase in demand expected to be for fossil fuels.

[20] The United 

States today depends on imported petroleum—about 57 percent of its 

needs[21]—as do major powers, such as China, Germany, Japan, and 

South Korea.

[22] Future supply is not unlimited, or assured. Saudi Arabia 

and the Organization of Petroleum Exporting Countries (OPEC) control 

more than two-thirds of global oil production.

[23] Government-controlled 

national oil companies (NOC)—many in countries that are unstable or 

prone to conflict—command more than three-fourths of the world’s 

known oil reserves.

[24]

We are acutely aware that volatile oil prices have had a dramatic 

impact on our defense budgets, causing large sums of money to be 

programmed or reprogrammed to meet basic energy operating costs, 

shifting funds away from other priorities. An increase of $10 per barrel 

for the Department of Defense (DoD), at today’s consumption levels, is 

an increase equivalent to the entire Marine Corps’ procurement budget.

And finally, on the homefront, a secure source of energy is critical to 

our ability to maintain readiness. Our installations rely primarily on the 

commercial electrical grid and gas infrastructure to power the training 

and mission support operations that prepare Marines for combat.

This dependence leaves us vulnerable to accidental or intentional 

energy and power disruptions and places our mission-critical 

operations at risk.

[25]
USMC Expeditionary Energy Strategy 11
12

Guidance & 

Intent
USMC Expeditionary Energy Strategy 13

Guidance

Bringing the Marine Corps Back Into Balance

Energy is an essential combat enabler and a critical vulnerability. The 

way we have brought the fight to the enemy has yielded success 

on the battlefield. It has also created unprecedented demands for 

fuel and water that tether Marines to long logistic tails and limit our 

ability to maneuver as an expeditionary force. At a strategic level, 

our dependence on fossil fuels exposes us to a supply chain with 

constantly fluctuating prices, and petroleum supply routes and sources 

located in volatile regions of the world.

Over the last ten years, we have become more lethal, but we have 

become heavy. We have lost speed. To reset the balance, we must 

return to our Spartan roots—fast, lethal, and austere.

Intent

To change the way the Marine Corps employs energy and resources 

to increase combat effectiveness and reduce our need for logistics 

support ashore.

We must align our expeditionary 

energy posture with the future 

force called for in the Marine Corps 

Vision and Strategy 2025. To this 

end, on the battlefield, we will—

•	 Achieve resource selfsufficiency in our battlefield 

sustainment

Unclassified 

2 

Fast 

“Lighten Load” 

Austere

“Reduce Footprint” 

Lethal 

“More Tooth—Less Tail” 

Today 
14 USMC Expeditionary Energy Strategy

•	 Reduce energy demand in our platforms and systems

•	 Reduce our overall footprint in current and future expeditionary 

operations.

[26]

At our bases and stations, we will—

•	 Ensure a secure, reliable, 

and affordable energy and 

water supply to support 

operating forces and their 

families

•	 Reduce lifecycle operating 

costs of Marine Corps 

installations and manage 

future commodity price 

volatility

•	 Support our nation’s efforts 

to reduce greenhouse gas 

emissions and environmental 

impacts, reduce 

dependence on foreign oil, 

and promote conservation of 

water supplies.
USMC Expeditionary Energy Strategy 15
16

Vision, Mission,

and Scope
USMC Expeditionary Energy Strategy 17

Vision, Mission, and Scope

Vision

To be the premier self-sufficient expeditionary force, instilled with a 

warrior ethos that equates the efficient use of vital resources with 

increased combat effectiveness.

Mission

By 2025 we will deploy Marine Expeditionary Forces that can maneuver 

from the sea and sustain its C4I and life support systems in place; the 

only liquid fuel needed will be for mobility systems, which will be more 

energy efficient than systems are today.

Achieving success will require no less than institutional change. First, 

we must procure and use more efficient equipment and upgrade our 

legacy equipment. Second, we must increase our use of renewable 

energy though innovation and adaptation. Finally, and most critically, 

we must change the way we think about energy – our warrior ethos 

must equate the efficient use of energy and water resources with 

increased combat effectiveness.

[27]

The objective is to allow Marines to travel lighter—with less—and move 

faster by reducing size and amount of equipment and dependence on 

bulk supplies.

[28]

Scope

The USMC Expeditionary Energy Strategy spans the full spectrum of 

Marine operations, from Bases to Battlefield, because “...being truly 

expeditionary is based upon an institutional and individual mindset, not 

simply the ability to deploy overseas.”[29]

Unclassified 

Ethos 

Fast 

“Lighten Load” 

Austere

“Reduce Footprint” 

Lethal 

“More Tooth—Less Tail” 

Today 
18 USMC Expeditionary Energy Strategy

This strategy is holistic. Although it emphasizes our expeditionary 

operations, it spans our bases and stations and the intersection between 

these two mission sets. As the “fifth element” of the MAGTF,[30] our bases, 

stations, and Garrison Mobile Equipment (GME)[31] provide essential 

support to sustain and enhance Marine Corps’ combat readiness. And 

because our ethos is rooted in how Marines train and live, as well as in 

how they fight, what we do on our bases influences the expeditionary 

mindset.

The Expeditionary Energy Strategy 

problem set encompasses 

operational energy, which is 

“the energy required for training, 

moving, and sustaining military 

forces and weapons platforms for 

military operations...(including) 

energy used by tactical power 

systems and generators and 

weapons platforms.”[32]

Because of the inherent link 

between water and energy, the 

Expeditionary Energy Strategy 

also includes the efficient use of 

water resources. A vital resource 

in fielding an expeditionary 

combat force, significant energy 

and infrastructure are required 

to produce, treat, and transport 

potable water and to collect, 

treat, and dispose of waste 

water. Demand for water creates 

a significant battlefield logistics 

tail in its own right, ultimately 

increasing fuel demand.

The operational context for the 

solution set is the expeditionary 

edge. We will focus on Marine 

Corps early entry operations from 

sea-based platforms, employing 

light forces executing operations 

in support of maneuver across the 

ROMO. We will assume contested 

lines of communication (LOC). We 

will also focus on the transition 
USMC Expeditionary Energy Strategy 19

from Marine operations to supported sustained Joint operations. We 

will consider engagement with the local population and opportunities 

to transition energy and water supply capabilities to local use when our 

mission is complete.

The problem set for the “bases” element of our strategy includes energy 

to power our installations and bases, as well as GME fuels.
20

USMC 

Expeditionary 

Energy Goals
USMC Expeditionary Energy Strategy 21

USMC Expeditionary Energy Goals

The Marine Corps Expeditionary Energy goals span Bases to Battlefield 

and provide the operational framework for increasing our combat 

effectiveness through ethos, energy efficiency, and use of renewable 

energy.

Our overarching objective is to increase our operational energy 

efficiency on the battlefield by 50 percent and, in doing so, reduce 

fuel consumed per Marine per day by 50 percent. The result will be 

decreased demand for logistics support, particularly for liquid fuels.

Our approach to installation energy will achieve legislative, executive, 

and Secretary of the Navy mandates for reduced energy and water 

consumption and increased use of alternative energy. Through the 

combination of on-installation alternative energy production and energy 

demand reduction, 50 percent of our bases and stations will be netzero energy consumers by 2020.

[34]

We will achieve the following goals:

Bases and Battlefield

1. Embed Expeditionary Energy 

Into the USMC Ethos. Forge 

an ethos throughout the 

Marine Corps equating energy 

and resource efficiency 

with combat effectiveness.

We will incorporate energy 

considerations into our planning 

and operations and will train our 

Marines to employ energy and 

water more efficiently.

2. Lead and Manage Expeditionary 

Energy Performance. By 2015 

Marine Corps equipment and 

systems will be monitored 

to enable commanders and 

program managers to track 

and manage energy and water 

demand levels and overall 

usage.
22 USMC Expeditionary Energy Strategy
USMC Expeditionary Energy Strategy 23

Battlefield

1. Increase Energy Efficiency of Weapons Systems, Platforms, Vehicles, and 

Equipment. We will upgrade legacy equipment and develop and acquire 

more energy-efficient capabilities in the future. This effort will include, at a 

minimum, weapons systems and platforms; air, ground and naval vehicles; 

C4I equipment; shelter, water, waste, sustainment and life support 

systems and equipment.

2. Meet Operational Demand With Renewable Energy. We will seek innovative 

renewable energy and energy storage capabilities that can be deployed in 

expeditionary environments.

Bases and Installations

1. Reduce Energy Intensity.[35] From 

2003 to 2015, we will reduce our 

energy intensity at installations 

by 30 percent. To date, we have 

achieved a 9.5-percent reduction.

We will focus broadly across 

the range of facilities, utility 

systems, and equipment pools.

We will meet our goal through a 

combined effort of eliminating 

waste through upgrades and 

retrofits, performing energy audits 

and recommissioning energy 

consuming systems, demolishing 

inefficient infrastructure, and 

constructing new installations 

that incorporate energy saving 

features. We will employ 

metering, energy load planning, 

and micro-grid applications to 

optimize energy sources and 

reduce costs.

2. Reduce Water Consumption.

Through 2020, we will reduce our water consumption by two percent 

annually using water awareness campaigns and water saving devices and 

replacing inefficient utility systems.

3. Increase Alternative Energy. By 2020, we will increase the amount of 

alternative energy consumed at installations to 50 percent of total energy 

consumption. Through the combination of aggressive demand reduction 

and on-installation renewable energy production, we will transform half of 

our installations into net-zero energy consumers.

[36]

4. Reduce Non-Tactical Petroleum Use.[37] By 2015, we will reduce the amount 

of petroleum used in the commercial vehicle fleet by 50 percent through 

the phased adoption of hybrid, electric, alternative, and flex-fuel vehicles.

Included in this effort is the infrastructure required to refuel and maintain 

the vehicle fleet. This goal also applies to installations that use petroleum 

for heating and electrical power production.
24 USMC Expeditionary Energy Strategy

Legislative Mandates, Executive Orders,

and DoD Directives

The National Defense Authorization Act of 2009 and DoD guidance 

place increasing emphasis on energy security and include directives for 

operational energy management, planning, requirements development, 

and acquisition.

[38] The CMC’s goals and priorities align the Marine 

Corps with this guidance. Our strategy anticipates future guidance and 

positions the Marine Corps to lead operational energy innovation and 

management and renewable energy production for expeditionary forces 

within the DoD.

Mandates that establish goals for overall facility energy intensity, 

greenhouse gas emission reductions, and renewable energy drive 

Marine Corps installations and GME energy and water programs.

Recent legislation and Executive Orders have expanded mandatory 

energy reduction goals, broadening the focus from demandside efficiencies to supply-side alternative and renewable energy 

development.

[39] The CMC’s energy goals set the Marine Corps on a 

course to achieve these mandates and lead DoD and the nation in 

adopting alternative energy sources and advanced energy-efficient 

technologies.

SECNAV’s Energy Goals

The SECNAV’s energy goals address current mandates and establish 

significantly higher targets for the Navy and the Marine Corps.

[40] The 

USMC Expeditionary Energy Strategy aligns with the SECNAV’s goals 

and supports its priorities for energy security and energy independence.

We will achieve SECNAV goals to meet 50 percent of our consumption 

needs with alternative fuels afloat by working closely with our naval 

partners to ensure our energy consuming equipment is certified for 

future alternative fuels.
USMC Expeditionary Energy Strategy 25

Expeditionary Concept of Operations—A Phased 

Approach

Reshaping our energy posture will take time. Therefore, we must begin 

now to implement change simultaneously and across multiple Lines of 

Operation. Leadership and initiatives focused on changing behavior 

will drive the strategy and yield immediate increases in energy and 

water use efficiency on the battlefield. In the near term, we will provide 

commanders the information they need to drive efficiencies that 

translate into combat effectiveness.

We will immediately engage the process of upgrading our weapons 

systems and equipment. We will drive energy efficiency requirements 

into our ongoing procurement activities and initiate programs to 

upgrade our current systems. We will prominently include energy 

concerns in our priorities for Science and Technology (S&T) and 

Research and Development (R&D), and we will actively pursue 

emergent technologies to meet our needs in the mid and long term.

Looking toward the future, the Marine Corps will deliver savings over 

the next 15 years by shaping energy performance requirements, 

planning for technology development and acquisition, and adjusting 

programming investments. This phased approach to achieving our 

goals is shown above.
26 USMC Expeditionary Energy Strategy

Installation Concept of Operations

Supporting the Expeditionary Ethos

Energy and water resources 

are essential to providing the 

operational support necessary 

to sustain and enhance Marine 

Corps combat readiness. 

Because the Marine Corps ethos 

is shaped at home as well as on 

the battlefield, we must forge 

a culture of energy and water 

efficiency that extends to our 

bases and stations.

Our strategy builds on the “Marine Corps Ten by ‘10 Energy and Water 

Management Program Campaign Plan.”[41] The path forward integrates 

planning, assessment, and training with cost-effective operation 

and maintenance of utility 

systems, capital investment in 

retrofits and new equipment, 

and implementation of energy 

awareness programs. Our 

approach emphasizes initiatives 

to institutionalize accountability 

for energy and water use at our 

installations. It also includes 

initiatives to improve the 

efficiency of our commercial 

vehicle fleet.

We will—

•	Create an organizational structure that maintains a command

committed to the efficient use of energy and water resources

•	Use an integrated design approach to optimize energy

performance

•	Demonstrate leadership in implementing effective technology and

management practices

•	Procure energy-efficient equipment and products

•	Implement training and awareness programs to emphasize usercontrolled reductions.

Photo: Pfc. Sarah Anderson
USMC Expeditionary Energy Strategy 27

How We Will Measure Success

Expeditionary

If the Marine Corps is to truly become more energy efficient and reduce 

excess fuel demand, we must measure and manage the amount of 

energy and fuel we require to achieve our objectives. We must focus 

on the energy we use to execute 

the ROMO, as well as to train 

our Marines. The most useful 

metric would be gallons of 

fuel expended for a particular, 

standardized military objective.

However, we currently lack this 

insight—detailed operational 

energy data is not routinely 

collected and reported within the 

Marine Corps on the battlefield or 

in training.

To provide actionable information, we must develop the ability to track, 

measure, and report fuel and energy use from smaller force units. Our 

goal is to have systems in place by 2015 to enable us to do so.

[42]

As a starting point, we will establish a rough baseline from aggregate 

fuel data and operational experience recorded for missions in 

Afghanistan. Today we know—

•	 Total gallons of land-based fuel supplied

•	 Total number of Marines in theater.

We will use this data to determine 

total Gallons Per Marine Per Day 

(GPMD). For combat operations 

in Afghanistan where objectives 

can be characterized at a high 

level as a set of recurring needs, 

this metric will enable us to begin 

to quantify baselines for GPMD.

We will use these baselines to 

measure progress against energy 

efficiency improvement goals for 

the combat force. Using data 

available as of June 2010, [43] our 

baseline expeditionary fuel use is 

approximately eight GPMD.
28 USMC Expeditionary Energy Strategy

To leverage this metric, we must compare GPMD where Marines 

are engaged in fundamentally similar activities under fundamentally 

similar conditions. We will qualify and compare these metrics against 

characteristics, such as phase of operations, missions, equipment 

deployed, and MAGTF size. As we collect and improve our data, we 

will be able to identify trends, correlate GPMD to other factors, identify 

best practices, and inform equipment improvements and requirements 

for new systems. GPMD will also show how behavior modification will 

reduce fuel demand.

Installations

We will measure our achievement of base and station goals using data 

reported through the Defense Utility Energy Reporting System (DUERS).

Our installations are now installing advanced metering capabilities and 

are on track to achieve mandated goals for metering electricity by 2012 

and other utilities by 2016.
USMC Expeditionary Energy Strategy 29
30

Initiatives
USMC Expeditionary Energy Strategy 31

Initiatives

We will implement this strategy through a Marine Corps-wide effort 

encompassing the Warfighting functions and integrated through 

the pillars of combat development: Doctrine, Organization, Training, 

Materiel, Leadership and Education, Personnel, and Facilities.

