09 December 2010

Joint Bulk Petroleum and

Water Doctrine

Joint Publication 4-03
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i 

PREFACE

1. Scope 

This publication provides fundamental principles and guidance for providing bulk 

petroleum and water in support of US military operations. 

2. Purpose 

This publication has been prepared under the direction of the Chairman of the Joint 

Chiefs of Staff. It sets forth doctrine to govern the joint activities and performance of the 

Armed Forces of the United States in joint operations and provides the doctrinal basis for 

interagency coordination and for US military involvement in multinational operations. It 

provides military guidance for the exercise of authority by combatant commanders and other 

joint force commanders (JFCs) and prescribes joint doctrine for operations, education, and 

training. It provides military guidance for use by the Armed Forces in preparing their 

appropriate plans. It is not the intent of this publication to restrict the authority of the JFC 

from organizing the force and executing the mission in a manner the JFC deems most 

appropriate to ensure unity of effort in the accomplishment of the overall objective. 

3. Application 

a. Doctrine and guidance established in this publication apply to the commanders of 

combatant commands, subunified commands, joint task forces, and subordinate components 

of these commands. These principles and guidance also may apply when significant forces 

of one Service are attached to forces of another Service or when significant forces of one 

Service support forces of another Service. 

b. The guidance in this publication is authoritative; as such, this doctrine will be 

followed except when, in the judgment of the commander, exceptional circumstances dictate 

otherwise. If conflicts arise between the contents of this publication and the contents of 

Service publications, this publication will take precedence for the activities of joint forces 

unless the Chairman of the Joint Chiefs of Staff, normally in coordination with the other 

members of the Joint Chiefs of Staff, has provided more current and specific guidance. 

Commanders of forces operating as part of a multinational (alliance or coalition) military 

command should follow multinational doctrine and procedures ratified by the United States. 

For doctrine and procedures not ratified by the United States, commanders should evaluate 

and follow the multinational command’s doctrine and procedures, where applicable and 

consistent with US law, regulations, and doctrine. 

For the Chairman of the Joint Chiefs of Staff: 

WILLIAM E. GORTNEY 

VADM, USN 

Director, Joint Staff 
Preface 

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SUMMARY OF CHANGES

REVISION OF JOINT PUBLICATION 4-03 

DATED 23 MAY 2003

• This document is substantially revised and the entire publication should be 

reviewed for detailed changes 

• New table of contents parallels Joint Publication (JP) 4-0, Joint Logistics

• Updates graphics to reflect latest doctrinal changes and introduce 

contemporary content

• Provides current quotes and examples (incorporating Haiti, Desert 

Storm/Desert Shield, Operation IRAQI FREEDOM/Operation ENDURING 

FREEMDOM content)

• Expands bulk petroleum discussion into five (vice three) chapters

• Significantly reinforces the importance of standardization, flexibility, and 

interoperability

• Delineates combatant commander responsibilities with respect to the single 

fuel concept

• Elaborates on core capabilities

• Discusses bulk petroleum in terms of planning, executing, and controlling

• Introduces the Joint Logistics Environment and the Joint Operating 

Framework

• Introduces the Bulk Petroleum Common Operational Picture

• Clarifies Title 10, United States Code, responsibilities

• Eliminates mature and immature theater and aligns content to modularity 

concepts in JP 3-0, Joint Operations

• Discusses additional considerations for quality, environment, and contracting

• Adds the responsibilities for a subarea petroleum office, established by the 

joint petroleum office, to fulfill petroleum logistics requirements in support 

of the joint force commander

• Expands and updates water support operations

• Adds a scenario-based appendix, Appendix C, “Petroleum Scenario,” with 

solution to reinforce concepts within the publication
Summary of Changes 

iv JP 4-03 

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TABLE OF CONTENTS

PAGE

EXECUTIVE SUMMARY ............................................................................................... ix 

CHAPTER I

JOINT BULK PETROLEUM OVERVIEW

• Introduction ................................................................................................................ I-1 

• Concept of Joint Bulk Petroleum Operations ............................................................ I-1 

• Principles of Joint Bulk Petroleum ............................................................................ I-2 

• Joint Bulk Petroleum Logistics .................................................................................. I-3 

• Bulk Petroleum in the Joint Logistics Environment .................................................. I-4 

CHAPTER II

CORE JOINT BULK PETROLEUM LOGISTICS CAPABILITIES

• Introduction ...............................................................................................................II-1 

• Bulk Petroleum Supply and Distribution Operations ...............................................II-2 

• Web-Based Petroleum Contingency Report .............................................................II-4 

• Bulk Petroleum Quality Management ......................................................................II-6 

• Fuel Safety ................................................................................................................II-7 

• Environmental Concerns ..........................................................................................II-7 

• Bulk Petroleum Operational Contracting Support and International Logistics 

Acquisition Agreements ...........................................................................................II-8 

CHAPTER III

PLANNING FOR JOINT BULK PETROLEUM LOGISTICS

• Introduction ............................................................................................................. III-1 

• Joint Bulk Petroleum Operation Planning .............................................................. III-1 

• Bulk Petroleum Plan Development ........................................................................ III-7 

• Joint Bulk Petroleum Logistics Planning Considerations ...................................... III-7 

CHAPTER IV

EXECUTING BULK PETROLEUM LOGISTICS

• Introduction ............................................................................................................. IV-1 

• Bulk Petroleum Logistics Execution ...................................................................... IV-2 

• Military Construction; Sustainment, Restoration, and Modernization; and 

Environmental Compliance .................................................................................. IV-11 

• Bulk Petroleum Logistic Framework .................................................................... IV-12 

• Concluding Joint Bulk Petroleum Logistics Operations ...................................... IV-12 
Table of Contents 

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CHAPTER V

CONTROLLING JOINT BULK PETROLEUM LOGISTICS

• Introduction .............................................................................................................. V-1 

• Authorities, Responsibilities, and Roles .................................................................. V-2 

• Joint Petroleum Office and Subarea Petroleum Office ............................................ V-2 

• Service Component Theater Bulk Petroleum Organizations ................................... V-5 

• Managing the Joint Bulk Petroleum Supply Chain ................................................. V-7 

• Commander, United States Transportation Command ............................................ V-9 

• Multinational Partners ........................................................................................... V-10 

• Contracts and Agreements ..................................................................................... V-11 

• Lead Nation ........................................................................................................... V-12 

CHAPTER VI

PRINCIPLES OF BULK WATER PURIFICATION, STORAGE, AND 

DISTRIBUTION

• Introduction ............................................................................................................. VI-1 

• Tactical Bulk Water Operations ............................................................................. VI-1 

• Planning Guidance .................................................................................................. VI-2 

• Consumption Requirements.................................................................................... VI-3 

• Water Support Operations ...................................................................................... VI-5 

APPENDIX

 A Planning Guidance for Appendix 1 to Annex D, Bulk Petroleum 

Supply for Military Plans .......................................................................... A-1 

 B Planning Guidance for Appendix 2 to Annex D, 

Water Purification and Distribution for Operation Plans ...........................B-1 

 C Petroleum Scenario ....................................................................................C-1 

 D References ................................................................................................. D-1 

 E Administrative Instructions ........................................................................ E-1 

GLOSSARY

Part I Abbreviations and Acronyms .................................................................. GL-1 

Part II Terms and Definitions ............................................................................. GL-4 

FIGURE

 I-1 Principles of Joint Bulk Petroleum Operations ........................................... I-2 

 I-2 Joint Logistics Environment Operating Framework for Bulk Petroleum ... I-6 

 II-1 Bulk Petroleum Common Operational Picture 

Information Flow (Notional) ......................................................................II-3 

 II-2 Modular Fuel Distribution in the Theater ..................................................II-5 

 III-1 Required Actions When Planning for Bulk Petroleum Operations .......... III-2 
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vii 

 III-2 Factors for Computing Peacetime Operating Stocks ............................... III-5 

III-3 Planning Considerations ........................................................................... III-8 

 IV-1 Contingency or Tactical Operations—Army and Marine Corps ............. IV-4 

IV-2 Process Flow—Inland Petroleum Distribution System ............................ IV-5 

IV-3 Process Flow—Offshore Petroleum Discharge System ........................... IV-6 

IV-4 Aerial Bulk Fuel Delivery System ........................................................... IV-7 

IV-5 Fuel Flow During Contingency or Tactical Operations—Air Force ........ IV-9 

 V-1 Key Petroleum Responsibilities of the 

Combatant Commanders with Joint Petroleum Offices ............................ V-3 

 V-2 Petroleum Responsibilities of the Services ............................................... V-7 

VI-1 Critical Water Support Planning Elements .............................................. VI-2 

VI-2 Water Consumption Requirements .......................................................... VI-3 

VI-3 Water Purification Capabilities ................................................................ VI-5 

 A-1 Estimate of Bulk Petroleum Support Requirements ................................. A-3 

 B-1 Estimate of Water Support Requirements ..................................................B-3 
Table of Contents 

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EXECUTIVE SUMMARY

COMMANDER’S OVERVIEW

• Discusses joint bulk petroleum concepts and principles 

• Explains how the complex nature of the joint logistics environment will 

determine how bulk petroleum support is delivered to the joint forces 

• Covers core joint bulk petroleum capabilities

• Describes planning and execution for joint bulk petroleum logistics

• Discusses the control of joint bulk petroleum logistics

• Outlines responsibilities at each level of authority

• Conveys the need to take advantage of host nation support whenever possible

• Describes the principles of bulk water purification, storage, and distribution 

Joint Bulk Petroleum Overview

Bulk petroleum, a common 

supply item, presents a 

significant logistical 

challenge when moving, 

storing, and distributing.

Providing forces with the right fuel, in the right 

place, and at the right time involves determining 

peacetime and wartime requirements, contracting and

allocating product, arranging for bulk storage, moving 

products forward to and within the theater, ensuring 

quality control, issuing and accounting for the fuel, and 

maintaining distribution equipment and facilities.

Concept of joint bulk 

petroleum operations.

Providing bulk petroleum support to joint operations 

requires the Services to develop complementary tactical 

distribution systems and the Defense Logistics Agency 

(DLA) to provide common products to the combatant 

commands (CCMDs) and Services. The nature of joint 

bulk petroleum support will vary depending on the 

commercial development of the theater, and whether 

force employment is single-Service, joint, or 

multinational. However, the Department of Defense 

(DOD) goal is a single-fuel concept (SFC). An SFC 

has benefits; one fuel is considerably easier to manage

than multiple fuels, allowing the functions of fuel 

storage, transportation, and distribution to be tailored 

for maximum efficiency.
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Principles of joint bulk 

petroleum. 

Bulk petroleum requires special handling and storage, 

and has a demand significantly larger than other supply 

classes. For these reasons, any viable support concept 

must incorporate the principles of standardization, 

flexibility, and interoperability.

Standardization. DOD components should continue to minimize the 

number of bulk petroleum products that must be 

stocked and distributed, plan to use fuels readily 

available worldwide, and minimize the military-unique 

characteristics of DOD fuels.

Flexibility. Military systems and support equipment capable of 

using alternate fuels, to include kerosene-based 

products and ultra-low sulfur diesel, provide the joint 

force commander (JFC) with opportunities to increase 

storage and distribution efficiency while reducing cost, 

including the demands for security (threat or 

environmental based). 

Interoperability. Interoperable fuel handling equipment and connectors 

between components and, when possible, multinational 

forces, allow for more timely distribution and support 

with greater efficiency, including a reduction in the 

number of deployed systems operating within the 

theater.

The Nation’s ability to 

project and sustain military 

power depends on effective 

joint logistics.

Joint bulk petroleum logistics requires the combined 

efforts of a number of civilian, military, and 

commercial organizations. DOD joint petroleum 

logistics supply chain is a global network that delivers 

bulk petroleum critical to the joint force. The goal of 

this supply chain is to maximize force readiness while 

optimizing the allocation of petroleum resources.

Logisticians must manage the petroleum supply chain 

to link separate global operations spanning all levels of 

war.

The complex nature of the 

joint logistics environment 

(JLE) will determine how 

bulk petroleum support is 

delivered to the joint forces.

Sustained logistics readiness in the joint logistics 

environment (JLE) depends on a collaborative network 

of relationships throughout the operational environment

and at all levels of command. The geographic 

combatant commanders (GCCs) have the primary 

function of planning, executing, and controlling bulk
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petroleum support in their areas of responsibility 

(AORs), across strategic, operational, and tactical 

levels.

Strategic level. At the strategic level, the combination of Service, 

agency, and commercial organizations constitutes the 

backbone of joint bulk petroleum logistics, which aid in 

the projection and long-term sustainment of the 

combatant commander’s (CCDR’s) joint bulk 

petroleum requirements. 

Operational level. At the operational level, the joint bulk petroleum 

logistician integrates strategic and tactical capabilities 

of the joint forces to meet the CCMD’s operational 

requirements. The joint bulk petroleum logistician 

encounters the greatest challenges at this level because 

of the difficulty in integrating the capabilities from 

many providers who must project, distribute, and 

sustain bulk petroleum for the JFC. 

Tactical level. At the tactical level, the responsibility to install and 

operate tactical petroleum storage and distribution 

systems usually lies with the Services. The Services 

derive their sustainment primarily from the strategic 

and operational levels for bulk petroleum operations

and leverage the benefits of that sustainment to permit 

freedom of action. The joint bulk petroleum logistician 

contributes to joint force readiness by applying the 

three imperative capabilities critical to success: unity of 

effort, JLE-wide visibility, and rapid and precise 

response. 

Core Joint Petroleum Logistics Capabilities

Theater bulk petroleum 

operations revolve around a 

push-pull supply system.

Landbased customers request fuel from the Army 

component’s theater sustainment command (TSC), 

another Service component organization, or an agency 

assigned as the lead Service for bulk petroleum support.

The TSC normally includes a petroleum section and a 

distribution management center. The petroleum section 

is tasked to manage and account for theater bulk 

petroleum. It also coordinates tactical petroleum 

operations and quality surveillance (QS) of bulk 

petroleum in the theater. The distribution management 

center schedules movement of product forward into the 

support area based on a combination of available
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storage, distribution assets, and anticipated customer 

demands. 

Petroleum support for 

maritime forces.

Bulk petroleum support for maritime forces is similar to 

that discussed above; however, sea-based customers 

interact more directly with terminal operators at defense 

fuel support points (DFSPs). 

Basic stockage concept. The basic stockage concept in theater operations is to 

have sufficient storage to support the most demanding 

operation plan (OPLAN), and keep fuel on-hand 

inventories at or near maximum authorized levels, 

while using available transportation assets as efficiently 

as possible. 

Effective and efficient 

supply operations enable 

the projection and 

sustainment of joint bulk 

petroleum in the theater.

Effective, efficient, and sustained joint bulk petroleum 

support is achieved by integrating Service, agency, and 

other capabilities. DLA Energy supports this goal by

exercising strategic-level management responsibilities 

for consolidation and review of requirements, 

procurement, funding, budgeting, storage, and 

designated distribution of bulk petroleum to meet the 

operational requirements. 

Today’s world is highly dependent upon petroleum 

products. Therefore, it is likely that some infrastructure 

would be available for use by US forces almost 

anywhere in the world. However, it is entirely likely, 

depending on the size of the operation, that sufficient

in-place and operational fuel storage, on-hand product, 

road networks, rail lines, and easily traversed lines of 

communications (LOCs) would not exist to support 

planned operations. Therefore, tactical systems may be 

required to supplement infrastructure available in the

theater.

Bulk petroleum received via 

joint logistics over-theshore.

Bulk petroleum may need to be received via joint 

logistics over-the-shore (JLOTS) operations. Such 

operations use an offshore petroleum discharge system 

(OPDS) or other bulk liquids transfer system to deliver 

fuel to tactical storage facilities located immediately

ashore. The offshore system delivers fuel to a tactical 

or commercial terminal normally operated by a tactical 

pipeline and terminal operating unit. Fuel may then be 

moved forward through the use of trucks, rail, or 

installed pipeline systems that can quickly establish 
Executive Summary

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inland product distribution. If the theater is not an 

active theater of war, it should have an established 

peacetime operating stocks (POS) level and petroleum 

war reserve requirements.

The joint petroleum offices

(JPOs), at the direction of 

the Chairman of the Joint 

Chiefs of Staff, submit two 

key joint petroleum reports: 

bulk petroleum contingency 

report and bulk petroleum 

capabilities report. 

The bulk petroleum contingency report (REPOL)

provides the Joint Staff, Services, and DLA Energy 

with summary information on bulk petroleum 

inventories, a damage assessment for bulk petroleum 

distribution systems, and other strategic information 

pertaining to bulk petroleum support posture at specific 

bases, posts, locations, and/or forward operating bases, 

etc. The REPOL is widely used by the Service 

components, DLA Energy, joint petroleum office 

(JPO), and subarea petroleum office (SAPO) to manage 

theater resupply and distribution requirements and 

critical actions affecting theater petroleum distribution. 