Our initiatives are organized into 

four categories: Lead, Man, Train, 

and Equip the Marine Corps.

Lead

The way we employ energy is 

a critical factor in our combat 

effectiveness. Yet we are 

unconstrained in our demand 

for energy on the battlefield, in 

training, and at home. Materiel 

and technology solutions will be 

critical to changing the way we 

use energy, but they alone will 

not suffice. The importance of 

energy efficiency to our mission 

must be integrated into the 

mindset of the Marine Corps and 

institutionalized in the way we 

execute our mission—from Bases 

to Battlefield.

•	 Lead the Expeditionary Energy Ethos in the Marine Corps. Instilling 

expeditionary energy concepts into our warrior ethos will involve 

the entire Marine Corps senior leadership and leaders throughout 

the organization.

•	Give Commanders Tools to Measure and Manage Energy. For Marine 

commanders to increase combat effectiveness through energy 

efficiency and performance, they must be able to see the energy 

resource status of their unit at a given moment. This data will 

enable commanders to validate, manage, and adjust combateffective, energy-efficient operations. It will also inform our 

requirements development and acquisition process, providing 

critical data to focus materiel and non-materiel investments.

Along with policy, doctrine, and training, the materiel solutions 

that give systems and platforms the ability to capture and report 

essential data are key enablers for this strategy.
32 USMC Expeditionary Energy Strategy

•	Institutionalize the Energy Efficient, Combat Effective Corps. We will 

establish formal requirements for Expeditionary Energy, Water, 

and Waste that span the full range of DOTMLPF solutions; they 

will focus program development and drive investments to achieve 

the goals established in this strategy.

•	Collaborate With the Joint Community on Expeditionary Energy 

Requirements. The changing nature of the modern battlespace 

requires us to operate increasingly in Joint, multinational, and 

interagency contexts. We will establish Joint requirements and a 

Joint approach to our energy and resource solutions.

•	 Leverage Strategic Partnerships. To lead in expeditionary energy 

capabilities for the warfighter, we must aggressively leverage new 

ideas, technology innovation, and resources inside and outside 

of the Government. We will partner with other Services, agencies, 

academia, industry, and our allies to develop and adopt best 

practices and technology to transform our organization.

•	Instill Accountability and Enable Innovation. Every Marine, 

commander, unit, and installation tenant is accountable for 

leading energy-efficient practices for operations under his or 

her responsibility. We will 

plan and monitor our energy 

performance and water usage 

in facilities, installations, 

and GME. We will provide 

commanders the data they 

need to reinforce awareness, 

education, and training to 

increase efficiency, increase 

energy security, and lower 

lifecycle operating costs.

Leaders will facilitate an environment that encourages personnel 

to introduce new ideas and leverage their expertise to implement 

innovative energy-efficient practices.

Man

•	Man the Expeditionary Energy Force. Enhanced MAGTF Operations 

have strained our manpower resources and have highlighted the 

value of utility and water engineering personnel. We will ensure 

we are manned to advise commanders on expeditionary energy 

efficiency and support the energy requirements of our forces.
USMC Expeditionary Energy Strategy 33

Train

•	Forge Policy and Doctrine to Institutionalize Change. We will 

integrate expeditionary energy concepts into our operational 

decision making. Because of the immediate need to reduce the 

logistic burden of energy and achieve greater energy efficiency 

on the battlefield, we will inject expeditionary energy concepts 

into our operational planning and execution. We will embed these 

concepts into our foundational policies and doctrine to prepare 

the Marine Corps to meet future mission requirements as an 

expeditionary force.

•	Train and Educate Our Marines in Expeditionary Energy. We will 

establish and reinforce the relationship between energy and 

combat effectiveness through formal training and education.

We must analyze the current skill sets and establish future 

capabilities for the MAGTF to 

optimize combat-effective, 

energy-efficient operations.

We will use basic and 

formal schools to train and 

educate our Marines on the 

importance and relationship 

of energy to operational 

planning and execution.

Equip

We equip our forces today to 

serve as our nation’s premier 

expeditionary force. Through this 

strategy, we will establish the 

Marine Corps as the center of 

innovation in operational energy 

efficiency, expeditionary energy 

systems, and renewable energy 

technology for the battlefield.

We will lead requirements 

development to inform and 

guide technology innovation by 

building a deep understanding 

of energy challenges and 

possible solutions. We will 

reset our processes, injecting 

expeditionary energy concepts 

into our requirements and 

acquisitions decisions.
34 USMC Expeditionary Energy Strategy

We will collaborate with the leading thinkers and innovators in the U.S.

Government, academia, and the commercial world. We will be agile and 

ready to adapt and deploy new capabilities into our operations. We will:

•	Value Energy in Our Materiel Development and Acquisition: We will 

integrate energy efficiency and energy performance criteria as 

a requirement and a key evaluation factor for our equipment, 

vehicles, and weapons systems during source selection, where 

practicable. We will consider energy performance in the same 

trade space as cost, schedule, and performance.

•	Target Materiel Investments in High-Impact Areas. We will prioritize 

investments in materiel upgrades to legacy systems and new 

equipment to increase energy performance. We will take a 

systems approach to identify the critical challenges, and we will 

structure investment strategies to address them.

•	Focus Technology Innovation on Marine Corps Needs. We will drive 

S&T and R&D—within the Government, academia, and the 

commercial market—to create capabilities to power Marine 

expeditionary energy needs.

•	 Lead in Deploying Innovative Energy Solutions. We will establish the 

capability to identify energy-efficient technologies and solutions 

and renewable energy capabilities. We will rapidly transition 

technology from R&D to 

operational qualification. We 

will embrace new concepts 

and capabilities and employ 

them on the battlefield, 

during training, and in 

garrison.

•	Sustain Energy Security and 

Environmental Stewardship.

We will take steps to achieve 

energy security to ensure our 

ability to prepare Marines for 

combat operations without 

mission interruption at our 

bases and stations. We will 

continue to reduce emissions 

and reliance on fossil fuels 

and will drive adoption of 

sustainable practices that 

reduce environmental harm.
USMC Expeditionary Energy Strategy 35
36

Way Ahead
USMC Expeditionary Energy Strategy 37

Way Ahead

The USMC Expeditionary Energy Strategy sets a course to transform 

the way the Marine Corps employs energy and vital resources. It sets 

specific targets that will position the Marine Corps to achieve greater 

combat effectiveness through energy efficiency; increased use of 

renewable energy; and incorporation of energy considerations into 

requirements, planning, and acquisition decisions. Most importantly, 

it will foster an ethos that energy efficiency is a critical force multiplier 

that will increase our combat effectiveness.

Director E2

O is tasked with leading strategy execution under the 

guidance of the Assistant Commandant of the Marine Corps (ACMC) 

and as provided for in the Implementation Guidance in Annex A. In 

accordance with CMC guidance, implementation of the plan shall begin 

during FY11 and be fully funded in the POM 13 budget cycle.

[44]
38 USMC Expeditionary Energy Strategy

Deputy Commandants, Directors, and MSCs will implement this 

strategy and report progress on its goals to the E2O each June. The E2O 

will track and report progress on strategy execution to the Executive 

Off-Site (EOS) annually—synchronized with the publication of the 

Annual Expeditionary Energy Report each October—and to the CMC 

and ACMC as directed.

Director E2

O, as the Functional Advocate[45] for Operational Energy for 

the Marine Corps and Associate Member of the MROC,[46] represents 

expeditionary energy requirements and interests within HQMC 

processes and within the Expeditionary Force Development System 

(EFDS). Director E2O will act as the conduit between the Operating 

Forces/Supporting Establishment and the various process owners 

in the EFDS. Director E2O will work in partnership with the Deputy 

Commandant for Installations and Logistics (DC/I&L), the Functional 

Advocate for Energy for Installations.

Key drivers of this strategy—technology, the fiscal environment, 

and higher level guidance—will likely change over time. The E2O is 

responsible for reporting to the CMC, via the MROC, any recommended 

adjustments and modifications to this strategy. The CMC will approve 

all adjustments and modifications to this strategy, and all changes will 

be added as an amendment to this strategy.

All Deputy Commandants, Directors, and MSCs will recommend 

adjustments to this strategy and will provide their planned 

investment plan supporting the USMC Expeditionary Energy Strategy 

Implementation Guidance each October to the E2O. The E2O will use 

this information to make its annual recommendation to the MROC 

regarding the overall USMC investment in energy. The E2

O will keep 

a permanent record of all recommendations and will provide timely 

feedback on all recommendations.

This Strategy and the accompanying Implementation Guidance are 

in accordance with the Marine Corps Service Campaign Plan and will 

be included as an Appendix in future iterations of that plan. This will 

ensure alignment and synchronization across the Marine Corps for 

Expeditionary Energy initiatives.
USMC Expeditionary Energy Strategy 39

Endnotes 1

 U.S. Marine Corps (USMC) Energy Summit, 13 August 2009, Washington, DC.

2 Assistant Commandant, USMC, Memorandum 11/09, Establishment of the 

Marine Corps Expeditionary Energy Office, 19 November 2009.

3 Deputy Commandant for Combat Development and Integration, USMC, 

Memorandum 3900 C 06, Functional Advocate for Operational Energy,

10 November 2010.

4

 35th Commandant of the Marine Corps, Commandant’s Planning Guidance 2010.

5

 See Annex B.

6

 MEF-A REPOL, Bulk Petroleum Contingency Report, June 2010.

7 Government Accountability Office (GAO) Report to the Subcommittee on 

Readiness, Committee on Armed Services, House of Representatives, Defense 

Management, DoD Needs to Increase Attention on Fuel Demand Management at 

Forward-Deployed Locations, February 2009.

8 Current Operational Analysis Support Team, Operations Analysis Division 

(OAD), Marine Corps Combat Development Command, Analysis of Logistics 

Related Casualties for Marine Forces in Afghanistan, Quantico VA, September 2010. 

There were an estimated 299 fuel and/or water convoys, averaging 3 per day, 

during the 3-month period.

9 The Army Environmental Policy Institute, in its Sustain the Mission Project, Final 

Report, Casualty Factors for Fuel and Water Resupply Convoys, of September 2009, 

analyzed data from the U.S. Army from 2003 to 2007. It found that there was 1 

killed or wounded for every 24 fuel resupply convoys, and 1 killed or wounded 

for every 29 water resupply convoys. This data included U.S. military and 

civilian casualty information for Afghanistan.

10 United Kingdom (UK) Ministry of Defence. The UK Ministry of Defence tracks 

casualties associated with fuel logistics. Since 2001,193 non-UK civilian/

national contractors have been killed during fuel support operations. Taken 

as a percentage of total UK losses, considered together with 301 UK Service 

deaths, the rate is about 39 percent. June 2010.

11 DC Installations and Logistics, Life-Cycle Management Branch Requirements 

Section (LPC-1). January 2011.

12 Director, Energy Systems, Systems Engineering Interoperability, Architectures 

and Technology, Marine Corps Systems Command (MCSC), July 2010.

13 See Annex C.

14 Report of the Defense Science Board on DoD Energy Strategy, More Fight, 

Less Fuel, February 2008.

* Text box page 8: Top: Program Manager, Expeditionary Power Systems, 

MCSC, April 2010. Data includes USMC tactical and local commerciallysupplied generators. In 2009, the average daily peak demand at Camp 

Pendleton was 30-35MW. Source: Defense Utility Energy Reporting System 

as of Q4 2009. Middle: Director, Energy Systems, Systems Engineering 

Interoperability, Architectures and Technology, Marine Corps Systems 
40 USMC Expeditionary Energy Strategy

Command, July 2010. Bottom: Deloitte, LLC, Energy Security, America’s 

Best Defense, December 2009. This increase “has been driven by several 

factors: the increasing mechanization of technologies used in wartime, the 

expeditionary nature of conflict requiring mobility over long distances, and the 

rugged terrain and the irregular warfare nature of operations.”

15 Filkins, Dexter, “Convoy Guards in Afghanistan Face an Inquiry,” The New York 

Times, 6 June 2010.

16 DeYoung, Karen, “U.S. Indirectly Paying Warlords,” The Washington Post, 

22 June 2010.

17 More Fight, Less Fuel, February 2008.

18 Program Manager, Expeditionary Power Systems, MCSC, April 2010.

19 Marine Corps Vision and Strategy, 2025. Marine Corps Operating Concepts 2010.

20 International Energy Agency, World Energy Outlook 2009, Executive Summary.

21 U.S. Energy Information Administration, U.S. Department of Energy, 

Petroleum Statistics.

22 U.S. Energy Information Administration, U.S. Department of Energy, 

County Energy Profiles. Data includes crude oil and refined petroleum products.

23 World Energy Outlook 2009, Executive Summary.

24 World Bank Group and Center for Energy Economics/Bureau of Economic 

Geology Jackson School of Geosciences, The University of Texas at Austin, 

A Citizen’s Guide to National Oil Companies, Part A, Technical Report, October 

2008. PFC Energy cited in Deloitte LLP, Energy Security, America’s Best Defense,

December 2009.

25 More Fight—Less Fuel, February 2008; Office of the Secretary of Defense, 

Quadrennial Defense Review Report 2010, February 2010.

26 35th Commandant of the Marine Corps, Commandant’s Planning Guidance 2010.

27 Ibid.

28 Ibid.

29 Marine Corps Vision and Strategy 2025.

30 Ibid.

31 GME includes the commercial vehicle fleet.

32 National Defense Authorization Act of 2009 (NDAA 2009). See Annex B.

33 Joint Staff Rapid Validation and Resourcing Request, Renewable Energy System,

25 July 2006. Submitted by Commanding General, Multi-National Force—

West (MNF-W), to address urgent needs of Marine forces in Al-Anbar Province, 

Iraq.

34 See Annex B.
USMC Expeditionary Energy Strategy 41

35 Defined in Executive Order 13423 as energy consumption per square foot of 

building space, including industrial or laboratory facilities.

36 In keeping with DoD guidance, the USMC “...will also take steps to balance 

energy production and transmission with the requirement to preserve the 

test and training ranges and the operating areas that are needed to maintain 

readiness.” See Quadrennial Defense Review Report 2010, February 2010. See 

also Marine Corps Vision and Strategy 2025.

37 This goal does not apply to fossil fuel used in the operation of training systems 

on ranges and training areas. This fossil fuel use is considered “operational” 

energy in accordance with the NDAA 2009.

38 See Annex B.

39 Ibid.

40 Ibid.

41 USMC, USMC Ten by ‘10, Facilities Energy and Water Management Program 

Campaign Plan, 2009.

42 This capability will also prepare us to respond to NDAA 2009-mandated 

reporting requirements for operational energy demand and consumption.

43 Based on 1st Marine Expeditionary Force (FWD) data, June 2010; 200,000 

gallons of fuel/day; 21,000 Marines. Bulk fuel data does not account for intratheater support provided by the U.S. Army, U.S. Navy, and other sources to the 

Marine Corps.

44 35th Commandant of the Marine Corps, Commandant’s Planning Guidance 2010.

45 See Annex D for definition of Advocate and Functional Advocate.

46 Assistant Commandant, USMC Memorandum 11/09, Establishment of the 

Marine Corps Expeditionary Energy Office.
42

Annex A

Implementation

Planning Guidance
USMC Expeditionary Energy Strategy 43

Overview

The USMC Expeditionary Energy Strategy and the Implementation 

Planning Guidance outline a way ahead to reset the energy posture 

of the Marine Corps. Taken together with the Marine Corps Vision and 

Strategy 2025, these three documents lay out the “who, what, where, 

when, and why”—the strategic reasons “why” we must change the 

way we employ energy; our specific goals, initiatives, essential tasks, 

milestones; and who is responsible within the organization to carry 

them out. A fourth effort, the Expeditionary Energy Water and Waste 

(E2W2) Capabilities-Based Assessment (CBA)/Initial Capabilities 

Document (ICD), identifies the capabilities, gaps, and solutions—the 

specific “how” we will achieve our goals.