The bulk petroleum capabilities report provides the 

Joint Staff, Services, and DLA Energy with an 

assessment of bulk petroleum support capabilities for 

contingency requirements in a specific theater.

Quality management of 

bulk petroleum is essential 

to ensure bulk petroleum 

products are suitable for 

their intended use.

The physical characteristics and complex chemical

makeup of bulk petroleum products necessitates 

vigilance in quality management at the strategic, 

operational, and tactical levels. Sediment and water are 

the most common types of contaminants found in 

storage, distribution, and dispensing systems. Their 

presence can cause serious problems in fuel systems, 

particularly in aircraft. Positive action must be taken to 

prevent and eliminate the occurrence of these 

contaminants in bulk products. 

Fuel safety. Safety is a principal concern. Petroleum products are 

hazardous due to their toxicity, explosiveness, 

flammability, and potential to create environmental 

damage. Prescribed safety precautions will be strictly 

followed for the protection of personnel, equipment, 

and the environment. 

Environmental concerns. All US military activities are required to conform to US 

environmental laws and guidelines as set forth in DOD 

directives. Leaks or spills must be avoided to prevent 

the discharge of petroleum products to waterways and 

underground water tables. 
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Defense Logistics Agency 

(DLA) Energy has 

responsibility for the 

centralized procurement of 

bulk petroleum for 

Department of Defense. 

Contracting is commonly used to augment organic 

military and other sources of support such as 

multinational logistic support and host-nation support 

(HNS), but contracting is often not properly planned for 

or integrated into the overall JFC logistics support 

effort. Contracting support capabilities should be 

considered when needed to augment organic support 

capabilities and in situations where acquisition and 

cross-servicing agreement or HNS agreements do not 

exist or when these agreements cannot provide 

sufficient bulk petroleum products. 

Planning for Joint Bulk Petroleum Logistics

The DLA Energy regional 

offices and Service

components support the 

JPO in developing a 

practical, sustainable 

petroleum support concept 

and plan.

The supported CCDR’s JPO is responsible for the 

overall planning of petroleum logistic support for joint 

operations within the assigned AOR. This planning 

occurs at the strategic level and usually is embodied in 

the petroleum appendix to the logistics annex of the 

military OPLANs or concept plans. 

Joint bulk petroleum plan development involves 

meticulous attention to the ability of global partners to 

provide bulk petroleum assets to the theater. The scope

of this planning is widespread and involves the ability 

of contracting partners and host nations (HNs) to

complement the global partners’ strategic capabilities.

Plan development must also integrate the availability of 

secure LOCs, the intensity of current and future 

operations, and the organizational structure of the JFC. 

Required actions when 

planning for bulk 

petroleum operations. 

Project accurate, timely fuel requirements, maximize 

use of in-country civilian or HNS fuel facilities, tailor 

fuel equipment and support packages to the

requirement, standardize and ensure compatibility of 

fuel equipment to support joint and multinational fuel 

operations, establish the theater JPO or subarea fuel 

manager with assistance provided by DLA Energy 

regional offices and Service components. 

One critical aspect of joint 

bulk petroleum planning is 

the infrastructure where the

operation will be conducted. 

Some theaters will have HN assets available, such as

pipelines, storage facilities, and railways, that will help 

support the bulk petroleum distribution system. In 

these situations, airbases, tactical airfields, and other 

sites can be supported by pipelines whenever tactically 

feasible. In other theaters, HN or commercial bulk 
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petroleum facilities may not be available and tactical 

assets will need to be used. Tactical bulk petroleum 

supply systems may include limited tanker mooring 

systems, floating hose lines, submarine pipelines, 

inland tank farms, temporary overland hose lines or 

pipelines, and collapsible tanks. 

Factors for computing 

peacetime operating stocks. 

The fuel POS levels are computed annually by DLA 

Energy for all DFSPs and utilize the following factors:

Daily Demand Rate – The past and projected years’ 

issues are used to calculate a daily demand rate. 

Economic Resupply Quantity – The fuel quantity a 

defense fuel support point can receive that ideally 

balances economic and operational requirements. 

 

Safety Level – The safety level is the amount of fuel to 

compensate for variability in resupply time and demand 

during the resupply cycle. 

 

Unobtainable Inventory – That fuel needed to prime a

storage dispensing system such as pipeline fill, 

manifold fill, and tank bottom below the suction line. 

Planning considerations. Plans should consider at least the following points: 

mission, fuel requirements, infrastructure, equipment, 

support units, assumptions, command/control, 

responsibilities, quality, interoperability of fuel, transfer 

systems, sustainability and survivability, theaterspecific factors, threat environment, limiting factors, 

and sealift and other distribution methods. 

Executing Bulk Petroleum Logistics

The goal of bulk petroleum 

support is to fulfill the

requirements of the 

combatant commander’s 

(CCDR’s) concept of 

operations and intent.

The transition from planning to execution can occur 

abruptly, in phases, or even concurrently. The 

framework for bulk petroleum support calls for a joint 

staff organization with clearly defined roles and 

responsibilities for both the organic joint staff and the 

augmented component that provides specialized 

support. 

DOD bulk petroleum inventories consist of prepositioned war reserve stocks and POS. They take into
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account economic resupply, safety levels, unobtainable 

inventory, and deliberate planning requirements.

The established infrastructure within a theater supports 

the supply and distribution of bulk petroleum. Stocks 

are moved from secure military or commercial sources 

to forward areas and terminals as demand or plans 

require. The movement and redistribution of assets are 

accomplished through a joint effort involving the 

CCMDs, Service components, and DLA Energy, 

interfacing with US Transportation Command 

(USTRANSCOM) components for product movement 

outside the operational area.

Actual procedures to 

accomplish the delivery of 

products to the end user 

depend on the sources of 

product and the conditions 

in the operational area. 

The theater normally has some HN assets available or 

theater support contracts (i.e., fuel sources, terminal 

facilities, pipelines, railways, and trucks) that should be 

used to the maximum extent possible to help offset US 

requirements. Because the capabilities of allies or 

coalition partners are theater unique, the JPO or SAPO 

is responsible for assessing these potential capabilities 

and integrating them into appropriate plans and 

operations. 

Pipeline distribution. Pipelines are often the most economical and effective

method of inland fuel distribution. Bulk petroleum is 

generally most efficiently moved from base terminals 

and rear storage locations to the combat zone by 

pipelines. A fully developed theater fuel distribution 

system may include ship discharge ports (with 

moorings and piping manifolds), seaside and inland fuel 

storage tanks, pump stations, and pipelines.

Truck distribution. In many cases, truck distribution may offer the tactical

commander more flexibility in the distribution of fuel.

Tactical systems. A tactical tank farm consisting of collapsible tanks is

constructed at airbases or other locations and connected 

to the main hose line or pipeline. The airbases or other 

locations then employ tactical servicing systems that 

have hoses, pumps, and filters to issue the product to 

the end user. Bulk petroleum may need to be received 

via JLOTS operations to deliver fuel to tactical storage 

facilities located immediately ashore. The OPDS

delivers fuel to a tactical or commercial terminal
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normally operated by a tactical pipeline and terminal 

operating unit. 

Air delivery. When LOCs are not secure or when operating in 

noncontiguous areas, Service component aircraft 

carrying fuel trucks, collapsible tanks, 500-gallon

collapsible drums, or 55-gallon drums may be required 

to distribute fuel. Currently, aerial bulk fuel delivery 

system enables cargo aircraft to transport from 3,000 to 

30,000 gallons of fuel to the tactical storage and issue 

systems.

Other distribution. The pipeline system may be supplemented by other 

means of bulk delivery, such as barges, rail tank cars, 

aircraft, bulk truck transports, and commercial

distribution equipment provided by the host. 

Consideration must be 

given to theater-specific 

factors such as available 

commercial and host nation 

supply sources and 

transportation assets. Many 

of these sources of 

petroleum supply will have

political, technical, and 

economic factors that limit 

their availability.

Some factors that commanders and planners must take 

into consideration include the following: force 

protection for contractor personnel, fuel equipment, and 

stocks; contractor limitations with regard to support; 

contractor required logistic support; regional 

capabilities and intermediate staging bases to support 

strategic airlift transiting through the AOR; regional 

capabilities to support Air Force tankers supporting air 

cap operations; airfield limitations, maximum number 

of aircraft an airfield can have on the ground; LOC 

capabilities and limitations; and specialty fuel 

requirements.

Threat environment. While theater-specific factors may require force 

protection actions for contractor personnel, petroleum 

equipment, and stocks, quality assurance (QA) actions 

should also be considered. Ensuring adequate security 

may include specific and appropriate countermeasures 

against tampering, adulteration, substitution, 

contamination, and other actions that could make the 

fuel unusable or potentially damaging to the end user. 

Military construction; 

sustainment, restoration, 

and modernization; and 

environmental compliance.

DLA, through DLA Energy, shall establish and 

maintain a DOD bulk petroleum distribution system 

and related programs in coordination with the Services 

and the CCMDs. DLA, Services, and CCMDs have 

interrelated responsibilities to plan and execute for

military construction; minor construction; operation of 

facilities; sustainment, restoration, and modernization;
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xviii JP 4-03 

and environmental compliance of bulk storage and 

distribution facilities in support of the bulk petroleum 

management mission.

Concluding joint bulk 

petroleum logistics 

operations. 

It is important for joint logistics to monitor these 

transitional activities and ensure logistical resources 

used for the completed actions are given new tasks or 

the resources are redeployed back to home station.

Controlling Joint Bulk Petroleum Logistics

The ability of the joint bulk 

petroleum logistician to 

synchronize outcomes 

within the JLE presents 

serious challenges.

Control of joint logistics requires organizing staff and

operational level logisticians around their abilities to 

assist in planning and executing joint logistics support 

operations. It also involves integrating and 

synchronizing responsibilities, designating lead Service 

responsibilities, and developing procedures to optimize 

joint logistic outcomes. 

The integrated materiel 

management concept 

underlies the principles in 

joint bulk petroleum 

doctrine.

Integrated materiel management (IMM) is normally 

used when a single DOD agency has total management 

responsibility for supplying a specific product or group 

of related items to the Armed Forces of the United 

States. Because IMM both supports and influences this

doctrine’s usage and interpretation, an understanding of 

its conception is important. 

Under Secretary of Defense 

for Acquisition, 

Technology, and Logistics. 

The Under Secretary of Defense for Acquisition, 

Technology, and Logistics is responsible for 

establishing policies for management of bulk petroleum 

stocks and facilities, and providing guidance to other 

DOD agencies, Joint Staff, and Services. 

Chairman of the Joint 

Chiefs of Staff.

The Chairman of the Joint Chiefs of Staff coordinates 

with DLA Energy, Services, and CCMDs to resolve 

petroleum issues. The logistics directorate of the 

Joint Staff (J-4) is the primary agent of the Chairman 

of the Joint Chiefs of Staff for all bulk petroleum 

matters. Key responsibilities of the J-4 that influence 

joint petroleum principles and affect operations are: act 

as the focal point for joint bulk petroleum doctrine; 

make recommendations to DOD on wartime fuel 

sourcing and pre-positioning days of supply (DOS); 

prescribe CCMD procedures for reporting bulk 

petroleum; and provide fuel inputs to the Joint Strategic
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Capabilities Plan and review fuels planning in 

prescribed joint OPLANs.

Geographic combatant 

commander/JPO. 

The GCC has the predominant fuels responsibility 

within a theater, and this responsibility is discharged by 

the JPO. The JPO works in conjunction with its 

Service components, SAPOs, and DLA Energy to plan, 

coordinate, and oversee all phases of bulk petroleum 

support for US forces and other organizations, as 

directed, and employed or planned for possible 

employment in the theater.

Subarea petroleum office. A SAPO is a sub-office of a JPO and is established by 

the CCDR or JFC (usually upon JPO recommendation) 

to fulfill bulk petroleum planning and execution matters 

in a section of the theater for which the JPO is 

responsible. 

Services. Each Service provides for product handling at its 

operational locations. The Services coordinate all fuel 

issues with the appropriate JPO, SAPO, and DLA 

Energy during single-Service, joint, and multinational 

operations, including exercises and deployments, to 

ensure efficiency and avoid duplication of effort.

Normally the Army will provide distribution of bulk 

petroleum within theater. When required, and if the 

equipment assets are available, other Services may be 

tasked to supplement (or assume) the theater bulk 

petroleum distribution mission. 

Army. The Army normally provides management of overland 

petroleum support, including inland waterways, to US 

land-based forces of all DOD components. 

Air Force. The Air Force shall maintain the capability to provide 

tactical support to Air Force units at improved and 

austere locations. It shall also provide distribution of 

bulk petroleum products by air where immediate 

support is needed at remote locations. 

Navy. The Navy shall provide seaward and over-the-shore 

bulk petroleum products to the high-water mark for US 

sea- and land-based forces of all DOD components. It 

shall maintain the capability to provide bulk petroleum 

support to naval forces afloat and ashore (to include US 

Coast Guard forces assigned to DOD).
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Marine Corps. The Marine Corps shall maintain a capability to provide 

bulk petroleum support to Marine Corps units. 

Coast Guard. The Coast Guard shall coordinate petroleum 

requirements with the Navy. 

DLA. The Director, DLA, is responsible for meeting 

designated petroleum support requirements of the DOD 

components. These functional responsibilities have 

been delegated to the Director, DLA Energy, and 

include procurement, ownership, QA and QS,

accountability, budgeting, and distribution of bulk 

petroleum stocks to the point-of-sale.

DLA Energy. DLA Energy manages the bulk petroleum supply chain 

from source of supply to the point of customer 

acceptance as the DOD executive agent (EA) and IMM 

for bulk petroleum. These responsibilities mandate that 

DLA Energy exercise total DOD-level management 

responsibility for bulk petroleum, including the 

requirements, funding, budgeting, storing, issuing, 

cataloging, standardizing, and procuring functions. 

The JPO, US 

Transportation Command 

(USTRANSCOM), 

represents Commander, 

USTRANSCOM, on all 

petroleum and water-related 

issues involving 

USTRANSCOM and 

components.

The Commander, USTRANSCOM, shall plan for and 

provide air, land, and sea transportation of fuels for 

DOD during peacetime and wartime. These efforts will

supplement and not replace the primary responsibilities 

assigned to the Services and DLA, especially with 

regard to intratheater and inland fuel movement and 

distribution. 

CCMDs should make maximum use of HN and theater 

support contracted capabilities to meet peacetime and 

wartime requirements, particularly when logistic 

support from US units or equipment may not be readily 

available, when combat forces have outpaced integral 

logistics capability, or when acquisition of logistics 

support using these vehicles is more efficient or 

advantageous to the government. Several different 

agreements, such as North Atlantic Treaty Organization

standardized agreements, defense cooperation 

agreements, bilateral agreements, implementing 

arrangements, foreign assistance acts, foreign military 

sales programs, and reimbursement for multinational
Executive Summary

xxi 

support, may serve CCDRs’ and Service components’ 

needs, depending on the degree and type of support 

required and the specific HN.

Contracts and agreements. Blanket purchase agreement (BPA). A BPA should be 

considered for filling anticipated repetitive needs for 

supplies or services for a stated time period. Individual 

BPA purchases shall not exceed the simplified 

acquisition threshold, with the exception of commercial 

item purchases, which may be substantially larger.

Bunker contracts. These contracts are similar to intoplane contracts and are used for frequent refueling of 

ships at commercial ports where DLA Energy has no 

DFSP.

Direct delivery and post camp and station (PC&S) 

contracts and transportation tenders. DLA Energy, as 

the EA for worldwide petroleum support, can establish 

a variety of free on board origin and destination direct 

delivery PC&S contracts, and transportation tenders to 

support the CCDR. 

HNs, through agreements, can provide a variety of 

environmental services, while the JFC is expected to 

comply to the maximum extent with local laws and 

regulations. 

Principles of Bulk Water Purification, Storage, and Distribution

Water is one of the largest 

and most important lifesustainment commodities.

As water requirements rise above individual or small 

unit needs, they need to be handled in “bulk” form.

Bulk handling calls for special equipment, producthandling safeguards, and standing operating 

procedures. Interestingly, bulk water is still foraged for 

on the modern battlefield.

Commanders and their 

staffs at all levels must be 

concerned about 

maintaining water support 

to allow completion of the 

unit’s mission.

To ensure adequate support, commanders and their 

staffs should address planning for tactical water support 

in all plans and orders. Water is supplied as either a 

packaged or bulk product. A packaged product is

manufactured and procured, stored, transported, and 

supplied in a container. Water in larger quantities is a 

bulk commodity. Packaged methods require extensive 

shipping, require materials handling equipment to 

move, and provide a reduced throughput capability 
Executive Summary

xxii JP 4-03 

when compared with bulk operations. Planners should 

weigh the advantages and disadvantages of packaged 

and bulk water carefully to ensure the best method is 

chosen to support the contingency. 