Herein is CMC’s guidance for implementing the USMC Expeditionary 

Energy Strategy. It is an essential output of a multi-phased process 

to take the strategy from paper to action to reality. The USMC 

Expeditionary Energy Office (E2O) leads and oversees this effort, 

which is organized in four Phases: I Strategy Development, II Mission 

Analysis, III Assessment and Validation, and a concurrent effort, IV 

Requirements Development.

Phase I—Strategy Development

The CMC assigned E2O to “analyze, develop, and direct the Marine 

Corps energy strategy.” Beginning in November 2009, E2O conducted 

extensive outreach to Marine Corps elements; assessed the energy 

situation in theater; engaged industry, academia, and outside experts; 

red teamed technology options; and prepared an analysis of the Marine 

Corps energy posture. In spring 2010, E2O developed the USMC 

Expeditionary Energy Strategy with the support of E2O’s Strategic 

Direction Planning Group, which included representatives from the 

Office of the CMC, Strategic Vision Group, National Defense University/

INSS, Center for Emerging Threats and Opportunities (CETO), and all 

Deputy Commandants (DC) and Headquarters Marine Corps (HQMC) 

Directors.

Phase II—Mission Analysis

In Phase II of the process, E2O assembled three Working Groups to 

conduct mission analysis of the mission, goals, and objectives outlined 

in the strategy. The participants included leaders and experts from 

across the Marine Corps to the Marine Forces (MARFOR) and HQMC 

elements. In early May 2010, more than 90 representatives gathered 

for a two-day working summit to provide feedback on the strategy and 
44 USMC Expeditionary Energy Strategy

mission and further develop specified and implied tasks, which have 

become the basis of the Implementation Planning Guidance. This task 

list has been narrowed to 72 essential tasks, each linked to specific or, 

in some cases, multiple strategic objectives.

Phase III—Assessment and Validation

In Phase III of the process, task execution will be assessed and 

approved, performance indicators will be validated or realigned, and 

the Implementation Planning Guidance will be modified as required.

These tasks must be continually validated, verified, and adjusted at 

regular intervals to coincide with quarterly Executive Off-Site (EOS) 

conferences where senior leadership will consider the impact of 

the tasks on the Marine Corps’ vision. As members of the Marine 

Requirements Oversight Council (MROC), senior Marine Corps 

leadership will therefore directly influence the development of the future 

Marine Corps energy posture through critical decision points. These 

decisions will ultimately be incorporated in the Program Objective 

Memorandum (POM).

Phase IV—Requirements

Concurrent with Phases II and III, E2O, in coordination with DC Combat 

Development and Integration (CD&I), initiated a CBA/ICD on E2W2. This 

document, which is scheduled to be issued in early 2011, will identify 

high-level gaps and requirements and provide a framework for the 

implementation of tasks cited in the following pages.
USMC Expeditionary Energy Strategy 45

These figures provide an overview of the process.

“35th Commandant's Planning Guidance” 

Change Ethos + Increase Energy Efficiency + Renewable Energy = 

Increase Combat Effectiveness 

Expeditionary Energy Way Ahead 

“Bases-to-Battlefield” 

 Today Feb 11 Apr 11 2011 2025 

Strategy and Supporting Requirements 

Documents Being Written in Parallel 

Future Capability 

Require Mobility Fuels Only 

50% From Alternatives 

USMC 

Expeditionary 

Energy 

Strategy 

 Expeditionary 

Energy, Water, 

and Waste 

CBA / ICD 

Direct 

S&T / R&D 

Fuel 

1Gal 

Fuel 

1Gal 

Fuel 

1Gal 

Fuel 

1Gal 

Fuel 

1Gal 

Fuel 

1Gal 

Fuel 

1Gal 

Fuel 

1Gal 

Fuel 

1Gal 

Fuel 

1Gal 

Fuel 

1Gal 

Fuel 

1Gal 

Marine / Day 

Marine / Day 

Fossil Fuel Alternative Fuel 
46 USMC Expeditionary Energy Strategy

The Implementation Planning Guidance document is organized around 

the four strategic initiative areas identified in the USMC Expeditionary 

Energy Strategy: Lead, Man, Train, and Equip, plus a separate category 

for activities specific to Installations and Garrison Mobile Equipment 

(GME). Essential tasks are listed accordingly under these areas.

As noted in the Overview section, during Phase III of the 

implementation process, task execution will be assessed and 

approved, performance indicators will be validated or realigned, and 

Implementation Guidance will be modified as required.

For each task, the Office of Primary Responsibility will develop a set of 

measurable parameters to enable the CMC to track the progress of that 

task in a quantifiable way. These metrics will be considered as part of 

the deliverable for each task.

Below is a detailed discussion of the tasks, objectives, and timing for 

completion.

LEAD

A. Lead the Expeditionary Energy Ethos in the Marine Corps. The 

way we employ energy is a critical factor in our combat effectiveness.

Yet we are unconstrained in our demand for energy on the battlefield.

The importance of energy efficiency to our mission must be integrated 

into the mindset of the Marine Corps and institutionalized in the way we 

execute our mission. Creating a new ethos regarding energy will require 

a Marine Corps-wide effort driven by senior leadership and reinforced 

by leaders throughout the organization—from Bases to Battlefield.

1. NLT February 2011, E2O develop the USMC Expeditionary Energy 

Strategy and Implementation Planning Guidance establishing priority and 

direction for Marine Corps expeditionary energy.

2. NLT February 2011, E2O, in coordination with HQMC Division of Public 

Affairs, prepare a plan to communicate CMC goals on expeditionary 

energy concepts across the Marine Corps. The plan should include 

communication strategies, leadership engagement and mobilization, and 

opportunities to integrate expeditionary energy and efficiency themes 

across the organization.

3. NLT May 2011, E2O, in coordination with all DCs and Directors, develop 

a plan to produce an Annual Report on USMC expeditionary energy. The 

first report will be issued NLT October 2011 and annually thereafter. This 

report will support National Defense Authorization Act of 2009 (NDAA) 

requirements for annual reporting of operational energy demand and 

consumption.
USMC Expeditionary Energy Strategy 47

4. NLT May 2011, E2O and the Inspector General (IG) of the Marine 

Corps assess recommendations and brief a plan to incorporate energy 

effectiveness into standard inspections to institutionalize the priority 

goal of energy efficiency. The assessment will address the full range of 

opportunities, including the IG process and Field Supply and Maintenance 

Analysis Office (FSMAO) standard inspections. The plan will be 

implemented NLT January 2012.

B. Give Commanders Tools to Measure and Manage Energy to 

Increase Combat Effectiveness.

1. NLT June 2011, E2O, in coordination with DC CD&I and all DCs and 

Directors, develop a comprehensive plan to baseline, track, measure, 

and manage operational energy consumption and demand. The plan will 

address the full scope of operational energy within the Marine Corps, 

which is “the energy required for training, moving, and sustaining military 

forces and weapons platforms for military operations...(including) energy 

used by tactical power systems and generators and weapons platforms.”1

This effort will scope and define operational energy within the Marine 

Corps context. It will identify existing and potential data sources to use in 

establishing initial baselines for measuring current usage and demand.

The plan will lay out an enterprise-wide capability that will provide 

commanders and program managers visibility of energy and fuel 

consumption, as well as energy efficiency performance of weapons 

systems, platforms, vehicles, and equipment at the unit level up through 

the Major Subordinate Command (MSC), MARFORs, and HQMC levels.

It will provide data and visibility into operational fuel consumption by end 

item. It will provide visibility into energy requirements, use, and tradeoffs 

and a means to understand second and third-order impacts of energy 

requirements on combat resources and effectiveness.

The plan will address the requirements for the full range of DOTMLPF 

solutions. It will propose standardized formats for energy consumption 

tracking and management in the field. It will advise on how to integrate 

energy efficiency reporting into management and readiness systems 

and decision making systems.

2

 It will leverage ongoing work at USMC 

installations, the U.S. Navy, and our allies to extend the capability for 

automated, user-friendly energy management to the expeditionary forces.

At the enterprise level, this capability will enable the Marine Corps to 

develop and continually refine baselines and measures of progress 

toward the goals set forth in this strategy. It will also support NDAA 

2009-mandated requirements for annual reporting of operational energy 

demand and consumption.
48 USMC Expeditionary Energy Strategy

The plan will be implemented NLT 2015. The plan will also address policy, 

to include:

m Establishment of energy use profile as a Commander’s 

Critical Information Requirement (CCIR)

m Establishment of expeditionary energy reporting as a 

data input to the Defense Readiness Reporting System 

(DRRS).

2. NLT September 2011, E2O, in coordination with all DCs and Directors, 

complete an expeditionary energy assessment across the warfighting 

functions. The assessment will include recommendations for immediate 

changes to increase energy efficiency and combat effectiveness. It will 

examine current policies, practices, and procedures; identify gaps; and 

present recommendations for improvement. It will incorporate input from 

ongoing assessments, including the MAGTF Requirements List (MRL) 

process. It will identify options for baselines, initial goals specific to the 

warfighting function, and appropriate metrics to measure and manage 

progress toward those goals.

C. Institutionalize the Energy Efficient, Combat Effective Corps.

To institutionalize change, we will establish formal requirements that 

span the full range of DOTMLPF solutions for expeditionary energy, 

water, and waste. They will focus program development and drive 

investments.

1. NLT April 2011, DC CD&I, in coordination with E2O, complete and prepare 

for MROC consideration the E2W2 CBA, issue the E2W2 ICD, and develop 

a plan to incorporate the CBA results and the ICD into the Marine Corps 

Expeditionary Force Development System (EFDS) process. The ICD will 

identify definitive tasks, conditions and standards in order to inform the 

combat developer and others, relevant to the requirements. It will identify 

gaps and guide DOTMLPF requirements to achieve efficiencies in energy, 

water, and waste solutions and systems across the MAGTF.

D. Collaborate with the Joint Community on Expeditionary Energy 

Requirements. The changing nature of the modern battlespace 

requires Marines to operate increasingly in Joint, multinational, and 

interagency capacities. While the Marine Corps strives to improve 

combat effectiveness through energy efficiency, we recognize that 

our fellow Service and Coalition partners heavily influence our energy 

footprint.

1. NLT April 2011, E2O, collaborate with the Joint community on the 

E2W2 CBA/ICD to identify potential applications in the Joint operating 

environment.

3
USMC Expeditionary Energy Strategy 49

2. NLT May 2011, E2O, in coordination with DC CD&I, DC I&L and the Joint 

Staff, develop recommended policies, doctrine, and procedures for 

achieving energy, waste, and water efficiency requirements in the Joint 

environment.

E. Leverage Strategic Partnerships. If we are to be the leader 

in expeditionary energy capabilities for the warfighter, we must 

aggressively leverage leading ideas, technology innovation, and 

resources inside and outside of the Government. We will partner with 

other Services, agencies, academia, industry, and our allies to develop 

and adopt best practices and technology to transform our organization.

1. NLT April 2011, E2O identify opportunities for partnerships and develop 

a plan for engagement. This plan will identify priority USMC needs in 

Research and Development (R&D), visibility into commercial solutions, and 

access to expertise. It will identify potential partner organizations. Initiate 

execution of the plan NLT October 2011.

MAN

A. Man the Expeditionary Energy Force. Enhanced MAGTF 

Operations have strained our manpower resources and have 

highlighted the value of utility and water engineering personnel. We 

will ensure we are manned to advise our commanders and support the 

expeditionary energy requirements of our forces.

1. NLT September 2011, or as determined by the E2W2 CBA, DC CD&I, 

in coordination with Manpower and Reserve Affairs (M&RA), develop 

manpower requirements to support expeditionary energy capabilities 

within the MAGTF. Develop a manpower plan and policies to address 

identified needs.

TRAIN

A. Forge Policy and Doctrine to Institutionalize Change. We will 

integrate energy concepts into our operational decision making 

processes. We must initiate the long-term process of embedding these 

concepts into our foundational policies and doctrine to prepare the 

Marine Corps to meet expeditionary mission requirements. Because of 

the immediate need to reduce our logistic footprint and achieve greater 

energy efficiency on the battlefield, we must also accelerate our efforts 

to inject expeditionary energy concepts into our mission operations and 

planning in the near term.
50 USMC Expeditionary Energy Strategy

1. NLT July 2011, or as determined by the E2W2 CBA, E2O, in coordination 

with DC CD&I, prepare a comprehensive pIan to incorporate expeditionary 

energy priorities and concepts into foundational policies and doctrine.

This plan will provide the basis for institutionalizing energy efficiency and 

energy utilization as an element of combat effectiveness across individual, 

MAGTF, and combined MAGTF operations. The process will be fully 

implemented by January 2012.

In addition, develop a plan to accelerate the development of doctrine and 

supporting documentation in the near term, utilizing means including—

m Pre-doctrinal guidance and direction, including White 

Papers, Concept Papers and All-Marines Messages 

(ALMARS)

m Doctrine publications currently in review cycle

m Incorporation into Marine Corps Service Campaign 

Plans (MCSCP) (battlefield, garrison, installations)

m Operational Energy Advocate Roadmap incorporated 

into MCSCP

m Incorporation into new doctrinal publications

m Specific doctrine for expeditionary energy.

B. Train and Educate Our Marines in Expeditionary Energy. The 

nature of future conflict will require the Marine Corps to conduct 

operations against hybrid threats in complex and often austere 

environments, and it will put a premium on our ability to maneuver and 

fight as an expeditionary force. To address this requirement, we must 

train and educate our Marines to incorporate energy efficiency into the 

way we plan and execute missions.

Through our formal training and education processes, we will reset the 

way our organization thinks about energy by focusing on the individual 

Marine. We will reinforce the relationship between energy and combat 

effectiveness. We will analyze the current skill sets and establish future 

capabilities to optimize the MAGTF for combat-effective, energyefficient operations.

1. NLT July 2011, E2O, in coordination with the Operational Advisory Groups 

(OAG), prepare a plan to review, refine, and reinforce existing standard 

operating procedures (SOP); and tactics, training, and procedures (TTP) 

to increase efficiency and optimize energy resources. Initiation of this plan 

will begin NLT September 2011.
USMC Expeditionary Energy Strategy 51

2. NLT July 2011, DC CD&I, in coordination with E2O, develop a plan 

to integrate expeditionary energy concepts and practices across the 

training and education curriculum to increase proficiency at all levels.

Analyze and determine, in concert with the establishment of doctrine 

and policy, expeditionary energy training and education requirements, 

and recommend where and how to inject energy efficiency concepts and 

practices into the training and education continuum. Consider the full 

spectrum of training, from entry to formal schools, Predeployment Training 

Program (PTP), and Professional Military Education. Assess the need for 

specific courses and opportunities for incorporating energy efficiency 

concepts into the existing curriculum. Initiation of this plan will begin NLT 

December 2013.

3. NLT July 2011, E2O, in coordination with DC Plans, Policies, and 

Operations (PP&O) and DC I&L, prepare a plan to incorporate an energy 

problem set into current wargames and exercises. The plan will identify 

where and how to inject energy as a factor in operational planning and 

execution scenarios. Issues to be addressed include—

m Validation of energy and water requirements, Table 

of Organization (T/O), Table of Equipment (T/E), and 

Equipment Density List (EDL)

m Fuel and power demand as a CCIR

m Risk to operations and tradeoffs in force protection 

and logistic resource requirements

m Impact of energy requirements on logistic and 

operational planning.

EQUIP

The Marine Corps’ ability to meet the 2025 goals described in the 

USMC Expeditionary Energy Strategy will depend in large part on the 

ability to identify and develop technology and materiel requirements.

These requirements must evolve into achievable materiel solutions that 

blend warfighting capability with energy efficiency.

We will develop strategic materiel initiatives over time aligned with 

our energy strategy goals. In the near term, we will prioritize initiatives 

with the greatest impact on energy efficiency and focus on modifying 

legacy equipment and modifying programs or technologies in the early 

phases of the acquisition lifecycle. These efforts will be part of a cluster 

of materiel initiatives to be implemented between now and 2015.