Tactical bulk water support 

operations are implemented 

to purify water as close to 

the user as possible.

This methodology involves detailed planning for the 

water point selection site and the purification, storage, 

and distribution of bulk water. Bulk water support 

normally is a Service responsibility. However, during 

joint operations, if delegated authority by the GCC, the 

subordinate JFC may assign water support 

responsibilities on an area basis using the “lead-Service 

methodology,” i.e., the dominant user or the most 

capable Service in an area may be tasked to provide 

water support to all forces operating in that area.

In most situations, water 

distribution is the “weak 

link” of the water support 

system.

Moving water from the production and storage sites to 

the user can be equipment and manpower intensive. 

Joint forces must make efficient use of all available

assets in conducting water distribution operations. 

Water support planning is a continual process that 

begins with the identification of the force size and 

planned deployment rate. Time-phased water 

requirements are then determined and units are selected 

and scheduled for deployment based on the 

requirements.

Total water requirements 

are placed in the theater 

“water distribution plan” 

developed by the CCDR, 

with support from the 

Service component 

commander 

Critical water support planning elements are: 

development of detailed water distribution plans; 

identification of water support requirements for other 

Services, multinational forces, and HN labor forces; 

water support structure (personnel and equipment) that 

is capable of providing the required water production, 

purification, storage, and distribution; water quality 

procedures; identification of quality local water; and 

identification of possible impact on production due to 

water quality. 

Water requirements may 

vary daily.

Water requirements will depend upon the 

environment, the tactical situation, and the size of 

the force. Some requirements, such as cooking, may 

be indefinite while others may only be for a specific 

period of time. 
Executive Summary

xxiii

Water consumption 

requirements are based on 

the size of the force. Water 

consumption also depends 

on the region. 

Water sources normally are abundant in temperate, 

arctic, and tropical regions. Although non-potable 

water is easily available, treatments may be required for 

certain or all uses. For this reason, non-potable water 

should be included in consumption estimates if 

treatment is necessary. In arid regions, water sources 

are sparse and water must be transported forward.

In arid regions, in early phases of establishing base 

camps or forward operating bases, requirements for 

both potable and non-potable water will be met with 

potable water in order to prevent having two separate

water systems. As a result, total potable requirements 

will increase in the arid regions.

Several computations must 

be made to determine 

supply, purification, and 

storage requirements for 

water.

Supply requirement. To compute the total daily water 

requirement of the force, multiply the actual strength by 

the proper consumption factor found in the Services’

water consumption planning guides. 

Purification requirement. To determine the amount 

of purification equipment needed to support the daily 

requirement, divide the total daily requirement by the 

daily production capability of one purification unit. 

Storage requirement. Temperate, tropical, and arctic 

regions usually do not require large amounts of water to 

be stored. Raw water sources may be adequate to meet

non-potable requirements, and the potable requirements 

can be met by the water purification unit’s organic 

storage tanks. In arid regions, large quantities of 

potable water must be stored. The storage requirement 

is based on resupply times, daily requirements, and the 

DOS requirements established by the commander. In 

arctic regions, the storage of water may be complicated 

by freezing temperatures.

Essential consumption. When enough potable water cannot be produced to 

meet all the requirements, all but essential consumption 

must be reduced. Essential water requirements 

include drinking, personal hygiene, field feeding, 

medical treatment, heat casualty treatment, 

personal contamination control, and 

patient/equipment decontamination in chemical, 

biological, radiological, and nuclear (CBRN) 

environments and, in arid regions, vehicle and 

aircraft maintenance.
Executive Summary

xxiv JP 4-03 

Water vulnerability 

assessment.

Vulnerability of the water system to CBRN attack, 

conventional attack, and man-made/natural hazards 

must be considered. Normally, a water vulnerability 

assessment of potential and existing water sources and 

distribution systems is conducted to evaluate the level 

of risk. Ensuring adequate security may include

specific and appropriate countermeasures against 

tampering, adulteration, substitution, contamination, 

and other actions that could make the water unusable or 

potentially damaging to the end user. 

Water support operations. Water support operations consist of water purification, 

water storage, water distribution, and other 

considerations. 

Phase I, water purification. Once an adequate water source has been identified and

located, water purification is the first phase of tactical 

water support operations. During the purification 

phase, water is drawn from a source and purified to 

potable standards. Potable water is certified safe for 

human consumption. 

Phase II, water storage. Water storage is the second phase of water support 

operations. Storage is normally done at or very close to 

the purification sites. The goal of water storage is to 

keep a sufficient quantity on hand to prevent a water 

shortage if several purification units become nonoperational at one time.

Phase III, water 

distribution.

Water distribution often is the critical link in water 

support operations. It is important that units organize 

so they will have sufficient organic water distribution 

equipment to provide supply point distribution. Units 

must have enough water distribution capacity to supply 

minimum requirements for water while making only 

one trip to the water point per day. 

Other considerations. Planners should maximize the use of HN sources if 

possible. Water planners should assume no HN potable 

water is available in arid regions. In the early stages of 

deployment, HN processed or bottled water may be 

used if it has been certified as potable by preventive 

medicine personnel.
Executive Summary

xxv 

CONCLUSION

This publication provides fundamental principles and 

guidance for providing bulk petroleum and water in 

support of US military operations.
Executive Summary

xxvi JP 4-03 

Intentionally Blank
I-1 

CHAPTER I 

JOINT BULK PETROLEUM OVERVIEW 

1. Introduction 

a. Bulk petroleum, a common supply item, presents a significant logistical challenge 

when moving, storing, and distributing. In this publication, all references to petroleum 

include not only the naturally derived product but also alternative/renewable and synthetic 

fuels and their blends. Providing forces with the right fuel, in the right place, and at the 

right time involves determining peacetime and wartime requirements, contracting and 

allocating product, arranging for bulk storage, moving products forward to and within the 

theater, ensuring quality control, issuing and accounting for the fuel, and maintaining 

distribution equipment and facilities. 

b. International concerns and agreements about air pollution and climate change 

precipitated significant changes in laws governing fuel specifications and engine emission 

standards among all industrialized nations. Within the United States, military equipment and 

fuels are exempt from several laws and regulations. However, the Department of Defense 

(DOD) has been directly impacted by these statutes governing the public and commercial 

sectors to meet engine design and gasoline specifications that require unleaded gasoline and 

ultra-low sulfur diesel (ULSD). The collective impact of these statutory and regulatory 

changes could affect DOD’s ability to achieve broad application of the single-fuel concept 

(SFC) as experienced in recent operations. 

2. Concept of Joint Bulk Petroleum Operations 

a. Providing bulk petroleum support to joint operations requires the Services to develop 

complementary tactical distribution systems and the Defense Logistics Agency (DLA) to 

provide common products to the combatant commands (CCMDs) and Services. The nature 

of joint bulk petroleum support will vary depending on the commercial development of the 

theater, and whether force employment is single-Service, joint, or multinational. However, 

the DOD goal is an SFC. An SFC has benefits; one fuel is considerably easier to manage 

than multiple fuels, allowing the functions of fuel storage, transportation, and distribution to 

be tailored for maximum efficiency. Using JP8 as the single fuel has enhanced long-term 

storage stability, improved cold weather vehicle operation, reduced engine combustion 

component wear, and reduced fuel system corrosion problems. In addition, using a single 

fuel lessens the possibility of dispensing the wrong fuel. 

b. Land-based customers request fuel from the Army component’s theater sustainment 

command (TSC) or another Service component or agency assigned as the lead for bulk 

petroleum support. These organizations schedule movement of product forward from the 

“No matter how well fed, equipped, or officered, without oil and gasoline the 

modern army is a hopeless monster, mired and marked for destruction.” 

T.H. Vail Motter (1901–1969), US Army Historian 
Chapter I 

I-2 JP 4-03 

sustainment base based on a combination of available storage and anticipated customer 

demands. Sea-based customers essentially perform the same functions, but interact more 

directly with terminal operators at defense fuel support points (DFSPs). The basic stockage 

concept in theater operations is to have sufficient storage to support the most demanding 

operation plan (OPLAN) and keep on-hand inventories at or near maximum authorized 

levels, while using available transportation assets as efficiently as possible. 

3. Principles of Joint Bulk Petroleum 

Bulk petroleum requires special handling and storage, and has a demand significantly 

larger than other supply classes. For these reasons, any viable support concept must 

incorporate the principles of standardization, flexibility, and interoperability (see Figure I-1). 

a. Standardization. DOD components should continue to minimize the number of bulk 

petroleum products that must be stocked and distributed, plan to use fuels readily available 

worldwide, and minimize the military-unique characteristics of DOD fuels. Limiting 

military-unique characteristics allows the use of kerosene-based products for land-based 

forces, and potentially increases operational flexibility because these fuels are commercially 

available worldwide. Joint force commanders (JFCs) should attempt to minimize 

unnecessary fuel type usage when planning for contingencies. 

b. Flexibility. Military systems and support equipment capable of using alternate fuels, 

to include kerosene-based products and ULSD, provide the JFC with opportunities to 

increase storage and distribution efficiency while reducing cost, including the demands for 

security (threat or environmental based). 

c. Interoperability. Interoperable fuel handling equipment and connectors between 

components and, when possible, multinational forces (MNFs), allow for more timely 

distribution and support with greater efficiency, including a reduction in the number of 

deployed systems operating within the theater. It is also important in multinational 

operations, where one nation may be designated as the role specialist nation for petroleum 

logistics. Consequently, to foster interoperability, DOD fuel handling equipment must be of 

common or compatible design, material, and size. 

Figure I-1. Principles of Joint Bulk Petroleum Operations

PRINCIPLES OF BULK PETROLEUM OPERATIONS

Standardization Flexibility Interoperability
Joint Bulk Petroleum Overview 

I-3 

4. Joint Bulk Petroleum Logistics 

a. The Nation’s ability to project and sustain military power depends on effective joint 

logistics. Joint logistics delivers sustained logistic readiness for the combatant commander 

(CCDR) and subordinate JFCs through the integration of national, multinational, Service, 

and combat support agency (CSA) capabilities. The integration of these capabilities ensures 

forces are physically available and properly equipped, at the right place and time, to support 

the joint force. Joint logisticians coordinate sustained logistic readiness through the 

integrating functions of planning, executing, and controlling joint logistic operations. 

b. Joint logistics is the coordinated use, synchronization, and sharing of two or more 

Military Departments’ logistic resources to support the joint force. From a national 

perspective, it can be thought of as the ability to project and sustain a logistically ready joint 

force through the sharing of DOD, interagency, and industrial resources. In today’s 

operational environment, it will include resources from multinational partners, 

intergovernmental organizations (IGOs), and nongovernmental organizations (NGOs). This 

provides the JFC the freedom of action necessary to meet mission objectives, which is an 

essential component of joint operations because the Services seldom have sufficient 

independent capability to support a joint force. By purposefully combining capabilities, the 

commander can optimize the allocation of limited resources to provide maximum flexibility 

to the joint force. This kind of interdependence, focused on common outcomes, delivers 

sustained logistic readiness. 

c. Joint bulk petroleum logistics requires the combined efforts of a number of civilian, 

military, and commercial organizations. DOD joint petroleum logistics supply chain is a 

global network that delivers bulk petroleum critical to the joint force. The goal of this 

supply chain is to maximize force readiness while optimizing the allocation of petroleum 

resources. Logisticians must manage the petroleum supply chain to link separate global 

operations spanning all levels of war. The component commands determine bulk petroleum 

requirements for submission to the CCDR’s joint petroleum office (JPO) or subarea 

petroleum office (SAPO). The JPO or SAPO validates the bulk petroleum requirements for 

planning and support purposes and provides them to DLA Energy for sourcing, analysis, and 

development of a support plan in accordance with (IAW) the Joint Operation Planning and 

PETROLEUM INTEROPERABILITY 

“During Operation DESERT SHIELD, the most difficult part of the early petroleum 

resupply effort was the actual offloading of fuel from commercial tank trucks. 

Because the fittings that attached hoses to the trucks were not standardized, we 

needed special couplings to mate US equipment with Saudi commercial trucks. A 

similar problem had been resolved in Europe, but the fitting used there would not 

work in Saudi Arabia. During the early days, a field-expedient procedure was 

necessary to offload fuel from tankers. Finally, a prototype coupling was 

assembled. This coupling was purchased locally in sufficient quantities to cover a 

few early requirements.” 

Logistics Planning for Desert Storm, Army Logistician,

January–February 1991 
Chapter I 

I-4 JP 4-03 

Execution System. As specified in the logistics supplement to the Joint Strategic 

Capabilities Plan (JSCP), DLA Energy, as a field activity of DLA and executive agent (EA) 

for bulk petroleum, shall provide “planning products” in support of the CCDR’s OPLANs 

and concept plans (CONPLANs). The concept of operations (CONOPS) for contingency, 

sourcing analysis of planned time-phased contingency requirements, and logistics 

supportability analysis (LSA) outlines the risks and feasibility of support from the industry 

supplier base and incorporates DLA Energy’s capabilities. 

d. Title 10, US Code, Section 153, prescribes that, subject to the authority, direction, 

and control of the President and the Secretary of Defense, the Chairman of the Joint Chiefs 

of Staff will be responsible for: (a) formulating policies for the joint training of the Armed 

Forces, and (b) formulating policies for coordinating the military education and training of 

members of the Armed Forces. While logistics remains a Service responsibility, there are 

processes and tasks that must be considered when developing a CONOPS in order to 

optimize joint logistic outcomes. Joint bulk petroleum training is offered in order to allow 

logisticians to become exposed to and proficient in joint bulk petroleum operations. The 

Joint Petroleum Training Module and the Joint Petroleum Module Desk Guide are Webbased, self-paced educational programs for joint logistics staff officers who are responsible 

for managing joint theater-level petroleum logistics operations. Additionally, joint 

publications (JPs) may be found on the Joint Doctrine Education and Training Electronic 

Information System Web site. 

5. Bulk Petroleum in the Joint Logistics Environment 

a. The complex nature of the joint logistics environment (JLE) will determine how bulk 

petroleum support is delivered to the joint forces. Sustained logistics readiness in the JLE 

depends on a collaborative network of relationships throughout the operational environment 

and at all levels of command. The geographic combatant commanders (GCCs) have the 

primary function of planning, executing, and controlling bulk petroleum support in their 

areas of responsibility (AORs), across strategic, operational, and tactical levels. 

b. At the strategic level, the combination of Service, agency, and commercial 

organizations constitutes the backbone of joint bulk petroleum logistics, which aid in the 

projection and long-term sustainment of the CCDR’s joint bulk petroleum requirements. 

The strategic level emphasis is on utilizing the nation’s industrial base to enhance the 

CCDR’s capabilities through leveraging of strategic resources while maintaining flexibility 

in the face of a dynamic JLE. 

c. At the operational level, the joint bulk petroleum logistician integrates strategic and 

tactical capabilities of the joint forces to meet the CCMD’s operational requirements. The 

joint bulk petroleum logistician encounters the greatest challenges at this level because of the 

difficulty in integrating the capabilities from many providers who must project, distribute, 

and sustain bulk petroleum for the JFC. 

d. Global providers (the Services, commercial partners, US Joint Forces Command 

[USJFCOM], US Transportation Command [USTRANSCOM], and CSAs, including DLA) 

are a critical component at this level. USJFCOM, working with its components, ensures the 
Joint Bulk Petroleum Overview 

I-5 

necessary force structure (personnel and equipment) for organizing, training, and equipping 

bulk petroleum support forces at the operational level. Department of Defense Directive 

(DODD) 4140.25, DOD Management Policy for Energy Commodities and Related Services,

directs the substance of Service-specific bulk petroleum support. The Navy provides 

seaward and over-water bulk petroleum support to the high-water mark; the Army provides 

overland distribution of bulk petroleum support, including inland waterways; and the Air 

Force distributes bulk petroleum by air. 

e. At the tactical level, the responsibility to install and operate tactical petroleum storage 

and distribution systems usually lies with the Services. The Services derive their 

sustainment primarily from the strategic and operational levels for bulk petroleum operations 

and leverage the benefits of that sustainment to permit freedom of action. The joint bulk 

petroleum logistician contributes to joint force readiness by applying the three imperative 

capabilities critical to success: unity of effort, JLE-wide visibility, and rapid and precise 

response. The ability to deliver sustained readiness can be viewed in the context of the 

integrating functions of planning, executing, and controlling within the JLE. The framework 

for bulk petroleum support within the JLE is characterized by Figure I-2. 

f. JP 3-28, Civil Support, discusses the role of DOD capabilities used for homeland 

defense or disaster scenario. The JP 4-0 series of publications for logistic support applies in 

civil support. However, logistic planners consider both military and civil requirements and 

capabilities concurrently to avoid duplication of effort and valuable resources. 

Implementation and execution of logistic functions remain the responsibility of the Services 

and the Service component commanders. Each Service is responsible for the logistic support 

of its own forces, except when logistic support is otherwise provided for by agreements with 

national agencies, allies, or another Service. 
Chapter I 

I-6 JP 4-03 

Figure I-2. Joint Logistics Environment Operating Framework for Bulk Petroleum

JOINT LOGISTICS ENVIRONMENT OPERATING 

FRAMEWORK FOR BULK PETROLEUM

LEGEND

STRATEGIC

DLA

OPERATIONAL TACTICAL

Joint Bulk Petroleum Supply Chain

ARMY AAFARS

USTRANSCOM NAVY UNREP

INDUSTRY MARINE CORPS HERS

OPDS AIR FORCE R-11

AAFARS advanced aviation forward area 

refueling system

DLA Defense Logistics Agency

HERS helicopter expedient refueling system

OPDS offshore petroleum discharge system

R-11 R-11 jet refueling truck

UNREP underway replenishment

USTRANSCOM United States Transportation 

Command
II-1 

CHAPTER II 

CORE JOINT BULK PETROLEUM LOGISTICS CAPABILITIES 

1. Introduction 

a. Theater bulk petroleum operations revolve around a push-pull supply system. Landbased customers request fuel from the Army component’s TSC, another Service component 

organization, or an agency assigned as the lead Service for bulk petroleum support. The 

TSC normally includes a petroleum section and a distribution management center. The 

petroleum section is tasked to manage and account for theater bulk petroleum. It also 

coordinates tactical petroleum operations and quality surveillance (QS) of bulk petroleum in 

the theater. The distribution management center schedules movement of product forward 

into the support area based on a combination of available storage, distribution assets, and 

anticipated customer demands. 

Note: In smaller scale operations, Army-led Service bulk petroleum support may come from 

tactical-level units, such as a sustainment brigade rather than a TSC. 

b. Bulk petroleum support for maritime forces is similar to that discussed above; 

however, sea-based customers interact more directly with terminal operators at DFSPs. 

c. The basic stockage concept in theater operations is to have sufficient storage to 

support the most demanding OPLAN, and keep fuel on-hand inventories at or near maximum 

authorized levels, while using available transportation assets as efficiently as possible. 

During peacetime operations, this stockage concept may be modified by actual day-to-day 

needs, economic resupply concepts, threat conditions, and storage objectives. When demand 

exceeds availability, the JPO devises an allocation system to support the campaign plan or 

OPLANs approved by the CCDR. 

d. DODD 4140.25, DOD Management Policy for Energy Commodities and Related 

Services, provides the overarching policy and responsibilities. DODD 5101.8, DOD 

Executive Agent (EA) for Bulk Petroleum, assigns DLA as the EA for bulk petroleum with 

the authority to re-delegate to DLA Energy. As outlined in DLA Memorandum to DLA 

Energy (dated 1 November 2004), DLA Energy is DLA’s designated EA to carry out DLA 

responsibilities outlined in DODD 5101.8, DOD Executive Agent (EA) for Bulk Petroleum. 

“The pipeline constructed to support Operation IRAQI FREEDOM is the longest 

operational IPDS [inland petroleum distribution system] tactical fuel pipeline the 

Army has ever constructed. It is longer and moved more fuel than any previous 

IPDS pipeline. To construct it, more than 1,300 twenty-foot ISO [International 

Organization for Standardization] containers were transported and more than 

1,500 soldiers were required to build and operate it.” 

To Support Operation IRAQI FREEDOM, Pipeline & Gas Journal, January 2004 
Chapter II 

II-2 JP 4-03 

2. Bulk Petroleum Supply and Distribution Operations 

a. Effective and efficient supply operations enable the projection and sustainment of 

joint bulk petroleum in the theater. It is the pillar upon which all the operational levels 

depend. Effective, efficient, and sustained joint bulk petroleum support is achieved by 

integrating Service, agency, and other capabilities. DLA Energy supports this goal by 

exercising strategic-level management responsibilities for consolidation and review of 

requirements, procurement, funding, budgeting, storage, and designated distribution of bulk 

petroleum to meet the operational requirements. DLA Energy exercises responsibilities for 

the ownership of bulk petroleum in non-tactical bulk storage through sustainment, 

restoration, and modernization (S/RM) funding for Service bulk petroleum storage and 

distribution facilities. S/RM is the facility asset program designed to sustain, restore, and 

modernize fuel facilities for the warfighter. 

b. Political and military leaders conduct operations in complex, interconnected, and 

increasingly global operational environments characterized by uncertainty and surprise. 

Multiple simultaneous operations are also conducted rapidly across joint operations areas 

(JOAs) within a single theater or across boundaries of more than one GCC and can involve a 

large variety of military forces and multinational and other government agencies (OGAs). 

The JLE exists within this operational environment and consists of the conditions, 

circumstances, and influences that affect the employment of logistic capabilities. It also 

exists at the strategic, operational, and tactical levels of war; and includes the full range of 

logistic capabilities, stakeholders, and end-to-end processes. 

c. Joint logistics spans the strategic, operational, and tactical levels of war. It is, 

however, at the tactical level where the principal outcome—sustained logistic readiness—of 

joint logistics must be measured. At the strategic level, joint logistics is characterized by the 

vast capacity of the Nation’s industrial base, both government and commercial. At the 

operational level, joint logistics has its most significant impact. It is at this level that 

strategic and tactical capabilities, processes, and requirements intersect, and it is here where 

the essence of joint logistics resides. The tactical level represents that part of the operational 

environment where outcomes are realized and logistic support is Service-oriented and 

executed. 

d. Many organizations have, or are currently developing, common operational pictures 

(COPs) for situational awareness. They can provide an effective tool for decisionmaking at 

all levels of the organization. Figure II-1 shows a graphical and textual description of the 

information exchanged among and between operational nodes involved in a notional bulk 

petroleum COP. The graphical description depicts the operational elements, organizations, 

and units that are required to exchange information directly with each other and the types of 

information they exchange. This figure also identifies the need to exchange information 

from one operational node to another. However, it does not show the connectivity between 

them. 

e. The notional bulk petroleum COP information node diagram displays the strategic, 

operational, and tactical sources of bulk petroleum information; the sources of non-bulk 

petroleum information, such as geographic and weather data; and the flow of each type of 
Core Joint Bulk Petroleum Logistics Capabilities

II-3 

 

Figure II-1. Bulk Petroleum Common Operational Picture Information Flow (Notional) 

BULK PETROLEUM COMMON OPERATIONAL PICTURE 

INFORMATION FLOW (NOTIONAL)

BP bulk petroleum

COP common operational picture

DOD Department of Defense

JLE joint logistics environment

LEGEND

information 

destination

information sources 

and processors

joint logistics 

environment

non-joint logistics 

environment

Designated 

Partners

BP-COP Managing 

Organization

BP-COP Information 

Fusion Processors

Non-BP Information 

Resources

JLE Non-BP 

Information Resources

Control the BP-COP

Plan the BP-COP Configuration 

Adjustments

Configure BP-COP Resources

Plan BP-COP Improvements

Implement BP-COP 

Improvement Plan

Process Information

Report BP-COP Information

Collect Non-BP Information

Collect JLE Non-BP 

Information

ACTIVITIES

Tactical Level BP 

Information Resources

Strategic Level BP 

Information Resources

Non-DOD BP 

Information Resources

Collect Tactical BP 

Information

Collect Strategic BP 

Information

Collect Non-DOD BP 

Information

Operational Level BP 

Information Resources

Collect Operational BP 

Information
Chapter II 

II-4 JP 4-03 

information to the bulk petroleum COP processing center. It also shows that the processed 

information is made available for subsequent distribution to approved stakeholders. 

f. Today’s world is highly dependent upon petroleum products. Therefore, it is likely 

that some infrastructure would be available for use by US forces almost anywhere in the 

world. However, it is entirely likely, depending on the size of the operation, that sufficient 

in-place and operational fuel storage, on-hand product, road networks, rail lines, and easily 

traversed lines of communications (LOCs) would not exist to support planned operations. 

Therefore, tactical systems may be required to supplement infrastructure available in the 

theater. 

g. Bulk petroleum may need to be received via joint logistics over-the-shore (JLOTS) 

operations. Such operations use an offshore petroleum discharge system (OPDS) or other 

bulk liquids transfer system to deliver fuel to tactical storage facilities located immediately 

ashore. The offshore system delivers fuel to a tactical or commercial terminal normally 

operated by a tactical pipeline and terminal operating unit. Fuel may then be moved forward 

through the use of trucks, rail, or installed pipeline systems that can quickly establish inland 

product distribution. If the theater is not an active theater of war, it should have an 

established peacetime operating stocks (POS) level and petroleum war reserve requirements 

(PWRR). The Army is generally tasked with the inland distribution of petroleum. The 

current Army doctrine is to provide support to joint forces using modular fuel distribution. 

Figure II-2 is an example of modular fuel distribution in the theater. 

3. Web-Based Petroleum Contingency Report 

a. The JPOs, at the direction of the Chairman of the Joint Chiefs of Staff, submit two 

key joint petroleum reports: bulk petroleum contingency report (REPOL) and bulk petroleum 

capabilities report (POLCAP). Information on frequency and how to complete these reports 

is outlined in Chairman of the Joint Chiefs of Staff Manual (CJCSM) 3150.14B, Joint 

Reporting Structure—Logistics. 

b. The REPOL provides the Joint Staff, Services, and DLA Energy with summary 

information on bulk petroleum inventories, a damage assessment for bulk petroleum 

distribution systems, and other strategic information pertaining to bulk petroleum support 

posture at specific bases, posts, locations, and/or forward operating bases, etc. During 

contingencies, a REPOL can be submitted as frequently as daily or more often, as necessary. 

The JPO or SAPO consolidates the information to develop the REPOL for submission to the 

Joint Staff and supporting CCDRs using the Joint Chiefs of Staff (JCS) Web based REPOL 

application IAW logistics directorate of a joint staff (J-4) Memorandum, Subject: New JCS 

Web Based REPOL, dated 2 October 2008. The REPOL is widely used by the Service 

components, DLA Energy, JPO, and SAPO to manage theater resupply and distribution 

requirements and critical actions affecting theater petroleum distribution. 

c. The POLCAP provides the Joint Staff, Services, and DLA Energy with an assessment 

of bulk petroleum support capabilities for contingency requirements in a specific theater. 
Core Joint Bulk Petroleum Logistics Capabilities

II-5 

d. The JPO or SAPO develops a theater-unique version of the POLCAP and REPOL for 

their respective Service components and supporting DLA Energy regional office to use when 

reporting essential theater bulk petroleum information. They also publish the POLCAP and 

REPOL reporting instructions per their respective CCDR’s logistic reporting directives. 

Figure II-2. Modular Fuel Distribution in the Theater 

MODULAR FUEL DISTRIBUTION IN THE THEATER

LEGEND

ASB aviation support battalion

BCT brigade combat team

BSB brigade support battalion

FSC forward support company

MSO mission staging operations

OPDS offshore petroleum discharge system

SUST BSB

SBCT

X

BSB

ASB

TSC

PORT 

FACILITIES

SUSTAINMENT 

BASE

PIPELINE/

HOSELINE

PIPELINE/

HOSELINE

PIPELINE OPDS

FSC

FSC

FSC

BCT ++

PPTO

MSO

RO

RO FSC

Modular Fuel Concept







Modular Units/Capability

Reduce 

Echelons/Expeditionary 

Nature

Mobile Storage

PPTO petroleum pipeline terminal 

operating [battalion or company]

RO replenishment operations

SBCT Stryker brigade combat team

SUST sustainment [brigade]

TSC theater sustainment command

AIRFIELD
Chapter II 

II-6 JP 4-03 

4. Bulk Petroleum Quality Management 

a. Quality management of bulk petroleum is essential to ensure bulk petroleum products 

are suitable for their intended use. The physical characteristics and complex chemical 

makeup of bulk petroleum products necessitates vigilance in quality management at the 

strategic, operational, and tactical levels. The two main functional areas of quality 

management are quality assurance (QA) and QS. Contract provisions detail the quality 

requirements for suppliers, while DOD 4140.25-M, DOD Management of Bulk Petroleum 

Products, Natural Gas, and Coal and the Military Standard (MIL-STD)-3004, Quality 

Assurance/Surveillance for Fuels, Lubricants, and Related Products, prescribe the quality 

management requirements for QA and QS performed by the government. With reference to 

these publications, QA is the responsibility of the procurement activity and QS is the 

responsibility of the activity handling the fuel until consumption. 

b. All providers and users of bulk petroleum have a vested interest in quality 

management and must work closely together to provide the capability needed in this vital 

area of bulk petroleum support. Planning for bulk petroleum support, particularly those 

activities involving storage and distribution, must be designed around all available quality 

management assets from contract to customer support, including tactical petroleum 

laboratories and kits. That planning must also be fully accounted for in OPLANs and 

operation orders (OPORDs). Execution of bulk petroleum support requires a high level of 

diligence across all operations, including those involving captured petroleum stocks used by 

friendly forces in joint operations. The control of bulk petroleum quality management in the 

JLE involves the coordination of many civil, commercial, and military assets overlapping 

several lines of command and authority. 

c. Sediment and water are the most common types of contaminants found in storage, 

distribution, and dispensing systems. Their presence can cause serious problems in fuel 

systems, particularly in aircraft. Positive action must be taken to prevent and eliminate the 

occurrence of these contaminants in bulk products. The DLA Energy and Service 

components must plan and ensure trained bulk petroleum quality personnel and equipment 

are available to ensure contingency petroleum stocks meet military requirements. QA 

ensures that suppliers have fulfilled their contract obligations and that the government is 

receiving the proper quantity and quality of specified bulk petroleum products. Petroleum 

QA is fulfilled when the product has been accepted by the government and becomes 

government-owned. Petroleum QS is an aggregate of measures applied to determine and 

maintain the quality of government-owned petroleum and related products so such products 

are suitable for their intended use. QS of bulk products begins upon receipt and continues as 

long as the products are in the physical possession of the government and until consumed. 

Responsibilities for QS: 

(1) JPOs are responsible for establishing and maintaining a theater petroleum 

laboratory correlation program. They may subsequently designate either a Service or DLA 

Energy to manage and coordinate the correlation program. JPOs help ensure DLA Energy 

and components have a robust QS system. 
Core Joint Bulk Petroleum Logistics Capabilities

II-7 

(2) Services having physical possession of bulk petroleum are responsible for 

establishing and maintaining an adequate QS program. The Services shall also ensure that 

any instructions and procedures issued by them or under their authority conform to those 

agreed upon in MIL-STD-3004, Quality Assurance/Surveillance for Fuels, Lubricants, and 

Related Products.

(3) DLA Energy shall establish and maintain standardized quality management 

policy, programs, and procedures for DLA-owned products. DLA Energy furnishes 

direction and guidance in technical matters to all JPOs and quality personnel. All matters 

involving product quality will be coordinated with the technical offices of the Services prior 

to issuance. In addition, DLA Energy will initiate coordinated action to resolve any conflict 

of instructions and procedures between MIL-STD-3004, Quality Assurance/Surveillance for 

Fuels, Lubricants, and Related Products, and those issued by or under the authority of the 

Services. 

(4) Personnel handling bulk petroleum products must be thoroughly trained and 

fully qualified to perform their assigned duties. 

5. Fuel Safety 

Safety is a principal concern. Petroleum products are hazardous due to their toxicity, 

explosiveness, flammability, and potential to create environmental damage. Prescribed 

safety precautions will be strictly followed for the protection of personnel, equipment, and 

the environment. Fire hazards are possible whenever petroleum products are handled, due to 

leaks, spills, vapor accumulation, improper grounding or bonding, or proximity of any heat 

source. Some of the key chemical properties of fuel and fuel additives that should be of 

interest to users are contained in MIL-STD-3004, Quality Assurance/Surveillance for Fuels, 

Lubricants, and Related Products. 