Generators, environmental control units (ECU), computer hardware 

and shelters, and tactical vehicles are candidates for modifications or 

updates to yield immediate improvements in energy efficiency.
52 USMC Expeditionary Energy Strategy

Longer term initiatives to enhance our ability to achieve our 2025 goals 

are part of a cluster of more sophisticated modifications to current 

programs, further development of technologies currently in R&D, 

and development of innovative and energy-efficient platforms and 

deployable renewable energy capabilities.

Near-Term Materiel Initiatives.

A. Make Energy Efficiency a Priority Requirement.

1. NLT May 2011, DC CD&I, in coordination with E2O, publish a plan to 

establish energy efficiency requirements built around systems and system 

sets to describe requisite system-level efficiencies. Similar requirements 

for energy efficiency and performance should be embedded into future 

capability development and requirements analysis.

2. NLT May 2011, DC CD&I, in coordination with E2O, assess and develop 

recommendations to implement energy efficiency in all acquisition 

development and analysis as part of EFDS capability evolution. Energy 

efficiency will be considered in the same trade space as cost, schedule, 

and performance. Requirements developers and acquisition professionals 

will analyze energy efficiency in materiel solutions to include at minimum, 

all weapons systems and platforms; air, ground and naval vehicles; 

C4I equipment; and shelter, water, waste, sustainment and life support 

systems and equipment. The assessment will address—

m Inclusion, where applicable, of the Energy Efficiency 

Key Performance Parameter (KPP) early in the 

concept and capability development phases of the 

requirements process

m Requirements for operational energy performance 

attributes during CDD, CPD, and Statement of Needs 

development to influence the Materiel Development 

Decision (MDD), Analysis of Alternatives (AoA), and 

Technology Development Strategy (TDS) and to 

support subsequent KPP decisions

m Identification of frameworks for capability sponsors 

to determine completeness and supportability of 

operational energy analysis documented in the CDD/

CPD

m Inclusion of the Energy Efficiency KPP in systems 

consistent with future force plans and approved 

planning scenarios; include operational fuel demand 

and related fuel logistics resupply risk considerations 

with a focus on mission success and reduction of the 

size of the fuel logistics force in the given planning 

scenarios

m Methods of assessing lifecycle fuel use.
USMC Expeditionary Energy Strategy 53

B. Target Materiel Investments In High-Impact Areas.

1. NLT August 2011, E2O, in coordination with DC CD&I and Marine 

Corps Systems Command (MCSC), publish a roadmap and strategy to 

increase efficiency for legacy equipment, systems, and platforms and 

those currently under development. The plan will prioritize investments in 

program modification and upgrades based on criteria, such as potential 

effect on battlefield effectiveness and efficiency, cost/benefit, and potential 

effect on systems improvement. The plan will also address resource and 

budget requirements. This plan will be updated on an annual basis.

Long-Term Materiel and Technology Initiatives. This cluster of 

materiel initiatives will focus on Science and Technology (S&T) and 

R&D efforts. It will prompt the Marine Corps to drive capabilities of new 

programs yet to be fielded and identify innovative new technologies.

C. Focus Technology Innovation on Marine Corps Needs.

1. NLT April 2011, DC CD&I, in coordination with E2O, develop and issue 

an S&T investment priority framework to guide Marine Corps program 

elements and other elements of the Naval Research Enterprise supporting 

Marine Corps capability enhancements. This framework will also inform 

other S&T partners on Marine Corps S&T needs for energy efficiency 

across, at minimum, weapons systems and platforms; air, ground and 

naval vehicles; C4I equipment; shelter, water, waste, sustainment and life 

support systems and equipment.

2. NLT May 2011, E2O prepare and publish an annual comprehensive 

technology investment roadmap for expeditionary energy capabilities.

Coordinate with DC CD&I, Marine Corps Warfighting Lab, Office of 

Naval Research, Defense Advanced Research and Development Agency 

(DARPA), and other Service labs.

D. Lead in Deploying Innovative Energy Solutions. We will establish 

the capability to identify energy-efficient technologies and solutions 

and renewable energy capabilities. We will rapidly transition technology 

from R&D to operational qualification. We will embrace new concepts 

and capabilities and employ them on the battlefield and in garrison.

1. NLT June 2011, DC DC&I, in coordination with MCSC, assess and develop 

a program plan to certify Marine Corps equipment on alternative fuels.

This plan will track with Department of the Navy alternative fuel initiatives 

and program timelines.

2. NLT August 2011, E2O, in coordination with DC CD&I and MCSC, develop 

a program to capitalize on evolving technologies to increase use of local 

water resources and transition new capabilities to the battlefield.
54 USMC Expeditionary Energy Strategy

m Develop a plan that accounts for current technologies 

and anticipated developments by 2015 and beyond. 

This plan should include the anticipated results of 

transitioning to new lighter weight, transportable water 

purification technologies.

m Explore multiple technology initiatives related to grey 

water recycling, innovative water capture technology, 

water weight reduction, and field water certification 

and purification technology.

3. NLT August 2011, E2O, in coordination with DC CD&I and MCSC, develop 

a program to capitalize on evolving technologies for waste management 

and waste-to-fuel capabilities and to transition those capabilities to the 

battlefield. This program will take a systems approach to addressing waste 

management on the battlefield.

m Develop a plan that accounts for current technologies 

and anticipated developments by 2015 and beyond.

4. NLT August 2011, E2O, in coordination with DC CD&I and MCSC, develop 

a program to capitalize on evolving renewable energy technologies to 

identify and foster solutions for the expeditionary environment.

m Publish a plan that accounts for current technologies 

and anticipated developments by 2015 and beyond. 

It will identify opportunities for leveraging commercial 

innovation, federal government programs, academia, 

and national labs.

Installations and GME

“To a Marine, the term “expeditionary’ is more than a slogan; it is our 

state of mind.”4 Because we fight, train and live as an expeditionary 

force, this strategy encompasses not only our expeditionary edge but 

our installations and bases.

We must educate and inform everyone who lives, trains, and works 

on our installations—the energy users—about their daily impact on 

the energy footprint and then provide them with the tools to manage 

and improve their energy and water use. Awareness starts with an 

understanding of the value of energy, at home and to the mission, and 

ends with accountability.

The USMC Expeditionary Energy Strategy, as it applies to installations, 

is based on the CMC’s Facilities Energy and Water Management Program 

Campaign Plan (“Ten by ‘10”). These goals, developed as a proactive 

response to federal energy and water mandates, set the Marine Corps 

on the path toward efficient and judicious use of resources.
USMC Expeditionary Energy Strategy 55

The USMC Expeditionary Energy Strategy expands on the Ten by ‘10, 

incorporates commercial vehicle energy usage, and provides additional 

guidance and specific actions required to implement the strategy.

There are five enabling concepts underpinning our installations’ 

initiatives: awareness and accountability, performance measurement 

and improvement, energy efficiency as a component of planning, 

proactive employment of new technologies, and energy security and 

environmental stewardship.

The following guidance and tasks provide the path forward and the 

necessary support to meet our energy conservation and alternative 

energy mandates. These guidelines, tools, and actions are applicable to 

all Marine Corps organizations.

A. Instill Awareness of and Accountability for Energy, Fuel, and 

Water Usage in All Installation Users. Significant change in any 

organization cannot occur without engagement at all levels. Buy-in will 

not occur unless our Marines, their families, and the civilian workforce 

are educated on the relevance of energy management to the success of 

our mission.

DC I&L (LF):

1. Effective immediately, consider energy usage, energy conservation, and 

alternative energy sources in all USMC Environmental Assessments and 

Environmental Impact Statements, as appropriate and relevant to the 

analysis and selection of an action alternative, per the guidelines provided 

in Marine Corps Order (MCO) 5090.2A (series).

2. NLT June 2011, develop an execution plan to provide access to energy 

consumption data via geospatial information services (GIS) for MCIs, 

installation, and tenant unit leadership.

3. NLT July 2011, establish policy for reporting requirements to capture fuel 

usage, mileage, and cost data for all commercial vehicles through the 

Federal Automotive Statistical Tool (FAST).

4. NLT July 2011, develop and disseminate a Vehicle Allocation Methodology 

(VAM) and corresponding utilization study processes in order to ensure 

efficient use of GME assets, to include passenger, cargo, material 

handling, and engineering equipment.

5. NLT August 2011, update the Facilities and GME Energy Orders for review.

The orders will provide policy and procedural instruction and guidance 

for addressing mandated energy and water management. Areas covered 

will include requirements pertaining to data collection and reporting, 

project development (including auditing and life cycle cost requirements) 

and execution, metering, benchmarking (e.g. Energy Star buildings), and 

training.
56 USMC Expeditionary Energy Strategy

6. NLT October 2011, update IG inspection energy tab to incorporate 

provisions of the Expeditionary Energy Strategy.

HQMC DCs:

1. NLT March 2011, HQMC DCs assign a senior-level representative to 

address energy concerns from a functional perspective. Representatives 

will participate in E2

O Working Groups and provide functional expertise in 

the development and review of energy policy.

2. NLT June 2011, HQMC M&RA develop an Energy Plan for M&RA facilities 

consistent with federal and service goals. The plan should address 

recapitalization for improvements in energy conservation in existing 

facilities and operations.

5

3. NLT June 2011, HQMC command, control, communications, and 

computers (C4) develop and publish an Energy Plan that will ensure C4 

current and future operations, facilities, and equipment, including data 

centers, are operated in the spirit of this energy strategy.

MARFORs in Coordination with MCIs:6

1. Effective immediately, installations continue ongoing efforts to develop 

and conduct energy awareness programs throughout the year, specifically 

during the October Energy Awareness Month and on Earth Day.

2. Effective immediately, HQMC I&L Facilities and Services Division, 

Services Branch (LFS) and MCIs develop processes to assess and 

report commercial vehicle fleet utilization. Fleet managers identify and 

incorporate fleet efficiencies.

3. NLT March 2011, installations publish Commander’s Energy Policy 

Statement. The statement will be based on the Expeditionary Energy 

Strategy, the Ten by ’10, and other existing HQMC guidance and policy.

4. NLT March 2011, installations formally designate an Energy Manager. For 

smaller installations, this can be a primary collateral duty.

5. NLT March 2011, installations require all tenants and supported 

commands to identify an Energy Manager or representative at the 

individual unit or tenant level to coordinate unit and tenant involvement 

and actions as part of the installation’s overall Energy Program.

6. NLT July 2011, and annually thereafter, installations require major tenants 

and supported commands (per Commanding Officer’s discretion) to 

develop an energy program and provide annual performance data, as 

feasible, to the Installation Commander.

7. NLT October 2011, installations develop an installation-specific Energy 

Plan that will provide the basis for executing the Expeditionary Energy 

Strategy. This plan should be developed and executed in concert with 

the installation’s Sustainability Plan and include energy and water 
USMC Expeditionary Energy Strategy 57

conservation, metering, energy demand planning, energy security, 

alternative and renewable energy development, and waste-to-energy 

considerations. It will also include specific provisions for energy awards 

and a recognition program for energy-efficient users.

8. NLT December 2012, or upon the completion of facility metering, 

installations implement a tenant/supported commander utilities monitoring 

and accountability program for installations energy.

B. Measure and Improve Energy and Water Performance. Measuring 

resource usage at installations allows us to measure progress against 

goals and mandates. Moreover, linking measurement to awareness 

programs via metering, digital dashboards, and other mechanisms 

reinforces education and training efforts.

DC I&L:

1. NLT May 2011, establish a standardized protocol for installations 

and MCIs to employ with energy metering and data collection and 

management systems. The protocol will plan for Energy Managers and 

Commanders to have the capability to access energy demand and 

consumption data from their desktop computers.

2. NLT May 2011, in coordination with the Secretary of the Navy (SECNAV) 

and Office of the Secretary of Defense (OSD) policy, complete analysis to 

determine whether there should be a Service-wide or regional position on 

renewable credits (REC).

3. NLT May 2011, in coordination with DC Aviation, assess and develop 

recommendations for upgrading existing airfield lighting aboard air 

stations with LED lighting. Determine plan for replacement.

DC Aviation:

1. NLT March 2011, develop a plan for incorporating LED technology into 

expeditionary airfield lighting. Include coordination with the Department of 

Defense, Department of Energy, and Federal Aviation Administration.

2. NLT May 2011, in coordination with Training and Education Command 

(TECOM), develop energy-saving procedures and identify alternative 

energy technologies to reduce cost of simulators and other high-energy 

demand supporting infrastructure.

3. NLT December 2011, develop policy to ensure infrastructure upgrades are 

identified for conversion to alternative fuels.

Installations in Coordination With MCIs:

1. Effective immediately, installations continue to phase out use of inefficient 

lighting (specifically incandescent and T12 lighting systems) using local 

funding and special projects.
58 USMC Expeditionary Energy Strategy

2. Effective immediately, installations continue to minimize utility costs 

through demand shedding and peak shaving strategies. Review utility 

billing structure and incorporate improvements where feasible.

3. Effective immediately, Marine Forces Pacific (MARFORPAC) (OPR)/MCI 

West accelerate development of geothermal resources at the Marine 

Corps Air Ground Combat Center (MCAGCC) Twentynine Palms and 

Marine Corps Air Station (MCAS)Yuma, as feasible. Coordinate with Naval 

Facilities Engineering Command (NAVFAC) and TECOM.

4. NLT March 2011, installations complete plans to install meter and 

data collection and management systems by required deadline dates 

promulgated by DC I&L. Plans will be compatible with current architecture, 

historic preservation requirements, and systems.

5. NLT April 2011, and annually thereafter or as directed, installations 

conduct facility energy auditing to identify best return on investment 

projects for execution using lifecycle cost analysis. Analyses will include 

projects for energy conservation improvement, building recommissioning, 

and development of alternative and renewable energy projects.

6. NLT December 2011, installations evaluate transportation needs and audit 

current practices and metering.

C. Transition Energy Efficiency From Discretionary to Mandatory 

in Planning, Decisions, and Actions. Energy performance must be a 

primary consideration in all aspects of planning, decisionmaking, and 

execution of the Marine Corps mission—both deployed and at home.

Energy planning includes conservation efforts through behavior change 

and physical improvements to facilities and infrastructure, as well as 

the implementation of alternative and renewable energy sources.

Energy planning is a key component of installation sustainability 

planning, which also accounts for water and resource conservation, 

waste diversion through residential and industrial recycling, wasteto-energy initiatives, and waste stream minimization through 

procurement of sustainable supply chain products. All new initiatives 

will be completed in compliance with existing federal statutes on 

environmental protection.

DC I&L:

1. Effective immediately, establish policy directing installations to 

immediately institute the achievement of Leadership in Energy and 

Environmental Design (LEED) silver for new facilities as a non-wavering 

minimum. Maximize energy to include renewable LEED points. Policy will 

define cost threshold for new facilities. (Coordinate with NAVFAC.)

2. NLT August 2011, in coordination with NAVFAC, develop responsive 

contracting tools to support the rapid implementation of proven 

technologies with demonstrated cost-benefit analysis.
USMC Expeditionary Energy Strategy 59

3. NLT September 2011, develop guidance for incorporating the evaluation 

of alternative and renewable energy sources into the Master Planning 

Process as they relate to encroachment buffers and to support energy 

security.

DC M&RA:

1. NLT January 2012, in coordination with MCIs and installations, develop 

Sustainability Plans for all M&RA facilities that include, at a minimum, 

energy and water conservation, metering, energy demand planning, 

waste-to-energy considerations, recycling, waste minimization from the 

supply chain through sustainable products, and landfill diversion.

MARFORs in Coordination With MCIs:

1. Effective immediately, installation environmental proponents consider 

energy usage, energy conservation, and alternative energy sources in 

all Environmental Assessments and Environmental Impact Statements 

prepared under the National Environmental Policy Act (NEPA), per HQMC 

guidance subject to MCO 5090.2A (series).