6. Environmental Concerns 

a. All US military activities are required to conform to US environmental laws and 

guidelines as set forth in DOD directives. Additionally, these activities must comply with all 

applicable state and local laws, rules, and ordinances, unless a waiver has been obtained from 

the appropriate authority, IAW Department of Defense Instruction (DODI) 4715.5-G, 

Overseas Environmental Baseline Guidance Document.

b. Leaks or spills must be avoided to prevent the discharge of petroleum products to 

waterways and underground water tables. Code of Federal Regulations, Title 40, Part 112.7, 

General Requirements for Spill Prevention, Control, and Countermeasure Plans, provides 

guidance on establishing a spill prevention and control plan. 

c. Outside the United States, follow annex L of the relevant OPLAN and these 

environmental protection guidelines: 

(1) Follow host nation (HN) environmental laws (when applicable), North Atlantic 

Treaty Organization (NATO) environmental standardization agreements, and regulations to 

the extent required by relevant status-of-forces agreements or other international agreements. 
Chapter II 

II-8 JP 4-03 

(2) Adhere to HN environmental requirements reflected in country-specific final 

governing standards (FGS). 

(3) Where FGS are not in place, apply DODI 4715.05, Overseas Environmental 

Baseline Guidance Document, when HN environmental laws do not exist, are not applicable, 

or provide less protection to human health and the natural environment. 

(4) Seek legal advice regarding the applicability of HN environmental laws or other 

US federal standards in contingency operations. 

For additional information on environmental concerns, see DOD 4217.5, Management of 

Environmental Compliance at Overseas Installations, and DLA Energy Environmental 

Guide for Fuel Terminals.

7. Bulk Petroleum Operational Contracting Support and International Logistics 

Acquisition Agreements 

a. Host-nation support (HNS) agreements, acquisition cross-servicing agreements 

(ACSAs), operational contracting support, and other agreements or treaties may include 

operational logistics acquisition authorities and are critical during contingencies when 

logistical support from US units for equipment may not be readily available, when forces 

have outpaced their internal logistic capabilities, or when acquisition of logistics support 

using these vehicles is more efficient or advantageous to the government. International 

agreements for acquisition and operational contracting support can be valid acquisition 

vehicles across all levels of military operations regardless of the size of the supported force, 

the complexity of the mission, or the location where operations occur. These acquisition 

instruments give the JFC a flexible and responsive way to support forces and their missions. 

b. DLA Energy has responsibility for the centralized procurement of bulk petroleum for 

DOD. The contracting officer is the DLA Energy point of contact for questions and 

concerns regarding contract award or administration. For the Bulk Petroleum Business Unit, 

questions and concerns should be addressed to DLA Energy. The contracting officer may 

appoint a contracting officer representative (COR) to assist with administrative or quality 

issues. The scope and limits on the COR responsibilities are defined in the appointment 

documents. 

c. DOD components must submit requests to GCC’s JPO for validation and obtain DLA 

Energy authority to locally purchase petroleum products in excess of the annual limits 

described in DOD 4140.25-M, DOD Management of Bulk Petroleum Products, Natural Gas, 

and Coal. The contracting officers will respond with the information required in order to 

approve the request. However, in the case of bulk petroleum, requests should be submitted 

through the service control point (SCP) that will first validate the request and then forward it 

to the DLA Energy for approval. If a DOD component is not supported by a DLA Energy 

contracting officer, it should send all requests through the cognizant SCP or DLA Energy 

duty officer. 

d. Into-plane contracts. DLA Energy into-plane contracts allow government aircraft 

from military and federal civilian agencies to purchase fuel and refueling services at 
Core Joint Bulk Petroleum Logistics Capabilities

II-9 

commercial airports at substantial discounts from the posted airport price. The Services shall 

send requests for into-plane contracts through the CCMD JPO for validation to DLA Energy. 

However, the Services may use an Aviation Into-Plane Reimbursement Card without 

requesting DLA Energy authorization when the commercial airport lacks any DLA Energy 

into-plane contract coverage. 

e. Emergency requirements. When requirements prohibit time to obtain a DLA Energy 

contract through normal procurement channels, the user determines the need for emergency 

procurement. Emergency procurement should cover only the amount calculated to sustain 

immediate operational needs and until normal contracting channels are secured. For work 

stoppages, local purchase is limited to immediate use quantity. Note: A copy of the local 

purchase procurement documents must be mailed to DLA Energy with the annotation: 

“Local purchase of a DLA-integrated managed item.” 

f. Contracting is commonly used to augment organic military and other sources of 

support such as multinational logistic support and HNS, but contracting is often not properly 

planned for or integrated into the overall JFC logistics support effort. Contracting support 

capabilities should be considered when needed to augment organic support capabilities and 

in situations where ACSAs or HNS agreements do not exist or when these agreements 

cannot provide sufficient bulk petroleum products. The supported GCC must ensure that 

there is a joint acquisition review board (JARB) or JARB-like process in place at the 

appropriate level (normally at the subunified command or JFC level) to determine the basic 

source of support and priority requirements. When support is contracted, the challenges 

associated with planning and executing that support include the following: 

(1) Coordinating and executing the overall contracting effort IAW federal laws and 

regulations and ensuring adequate in-theater contract oversight and management. 

(2) Centralized control and decentralized execution. 

(a) Centralized control can be accomplished by mandating local procurement 

procedures through subordinate JFC contracting boards or through the designation of a lead 

Service or joint theater support contracting command. 

(b) Decentralized execution is accomplished through the procurement 

authority vested in the contracting officer to exercise business judgment in the execution of 

the contracting mission. The Federal Acquisition Regulation (FAR), Defense Federal 

Acquisition Regulation Supplement, and local procurement policies may also mandate 

reviews of certain contractual actions prior to the contracting officer’s signature. 

(3) Coordination. The JFC is responsible for synchronizing and coordinating all 

contracting support actions in the operational area. This coordination prevents undue 

competition for the same limited commercial resources in the operational area; gives the JFC 

the ability to enforce priorities and control common logistic support efforts; and maximizes 

the utility of the limited contracting force supporting the JFC. 

(4) Law and regulations. The GCC, subordinate JFCs, and their staffs must be 

cognizant that contracted support is planned for and executed IAW law and regulations. In 
Chapter II 

II-10 JP 4-03 

all military operations, contracting officers must award contracts IAW policies and 

procedures that implement legal requirements. Violating federal statutes and regulations 

pertaining to proper acquisition of goods and services can result in significant investigations, 

mandatory reporting to Service and DOD secretariats, and criminal prosecution. 

(5) In-theater contract management. The GCC, subordinate JFCs, and supporting 

commanders must understand that contracting is not a “fire-and-forget” system. Contracting 

support to military operations requires significant planning and management efforts from 

both the contracting staff and the requiring activity. The JFC and component commanders 

must ensure that the requiring activities are properly trained and actively participate in the 

requirements generation and validation process. Requiring activities are typically obligated 

to provide personnel to be CORs. These personnel require formal or informal training to be 

ordering officials, field ordering officers (FOOs), government purchase card holders, or 

CORs. Ordering officials are trained and certified to make individual orders from blanket 

purchase agreements. FOOs are authorized to make small purchases for construction, 

supplies, and services using the Standard Form 44. The actual dollar limits for these items 

may change, but is generally limited to micro-purchase threshold amounts specified in the 

FAR. For service-type contracts, the JFC and component commanders must ensure that all 

supported units have sufficient certified COR personnel available to monitor contractor 

performance. Additional non-COR support, such as personnel to perform security checks or 

escort contractors, may also be required. 
III-1

CHAPTER III

PLANNING FOR JOINT BULK PETROLEUM LOGISTICS

1. Introduction

The supported CCDR’s JPO is responsible for the overall planning of petroleum 

logistic support for joint operations within the assigned AOR. This planning occurs at 

the strategic level and usually is embodied in the petroleum appendix to the logistics 

annex of the military OPLANs or CONPLANs. The petroleum appendix covers theaterwide fuel requirements, resupply, and distribution. The format for fuels planning is 

prescribed in CJCSM 3122.03, Joint Operation Planning and Execution System (JOPES), 

Volume II: Planning Formats. The DLA Energy regional offices and Service 

components support the JPO in developing a practical, sustainable petroleum support 

concept and plan. 

For more information, see Appendix A, “Planning Guidance for Appendix 1 to Annex D,

Bulk Petroleum Supply for Military Plans.”

2. Joint Bulk Petroleum Operation Planning

a. Utilizing the joint operation planning process, logisticians responsible for 

supporting bulk petroleum within the JLE assemble an array of tools to assist with 

support planning for the projection, distribution, and sustainment of joint forces. 

b. The LSA provides a broad assessment of key logistics capability areas required to 

execute the CCDR’s plans. The LSA is a critical plan assessment tool that seeks to 

define the total unconstrained logistics requirement for the execution of a CONOPS. The 

LSA findings should highlight logistics deficiencies and their associated risks to 

supporting theater operations. Additional tools are the integrated consumable item 

support (ICIS) system, operation-logistic planners, and other planning documents.

c. Joint bulk petroleum plan development involves meticulous attention to the ability 

of global partners to provide bulk petroleum assets to the theater. The scope of this 

planning is widespread and involves the ability of contracting partners and HNs to 

complement the global partners’ strategic capabilities. Plan development must also 

integrate the availability of secure LOCs, the intensity of current and future operations, 

and the organizational structure of the JFC. Whether through contingency or crisis action 

planning, the joint bulk petroleum planner must also have the capability to call upon the 

vast information resources available across all operational levels. The collection of data 

from disparate information systems is essential to garner accurate assumptions for 

contingency planning and substantiated facts for crisis action planning processes. 

“By reducing the need for petroleum-based fuels, we can decrease the 

frequency of logistics convoys on the road, thereby reducing the danger to our 

Marines, Soldiers, and Sailors”

Major General Richard Zilmer, US Marine Corps

July 2006, Commander of US forces in the al-Anbar province in Iraq
Chapter III

III-2 JP 4-03

d. JFCs must be able to adapt to evolving mission requirements and operate 

effectively across a range of military operations (see Figure III-1). Some examples of the 

range of military operations include humanitarian assistance, disaster relief, and support 

to counterinsurgency. Joint petroleum logisticians must have a general understanding of 

the diversity, range, and scope of military operations and understand their role in each 

type of operation. They must develop mutually supportive relationships to enhance 

coordination between commercial companies, regional partners, and CCDRs. Petroleum 

logisticians must understand multinational and interagency petroleum capabilities and 

coordinate mutual support, integrating them into the joint operation, as appropriate. 

Many crisis response missions, such as foreign humanitarian assistance and disaster relief 

operations, require time-sensitive sourcing of bulk petroleum products and transportation 

for rapid delivery to the point of need. The primary challenges for petroleum logisticians 

during these types of operations are gaining visibility of the requirements, assessing 

competing priorities, and adjusting continuously as the situation unfolds to ensure 

sustained readiness over time. 

e. A fundamental tenet to successful planning for bulk petroleum support is the early 

and accurate identification of requirements enhanced by the joint bulk petroleum 

planner’s complete understanding of the commander’s intent and CONOPS. This critical 

knowledge will enhance the ability to direct available bulk petroleum resources to 

Figure III-1. Required Actions When Planning for Bulk Petroleum Operations

REQUIRED ACTIONS WHEN PLANNING FOR 

BULK PETROLEUM OPERATIONS

!

!

!

!

!

Project accurate, timely fuel requirements

Maximize use of in-country civilian or host nation 

support fuel facilities

Tailor fuel equipment and support packages to the 

requirement

Standardize and ensure compatibility of fuel equipment 

to support joint and multinational fuel operations

Establish the theater joint petroleum office or subarea 

fuel manager with assistance provided by Defense 

Logistics Agency Energy regional offices and Service 

components
Planning for Joint Bulk Petroleum Logistics

III-3

support the joint force and allow for greater flexibility in execution. The more integrated 

the logistics planning is with the development of the CONOPS and the commander’s 

intent, the more effective the overall operational execution.

f. One critical aspect of joint bulk petroleum planning is the infrastructure where the 

operation will be conducted. Some theaters will have HN assets available, such as 

pipelines, storage facilities, and railways, that will help support the bulk petroleum 

distribution system. In these situations, airbases, tactical airfields, and other sites can be 

supported by pipelines whenever tactically feasible. In other theaters, HN or commercial 

bulk petroleum facilities may not be available and tactical assets will need to be used. 

Tactical bulk petroleum supply systems may include limited tanker mooring systems, 

floating hose lines, submarine pipelines, inland tank farms, temporary overland hose lines 

or pipelines, and collapsible tanks.

g. Within the planning process, the inventory management plan (IMP) is an 

important document that is validated and issued annually by DLA Energy in concert with 

the CCMDs and Services. The IMP identifies the petroleum inventory levels needed to 

support POS requirements and PWRR and specifies the amount of petroleum product, by 

location, held to cover requirements. These two categories of inventory guide the sizing 

of the stock levels to permit immediate and short-term operations across the range of 

military operations. Their purpose is to sustain such operations until resupply can occur.

h. To ensure an adequate supply of petroleum products in the initial phases of a 

contingency, the CCMDs and Services develop requirements to properly size petroleum 

war reserve stocks. The PWRR is based on the need to support specific joint operations 

until normal LOCs are established. The Joint Staff, in coordination with DLA Energy, 

develops guidelines, approved by the Office of the Secretary of Defense (OSD), on days 

of supply (DOS) and appropriate assumptions for secure sources of resupply. These 

“Afghanistan’s lack of road networks and infrastructure poses a serious 

challenge to the Marine Expeditionary Brigade’s ability to receive and distribute 

fuel. All fuel used by NATO [North Atlantic Treaty Organization] forces in 

Afghanistan is brought in by tanker truck via Pakistan or from the countries 

bordering Afghanistan’s north. Political frailties coupled with the lack of road 

networks and virtually nonexistent infrastructure creates bottlenecks and limits 

the ability to move large quantities, requiring constant monitoring and 

management. Additionally, the increased presence of contractors, multinational 

forces, etc., at a large number of forward operating bases not only increases 

the demand for fuel but also makes it impossible to maintain the ‘single fuel on 

the battlefield’ concept, further straining the system. This requires constant 

coordination with the contracting office and others to ensure contracts are 

written cognizant of these limitations and to require contractors to locally 

procure fuel or utilize equipment capable of utilizing JP-8 or an equivalent type 

of fuel.”

Chief Warrant Officer-3 Ronald Groen, Bulk Liquids Officer,

Marine Expeditionary Brigade,

Afghanistan, Task Force Leatherneck
Chapter III

III-4 JP 4-03

guidelines are provided to the Services and CCMDs and serve as the basis for 

determining requirements. Using these guidelines, the Services develop and apply 

structured, auditable methods of computing PWRR for each OPLAN.

(1) PWRR for campaign plan or OPLAN. PWRR is the CCDR’s war reserve 

fuel required to support a campaign or operation as outlined in the CCDR’s campaign 

plan, OPLAN, or OPORD. The requirement is determined by applying operational 

tempo and fuel consumption rates to all the deployed weapon systems in the campaign or 

operation. 

(2) ICIS is available to assist the joint logistics planner. ICIS develops PWRR 

by using the CCDR’s time-phased force and deployment data (TPFDD) and applying 

Service consumption data in order to produce detailed time-phased requirements. ICIS 

output, coupled with Joint Flow and Analysis System for Transportation, is used to 

develop a sealift tanker delivery slate, in the form of non-unit TPFDD records. The ICIS 

force deployment module allows direct entry of forces into the module for crisis action 

and exercise planning when a TPFDD is not available. 

i. The pre-positioned war reserve stocks (PWRS) are the on-hand products

designated to satisfy the PWRR. They consist of stocks to support deployment and 

combat operations and are sized to meet requirements until resupply can be affected from 

a secure source. Sourcing assumptions and PWRS DOS factors are developed by the 

Chairman of the Joint Chiefs of Staff and forwarded to the Under Secretary of Defense 

for Acquisition, Technology, and Logistics (USD[AT&L]) for review.

(1) Establishment. PWRS shall be based on the most demanding operational 

plan requirement for each location and is in addition to POS for each location. The 

CCDR’s JPOs are authorized to release or reallocate PWRS in emergency situations.

(2) Types of PWRS:

(a) Starter stocks are war reserve material located in or near a theater of 

operations to support the conduct of military operations until resupply at wartime rates 

can be established or the contingency ends, whichever occurs sooner.

(b) Swing stocks are positioned afloat or ashore and are capable of 

supporting the requirements of more than one contingency in more than one theater of 

operations.

j. The GCCs, with recommendations from the responsible Service component, 

prescribe the location, level of protection, and security of PWRS. 

k. Petroleum POS are the amount of product required to sustain peacetime 

operations in support of military demands. The fuel POS levels are computed annually 

by DLA Energy for all DFSPs and utilize the factors depicted in Figure III-2.

l. Inventory management plan. A worldwide IMP is developed and issued annually 

by DLA Energy in coordination with the Services and CCDRs. The IMP identifies the 
Planning for Joint Bulk Petroleum Logistics

III-5

required inventory levels, both POS and PWRR, and the amount of fuel by location 

stocked to cover those requirements. Because of storage limitations, one CCDR may 

cover the requirements of another CCDR’s OPLANs with concurrence of the supported 

CCDR’s JPO. Although not desirable, this practice is allowed when products can be 

delivered within the required joint OPLANs timeframe and before normal commercial 

resupply in a stockage location. To the extent practicable, and consistent with acceptable 

risk, stocks are positioned at or near the point of intended use. When possible, stocks are 

dispersed and held in conventional hardened facilities in high-threat areas. DLA plans 

for war reserve storage are coordinated with the CCMDs and fully consistent with HNS 

programs such as NATO’s infrastructure programs, Combined Defense Improvement 

Project in Korea, and Japanese Facilities Improvement Program. 

m. Joint bulk petroleum inventory. It consists of PWRS and POS. Both inventories 

are sized based on a concept of having enough fuel on hand until resupply can be assured. 