2. Effective immediately, ensure energy efficiency is included in all contracted 

services. (Coordinate with NAVFAC.)

3. NLT March 2011, installations procure material that is energy efficient 

(ENERGY STAR or equivalent) and environmentally preferable, including 

purchase card procurements.

4. NLT May 2011, Marine Corps Logistics Base (MCLB) Barstow and MCAS 

Miramar update Green Base template execution plan. Nominate additional 

bases with promising energy profiles and programs for inclusion in Green 

Base program.

5. NLT May 2011, installations develop a plan for renewable energy 

infrastructure to support charging and fueling of commercial vehicle fleets.

Consideration should also be given to the potential to scale facilities to 

support private vehicles used for personal transportation in support of 

greenhouse gas reduction efforts by individuals for personal transportation 

needs.

D. Demonstrate Leadership by Quickly and Proactively Adopting 

New Technologies. Rapid transition of promising and proven 

technology from R&D to operational qualification is a key indicator of a 

robust innovation pipeline within the Marine Corps.

DC I&L:

1. Effective immediately, communicate lessons learned related to effective 

energy management to E2O.
60 USMC Expeditionary Energy Strategy

2. Effective immediately, identify and promote game-changing technologies 

and projects through the Facilities Operations Advisory Group and its 

associated Energy Working Group.

MARFORs in Coordination With MCIs:

1. Effective immediately, installations encourage, provide incentives for, and 

recognize incorporation of new technologies that reduce energy demand.

2. NLT January 2012, installations include Microgrid or Smart Grid transition 

planning in their Energy and Sustainability Plans.

E. Maintain Energy Security and Environmental Stewardship to 

Support Installation Mission and Sustainment. Planning for and 

achieving incremental steps toward total energy security enables our 

bases and installations to continue to prepare Marines for combat 

operations without mission interruption. Reducing emissions and 

reliance on fossil fuels and continuing to adopt sustainable practices 

demonstrate the Marine Corps’ strong commitment to the community 

and leadership in environmental stewardship.

To quickly and proactively adopt new technologies, we must be 

proactive with respect to environmental review and planning in support 

of selecting and implementing new technologies. Environmental reviews 

and compliance actions can be a critical element in accomplishing 

a project goal and can ensure we comply with applicable laws and 

identify unanticipated consequences.

DC I&L:

1. NLT June 2011, in coordination with DC PPO, define energy security and 

energy surety. Provide policy and guidance to MARFORs and MCIs for 

inclusion in regional and installation ATFP and Sustainability Plans.

2. NLT June 2011, develop a strategy to achieve net-zero energy at targeted 

installations. Strategy will consider centralized management of renewable 

energy projects.

3. NLT January 2012, develop policy and guidance for incorporating 

environmental considerations into energy decisions (e.g., greenhouse gas 

emissions reductions) and CMC policy on sustainability.

MARFORs in Coordination With MCIs:

1. NLT January 2012, in conjunction with Sustainability Plan development, 

installations examine and develop an Energy Security Plan that addresses 

the continuous support of critical facilities and infrastructure during a 

natural or man made disaster.

2. NLT January 2012, installations promote renewable energy sources and 

reduction of greenhouse gas emissions. The Sustainability Plan specifically 

addresses this subject.
USMC Expeditionary Energy Strategy 61

Endnotes 1 NDAA 2009

2 These systems may include Global Combat Support Systems (GCSS), Global 

Command and Control Systems (GCCS), DRRS, FSMAO Reports, Future 

Reporting Systems, Fitness Reports (FITREPS), Aviation Management Supply 

and Readiness Reporting (AMSRR), Naval Tactical Command Support System 

(NTCSS, OOMA/OIMA), and Aircraft Inventory Readiness and Reporting 

System (AIRRS) data in the Naval Aviation Logistics Data Analysis (NALDS) 

Integrated Data Environment (IDE).

3 Requirements may include: Joint equipment and weapons systems and 

sustainment logistics practices, such as Logistics Civil Augmentation Program 

(LOGCAP) process; sustainable expeditionary base camp design and 

management; and alternative fuels employment.

4 35th Commandant of the Marine Corps Commandant’s Planning Guidance 2010.

5 Facilities constructed with non-appropriated funds (NAF) are turned over to 

installation commanders and become the property of the U.S. Government 

(MCO P1700.27B, paragraph 9208). There is an appropriated fund requirement 

for support of Facility Sustainment, Restoration, and Modernization (FSRM) 

requirements for NAF-constructed facilities. This is in addition to any NAFsupported funding requirements for those facilities.

6 For the purposes of this strategy, MARFORs refers to the major Marine 

Corps commands and extends to commands with command of Marine Corps 

installations. Marine Corps installations include facilities or land leased or 

owned by the Marine Corps. This does not apply where Marine Corps activities 

are housed either on another Service’s installation (e.g., Marine Forces Africa) 

or in a Joint facility.
62

Annex B

Mandates, Direction 

and Guidance
USMC Expeditionary Energy Strategy 63

SECNAV Energy Goals

“The Department of the Navy’s Energy Program for Security and Independence,”

The Secretary of the Navy 2010.
64 USMC Expeditionary Energy Strategy

Mandates / Installations and

Commercial Vehicle Fleet

Focus Area Statute / Executive 

Order Provisions

Acquisition of 

Alternative Fuels 

and Energy Efficient 

Products

Executive

Order 13514

October 2009

•	 Advance sustainable acquisition to ensure 

that 95 percent of new contract actions 

including task and delivery orders, for 

products and services with the exception 

of acquisition of weapon systems, are 

energy-efficient (Energy Star or Federal 

Energy Management Program (FEMP) 

designated), water-efficient, biobased, 

environmentally preferable (e.g., Electronic 

Product Environmental Assessment Tool 

(EPEAT) certified), non-ozone depleting, 

contain recycled content, or are nontoxic 

or less-toxic alternatives, where such 

products and services meet agency 

performance requirements

Sec. 2(h)

Energy Independence 

and Security Act

of 2007

•	 To meet the requirements of an agency 

for an energy consuming product in 

a product category covered by the 

Energy Star program or the Federal 

Energy Management Program (FEMP) 

for designated products, the head of 

the agency shall procure an Energy Star 

product or a FEMP designated product 

(Sec. 525(a)(1) and (2))

•	 No Federal agency shall enter into a 

contract for procurement of an alternative 

or synthetic fuel, including a fuel produced 

from nonconventional petroleum sources, 

for any mobility-related use, other than for 

research or testing, unless the contract 

specifies that the lifecycle greenhouse gas 

emissions associated with the production 

and combustion of the fuel supplied under 

the contract must, on an ongoing basis, 

be less than or equal to such emissions 

from the equivalent conventional fuel 

produced from conventional petroleum 

sources

(Sec. 256)

Greenhouse Gas 

Emission Reduction 

Greenhouse Gas 

Emission Reduction

Executive

Order 13514

October 2009

•	 Establish and report an agency-wide 

greenhouse gas (GHG) emissions 

inventory and percentage reduction target 

(scope 1, scope 2, and specified scope 3 

emissions) by FY2020, relative to FY2008 

baseline

Sec. 2(a)
USMC Expeditionary Energy Strategy 65

Focus Area Statute / Executive 

Order Provisions

Energy Efficiency 

and Energy 

Consumption

Executive Order 13514

October 2009

•	 Implement high-performance sustainable 

Federal building design, construction, 

operation and management, maintenance, 

and deconstruction including:

•	 Beginning in 2020, ensure new 

buildings are designed to achieve 

net-zero energy by 2030

•	 Ensure that at least 15 percent 

of existing buildings and building 

leases (> 5,000 gross square 

feet) meet the Guiding Principles 

for Federal Leadership in High 

Performance and Sustainable 

Buildings by FY 2015

Sec 2(g)

Executive

Order 13423

January 2007

•	 Improve energy efficiency through 

reduction of facility energy intensity 

(MMBtu/square foot) 3% annually and 

30% by end of FY2015 from a FY2003 

baseline

Sec. 2(a)

Energy Independence 

and Security Act

of 2007

•	 Reduce total energy use in federal 

buildings 3% annually and 30% by 2015 

from a FY2003 baseline

•	 Not later than October 1, 2016, each 

agency shall provide for equivalent 

metering of natural gas and steam

Sec. 431

Energy Policy Act

of 2005

•	 By October 1, 2012, all Federal buildings 

shall, for the purposes of efficient use 

of energy and reduction in the cost of 

electricity used in such buildings, be 

metered

Sec. 103(e)(1)

Renewable Energy

Energy Policy Act

of 2005

Renewable energy purchase requirement:

•	 ≥ 3% for FY2007-FY2009

•	 ≥ 5% for FY2010-FY2012

•	 ≥7.5% for FY2013 and each fiscal 

year thereafter

Sec. 203(a)(1-3)

National Defense 

Authorization Act 2007

•	 Produce or procure ≥25% of the total 

quantity of electric energy from renewable 

energy sources beginning in 2025

Sec. 2852

Executive

Order 13423

January 2007

•	 Consume ≥ 50% of renewable energy 

from new renewable sources (Sec.2(b))

•	 Implement renewable energy generation 

projects on agency property for agency 

use

(Sec. 2 (b))

Mandates / Installations and

Commercial Vehicle Fleet (cont.)
66 USMC Expeditionary Energy Strategy

Focus Area Statute / Executive 

Order Provisions

Vehicle Petroleum 

Consumption 

Executive

Order 13514

October 2009

Reduce the use of fossil fuels by:

•	 Using low greenhouse gas emitting 

vehicles in the agency fleet;

•	 Optimizing the number of vehicles in 

the agency fleet;

•	 Reducing the agency fleet’s total 

consumption of petroleum products 

by a minimum of 2% annually 

through the end of FY2020, relative 

to baseline FY2005

Sec. 2(a)(iii) 

Energy Independence 

and Security Act

of 2007

•	 Beginning in FY2010, each Federal agency 

shall reduce petroleum consumption and 

increase alternative fuel consumption to 

meet the following goals:

•	 No later than Oct. 1, 2015, each 

Federal agency shall achieve ≥ 

20% reduction in annual petroleum 

consumption and a 10% increase in 

annual alternative fuel consumption, 

relative to FY2005 baseline.

•	 Alternative fuels cannot be used if 

lifecycle greenhouse gas emissions 

are greater than emissions from 

conventional petroleum sources.

Sec. 142(a)(2)

Executive

Order 13423

January 2007

•	 Increase the total fuel consumption that 

is non-petroleum-based by 10 percent 

annually

•	 Use plug-in hybrid (PIH) vehicles when 

PIH vehicles are commercially available 

at a cost reasonable comparable, on 

the basis of life-cycle cost, to non-PIH 

vehicles

Sec. 2(g)

Energy Security National Defense 

Authorization Act 2009

•	 Conduct study and develop risk mitigation 

plans to address risk of extended power 

outages resulting from failure of the 

commercial electricity supply or grid and 

related infrastructure.

Sec. 335

Mandates / Installations and

Commercial Vehicle Fleet (cont.)
USMC Expeditionary Energy Strategy 67

Direction and Guidance/

Operational Energy

Statute/Policy Provisions

2010 Quadrennial

Defense Review 

•	 Asserts that DoD will fully implement the energy efficiency 

KPP and fully burdened cost of fuel methodologies required 

by the NDAA 2009

Page 87

 NDAA 2009

•	 Requires an annual report on operational energy 

management and implementation of DoD operational energy 

strategy, to include statistical information on energy demand 

and consumption

(Sec. 33)

•	 Requires analyses and force planning processes to consider 

the requirements for, and vulnerability of, fuel logistics

(Sec. 332)

•	 Requires a fuel efficiency key performance parameter 

(KPP) in the requirements development process, for 

the modification of existing or development of new fuel 

consuming systems

(Sec. 332)

•	 Requires that life cycle cost analysis for new systems 

include calculation of the fully burdened cost of fuel (FBCF) 

during Analysis of Alternatives (AoA) and evaluation of 

alternatives and acquisition program design trades

(Sec. 332)

•	 Requires DoD to conduct a study to examine the feasibility 

of using solar and wind energy to provide electricity for 

expeditionary forces

(Sec. 332)

NDAA 2007

Directs the DoD to improve the fuel efficiency of weapons 

platforms, consistent with mission requirements, in order to:

1. Enhance platform performance;

2. Reduce the size of the fuel logistics systems;

3. Reduce the burden of high fuel consumption places on agility;

4. Reduce operating costs; and

5. Dampen the financial impact of volatile oil prices.

Sec. 360

DoD Instruction 5000.02: 

Operation of the Defense 

Acquisition System

December 2008

•	 Directs that AoAs assess alternative ways to improve energy 

efficiency

Page 59

CJCSI 3170.01G: Manual 

for Operation of the Joint 

Capabilities Integration and 

Development System

February 2009

Establishes energy efficiency as a new, selectively applied

Key Performance Parameter
68

Annex C

The USMC

Energy Profile
USMC Expeditionary Energy Strategy 69

The USMC Energy Profile

Energy is a mission critical requirement for Marine Corps expeditionary 

and garrison operations. Knowing where and how the Marine Corps 

uses energy establishes baselines for measuring progress towards 

our strategic energy goals, SECNAV goals, federal statutes, executive 

orders, and DoD policy. Importantly, this insight will make it possible 

to target efficiency gains that translate to increased energy efficiency, 

reduced consumption, and ultimately a lighter and faster Marine Corps.

Expeditionary Profile

The Marine Corps consumes more than five million barrels of petroleum 

a year—or about 16% of the total consumption of the Department of 

the Navy. (Fig. 1)

Ninety-seven percent of the Marine Corps’ share is used for operational 

purposes—fuel for training, moving and sustaining our forces, aircraft 

and weapons platforms.

1

 Within this, and historically since 2005, 

aviation requires about 75% of the total, with tactical ground activities 

using the remaining 25%.

2 (Fig. 2)

Detailed data on how fuel is used—from the bulk distribution point to 

the unit level—is not routinely collected and reported within the Marine 

Corps today. To address this critical information gap, the USMC 

Expeditionary Energy Strategy calls for establishing the capability to 

capture, report and analyze energy demand and consumption data by 

2015.

Fig.1 FY 09 DON Petroleum Consumption

USMC Related BBLS 

5,255,023 

USN Related BBLS 

27,787,254 

A 
70 USMC Expeditionary Energy Strategy

In the interim, analyzing snapshots of data—such as bulk fuel planning 

factors, spot data on actual use, and electrical energy requirements of 

equipment and systems—provides a starting point for assessing the 

challenges and opportunities in achieving our energy goals.

For example, using Notional 

Fuel Requirements for a Marine 

Expeditionary Brigade (MEB), 

the daily planned consumption 

of fuel to support the MAGTF is 

approximately 530,000 gallons.

3

 

Of this 78% is consumed by the 

Aviation Combat Element the 

remaining elements of the MEB 

consume 22% of the daily fuel 

requirement. (Fig. 3)

1% 

GCE - Ground Combat Element 

CE - Combat Element 

MLG - Marine Logistics Group 

ACE - Air Combat Element 

3 

USMC Aviation Pacific 

USMC Aviation Atlantic 

Tactical Ground Combat 

Tactical Ground Non-Combat 

USMC Aviation Reserves 

B 

Fig. 2 FY 09 USMC Operational Fuel Use, 4.9M BBLS

Fig. 3 Notional Fuel Requirements, MEB
USMC Expeditionary Energy Strategy 71

Actual fuel consumption data from 1st Marine Expeditionary Force 

(I-MEF) Forward (FWD) illustrates a different demand profile, reflecting 

the MAGTF configuration for the mission in Afghanistan (Fig. 4). In 

June 2010, the daily consumption of fuel to support operations in 

Afghanistan totaled approximately 200,000 gallons. Of this 75% 

was consumed by ‘ground forces,’ which includes use by vehicles, 

generators, and other sustainment equipment. Aircraft consumed 

approximately 25% of the total.

4

Of the 75% consumed by ‘ground forces,’ a significant portion is used 

to generate electricity. A breakdown of this category is not available 

for I-MEF (FWD). However, using the demand profile (in kilowatts, or 

kW) of equipment requirements of a deployed MEF provides us a proxy 

measure for power and fuel demand.

Figure 5 shows electrical power demand across the top ten systems 

and equipment users, and across the elements of the MAGTF.

5

 

More than 57% of equipment power demand is from Environmental 

Conditioning Units (ECU) and Air Conditioners, followed by 12% for 

communications related equipment.

Data from the Marine Expeditionary Brigade-Afghanistan (MEB-A) in 

August 2009, provides another snapshot of fuel demand to support 

electrical generation on the battlefield: of the total 88,749 gallons per 

day of fuel used by MEB-A, 32% was consumed for electrical power 

generation.

6

 (Fig. 6)

Additional data from the Marine Corps’ 2003 MEF Fuel Use Reduction 

study provides insight into fuel used by tactical vehicles during the 

operations in Iraq. Almost 90% of the fuel used by MEF ground 

vehicles was for Tactical Wheeled Vehicles, including High Mobility 

Ground 

Aviation 

4 

Fig. 4 I-MEF (FWD) Bulk Fuel Consumption, June 2010
72 USMC Expeditionary Energy Strategy

Fig. 6 MEB-A Bulk Fuel Consumption, August 2009

Fig. 5 Sample MEF Energy Demand by MAGTF Element and 

Equipment Function

Power Generation 

Aviation 

Other 

7 

ACE 

16% 

LCE 

30% 

CE 

12% 

GCE 

42% 

32 MW Demand 

CE-Command Element 

ACE-Air Combat Element 

GCE-Ground Combat Element 

LCE-Logistics Combat Element 

32 MW Demand 

6 

5 

Power Distribution by Function 

32MW 

Environmental Control Unit 

Air Conditioner 

Communications 

Food Service 

Water 

Laundry 

Other 
USMC Expeditionary Energy Strategy 73

Multi-Purpose Wheeled Vehicles (HMMWVs), medium trucks, and the 

Logistics Vehicle System (LVS). The study showed conclusively that the 

armored weapon vehicles, e.g., the M1 tanks, Light Armored Vehicles 

(LAVs) and Amphibious Assault Vehicles (AAVs), although fuel intense 

systems, as a fleet these vehicles consumed a relatively minor fraction 

of the fuel apportioned to MEF ground vehicles.

7

Installations Profile

We have a more detailed data picture for our Installations and GME. 

Figure 7 presents Marine Corps Installations consumption and cost 

data by fuel type for 2009. Annual consumption for 2009 was 10.6 

million MBTU, 48% of that amount was electricity, and 30% was natural 

gas. Electricity had the greatest cost totaling more than 77% of the 

total cost burden.

8

The Marine Corps has 22 major installations and a land area of 2.3 

million acres. Camp Lejeune represents about 25% of the total 

MBTU consumption, with Quantico, Cherry Point and Parris Island an 

additional 20%. The East Coast Facilities have higher humidity control 

and heating requirements than comparable facilities on the West Coast.

Energy generated via renewable sources on our installations is 

approximately 5% of total power requirements (measured at peak 

production).

Fig. 7 USMC Installations Energy Consumption and Cost Profile, 2009

Electricity 

Natural Gas 

Fuel Oil 

Coal 

Steam 

Propane 

48% 

30% 

8% 

11% 

2% 1% 

MBTU Consumption Utilities Cost 

8 
74 USMC Expeditionary Energy Strategy

Garrison Mobile Equipment used about 7.1M Gals in 2009, over a 

total vehicle fleet of 14,233 vehicles. The fleet also included 2,868 

alternative fuel vehicles. Figure 8 presents a snapshot of petroleum 

consumption by the fleet, by end user and distribution across 

installations.

9

Fig. 8 USMC Commercial Vehicle Petroleum Consumption

Unclassified 

6

Installations

45%

Recruiting

45%

MCCS

5%

MARFORRES

5%

Installations

Recruiting

MCCS ‐ Marine

Corps Community

Services

MARFORRES ‐

Marine Forces

Reserve

MCI

MidPac

1%

MCI-E

14%

MCIWestPAC

8%

NCR

4%

MCI-W

18%

MCI‐MidPac ‐ Marine

Corps Installations‐

MidPac

MCI‐E ‐ Marine Corps

Installations‐East

MCI‐WestPac ‐ Marine

Corps Installations‐

WestPac

NCR ‐ National Captial

Resource

MCI‐W ‐ Marine Corps

Installations‐West
USMC Expeditionary Energy Strategy 75

Endnotes 1

 NDAA 2009 defines operational energy as the “energy required for training, 

moving, and sustaining military forces and weapons platforms for military 

operations. The term includes energy used by tactical power systems and 

generators and weapons platforms.”

2

 Estimates for operational fuel use in Figures 1 and 2 are based on an initial 

analysis of DLA-Energy data on petroleum use, analyzed by DODAAC. Available 

data for each year back to 2005 show aviation use at about 75% of the total, with 

ground activities at about 25%.

3

 I MEF, October 2010.

4

 MEF-A REPOL, Bulk Petroleum Contingency Report, June 2010.

5

 Based on the Table of Equipment for I-MEF (FWD) as of May 2010. Reflects 

the total potential kW demand of each piece of equipment; assumes the 

equipment is fully employed and optimized.

6 Report of the Marine Expeditionary Energy Assessment Team, August 2009; 

data provided by MEB-A Bulk Fuels Officer.

7 Office of the Assistant Secretary of the Navy (Research, Development & 

Acquisition), Naval Research Advisory Committee Report, Future Fuels,

April 2006.

8

 Data in this section based on FY 2009 Q4 DUERS, compiled by HQMC 

Installations & Logistics, Facilities Branch, (LFF).

9

 HQMC Installations & Logistics, Services Branch, LFS. July 2010.
76

Annex D

Definitions and 

References
USMC Expeditionary Energy Strategy 77

Definitions

USMC Terms

Advocate: Assists each element in identifying capabilities, deficiencies, 

and issues and ensures those issues are advanced through various 

processes within the Expeditionary Force Development Systems 

(EFDS) and the Department of the Navy. The advocate acts as a 

conduit between the Operating Forces/Supporting Establishment and 

the various process owners within the EFDS, as well as those external 

to the Marine Corps, to ensure that element’s interests are properly 

addressed. The advocate is both the single point of contact in the 

National Capital Region for oversight of that element’s issues and the 

single voice, absent the commander or his designee, in representing 

those issues to the Marine Corps leadership.

a. MAGTF Advocate: The Commandant’s primary point of contact on 

one of the four specific elements of the Marine Air-Ground Task 

Force (MAGTF) (CE-DC CD&I, GCE-DC PP&O, ACE-DC AVN, 

LCE/SE-DC I&L) who is responsible for all organizational and 

functional matters pertaining to that MAGTF element.

b. Functional Advocate: The Commandant’s primary point of contact 

for a specific Marine Corps function (Fires-DC PP&O, ManeuverDC PP&O, Force Protection-DC PP&O, Logistics-DC I&L, 

Intelligence-Dir Intel, C4I-Director C4, Legal-SJA, Public AffairsDir PA, Fiscal-DC P&R, Personnel-DC M&RA, Acquisition-CG 

MCSC, Training-CG TECOM) that supports the elements of the 

MAGTF. (TFSP)

Aviation Combat Element (ACE): The core element of a MAGTF that is 

task-organized to conduct aviation operations. The ACE provides 

all or a portion of the six functions of Marine aviation necessary to 

accomplish the MAGTF’s mission: antiair warfare, offensive air support, 

assault support, electronic warfare, air reconnaissance, and control 

of aircraft and missiles. The ACE usually comprises an aviation unit 

headquarters and various other aviation units or their detachments.

It can vary in size from a small aviation detachment of specifically 

required aircraft to one or more Marine aircraft wings. In a Joint or 

multinational environment, the ACE may contain other Service or 

multinational forces assigned or attached to the MAGTF. The ACE itself 

is not a formal command. (MCRP 5-12C)

Battlespace: All aspects of the air, surface, subsurface, land, space, and 

electromagnetic spectrum that encompass the area of influence and 

area of interest. (MCRP 5-12C)
78 USMC Expeditionary Energy Strategy

Capability: The ability to achieve a desired effect under specified 

standards and conditions through combinations of means and ways 

across the doctrine, organization, training, materiel, leadership and 

education, personnel, and facilities (DOTMLPF) to perform a set of 

tasks to execute a specified course of action. It is defined by an 

operational user and expressed in broad operational terms in the 

format of an initial capabilities document or a Joint DOTMLPF change 

recommendation. In the case of materiel proposals/documents, the 

definition will progressively evolve to DOTMLPF performance attributes 

identified in the capability development document and the capability 

production document. (CJCSI 3170.01G)

Civil-Military Operations (CMO): The activities of a commander that 

establish, maintain, influence, or exploit relations between military 

forces, governmental and nongovernmental civilian organizations 

and authorities, and the civilian populace in a friendly, neutral, or 

hostile operational area in order to facilitate military operations and to 

consolidate and achieve operational U.S. objectives. CMO may include 

performance by military forces of activities and functions normally 

the responsibility of the local, regional, or national government. These 

activities may occur before, during, or after other military actions. They 

may also occur, if directed, in the absence of other military operations.

CMO may be performed by designated civil affairs, other military 

forces, or a combination of civil affairs and other forces. (JP 1-02)

Combatant Command: A 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 Commander (CCDR): A commander of one of the unified or 

specified combatant commands established by the President. (JP 1-02)

Combat Power: The total means of destructive and/or disruptive force 

that a military unit/formation can apply against the opponent at a given 

time. (JP 1-02)

Command Element (CE): The core element of a MAGTF that is its 

headquarters. The CE comprises the commander; general or executive 

and special staff sections; the headquarters section; and requisite 

communications support, intelligence, and reconnaissance forces 

necessary to accomplish the MAGTF’s mission. The CE provides 

command and control, intelligence, and other support essential for 

effective planning and execution of operations by the other elements 
USMC Expeditionary Energy Strategy 79

of the MAGTF. The CE varies in size and composition; in a Joint or 

multinational environment, it may contain other Service or multinational 

forces assigned or attached to the MAGTF. (MCRP 5-12C)

Concept of Operations (CONOPS): A verbal or graphic statement, in 

broad outline, of a commander’s assumptions or intent in regard to an 

operation or series of operations. The CONOPS frequently is embodied 

in campaign plans and operation plans; in the latter case, particularly 

when the plans cover a series of connected operations to be carried 

out simultaneously or in succession. The concept is designed to give 

an overall picture of the operation. It is included primarily for additional 

clarity of purpose. Also called a commander’s concept. (CJCSI 

3170.01G)

Conventional Forces: 1. Those forces capable of conducting operations 

using non-nuclear weapons. 2. Those forces other than designated 

special operations forces. (JP 1-02)

Counterinsurgency: Those military, paramilitary, political, economic, 

psychological, and civic actions taken by a government to defeat 

insurgency. Also called COIN. (JP 1-02)

Equipment: In logistics, all nonexpendable items needed to outfit or 

equip an individual or organization. (JP)

Expeditionary Force: An armed force organized to accomplish a specific 

objective in a foreign country. (JP 1-02)

Ground Combat Element (GCE): The core element of a MAGTF that is 

task-organized to conduct ground operations. It is usually constructed 

around an infantry organization but can vary in size from a small 

ground unit of any type to one or more Marine divisions that can 

be independently maneuvered under the direction of the MAGTF 

commander. It includes appropriate ground combat and combat 

support forces; in a Joint or multinational environment, it may also 

contain other Service or multinational forces assigned or attached to 

the MAGTF. The GCE itself is not a formal command. (MCRP 5-12C)

Intelligence, Surveillance, and Reconnaissance (ISR): An activity that 

synchronizes and integrates the planning and operation of sensors; 

assets; and processing, exploitation, and dissemination systems in 

direct support of current and future operations. This is an integrated 

intelligence and operations function. (JP 1-02)

Interagency: U.S. government agencies and departments, including the 

Department of Defense. See also interagency coordination. (JP 1-02)
80 USMC Expeditionary Energy Strategy

Irregular Challenges: Challenges posed by those employing 

unconventional methods to counter the traditional advantages of 

stronger opponents. (NDS)

Irregular Warfare (IW): A violent struggle among state and non-state 

actors for legitimacy and influence over the relevant population(s). IW 

favors indirect and asymmetric approaches, but it may employ the full 

range of military and other capacities to erode an adversary’s power, 

influence, and will. (JP 1-02)

Joint: Connotes activities, operations, organizations, etc., in which 

elements of two or more military departments participate. (JP 1-02)

Joint Force: A 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. (CJCSI 3170.01G)

Joint Mission Environment: A subset of the Joint operational environment 

comprising force and non-force entities, conditions, circumstances, 

and influences within which forces employ capabilities to execute Joint 

tasks to meet a specific mission objective. (CJCSI 3170.01G)

Joint Operational Environment: The environment of land, sea, and/or 

airspace within which a Joint force commander employs capabilities to 

execute assigned missions. (CJCSI 3170.01G)

Joint Urgent Operational Need (JUON): An urgent operational need 

identified by a combatant commander involved in an ongoing named 

operation. A JUON’s main purpose is to identify and subsequently 

gain Joint Staff validation and resourcing solution, usually within days 

or weeks, to meet a specific high-priority combatant commander 

need. The scope of a combatant commander JUON will be limited 

to addressing urgent operational needs that (1) fall outside of the 

established Service processes and, (2) most importantly, if not 

addressed immediately, will seriously endanger personnel or pose 

a major threat to ongoing operations. A JUON should not involve 

the development of a new technology or capability; however, the 

acceleration of a Join Capability Concept Demonstration (JCTD) or 

minor modification of an existing system to adapt to a new or similar 

mission is within the scope of the JUON validation and resourcing 

process. (CJCSI 3170.01G)

Littoral: Comprises two segments of battlespace: seaward and 

landward. 1. Seaward: The area from the open ocean to the shore that 

must be controlled to support operations ashore. 2. Landward: The 

area inland from the shore that can be supported and defended directly 

from the sea. (JP 1-02)
USMC Expeditionary Energy Strategy 81

Logistics Combat Element (LCE): The core element of a MAGTF that is 

task-organized to provide the combat service support necessary to 

accomplish the MAGTF’s mission. The LCE varies in size from a small 

detachment to one or more Marine logistics groups. It provides supply, 

maintenance, transportation, general engineering, health services, and 

a variety of other services to the MAGTF. In a Joint or multinational 

environment, it may also contain other Service or multinational forces 

assigned or attached to the MAGTF. The LCE itself is not a formal 

command. (MCRP 5-12C)

Maneuver: 1. A movement to place ships, aircraft, or land forces in a 

position of advantage over the enemy. 2. A tactical exercise carried out 

at sea, in the air, on the ground, or on a map in imitation of war. 3. The 

operation of a ship, aircraft, or vehicle to cause it to perform desired 

movements. 4. Employment of forces in the operational area through 

movement in combination with fires to achieve a position of advantage 

in respect to the enemy in order to accomplish the mission. (JP 1-02)

Maneuver Warfare: A warfighting philosophy that seeks to shatter the 

enemy’s cohesion through a variety of rapid, focused, and unexpected 

actions that create a turbulent and rapidly deteriorating situation with 

which the enemy cannot cope. (MCRP 5-12C)

Marine Air-Ground Task Force (MAGTF): The Marine Corps’ principal 

organization for all missions across the range of military operations, 

comprising forces task-organized under a single commander capable 

of responding rapidly to a contingency anywhere in the world. The 

types of forces in the 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, but the number, size, and 

type of Marine Corps units within each of its four elements will always 

be mission dependent. The flexibility of the organizational structure 

allows one or more subordinate MAGTFs to be assigned. In a Joint or 

multinational environment, other Service or multinational forces may be 

assigned or attached. (MCRP 5-12C)

Marine Aviation Functions: The six functions (antiair warfare, offensive air 

support, assault support, electronic warfare, air reconnaissance, and 

control of aircraft and missiles) performed by Marine aviation in support 

of the MAGTF. (MCRP 5-12C)

Marine Expeditionary Brigade (MEB): A MAGTF constructed around a 

reinforced infantry regiment, a composite Marine aircraft group, and a 

combat logistics regiment. The MEB, commanded by a general officer, 
82 USMC Expeditionary Energy Strategy

is task-organized to meet the requirements of a specific situation. It can 

function as part of a Joint task force, as the lead echelon of the Marine 

expeditionary force (MEF), or alone. It varies in size and composition 

and is larger than a Marine expeditionary unit (MEU) but smaller than a 

MEF. The MEB is capable of conducting missions across the full range 

of military operations. In a Joint or multinational environment, it may 

also contain other Service or multinational forces assigned or attached 

to the MAGTF. (MCRP 5-12C)

Marine Expeditionary Force (MEF): The largest MAGTF 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 MEF 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. (MCRP 5-12C)

Marine Expeditionary Unit (MEU): A MAGTF constructed around an 

infantry battalion reinforced, a helicopter squadron reinforced, and 

a task-organized logistics combat element. It normally fulfills Marine 

Corps’ forward sea-based deployment requirements. The MEU 

provides an immediate reaction capability for crisis response and 

is capable of limited combat operations. In a Joint or multinational 

environment, it may contain other Service or multinational forces 

assigned or attached to the MAGTF. (MCRP 5-12C)

Maritime Prepositioning Force (MPF): A task organization of units under 

one commander formed for the purpose of introducing a MAGTF 

and its associated equipment and supplies into a secure area. The 

MPF comprises a command element, a maritime prepositioning ships 

squadron, a MAGTF, and a Navy support element. (MCRP 5-12C)

Materiel: All items (including ships, tanks, self-propelled weapons, 

aircraft, etc., and related spares, repair parts, and support equipment, 

but excluding real property, installations, and utilities) necessary 

to equip, operate, maintain, and support military activities without 

distinction as to its application for administrative or combat purposes.