PWRS shall be in addition to POS and are designated as starter or swing stocks or both 

IAW DODI 3110.06, War Reserve Materiel (WRM) Policy. This approach optimizes 

stock levels to maintain an acceptable degree of support and sustainability across the 

range of military operations. Inventory levels are independently determined for each 

location or, where practical, for a defined area. 

Figure III-2. Factors for Computing Peacetime Operating Stocks

FACTORS FOR COMPUTING

PEACETIME OPERATING STOCKS

Daily Demand Rate

Economic Resupply Quantity

Safety Level

Unobtainable Inventory

 – The past and projected years’ issues 

are used to calculate a daily demand rate.

 – The fuel quantity a 

defense fuel support point can receive that ideally 

balances economic and operational requirements.

 – The safety level is the amount of fuel to 

compensate for variability in resupply time and demand 

during the resupply cycle.

 – That fuel needed to prime a 

storage dispensing system such as pipeline fill, manifold 

fill, and tank bottom below the suction line.
Chapter III

III-6 JP 4-03

n. Emergency allocation of petroleum. Various levels of responsibility govern the 

allocation of fuel during a national emergency. These responsibilities are dependent on 

the theater and worldwide commercial environment. Based upon the CCDR’s guidance, 

the JPO will direct the allocation of petroleum products. This allocation will include 

using PWRS to meet peacetime operations. Actions taken will be coordinated with DLA 

Energy. DLA Energy is responsible for providing the CCDR with the needed 

information on the overall fuel situation and efforts under way to overcome deficiencies.

o. If the Services or the CCMDs are not satisfied with the allocation of products by 

DLA Energy during constrained fuel availability, they may request the activation of the 

Joint Materiel Priorities and Allocation Board (JMPAB). The JMPAB, which acts for the 

Chairman of the Joint Chiefs of Staff in all petroleum allocation matters, will be 

established only under extreme situations where there are worldwide fuel shortages that 

will result in ultimate supply failure or in unacceptable degradation of wartime 

sustainability. Specific information that the Service or CCMDs must provide to the 

JMPAB includes current inventories, resupply forecasts, and impacts on both peacetime 

and wartime operations.

p. The prudent use of war gaming and exercises, either through simulation or other 

means, can be an important aid to identify gaps and clarify roles and responsibilities in 

bulk petroleum operational plans before they become problematic in execution. 

Modeling new concepts is a useful way to develop solutions without actual hostilities; 

however, the planner must be cognizant of depending too heavily on assumptions that 

would lead to inherently flawed conclusions. 

q. Land forces. Primary fuel support for all theaters should be accomplished using 

the standard NATO approved fuel, whether a kerosene-based fuel or an 

alternative/renewable fuel, as approved by DLA Energy. Fuel support for ground 

equipment may be accomplished using commercially available diesel fuel when 

supplying kerosene-based fuel or an alternative/renewable fuel is not practicable, costeffective, or required for commercial power generation equipment.

r. Maritime forces. Primary fuel support for maritime aircraft shall be the standard 

NATO approved fuel, whether a kerosene-based fuel or an alternative/renewable fuel 

with a high flash point. Conventionally powered ships should use a high flash point 

distillate-fuel. Military Sealift Command (MSC) ships and leased commercial ships may 

use commercial marine fuel for propulsion.

s. Overall theater petroleum support. The inland petroleum distribution plan (IPDP) 

provides a single source document for understanding how the guidance provided in the 

OPLANs or OPORDs will be executed. It provides the details necessary for Service 

commanders to understand how to interface with units, agencies, and firms providing 

petroleum support. Military weapon systems and equipment, including contractorprovided distribution and life support equipment, must be capable of using alternative 

fuels.
Planning for Joint Bulk Petroleum Logistics

III-7

t. Just as the JPO is responsible for theater petroleum planning, the SAPO is 

responsible for bulk petroleum planning and execution matters within its operational area. 

This level of planning focuses on support for each Service component. Its products are 

the IPDP and base support plans. The IPDP complements the intratheater and 

intertheater planning efforts of the JPO and forms the tactical basis of the petroleum 

portion of the OPLANs and CONPLANs. The IPDP is published either as an annex to 

the petroleum appendix of the joint OPLANs or as a stand-alone document. 

3. Bulk Petroleum Plan Development

a. The mission and the planned size and composition of the joint forces to be 

supported should be guiding parameters for planning efforts. Theater contingency 

scenarios, worldwide materiel distribution policies, and other guidance should be 

considered in determining specific theater requirements. CCDRs shall develop plans to 

minimize the types of fuels required in joint operations. 

b. The following questions will aid in the development of the bulk petroleum 

appendix to annex D (Logistics):

(1) Should a SAPO for resupplying bulk petroleum be established?

(2) What is the CONOPS for petroleum support?

(3) What HNS is available?

(4) What are the components’ responsibilities for petroleum support? Have 

components provided estimates of their bulk petroleum requirements?

(5) Have arrangements been made to contract for HNS or theater support 

contractor resources with the supported CCMD JPO or DLA Energy?

(6) Have bulk petroleum storage methods and sites been selected? What is the 

threat level within the operational environment? Have security arrangements for the sites 

been established?

(7) Have arrangements been made for transportation of bulk petroleum within 

the assigned theater?

Appendix A, “Planning Guidance for Appendix 1 to Annex D, Bulk Petroleum Supply for 

Military Plans,” provides additional planning guidance.

4. Joint Bulk Petroleum Logistics Planning Considerations

The petroleum supply system must be designed for the operations and climate of the 

specific theater. Plans should consider at least the following points (see Figure III-3):

a. Mission. The mission and the planned size and composition of the joint forces to 

be supported should be guiding parameters for planning efforts. Theater contingency 
Chapter III

III-8 JP 4-03

scenarios, worldwide materiel distribution policies, and other guidance should be 

considered in determining specific theater requirements.

b. Fuel requirements. Fuel requirements to support the deployment and employment 

of forces are determined by the Services. Service components of the CCMDs (or other 

organizations within each Service) use such factors as troop strength; numbers and types 

of aircraft, vehicles, or ships; deployment times; and intensity and duration of 

engagement to determine time-phased petroleum requirements. Plans should include 

these Service-generated requirements, all pre-positioned stocks, and sources for resupply. 

Accurate fuel requirement forecasting is critical to supporting the warfighter’s mission. 

Service headquarters (HQ) must ensure bulk petroleum requirement planners receive the 

necessary training and resources to accomplish this task. The IMP, developed annually 

by DLA Energy in coordination with the Services and CCMDs, details worldwide bulk 

PWRR and storage availability by location. The PWRR are sized based on resupply 

sourcing assumptions included in the DOS factors, which are developed by the Joint Staff 

and approved by OSD.

c. Infrastructure. The capability of installations and facilities in the operational area 

to provide fuel, storage, distribution, and laboratories must be considered. Size, 

capability, and maintenance status of offshore unloading facilities, terminals, distribution 

points, and bases are important to the logistic feasibility of the fuel plan. Collecting this 

information can help determine the need for and method of employment of tactical 

terminals, pipelines, hose lines, and other fuel handling equipment.

Figure III-3. Planning Considerations

PLANNING CONSIDERATIONS

&

&

&

&

&

&

&

&

Mission

Fuel Requirements

Infrastructure

Equipment

Support Units

Assumptions

Command/Control 

Responsibilities

Quality

&

&

&

&

&

&

Interoperability of Fuel 

Transfer Systems

Sustainability and 

Survivability

Theater-Specific Factors

Threat Environment

Limiting Factors

Sealift and Other 

Distribution Methods
Planning for Joint Bulk Petroleum Logistics

III-9

d. Equipment. To ensure that petroleum handling and distribution equipment is 

available for support of operations, fuel deployment packages, and operational project 

stocks should be identified and considered for use. The Air Force fuels operational 

readiness capability equipment (FORCE) and the Army inland petroleum distribution 

system (IPDS) are examples of such equipment. In addition, each Service’s operating 

units for the specific petroleum handling systems should be linked to those systems and 

identified for movement in the plan. 

e. Support units. Identifying the type and arrival dates of units not tied to any 

specific equipment system and needed for various support roles is critical to any 

operational success. Timely arrival of engineer units (or logistics civilian augmentation 

program contractors) for construction of petroleum facilities and underwater construction 

teams for OPDS setup are some of the diverse types of support units that must be 

identified.

f. Assumptions. All assumptions used in development of the plan must be detailed. 

This requirement is necessary to determine the realism and expectations during review of 

the plan as well as in actual execution.

g. Command and control responsibilities. Identifying the roles of the various 

elements involved in a petroleum support plan are key. Establishing the relationships of 

the various elements to ensure their seamless integration and focus on delivering results 

is essential for successful planning.

h. Interoperability of fuel transfer systems. Interoperability should be considered 

and resolved in the planning process for at least the following interfaces:

(1) Tanker or oiler to Navy receiving ship, US Coast Guard receiving ship, 

seaport load and off-load facilities, and JLOTS systems.

(2) Airbase fuel storage and dispensing systems to receive fuel from 

commercial or military sources and issue fuel to Service component and multinational 

aircraft.

(3) Shore distribution systems to tactical fuel systems and equipment; such as 

IPDS, amphibious assault fuel system, and fuel tanker vehicles.

“The task force found that in DOD [Department of Defense] combat simulation 

exercises, each military service emphasized mission execution while adequate 

fuel supplies were considered a constant. DSB [Defense Science Board] 

asserted that doing so left DOD unaware of the potential effects of fuel 

efficiency on combat operations and of the vulnerability of the fuel supply chain. 

Furthermore, with no model of efficient or inefficient fuel use, DOD could not 

analyze fuel related logistical requirements as part of the acquisition process.”

Finding #4, Defense Science Board, February 2008
Chapter III

III-10 JP 4-03

(4) No system or set of systems should be planned to be utilized together 

without proper interoperability validation through the appropriate SCP.

i. Sustainability and survivability. Both of these concepts should be factored into 

the plan to ensure petroleum logistic feasibility. Assumptions should be critically 

reviewed. Where appropriate, security requirements beyond general user security must 

be identified.

j. Theater-specific factors. Consideration must be given to theater-specific factors, 

such as available commercial and HN supply sources and transportation assets. Many of 

these sources of petroleum supply will have political, technical, and economic factors that 

limit their availability. These commercial and HN limiting factors must be taken into 

account when developing the plan to support the deployment, employment, sustainment, 

and redeployment of forces. Some factors that commanders and planners must take into 

account include the following:

(1) Force protection for contractor personnel, fuel equipment, and stocks.

(2) Contractor limitations with regard to support.

(3) Contractor required logistic support.

k. Threat environment. The JPO integrates and applies threat assessments and force 

protection measures in petroleum planning and operations. While theater-specific factors 

may require force protection actions for contractor personnel, petroleum equipment, and 

stocks, QA actions should also be considered. Ensuring adequate security may include 

specific countermeasures against tampering, adulteration, substitution, contamination, 

and other actions that could make the fuel unusable or potentially damaging to the end 

user.

l. Limiting factors. Most plans should have some limiting factors, such as lack of 

sufficient bulk petroleum storage in theater, inadequate transportation assets to close the 

supply chain, inexperienced force structure, or nonexistence of commercial petroleum 

infrastructure in the operational area. Any of these can quickly bring an operation to a 

halt and must be explicitly identified in the planning documents.

m. Sealift and other distribution methods. Every plan should identify and rationalize 

the distribution methods necessary to successfully conduct the plan as constructed, 

including the identification of the sealift, airlift, and overland transport of bulk petroleum 

in support of the plan. 

n. Quality. Fuel quality problems can have serious consequences on DOD’s 

mission. Poor quality fuel can degrade weapons systems performance and damage 

critical weapons components. Avoiding such problems is the responsibility of DOD fuel 

managers. An active and well-documented quality program and procedures are the best 

methods to ensure appropriate fuel is available to the warfighter.
IV-1

CHAPTER IV

EXECUTING BULK PETROLEUM LOGISTICS

1. Introduction

a. The transition from planning to execution can occur abruptly, in phases, or even 

concurrently. Execution begins upon receipt of an order. It is then that planning outputs 

become the inputs for execution. The goal of bulk petroleum support is to fulfill the 

requirements of the CCDR’s CONOPS and intent.

b. Operations within the JLE framework will differ significantly and the joint bulk 

petroleum logistician must tailor execution accordingly. Peacetime execution relies heavily 

on available global partners and HNS structure. Crises response and limited contingency 

operations require the integration of military and nonmilitary governmental agency 

resources, mostly characterized by short, intense periods of bulk petroleum support. Civil 

support operations occur when the resources and capabilities of local, state, and federal 

agencies are outstripped by the requirements of disaster response. DOD organizations 

engage in immediate response or respond to requests for assistance from a lead federal 

agency.

c. The framework for bulk petroleum support calls for a joint staff organization with 

clearly defined roles and responsibilities for both the organic joint staff and the augmented 

component that provides specialized support. The use of various automated tools is essential 

to realize situational awareness, battle rhythm, assessment, and synchronization of bulk 

petroleum resources in the execution of an operation.

d. DOD bulk petroleum inventories consist of PWRS and POS. These inventories exist 

to support logistic requirements and are sized to cover a range of military operations. They 

take into account economic resupply, safety levels, unobtainable inventory, and deliberate 

planning requirements. As such, they are created to provide optimal peacetime and 

contingency support. 

e. Two key joint bulk petroleum reports within the JLE are the REPOL and POLCAP. 

The details of these reports are described in Chapter II, “Core Joint Bulk Petroleum Logistics 

Capabilities.”

f. During execution, the bulk petroleum logistician must track key metrics developed in 

the planning phase and reviewed in the execution phase. One source of these key metrics is 

the commander’s critical information requirements. It provides the bulk petroleum 

logistician with the critical data the commander uses to measure success. Other sources of 

“[Fuel, replacements, spare parts, etc.]...must be asked for in time by the front line, 

and the need for them must be anticipated in the rear.”

General George S. Patton, US Army

War as I Knew It, 1947
Chapter IV

IV-2 JP 4-03

key metrics are friendly forces after-action reports; intelligence assessments; unit availability 

reports; intransit asset visibility; and HN and contracting partner capability reports.

g. As the execution phase continues to mature and eventually conclude, all or portions 

of the operation will cease and forces and equipment will be reallocated or even moved out 

of the theater. It is important for the bulk petroleum logistician to maintain awareness of 

these operations to support their proper conclusion and to assist in the reallocation of bulk 

petroleum resources. 

2. Bulk Petroleum Logistics Execution

a. The established infrastructure within a theater supports the supply and distribution of 

bulk petroleum. Stocks are moved from secure military or commercial sources to forward 

areas and terminals as demand or plans require. The movement and redistribution of assets 

are accomplished through a joint effort involving the CCMDs, Service components, and 

DLA Energy, interfacing with USTRANSCOM components for product movement outside 

the operational area. In the early stages, the theater infrastructure may consist only of a 

minimal amount of HN commercial or military infrastructure supplemented by assets of a 

Marine air-ground task force or Army support area. Land-based customers request fuel from 

the Army component TSC, or another Service component organization or agency assigned as 

the lead Service for bulk petroleum support. The TSC normally includes a petroleum section 

and a distribution management center. The petroleum section is tasked to manage and 

account for theater bulk petroleum. It also coordinatestactical petroleum operations and QS

of bulk petroleum in the theater. These organizations schedule movement of product 

forward into the corps support area based on a combination of available storage, distribution 

assets, and anticipated customer demands. The communications zone, including tactical 

airbases, may never be formed depending on the duration and geographic expansion of the 

operation. In all theaters, direct support units may provide fuel on an area basis to some or 

all MNFs comprising a joint or MNF. 

b. Actual procedures to accomplish the delivery of products to the end user depend on 

the sources of product and the conditions in the operational area. The theater normally has 

some HN assets available or theater support contracts (i.e., fuel sources, terminal facilities, 

pipelines, railways, and trucks) that should be used to the maximum extent possible to help 

LOGISTICS OPERATIONS CENTER

“The morning of the 16th [August 1990] began with our briefing by General 

Pagonis. Each person, based on his background, was given a subject area in 

which to work. I took the petroleum, water, and other general supply and 

maintenance functions....We calculated requirements on a day-to-day basis. This 

allowed other activities to take our basic calculations and organize them to meet 

their particular information needs. Since the fuel required for war would be vastly

greater than for peacetime, we provided two fuel projections covering both of those 

alternatives.”