(JP) 

Mobility: A quality or capability of military forces which permits them to 

move from place to place while retaining the ability to fulfill their primary 

mission. (JP 3-17)
USMC Expeditionary Energy Strategy 83

Multicapable: Operationally decisive across the range of military 

operations with a capacity tailored to combatant commanders’ 

requirements; optimized to operate as an integrated system through 

the air, land, and maritime domains. (Proposed for inclusion in the next 

edition of MCRP 5-12C)

Multinational: Between two or more forces or agencies of two or more 

nations or coalition partners. (JP 1-02)

Multinational Force (MNF): A force comprising military elements of 

nations who have formed an alliance or coalition for some specific 

purpose. (JP 1-02)

Overseas: All locations, including Alaska and Hawaii, outside the 

continental United States. (JP 1-02)

Professional Military Education (PME): The systematic instruction of 

professionals in subjects that will enhance their knowledge of the 

science and art of war. (MCRP 5-12C)

Sea Base: An inherently maneuverable, scalable aggregation of 

distributed, networked platforms that enables the global power 

projection of offensive and defensive forces from the sea and includes 

the ability to assemble, equip, project, support, and sustain those 

forces without reliance on land bases within the Joint operations area.

(NTRP 1-02)

Seabasing: A national capability and overarching transformational 

operating concept for projecting and sustaining U.S. Marine Corps 

(USMC) power and Joint forces that ensures Joint access by leveraging 

the operational maneuver of sovereign, distributed, and networked 

forces operating globally from the sea. (MCRP 5-12C)

Self-Sufficient MAGTF: MAGTF capable of deploying, to any location 

on the globe, from the sea; operating across the range of military 

operations in a Joint environment; and capable of producing in place 

the necessary energy and water required for command, control, and 

sustainment. The MAGTF only requires liquid fuel for mobility systems, 

which are more energy efficient than current systems.

(USMC Expeditionary Energy Strategy, February 2011)

Supportability: A key component of system availability. It includes 

design, technical support data, and maintenance procedures to 

facilitate detection, isolation, and timely repair and/or replacement 

of system anomalies. This includes factors such as diagnostics, 

prognostics, real-time maintenance data collection, and human 

systems integration considerations. (CJCSI 3170.01G)
84 USMC Expeditionary Energy Strategy

Supporting Establishment: Personnel, bases, and activities that support 

USMC operating forces. (MCDP 1-0)

Sustainment: The provision of personnel, training, logistic, environment, 

safety and occupational health management, and other support 

required to maintain and prolong operations or combat until successful 

accomplishment or revision of the mission or of the national objective.

(CJCSI 3170.01G)

System: A functionally, physically, and/or behaviorally related group of 

regularly interacting or interdependent elements; that group of elements 

forming a unified whole.(JP)

System of Systems (SoS): A set or arrangement of systems that results 

when independent and useful systems are integrated into a larger 

system that delivers unique capabilities. (CJCSI 3170.01G) 

Systems View: An architecture view that identifies the kinds of systems, 

how to organize them, and the integration needed to achieve the 

desired operational capability. It also characterizes available technology 

and systems functionality. (CJCSI 3170.01G)

Task: An action or activity (derived from an analysis of the mission 

and CONOPS) assigned to an individual or organization to provide a 

capability. (CJCSI 3170.01G)

Weapon(s)System: A combination of one or more weapons with all 

related equipment, materials, services, personnel, and means of 

delivery and deployment (if applicable) required for self-sufficiency. (JP)
USMC Expeditionary Energy Strategy 85

Energy Terms

Alternative Energy: Energy derived from non-fossil fuel sources.

(IPPC Third Assessment Report: Climate Change 2001: Working Group III, 

Mitigation, Appendix II, Glossary) Alternative energy sources can include 

wind, solar, geothermal, wave energy, tidal currents, nuclear energy, 

agricultural residues, bio fuels, and algae.

Alternative Fuel: A fuel for vehicles that is not petroleum based or that 

has a significantly lowered petroleum content. The Energy Policy Act 

of 2005 defined alternative fuels as methanol, denatured ethanol, 

and other alcohols; mixtures containing 85 percent or more (or such 

other percentage, but not less than 70 percent, as determined by the 

Secretary of Energy, by rule, to provide for requirements relating to cold 

start, safety, or vehicle functions) by volume of methanol, denatured 

ethanol, and other alcohols with gasoline or other fuels; natural gas; 

liquefied petroleum gas; hydrogen; coal-derived liquid fuels; fuels (other 

than alcohol) derived from biological materials; electricity (including 

electricity from solar energy); and any other fuel the Secretary of Energy 

determines, by rule, is substantially not petroleum and would yield 

substantial energy security benefits and substantial environmental 

benefits. Biodiesel has been defined by the Energy Conservation and 

Reauthorization Act of 1998 as an alternative fuel.

Alternative Fuel Vehicle: In general, a dedicated vehicle or a dual-fueled 

vehicle. A dedicated vehicle is an automobile or motor vehicle that 

operates solely on alternative fuel. Duel-fueled vehicles are those that 

can operate on an alternative fuel and a conventional petroleum fuel.

The term alternative fueled vehicle also includes (1) “a new qualified 

fuel cell motor vehicle” (as defined in Section 30B(b)(3) of the Internal 

Revenue Code of 1986), (2) “a new advanced lean burn technology 

motor vehicle” (as defined in Section 30B(c)(3) of that Code), (3) “a 

new qualified hybrid motor vehicle” (as defined in Section 30B(d)(3) of 

that Code); and (4) “any other type of vehicle that the Administrator 

demonstrates to the Secretary would achieve a significant reduction in 

petroleum consumption.’’ (NDAA 2008 and Energy Policy Act 1992)

Carbon Footprint: The total set of greenhouse gas (GHG) emissions 

caused directly and indirectly by an individual, organization, event, 

or product UK Carbon Trust, 2008, Carbon Footprinting. GHGs are 

measured in terms of their carbon dioxide (CO2) equivalent. For the 

U.S. Navy, the carbon footprint is currently defined as the total amount 

of CO2 equivalent released from direct energy consumption (fuels and 

electric) of the enterprise, including power generation, transportation 

(fleet and ashore), and heating.
86 USMC Expeditionary Energy Strategy

Emissions Reduction: Lowered releases of GHG, volatile organic 

compounds, soot, particulate matter, nitrous oxide (NOx), SOx, and 

other substances associated with power generation, energy use, 

transportation, and industrial processes.

Energy Efficiency: Ratio of the work output of a system relative to the 

amount of energy required to deliver that amount of work.

Energy Efficiency Key Performance Parameter: Include fuel efficiency 

considerations in systems consistent with future force plans and 

approved planning scenarios. Include operational fuel demand and 

related fuel logistics resupply risk considerations with a focus on 

mission success and mitigation of the size of the fuel logistics force 

within the given planning scenarios. These assessments will inform 

the setting of targets and thresholds for the fuel efficiency of materiel 

solutions. Consider fuel risk in irregular warfare scenarios, operations in 

austere or concealed settings, and other asymmetric environments, as 

well as conventional campaigns. (JCIDS Manual, 31 July 2009)

Energy Independence: Achieving a level of technical or operational 

proficiency where energy requirements are no longer a significant 

recurring requirement that adversaries can exploit. This does not 

eliminate the need for considering energy, but it represents a strong 

basis for reliable sources of supply with a distributed operational 

structure for redundancy and security purposes. Energy independence 

also means to remove, but not eliminate, a significant portion of energy 

volatility exposure.

Energy Intensity: Energy consumption per square foot of building space, 

including industrial or laboratory facilities.

Energy Management: Identifying, developing, and safeguarding energy as 

a strategic resource and creating the tools, infrastructure, plans, policy, 

and operational practices that ensure energy becomes an operational 

advantage for the USMC.

Energy Market Volatility: The unpredictability of energy prices over time.

Energy Security: Having ensured access to reliable supplies of energy 

and the ability to protect and deliver sufficient energy to meet 

operational needs. (Quadrennial Defense Review Report, 2010)

Environmental Stewardship: A behavior demonstrated through 

continuous improvement of environmental performance; a commitment 

to efficient use of natural resources, protection of ecosystems, and, 

where applicable, a baseline of compliance with environmental 
USMC Expeditionary Energy Strategy 87

requirements. (Everyday Choices: Opportunities for Environmental 

Stewardship, report to Stephen L. Johnson, Administrator, U.S.

Environmental Protection Agency, EPA Innovation Action Council, 

November 2005; Dictionary of Military and Associated Terms, U.S.

Department of Defense 2005.)

Fossil Fuels: All hydrocarbon energy sources typically derived from 

anaerobically decomposed organisms. Fossil fuels include coal, natural 

gas, and crude oil.

Fully Burdened Cost of Fuel (FBCF): The commodity price for fuel plus 

the total cost of all personnel and assets required to move and, when 

necessary, protect the fuel from the point at which the fuel is received 

from the commercial supplier to the point of use. (NDAA 2009)

Gasoline Gallon Equivalent: A common method of measurement. Using 

fuel energy equivalents provides the user with a comparison tool 

for gauging various fuels against a known constant that has relative 

meaning. The gasoline gallon equivalent of an alternative fuel is that 

volume of fuel needed to provide 114,000 British thermal units (BTU), 

which is the normal energy content of a gallon of gasoline.

General Services Administration (GSA): The primary provider of 

workspace, security, furniture, equipment, supplies, tools, computers, 

and telephones for federal civilian agencies. GSA also provides travel 

and transportation services and manages a large part of the federal 

motor vehicle fleet. GSA is a mandatory supply source for USMC nontactical vehicles.

Geothermal Energy: Energy generated using the temperature differential 

between the relatively cool surface of the Earth and elevated 

temperatures at depth or from known underground heat sources.

Greenhouse Gases (GHG): CO2, methane (NH4), NOX, hydrofluourcarbons 

(HFC), perfluourocarbons (PFC), and sulfur hexafluoride (SF6). (EO 

13423)

Key Performance Parameters (KPP): Those attributes or characteristics of 

a system that are considered critical or essential to the development of 

an effective military capability and that make a significant contribution 

to the characteristics of the future Joint force as defined in the Capstone 

Concept for Joint Operations. KPPs must be testable to enable feedback 

from test and evaluation efforts to the requirements process. KPPs 

are validated by the Joint Requirement Oversight Council (JROC) for 

JROC Interest documents; by the JCB for JCB Interest documents; 
88 USMC Expeditionary Energy Strategy

and by the DoD component for Joint integration, Joint information, or 

independent documents. Capability development document (CDD) and 

capability production document (CPD) KPPs are included verbatim in 

the acquisition program baseline.

Metropolitan Statistical Area: The U.S. Office of Management and 

Budget (OMB) defines metropolitan statistical areas according to 

published standards that are applied to U.S. Census Bureau data. The 

general concept of a metropolitan statistical area is that of a core area 

containing a substantial population nucleus, together with adjacent 

communities having a high degree of economic and social integration 

with that core.

Net-Zero Installation: An installation that, over the course of a fiscal year, 

matches or exceeds the total electrical energy it consumes, in million 

BTUs, with energy generated from non-fossil fuel sources (“alternative 

energy”).

Non-Tactical Vehicles: Vehicles that are available commercially and are 

owned, leased, or otherwise controlled passenger vehicles, cargo 

vehicles, material handling equipment, engineer equipment, and railway 

rolling stock.

Operational Energy: The energy required for training, moving, and 

sustaining military forces and weapons platforms for military 

operations. Includes energy used by tactical power systems, 

generators, and weapons platforms. (NDAA 2009)

Photovoltaic Energy: Solar energy generated using devices that directly 

convert solar energy into electricity using solid state (typically siliconbased) devices.

Reliable Energy: Refers to both supply and source of energy (i.e., 

company/country). Reliable energy supply is energy that can be 

developed, transported, and stored (logistics tail) for use as required.

Reliable energy source is energy (fuel/electricity) that can be accessed 

for use as required.

Renewable Energy: Refers to energy derived from sources that are 

replenished by a continually occurring process. Energy produced by 

solar, wind, biomass, landfill gas, ocean (including tidal, wave, current, 

and thermal), hydrokinetic, geothermal, municipal solid waste, or new 

hydroelectric generation capacity achieved from increased efficiency 

or additions of new capacity at an existing hydroelectric project. (EO 

13423)
USMC Expeditionary Energy Strategy 89

Selectively Applied KPPs: The JROC has defined two KPPs to be 

selectively applied to programs: system training and energy efficiency.

The sponsor will perform an analysis on the use of these parameters 

as KPPs. If the analysis determines that they should not be KPPs, 

a summary of the justification will be provided in the CDD. (JCIDS 

Manual, 31 July 2009)

Shore: The support structure, facilities, and all other involved ancillary 

structures that support the U.S. Navy missions that do not fall into the 

tactical theater or forward deployments.

Solar Energy: Energy derived from the incoming solar radiation that 

affects the earth’s surface. This can include both solar photovoltaic 

energy and solar thermal energy using concentrating mirrors or lenses.

Sustainability, Sustainable: To create and maintain conditions under 

which humans and nature can exist in productive harmony and that 

permit fulfilling the social, economic, and other requirements of present 

and future generations. (EO 13541)

Tactical Vehicles: A vehicle with military characteristics resulting 

primarily from military research and development processes and 

designed primarily for use by forces in the field in direct connection 

with or in support of combat or tactical operations. Commercial 

vehicles and modified commercial vehicles are also considered tactical 

vehicles if they are subject to use in combat operations or support 

combat operations.

Wind Energy: Energy derived from the natural circulation of atmospheric 

air across the globe, typically captured using multi-blade wind turbines 

that use airfoil lift to translate airflow into rotational torque. Other 

concepts, such as vertical axis wind turbines with both cup and airfoilbased designs that may reduce space requirements for compact 

installations, have been developed.
90 USMC Expeditionary Energy Strategy

USMC Definition References

Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 3170.01G:

Establishes the policies for the Joint Capabilities Integration and 

Development System (JCIDS)

Joint Publication (JP) 1-02: Department of Defense Dictionary of Military and 

Associated Terms

Marine Corps Reference Publication (MCRP) 5-12C: Marine Corps Supplement 

to the Department of Defense Dictionary of Military and Associated Terms

National Defense Strategy of the United States (NDS): Washington, DC: 

Department of Defense, 1 March 2005

Navy Tactical Reference Publication (NTRP) 1-02: Navy Supplement to 

the Department of Defense Dictionary of Military and Associated Terms, 

Washington, DC: U.S. Navy, August 2006

Total Force Structure Process (TFSP): MCO 5311.1D, 26 February 2009
USMC Expeditionary Energy Strategy 91

References

Executive Orders

Executive Order (EO) 13149, Greening the Government Through Federal 

Fleet and Transportation Efficiency, 21 April 2000 (superseded by EO 

13423)

EO 13423, Strengthening Federal Environmental, Energy, and Transportation 

Management, 24 January 2007

EO 13514, Federal Leadership in Environmental, Energy, and Economic 

Performance, 5 October 2009

White House

The White House, U.S. National Security Strategy 2010, May 2010

Legislation

Energy Policy Act of 1992, Title III (Public Law [PL] 105-388)

Energy Conservation and Reauthorization Act of 1998, Section 7 

(PL 105-388)

National Defense Authorization Act for Fiscal Year 2002, Section 318 

(PL 107-107) 

Energy Policy Act of 2005, Title VII (PL 109-58)

Energy Independence and Security Act of 2007 (PL 110-140)

Department of Defense Authorization Act for Fiscal Year 2008, 

Section 2862 (H.R.4986)

National Defense Authorization Act for Fiscal Year 2007

National Defense Authorization Act for Fiscal Year 2009

National Defense Authorization Act for Fiscal Year 2010

Department of Defense

Policy and Instructions

Department of Defense Instruction (DoDI) 4170.11, Installation Energy 

Management, 22 November 2005

DoDI 5000.02, Operation of the Defense Acquisition System, 

8 December 2008
92 USMC Expeditionary Energy Strategy

Office of the Under Secretary of Defense for Acquisition, Technology, 

and Logistics (OUSD/AT&L) Memorandum, Required Use of Fuels in Flex 

Fuel Vehicles, 27 December 2007

Program Budget Decision 735, Bulk Petroleum Management, 

5 December 1991

Select Reports and Background

Quadrennial Defense Review Report 2010, Office of the Secretary of 

Defense, February 2010

Report of the Defense Science Board Task Force on DoD Energy Strategy: 

More Fight—Less Fuel, OUSD/AT&L, February 2008

More Capable Warfighting Through Reduced Fuel Burden, Defense Science 

Board Task Force on Improving Fuel Efficiency of Weapons Platforms, 

OUSD/AT&L, January 2001

Joint Staff Rapid Validation and Resourcing Request, Renewable Energy 

System, Commanding General, Multi-National Force—West (MNFW), 

25 July 2006

Fact Book 2008, Defense Energy Support Center (DESC), 2008

Department of Defense Report to Congress on Energy Security Initiatives, 

DoD Energy Security Task Force, OUSD(AT&L), October 2008

DoD Mobile Electric Power Systems Command Brief to EGSA, Paul Richard, 

DoD Project Manager Mobile Electric Power (PM MEP), March 2009 

EGSA Government Relations Session: Army R&D Efforts, C. Bolton, DoD PM 

MEP, EGSA fall meeting, 14 September 2009

Chairman of the Joint Chiefs of Staff Instructions

Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 3170.01G, 

Joint Capabilities Integration and Development System, 1 March 2009

Manual for the Operation of the Joint Capabilities Integration and 

Development System, Joint Staff, 31 July 2009 
USMC Expeditionary Energy Strategy 93

Department of the Navy

Policy and Instructions

2007 Department of the Navy Alternative Fuel Vehicle Strategy (AFV), 

Assistant Secretary of the Navy for Installations and Environment (ASN 

(I&E)) Memorandum, 7 November 2007

Biodiesel Fuel Use in Diesel Engines, Department of the Navy 

Environmental Policy Memorandum 05-01, 18 January 2005

Energy Conservation, ASN (I&E) Memorandum, 14 November 2005

Future Fuels, ASN for Research, Development and Acquisition, 

Naval Research Advisory Committee, April 2006

Naval Operations Concept 2010, Implementing the Maritime Strategy, 

Chief of Naval Operations and Commandant of the Marine Corps and 

Commandant of the Coast Guard Department, May 2010

Naval S&T Strategic Plan, Defining the Strategic Direction of Tomorrow, 

Office of Naval Research Science & Technology, 2009

Secretary of the Navy’s Energy Directives for Chief of Naval Operations and 

Commandant of Marine Corps (DRAFT), October 2010

The Department of the Navy’s Energy Program for Security and Independence, 

Secretary of the Navy, 1 October 2010

Select Reports and Background

Power and Energy Overview Brief to MajGen Robert E. Shmidle, Paul Gido 

and Richard Carlin, Office of Naval Research, 30 April 2008

S&T in Support of USMC Naval Energy Futures, George Solhan, Office of 

Naval Research, presented at the USMC Energy Summit 2009, 

13 August 2009

Solid Oxide Fuel Cell Based Tactical Electrical Power Demonstration, Office of 

Naval Research, ONR BAA Announcement Number 09-034, 

22 July 2009
94 USMC Expeditionary Energy Strategy

United States Marine Corps

Policy and Guidance

U.S. Marine Corps, 35th Commandant of the Marine Corps, 

Commandant’s Planning Guidance 2010

U.S. Marine Corps, 2009–2015 Marine Corps Service Campaign Plan, 

9 December 2009

U.S. Marine Corps, Assistant Commandant of the Marine Corps, 

Memorandum 11/09, Establishment of the Marine Corps Expeditionary 

Energy Office, 19 November 2009

U.S. Marine Corps, Commandant of the Marine Corps Policy 

Memorandum 2-02, Increased Warfighting Capability Through Reduced 

Fossil Fuel Burden, 15 August 2002

U.S. Marine Corps, Concepts and Programs 2010, 2010 Edition, published 

by Marine Corps Programs and Resources Department

U.S. Marine Corps, Marine Corps Operating Concepts, Assuring Littoral 

Access...Winning Small Wars, Third Edition, June 2010

U.S. Marine Corps, U.S. Marine Corps S&T Strategic Plan, Leading Edge 

Technology for the Marines of Tomorrow, July 2009

U.S. Marine Corps, Ten by ’10, Facilities Energy and Water Management 

Program Campaign Plan, 2009

U.S. Marine Corps, Vision and Strategy 2025, December 2008

U.S. Marine Corps, Vision and Strategy 2025, Implementation Planning 

Guidance, December 2008

U.S. Marine Corps Order, 3900.15B, Marine Corps Expeditionary Force 

Development System (EFDS), 10 March 2008

U.S. Marine Corps Order, 3900.17, The Marine Corps Urgent Needs 

Process (UNP) and the Urgent Universal Need Statement (Urgent UNS), 

17 October 2008

U.S. Marine Corps Order, 3960.6, C52, Marine Corps Science and 

Technology, 30 August 2002

U.S. Marine Corps Order, 5311.1D, Total Force Structure Process (TFSP), 

26 February 2009
USMC Expeditionary Energy Strategy 95

Select Reports and Background

2010 Report to Congress on the Posture of the United States Marine Corps, 

General James T. Conway, Commandant of the U.S. Marine Corps, 

24 February 2010

Analysis of Logistics Related Casualties for Marine Forces in Afghanistan, 

Current Operational Analysis Support team, Operations Analysis 

Division (AD), Marine Corps Combat Development and Integration 

Command, September 2010

Afghanistan Assessment Outbrief, Colonel T.C. Williams, Marine Energy 

Assessment Team (MEAT), 21 October 2009

Expeditionary Power Overview, Brief for CG MCWL, Marine Corps 

Warfighting Lab, CSS Branch, 7 August 2009

“Innovations in United States Marine Corps Expeditionary Power Systems,”

Michael A. Gallagher, Marine Corps Systems Command, WSTIAC 

Quarterly, Vol. 9, No.1, April 2009

Lightening the Load—Reducing the Footprint in the Expeditionary 

Environment—A National Security Imperative for Success, USMC Energy 

Summit, Washington, DC, 13 August 2009

USMC Energy Efficiency: Brief to LtGen Flynn, Marine Corps Warfighting 

Laboratory, 26 August 2009

USMC Operational Energy Efforts and Challenges, 9/11 to Now, 

Michael D. Boyd, presented at the USMC Energy Summit, Washington, 

DC, August 2009

Department of the Army

AutoDise 6.2.0 User’s Manual, prepared for Army CECOM Power 

Generation Branch by BRTC Inc., 2009

Fabric Structure Team Overview: Shelter Technology, Engineering, Fabrication 

Directorate, Jean Hempel, U.S. Army Natick Soldier RD&E Center, 

November 2009 

High Performance Aerogel Insulation for Shelters, Elizabeth Swisher, 

U.S. Army Natick Soldier RD&E Center, 13 January 2008

Hybrid-Intelligent Power “HI-POWER,” CERDEC, U.S. Army RDECOM.

Available at http://www.nist.gov/eeel/high_megawatt/upload/Holcomb-2.pdf
96 USMC Expeditionary Energy Strategy

Improved Environmental Control Unit (IECU) Program Overview, Jeff Taylor, 

PM-MEP, presented at JOCATA Technical Working Group Meeting, 

November 2009. Available at http://www.natick.army.mil/Soldier/jocotas/

Nov09/taylorov.pdf

Minimizing the Footprint of Deployed Bases: Army Approaches to Waste to 

Energy Conversion, Patrick Taylor, U.S. Army RDECOM, 7 May 2009

Net Zero Plus JCTD: Evaluation of Energy Savings Technologies for 

Expeditionary Shelters, U.S. Army Natick Soldier RD&E Center, 

JOCOTAS, 4 November 2009

Sustain the Mission Project: Casualty Factor for Fuel and Water Resupply 

Convoys, Army Environmental Policy Institute, September 2009

Spray Foam Insulation Information Brief, B. Frounfelker and T. Wilke, 

Army Material Systems Analysis Activity (AMSAA), presented to 

Army Senior Energy Council, 30 July 2009

Strategic Energy Resource Investment Optimization for the U.S. Army, 

Center for Army Analysis, August 2004

Shelter Technology Engineering and Fabrication Directorate: Technologies 

Overview, U.S. Army Natick Soldier RD&E Center, August 2009

Tactical Electric Power (TEP): Emerging Technologies and Initiatives That 

Influence Organizational Power Needs, U.S. Army Combined Arms Support 

Center White Paper, January 2009

Tactical Garbage to Energy Refinery, U.S. Army RDECOM, Edgewood 

Chemical Biological Center, ECBC-TR-713, October 2009

U.S. Army Rapid Equipping Force (REF) briefing, July 2007

Other Government/Industry

A Citizen’s Guide to National Oil Companies, Part A, Technical Report, World 

Bank Group and Center for Energy Economics/Bureau of Economic 

Geology Jackson School of Geosciences, University of Texas at Austin, 

October 2008 

A Mobile Hybrid Power Source With Intelligent Control, Rick Silva, CME, 

Joint Service Power Expo, 7 May 2009. Available at http://www.dtic.mil/

ndia/ 2009power/2009power.html
USMC Expeditionary Energy Strategy 97

Annual Energy Outlook 2010: Early Release Overview, Energy Information 

Service, DOE/EIA-0383, 14 December 2009. Available at 

http://www.eia.doe.gov/oiaf/aeo/overview.html

Annual Energy Outlook 2009, Energy Information Service, DOE/EIA-0383.

Available at http://www.eia.doe.gov/oiaf/forecasting.html

Airline Fuel Cost and Consumption, Bureau of Transportation Statistics, 

Research and Innovative Technology Administration. Available at 

http://www.transtats.bts.gov/fuel.asp?pn=1

Convoy Guards in Afghanistan Face and Inquiry, Dexter Filkins, 

The New York Times, 6 June 2010

Coolerado Cooler Helps to Save Cooling Energy and Dollars, 

U.S. Department of Energy, Federal Energy Management Program, 

Technology Installation Review, DOE/GO-102007-2325. Available at 

www.eere.energy.gov/femp/pdfs/tir_ coolerado.pdf

Country Energy Profiles, U.S. Energy Information Administration, 

U.S. Department of Energy. Available at http://www.eia.doe.gov/country/

index.cfm

Cutting the Tether, Enhancing U.S. Military’s Energy Performance, 

James Morin, Progressive Policy Institute, May 2010

“DoD’s Energy Challenge as Strategic Opportunity,” Amory B. Lovins, 

Joint Force Quarterly, 57:33-42 (2Q2010), National Defense University 

Press, Second Quarter 2010

Defense Management: DoD Needs to Increase Attention on Fuel Demand 

Management at Forward-Deployed Locations, U.S. Government 

Accountability Office (GAO), February 2009 

Developments of Proof of Concept Units for the Advanced Medium-Sized 

Mobile Power Source (AMMPS) Program, Oak Ridge National Laboratory, 

ORNL/TM-2001/222, March 2002

Energy Security: America’s Best Defense, Deloitte, LLC, December 2009

Fuel and Water for OEF: Towards Developing Fully Burdened Costs, E.

Blankenship and R. Cole, Headquarters Marine Corp PA&E, presented 

at MORS Power and Energy Workshop, 30 November 2009
98 USMC Expeditionary Energy Strategy

Department of Defense Energy Strategy Teaching an Old Dog New Tricks, 

Gregory J. Lengyel, Colonel, U.S. Air Force, 21st Century Defense 

Initiative, Foreign Policy Studies, The Brookings Institution, 

August 2007

“How the U.S. Army Protects its Trucks—by Paying the Taliban,” 

The Guardian, 13 November 2009. Available at http://www.guardian.co.uk/

world/2009/nov/13/us-trucks-security-taliban

Marine Corps Expeditionary Power and Energy Symposium, National 

Defense Industry Association (NDIA), various industry exhibit brochures, 

January 2010

Mobile Electric Power for Today and Tomorrow, Paul Richard, PM-MEP, 

presented Joint Service Power Expo, 25 April 2007. Available at 

https://www.pm-mep.army.mil/pdffiles/Joint_Service_ Power_Expo_25Apr07.pdf

National Security and the Threat of Climate Change, CNA Corporation, 2009

Reducing Operational Dependence on Fossil Fuel Capability Vision the Self 

Sustaining Forward Operating Base, Defence Technology and Innovation 

Centre, UK Ministry of Defence, 19 June 2009

Reducing Energy Footprint on the Battlefield, CNA Corporation, 

Michael Bowes and Barry Pifer, April 2010

Person Portable JP-8 Fueled Fuel Cell Power Generator PJF-Gen., Available 

at www.virtualacquisitionshowcase.com/document/627/briefing

Petroleum Statistics, U.S. Energy Information Administration, U.S.

Department of Energy. Available at http://www.eia.doe.gov/oil_gas/

petroleum/info_glance/petroleum.html

“Technology Timelines 2010: A Look Ahead for the Next 30 Years From 

an Assortment of Industry Leaders,” Professional Pilot, pp 54–62. M.

Cetron, President, Forecasting International, December 2009

“Trash Tactics in Iraq,” Biomass Magazine, October 2008

Thermoelectric Developments for Vehicular Applications, U.S. Department of 

Energy, Diesel Engine-Efficiency and Emissions Research Conference, 

Detroit, 24 August 2006
USMC Expeditionary Energy Strategy 99

World Energy Outlook 2009 Executive Summary, International Energy 

Agency. Available at http://www.iea.org/weo/2009.asp

“University of Delaware-Led Team Sets Solar Cell Record,” 

Science Daily, 30 July 2007. Available at www.sciencedaily.com/

releases/2007/07/070726210931.htm

“U.S. Indirectly Paying Warlords,” Karen DeYoung, The Washington Post, 

22 June 2010