Colonel John J. Carr, Starting From Scratch in Saudi Arabia, Army Logistician,

January–February 1993
Executing Bulk Petroleum Logistics

IV-3

offset US requirements. Because the capabilities of allies or coalition partners are theater 

unique, the JPO or SAPO is responsible for assessing these potential capabilities and 

integrating them into appropriate plans and operations. Figure IV-1 depicts normal land 

petroleum operations.

(1) Pipeline distribution. Pipelines are often the most economical and effective 

method of inland fuel distribution. Bulk petroleum is generally most efficiently moved from 

base terminals and rear storage locations to the combat zone by pipelines. A fully developed 

theater fuel distribution system may include ship discharge ports (with moorings and piping 

manifolds), seaside and inland fuel storage tanks, pump stations, and pipelines. Pipelines 

can be either the installed type or the tactical coupled pipeline version. The rapidly installed 

type is normally used for the initial phases of the operation and the more permanent coupled 

pipe for later phases. Large-scale operations may justify the construction of coupled 

pipelines using the Army’s IPDS to move bulk petroleum forward from rear area storage 

locations, as illustrated in Figure IV-2. These lines may supplement existing Service or HN 

infrastructure pipelines. Airbases, intermediate support bases, and operational locations 

deemed appropriate may also be serviced by pipeline systems when tactically feasible. 

Pipelines can be very economical and effective when existing infrastructure is available; 

however, the decision to deploy a tactical system must first be tempered with the availability 

of resources to accomplish proper execution and sustainment. Tactical pipeline systems 

require extensive commitment of resources for engineering, transportation, and security 

support that may be unavailable or better employed elsewhere. Hose lines may be used to 

service smaller or temporary, large-volume sites. These tactical transfer systems can quickly 

establish inland distribution of bulk petroleum. The pipeline system extends as far forward 

as possible, with hose line extensions into sustainment brigade storage sites. However, the 

tactical plan should be considered before committing to extensive use of pipelines. 

(2) Truck distribution. In many cases, truck distribution may offer the tactical 

commander more flexibility in the distribution of fuel. This distribution may be 

accomplished through use of military controlled or commercial assets. 

(3) Tactical systems. A tactical tank farm consisting of collapsible tanks is 

constructed at airbases or other locations and connected to the main hose line or pipeline. 

The airbases or other locations then employ tactical servicing systems that have hoses, 

pumps, and filters to issue the product to the end user. These tactical issuing locations must 

also have the capability to test the fuel to ensure quality is maintained. In a theater, in-place 

and operational tankage, on-hand product, road networks, rail lines, and easily traversed 

LOCs normally are not available. Bulk petroleum may need to be received via JLOTS 

operations to deliver fuel to tactical storage facilities located immediately ashore. The OPDS 

delivers fuel to a tactical or commercial terminal normally operated by a tactical pipeline and 

terminal operating unit, as reflected in Figure IV-3.

(4) Air delivery. When LOCs are not secure or when operating in noncontiguous 

areas, Service component aircraft carrying fuel trucks, collapsible tanks, 500-gallon 

collapsible drums, or 55-gallon drums may be required to distribute fuel. Currently, aerial 

bulk fuel delivery system (ABFDS) enables cargo aircraft to transport from 3,000 to 30,000 

gallons of fuel to the tactical storage and issue systems. Delivery amounts vary based on
Chapter IV

IV-4 JP 4-03

Figure IV-1. Contingency or Tactical Operations—Army and Marine Corps

CONTINGENCY OR TACTICAL OPERATIONS—

ARMY AND MARINE CORPS

LEGEND

Strategic

Contingency or Tactical Operations— 

Army and Marine Corps

Area Support 

in the Field

Users in 

the Field

Operational Tactical

AAFARS advanced aviation forward area 

refueling system

DFSP defense fuel support point 

DLA Defense Logistics Agency

FARE forward area refueling 

equipment

FSSP fuel system supply point

DIRECT 

SUPPLY

BY 

TRUCK

BY 

TRUCK, 

PIPE, 

BARGE, 

RAIL

BY 

TRUCK, 

PIPE, 

BARGE, 

RAIL

BY TRUCK, PIPE, BARGE, RAIL

DIRECT 

SUPPLY

DIRECT 

SUPPLY

DIRECT 

SUPPLY

Bulk 

Storage in 

Field Bulk Storage

Attributes:

Fuel

Equipment 

(storage tanks)

Maintenance

Operational Costs

– DLA or 

Army/Marine 

Corps

– DLA or Army

– DLA

– DLA or Army

Attributes:

Fuel

Equipment 

(storage tanks, 

collapsible fabric 

tank "farms," e.g., 

IPDS, TPT, FSSP)

Operational Costs

– DLA or Army

– Army

– Army

Attributes:

Fuel

Equipment (trucks, FSSP, 

HTARS, FARE, AAFARS)

Operational Costs

– DLA or Army

– Army

– Army

Tactical 

Vehicles

Tactical 

Aircraft

Tactical 

Vehicles

Storage/Issue 

Point

Collapsible 

Fabric Tank 

Storage Refinery, 

Supplier, 

Intermediate 

DFSP, Host 

Nation, etc. Bulk Storage can 

be either tanks 

or collapsible 

fabric tanks, may 

be in field

Trucks may fill 

directly from 

bulk storage or 

from 

collapsible 

fabric tank 

storage

Storage/Issue 

Point

Other 

Customer

Power 

Generation, 

Humanitarian, 

Foreign 

Nation 

Coalition, 

Contractor, 

etc.

HTARS hot tactical aircraft refueling 

system

IPDS inland petroleum distribution 

system

TPT tactical petroleum terminal

FUEL 

SOURCE
Executing Bulk Petroleum Logistics

IV-5

aircraft type, configuration, and runway capability. The tactical fuel distribution systems are 

typically air transportable and consist of collapsible tanks, hoses, filters, and pumps. The 

supply chain utilizing ABFDS is depicted in Figure IV-4. In addition, tanker and cargo 

aircraft can deliver fuel to airbase tactical systems, again depending on runway capability 

and the threat. Wet-wing defueling is transferring fuel from fixed-wing aircraft fuel tanks to 

collapsible fabric tanks or tank semitrailers. This method of bulk petroleum resupply allows 

the aircraft to carry an internal load of dry cargo plus aviation turbine fuel without requiring 

additional aircraft to provide fuel support. Wet-wing defueling can supplement other bulk 

petroleum delivery systems. Aircraft used in these defueling operations include the C-5, C130, C-17, KC10, and KC-135. Transporting fuel by air greatly limits the airlift available for 

other requirements and is only used when other delivery means cannot meet operational 

needs. Transporting fuel by air also greatly increases cost as well as safety risks.

(5) Other distribution. The pipeline system may be supplemented by other means 

of bulk delivery, such as barges, rail tank cars, aircraft, bulk truck transports, and commercial 

distribution equipment provided by the host. These distribution systems are used to move 

Figure IV-2. Process Flow—Inland Petroleum Distribution System

PROCESS FLOW—

INLAND PETROLEUM DISTRIBUTION SYSTEM

LEGEND

Strategic

Process Flow—

Inland Petroleum Distribution System

Operational Tactical

DFSP defense fuel supply point

DLA Defense Logistics Agency

BY TANKER, 

BARGE, TRUCK, 

PIPE, AND 

OTHER 

AVAILABLE 

MEANS

IPDS

Attributes:

Fuel 

Equipment

Operational Costs

– Army or DLA

– Army

– Army

Refinery, 

Supplier, 

Intermediate 

DFSP, Host 

Nation, etc.

FUEL 

SOURCE

IPDS inland petroleum distribution 

system

Area Support Users

Customer Other Area 

Support

Customer Other Area 

Support

Other Bulk 

Storage
Chapter IV

IV-6 JP 4-03

products from the rear or intermediate areas to the multi-Service direct support echelons. 

Bulk truck transports commonly move fuel from terminals or corps area storage to the 

Service component direct support unit (i.e., petroleum support companies for the Army, bulk 

petroleum companies for the Marine Corps, base fuels flights for the Air Force, and 

construction force units for the Navy). Some local distribution is also made by tank trucks 

that are organic to these direct support units. 

(6) Expanding distribution. As theater requirements expand, IPDS tactical 

pipelines, tanks, and fixed pumping assemblies may be installed depending on the volume of 

requirements, the expected duration of the employment, and the type of operation (e.g., 

foreign humanitarian assistance or peacekeeping). Other delivery means, operated either by 

military or commercial sources, such as tank trucks, barges, and aircraft, may be 

Figure IV-3. Process Flow—Offshore Petroleum Discharge System

PROCESS FLOW— 

OFFSHORE PETROLEUM DISCHARGE SYSTEM

LEGEND

Strategic

Process Flow— 

Offshore Petroleum Discharge System

Operational Tactical

DFSP defense fuel supply point

DLA Defense Logistics Agency

DS direct support

T-5 Tanker OPDS Tanker

Attributes:

Fuel 

Equipment

Operational Costs

– DLA

– Navy or DLA

– DLA

Refinery, 

Supplier, 

Intermediate 

DFSP, Host 

Nation, etc.

GS general support

OPDS offshore petroleum discharge 

system

Direct Supply Points Users

Other DS Customer

Other DS Customer

Other GS

FUEL 

SOURCE
Executing Bulk Petroleum Logistics

IV-7

incorporated into the overall distribution system depending on road, river, or airport 

infrastructure. 

(7) Airfield operations. Fuels support equipment required for initial support of 

airfield operations will be determined based upon fuel support requirements, real estate 

availability, HNS, method of resupply, etc. Initial support of airfield operations using 

refueling trucks may be sufficient at some locations. However, during Operation 

ENDURING FREEDOM and Operation IRAQI FREEDOM, the Air Force quickly realized 

the Vietnam era air transportable hydrant refueling system was not capable of efficiently 

supporting rapidly expanding aviation fuel requirements at most airfields. In order to 

address this situation, it deployed new FORCE, which includes the use of larger diameter 

hoses, higher capacity pumps and filters, additive injection capability, and programmable 

Figure IV-4. Aerial Bulk Fuel Delivery System

AERIAL BULK FUEL DELIVERY SYSTEM

LEGEND

Strategic

Process Flow –

Air Force Bulk Delivery System

Operational Tactical

ABFDS aerial bulk fuel delivery system

AF Air Force

DFSP defense fuel supply point

BY 

TRUCK, 

PIPE, 

TANKER, 

BARGE, 

RAIL

Bulk 

Storage

ABFDS

Attributes

Delivery 

Conveyance:

Fuel 

Equipment

Operational Costs

– AF or DLA

– AF

– AF

Aerial 

Delivery 

Bird

Refinery, 

Supplier, 

Intermediate 

DFSP, Host 

Nation, etc.

Customer FUEL 

SOURCE

DLA Defense Logistics Agency

GS general support

Other GS

Fixed Wall Tank, 

Drums, Collapsible 

Fabric Tank
Chapter IV

IV-8 JP 4-03

logic control units to automatically meet changes in fuel flow and pressure requirements. 

Air Force/Base supply chain is depicted in Figure IV-5.

(8) Support units. Identifying the type and arrival dates of units not tied to any 

specific equipment system needed for various support roles is critical to any operational 

success. Timely arrival of engineer units (or logistics civilian augmentation program 

contractors or other contractors) for construction of petroleum facilities and underwater 

construction teams for OPDS setup are just some of the diverse types of support units that 

must be identified. 

c. Interoperability of fuel transfer systems. Interoperability should be considered and 

resolved in the planning process for at least the following interfaces: 

OPERATION IRAQI FREEDOM (OIF) SUPPORT—

TACTICAL PETROLEUM TERMINALS

In addition to preparing subordinate units for war, the battalion’s (240th QM

[quartermaster]) most significant pre-war mission was to work with the 62nd 

EN BN [engineer battalion] to construct inland petroleum distribution system 

(IPDS) terminals and assemble pipeline to the Iraq border. However, the 

petroleum pipeline and terminal operating companies, with the doctrinal 

mission to operate the IPDS, did not arrive in Kuwait until well after 

construction had started. Without the right companies on the ground, every 

able-bodied Soldier, regardless of MOS [military occupational specialty] or 

their unit’s doctrinal mission, was required to help manually emplace and 

construct 76 bulk fuel tank assemblies (BFTAs) in Kuwait to hold the 

required 11 million gallons of fuel.

Each BFTA is designed to hold up to 210,000 gallons; however, due to 

systemic problems, the bags could only be filled to 70% capacity to reduce 

stress and potential bag failure. This meant the battalion had to emplace 20 

extra bags on the ground. After reconnoitering different sites with the 62nd 

EN BN, the plan was to build four tactical petroleum terminals.

Every unit and every Soldier was invaluable to the battalion in building these 

four fuel terminals in the three months prior to the war. Teamwork within the 

battalion was essential as subordinate units were task-organized to execute 

missions outside of doctrinal roles. Each unit had different capabilities, 

based upon their manpower, individual talents, or equipment that had 

arrived from the United States. Soldiers were cross-trained and with their 

equipment were cross-leveled, in order for the battalion to meet mission 

priorities, requirements, and timelines associated with building the IPDS 

infrastructure. The essential nature of teamwork and cross-leveling became 

an important and recurring theme throughout our mission and the “Proud to 

Serve” battalion adopted the unofficial motto and mantra of Whatever it 

Takes!

SOURCE: Colonel Shawn P. Walsh, US Army, Whatever It Takes: OIF 

Theater Fuel Support in 2003, May 2007
Executing Bulk Petroleum Logistics

IV-9

Figure IV-5. Fuel Flow During Contingency or Tactical Operations—Air Force

FUEL FLOW DURING CONTINGENCY OR TACTICAL 

OPERATIONS – AIR FORCE

LEGEND

Strategic

Fuel Flow During Contingency or 

Tactical Operations – Air Force Direct Supply Points 

in the Field

Users in 

the Field

Operational Tactical

DFSP defense fuel support point 

DLA Defense Logistics Agency

DIRECT 

SUPPLY

BY 

TRUCK, 

PIPE, 

BARGE, 

RAIL

BY 

TRUCK, 

PIPE, 

TANKER, 

BARGE, 

RAIL

BY TRUCK, PIPE, BARGE, RAIL

INTO-PLANE PROGRAM

DIRECT 

SUPPLY

DIRECT 

SUPPLY

DIRECT 

SUPPLY

Bulk 

Storage in Bulk Storage Field

Attributes:

Fuel

Equipment 

(storage tanks)

Maintenance

Operational Costs

– DLA

– DLA or Air 

Force

– DLA

– DLA or Air 

Force

Attributes 

(Aircraft):

Fuel

Equipment

Operational 

Costs

– Air Force

– Air Force

– Air Force

Attributes 

(Storage/Issue Points:

Fuel 

Equipment (trucks, 

) 

Operational Costs

– DLA

– Air Force

– Air Force

collapsible fabric 

tanks, FORCE

Attributes:

Fuel 

Equipment (storage tanks, 

)

Operational Costs

– DLA

– Air Force

– Air Force

collapsible fabric tank 

"farms," e.g., FORCE

Collapsible 

Fabric Tank 

Storage

Strategic/

Tactical 

Aircraft

Tactical 

Aircraft

Vehicles

Storage/Issue 

Point

Storage

/Issue 

Points

Tanker/Wetwing Defueling 

Aircraft

Refinery, 

Supplier, 

Intermediate 

DFSP, Host 

Nation, etc. GS storage can 

be either tanks 

or collapsible 

fabric tanks, may 

be in field

Trucks may fill directly

from bulk storage or from

collapsible fabric tank storage

Other 

Customer

Power 

Generation, 

Humanitarian, 

Foreign 

Nation 

Coalition, 

Contractor, 

etc.

FORCE fuels operational readiness 

capability equipment

GS general support

FUEL 

SOURCE BY 

TRUCK 

OR 

PIPE
Chapter IV

IV-10 JP 4-03

(1) Tanker or oiler to Navy receiving ship, US Coast Guard receiving ship, seaport 

load and off-load facilities, and JLOTS systems.

(2) Airbase fuel storage and dispensing systems to receive fuel from commercial or 

military sources and issue fuel to Service component and multinational aircraft (e.g., fuels 

support equipment and ABFDS).

(3) Shore distribution systems to tactical fuel systems and equipment (e.g., IPDS, 

tactical airfield fuel dispensing system, and fuel tanker vehicles). 

d. Sustainability and survivability. These concepts should always be factored into the 

plan to ensure petroleum logistic feasibility. Assumptions should be critically reviewed. 

Where appropriate, security requirements beyond general user security must be identified. 

e. Theater-specific factors. Consideration must be given to theater-specific factors such 

as available commercial and HN supply sources and transportation assets. Many of these 

sources of petroleum supply will have political, technical, and economic factors that limit 

their availability. These commercial and HN limiting factors must be taken into account 

when developing the plan to support the deployment, employment, sustainment, and 

redeployment of forces. Some factors that commanders and planners must take into 

consideration include the following:

(1) Force protection for contractor personnel, fuel equipment, and stocks.

(2) Contractor limitations with regard to support.

(3) Contractor required logistic support.

Tank trucks delivering fuel to forward locations.
Executing Bulk Petroleum Logistics

IV-11

(4) Regional capabilities and intermediate staging basesto support strategic airlift 

transiting through the AOR.

(5) Regional capabilities to support Air Force tankers supporting air cap operations.

(6) Airfield limitations, maximum number of aircraft an airfield can have on the 

ground.

(7) LOC capabilities and limitations.

(8) Specialty fuel requirements.

f. Threat environment. While theater-specific factors may require force protection 

actions for contractor personnel, petroleum equipment, and stocks, QA actions should also 

be considered. Ensuring adequate security may include specific and appropriate 

countermeasures against tampering, adulteration, substitution, contamination, and other 

actions that could make the fuel unusable or potentially damaging to the end user.

3. Military Construction; Sustainment, Restoration, and Modernization; and 

Environmental Compliance

a. DLA, through DLA Energy, shall establish and maintain a DOD bulk petroleum 

distribution system and related programs in coordination with the Services and the CCMDs. 

DLA, Services, and CCMDs have interrelated responsibilities to plan and execute for 

military construction (MILCON), minor construction, operation of facilities, S/RM, and 

environmental compliance of bulk storage and distribution facilities in support of the bulk 

petroleum management mission. 

Tactical storage in the theater of operations.
Chapter IV

IV-12 JP 4-03

b. The CCMDs assist DLA with the selection and prioritization of its fuel MILCON and 

qualified S/RM projects for petroleum facilities in their areas. 

c. The Services assist DLA in the selection and assignment of a priority to the 

petroleum MILCON projects identified for the DLA MILCON program; they also provide 

technical support to identify and execute projects for DLA-funded S/RM and other qualified 

construction at the Services’ petroleum facilities. 

d. DLA reviews, analyzes, and validates the extent of the bulk petroleum storage and 

distribution facilities required in support of its bulk petroleum management mission in 

coordination with the Services and CCMDs through an annual program review. This 

program is designed to identify, fund, and execute bulk storage and distribution facilities 

projects in support of DOD petroleum objectives funded by DLA.

4. Bulk Petroleum Logistic Framework

The CCMD logistic staff must be able to rapidly and effectively transition from 

peacetime or planning activities to monitoring, assessing, explaining, and directing logistic 

operations throughout the theater. As the operational tempo increases during a contingency

or crisis, additional joint logisticians and selected subject matter experts (such as 

maintenance, fuel, and supply) can augment joint deployment and distribution operation 

centers by using established networks and command relationships instead of creating new 

staffs with inherent startup delays and inefficiencies.

5. Concluding Joint Bulk Petroleum Logistics Operations

Joint logistic operations are always ongoing, but it is possible that some logistics 

operations could be complete before the operation has been completed. For example, force 

reception operations could be completed when forces have moved to the tactical assembly 

area and been placed under the control of the commander for integration and employment, 

and no other forces are flowing into the operational area. It is important for joint logistics to 

monitor these transitional activities and ensure logistical resources used for the completed 

actions are given new tasks or the resources are redeployed back to home station. When 

operations are complete, joint logisticians should participate in the lessons learned process to 

review processes, roles, authorities, and the execution of the operation.

“One final mission was conducted before transition of the bulk fuel mission to 

commercial contractors. The 110th had to store 3.7 million gallons of JP5 in two 

aboveground storage tanks. The unit worked around the clock, shuttling barges to 

and from the ship to refuel and download fuel into the tanks. Once this mission 

was completed, the unit began the transition phase of the operation.”

Captain Joseph W. Graham, ‘Fuel Masters’ in the Haiti Theater of Operations,

Quartermaster Professional Bulletin, Spring 1995
V-1 

CHAPTER V 

CONTROLLING JOINT BULK PETROLEUM LOGISTICS 

1. Introduction 

a. The ability of the joint bulk petroleum logistician to synchronize outcomes within the 

JLE presents serious challenges. Control of joint logistics requires organizing staff and 

operational level logisticians around their abilities to assist in planning and executing joint 

logistics support operations. It also involves integrating and synchronizing responsibilities, 

designating lead Service responsibilities, and developing procedures to optimize joint 

logistic outcomes. 

b. Authority, responsibilities, and roles for bulk petroleum support involve many 

different commands. Service components and CSAs, must all work together in a single 

effort to ensure bulk petroleum support to the warfighter. Unity of command seldom shares 

the same place with the function of control within the joint bulk petroleum environment. 

The responsibilities to integrate, distribute, sustain, and synchronize forces and organizations 

do not diminish because of the lack of unity of command. 

c. The JPO has the primary responsibility of synchronizing the diverse elements 

throughout the joint force. By designating a SAPO in the subordinate commanders’ joint 

staff, the JPO enhances the ability to control outcomes that support the planning and 

execution of the operation. 

d. Within the JLE, multinational and interagency operational arrangements become 

essential and permit US forces a freedom of action that may otherwise be unavailable. 

Within the context of controlling joint bulk petroleum logistics, serious consideration must 

be given to the diverse array of coalition and interagency petroleum logistics support 

structures. 

e. The control of joint bulk petroleum logistics emphasizes unity of effort by integrating 

knowledge and experience with Service, multinational, agency, and other organizations’ 

capabilities. This permits the logistician to exercise options, control organizations and staff 

elements, fuse information, and leverage technology. A scenario depicting some of the 

organizations, roles, and actions in planning for successful bulk petroleum support is 

presented in Appendix C, “Petroleum Scenario.” The following sections describe in more 

detail the participants and roles in controlling bulk petroleum logistics. 

“Unleash us from the tether of fuel.” 

General James T. Mattis, United States Marine Corps 

During his 2003 tour as Commanding General 

1st Marine Division in Operation IRAQI FREEDOM 
Chapter V 

V-2 JP 4-03 

2. Authorities, Responsibilities, and Roles 

a. The integrated materiel management (IMM) concept underlies the principles in joint 

bulk petroleum doctrine. IMM is normally used when a single DOD agency has total 

management responsibility for supplying a specific product or group of related items to the 

Armed Forces of the United States. Because IMM both supports and influences this 

doctrine’s usage and interpretation, an understanding of its conception is important. 

b. The USD(AT&L) is responsible for establishing policies for management of bulk 

petroleum stocks and facilities, and providing guidance to other DOD agencies, Joint Staff, 

and Services. Additionally, USD(AT&L) is responsible for operating and maintaining area 

petroleum laboratories, where it has authority to test samples of petroleum products 

submitted for QA and QS, in coordination with the Military Departments. The Deputy 

Under Secretary of Defense for Logistics and Materiel Readiness serves as the central 

administrator for energy management and has IMM oversight responsibility for fuel 

products. The Under Secretary of Defense (Comptroller), in coordination with 

USD(AT&L), is responsible for establishing financial policies and guidance for management 

of bulk petroleum products. 

c. The Chairman of the Joint Chiefs of Staff coordinates with DLA Energy, Services, 

and CCMDs to resolve petroleum issues. The J-4 is the primary agent of the Chairman of 

the Joint Chiefs of Staff for all bulk petroleum matters. Key responsibilities of the J-4 that 

influence joint petroleum principles and affect operations are listed below: 

(1) Act as the focal point for joint bulk petroleum doctrine. 

(2) Make recommendations to DOD on wartime fuel sourcing and pre-positioning 

DOS. 

(3) Prescribe CCMD procedures for reporting bulk petroleum. 

(4) Provide fuel inputs to the JSCP and review fuels planning in prescribed joint 

OPLANs. 

3. Joint Petroleum Office and Subarea Petroleum Office 

a. The GCC has the predominant fuels responsibility within a theater, and this 

responsibility is discharged by the JPO (see Figure V-1). The JPO works in conjunction with 

its Service components, SAPOs, and DLA Energy to plan, coordinate, and oversee all phases 

of bulk petroleum support for US forces and other organizations, as directed, and employed 

or planned for possible employment in the theater. JPOs typically have a mix of Service 

representatives. Operational requirements may dictate the establishment of SAPOs in 

support of subordinate JFCs. However, consideration should be given to the operational area 

and expected mission support, force composition, and sustainment requirements when 

selecting SAPOs. 

 
Controlling Joint Bulk Petroleum Logistics

V-3 

Figure V-1. Key Petroleum Responsibilities of the Combatant Commanders 

with Joint Petroleum Offices 

KEY PETROLEUM RESPONSIBILITIES OF THE COMBATANT 

COMMANDERS WITH JOINT PETROLEUM OFFICES 

































Plan and coordinate the receipt, storage, and distribution of 

petroleum products in theater in coordination with the Defense 

Logistics Agency (DLA) and Service component commanders

Coordinate, validate, and prioritize petroleum military construction

Provide petroleum logistic planning and policy guidance to 

component commanders

Negotiate, in coordination with DLA, formal host nation support and 

coordinate the development and release of alliance or coalition 

petroleum planning information

May assume temporary operational control of defense energy 

support center elements overseas in a major emergency in 

accordance with a coordinated memorandum of understanding

Make maximum use of available stocks in adjacent theaters to 

support regional contingencies

Direct tactical movement of fuels by means available to any Service 

component in a theater

Plan and coordinate the use of captured or abandoned enemy bulk 

fuel assets

Coordinate and negotiate multinational petroleum support

Ensure fuel requirements, operations, restraints, and constraints 

are addressed in the fuels annex of operation plans

Establish lead Service or agency responsibilities for Common Class 

III support as appropriate for each separate joint operation

Release or reallocate theater war reserves in an emergency

Validate Service component bulk fuel requirements in wartime or 

during contingency operations

Decide, in coordination with DLA, between military and contract fuel 

support

Integrate threat assessments and force protection measures into 

petroleum planning and operations

Ensure components and DLA Energy have a robust quality 

surveillance program
Chapter V 

V-4 JP 4-03 

b. A SAPO is a sub-office of a JPO and is established by the CCDR or JFC (usually 

upon JPO recommendation) to fulfill bulk petroleum planning and execution matters in a 

section of the theater for which the JPO is responsible. A theater may have more than one 

SAPO. SAPOs are normally required to: 

(1) Conform to the administrative and technical procedures established by the 

CCDR and DOD 4140.25-M, DOD Management of Bulk Petroleum Products, Natural Gas, 

and Coal.

(2) Be under the operational control of the JFC. 

c. The key duties and responsibilities of the SAPO include the following: 

(1) Advise the JFC and staff on petroleum logistic planning and policy, and provide 

Service components and commands with the JFC’s petroleum logistic plans and policy. 

(2) Prepare directives concerning the management, accountability, operation, and 

QA of petroleum activities in the operational area. 

(3) Prepare petroleum input for JFC supporting plans and develop daily demand 

profiles and petroleum supply and distribution plans for OPLANs and OPORDs. 

(4) Establish a direct LOC with the CCMD JPO concerning all aspects of 

petroleum activities. 

(5) State bulk petroleum requirements through the CCMD JPO to DLA Energy to 

obtain sourcing from DOD stocks, local commercial, or host government resources using 

DLA Energy contractual coverage or service/country fuel agreements. 

(6) Submit REPOL as required to the CCMD JPO. 

(7) Assign JFC priorities and advise the CCMD JPO and DLA Energy for 

MILCON and S/RM projects for petroleum facilities. 

(8) Validate existing quantity and quality of local inventories, estimated DOS on 

hand, and method and quantity of daily resupply capability by product. 

(9) Coordinate and advise the CCMD JPO concerning local petroleum capabilities. 

(10) Establish JFC requirements and coordinate with the JPO and DLA Energy for 

leased storage and related activities in the operational area. 

(11) Coordinate with the HN and local commercial entities to determine 

availability of commodity and capability to support bulk petroleum operational requirements; 

identify or submit requirements IAW current HNS agreements to the HN for petroleum 

support. 
Controlling Joint Bulk Petroleum Logistics

V-5 

(12) Supervise bulk petroleum operations; coordinate with commercial sources and 

host governments for the use of tanker loading and off-loading facilities. 

(13) Coordinate with the DLA Energy, CCMD JPO, and Service component bulk 

petroleum managers to maintain visibility of bulk petroleum operations. 

(14) Maintain operational petroleum delivery requirements from Service 

component petroleum managers to maintain visibility of bulk petroleum operations. 

(15) Consolidate component delivery requirements and forward them to DLA 

Energy. 

(16) Coordinate QS and procurement inspection programs. 

(17) Advise the JFC, under emergency conditions, on the allocation of bulk 

petroleum and facilities, and coordinate with component control points. 

(18) Release or reallocate PWRS. 

(19) Notify the J-4 and CCMD JPO when PWRS will be penetrated and provide a 

plan for reconstitution of levels including a time frame when levels will be covered. 

(20) Maintain thorough knowledge and understanding of JFC OPLANs and 

OPORDs, and component and supporting forces concepts of operations and support. 

(21) Coordinate allocation and construction of inland petroleum distribution system 

assets. 

(22) Provide broad guidance and supervision to the SAPO members. 

(23) Track and account for all ground fuel movements in the area of operations to 

include deliveries to non-capitalized locations. The SAPO cannot complete this task unless a 

requirement for the SAPO to be notified of all completed deliveries and of any diversions 

while en route is established. In the absence of an established SAPO the reporting 

requirements would remain at the JPO. 

4. Service Component Theater Bulk Petroleum Organizations 

a. Each Service provides for product handling at its operational locations. The Services 

coordinate all fuel issues with the appropriate JPO, SAPO, and DLA Energy during singleService, joint, and multinational operations, including exercises and deployments, to ensure 

efficiency and avoid duplication of effort. Normally the Army will provide distribution of 

bulk petroleum within theater. When required, and if the equipment assets are available, 

other Services may be tasked to supplement (or assume) the theater bulk petroleum 

distribution mission. 

b. With increasing contractor support, Services must constantly review their 

responsibilities for tactical petroleum functions. In many cases, DLA Energy can have fuel 
Chapter V 

V-6 JP 4-03 

delivered to the point of end use. But in some cases, such as extremely austere 

environments, delivery that far forward may not be possible. It is unlikely that contractors 

would be able to provide military performance specification (MILSPEC) fuels to an 

operational area during the earliest stages of an inland-based operation. Therefore, it is 

imperative that the Services participating in land-based operations (primarily Air Force and 

Army) have the capability to inject needed additives into commercial fuels until DLA 

Energy or Services can arrange delivery of MILSPEC fuels or contract support for additive 

injection, including equipment, training, and technical ability to inject additives. Further, 

joint and Service planners should know about these special requirements for additives. 

c. Additives are a packaged product and usually ordered through Defense Supply Center 

Richmond. DLA Energy can assist and sometimes assume the responsibility for supplying 

additives needed to convert commercial products for customer use. Additionally, the 

Services need to forecast their needs for additives to DLA Energy regional HQ or DLA 

Energy HQ. These DLA Energy elements can order and arrange for transportation of the 

additives to as close to the point of intended use as possible. In the early stages of a tactical 

operation, the appropriate Service may end up transporting the required additives into the 

theater. 

d. Inspection, sampling, testing, and documentation are required by each Service and 

agency to assure quality of fuel products received, stored, issued, and used. The applicable 

Service military specification custodians are responsible for development and maintenance 

of petroleum product specifications in support of aviation and ground fuels. To perform the 

petroleum support mission, each Service is responsible for the items shown in Figure V-2. 

For additional information on QA and QS, see DOD 4140.25-M, DOD Management of Bulk 

Petroleum Products, Natural Gas, and Coal, and MIL-STD-3004, Quality 

Assurance/Surveillance for Fuels, Lubricants, and Related Products. 

(1) Army. The Army normally provides management of overland petroleum 

support, including inland waterways, to US land-based forces of all DOD components. The 

Army provides the necessary force structure to install, operate, and protect tactical petroleum 

storage and distribution systems, including pipelines. In a theater, this responsibility also 

includes providing a system that transports bulk petroleum inland from the high-water mark 

of the designated ocean beach (IPDS/OPDS operations). 

(2) Air Force. The Air Force shall maintain the capability to provide tactical 

support to Air Force units at improved and austere locations. It shall also provide 

distribution of bulk petroleum products by air where immediate support is needed at remote 

locations. The Air Force satisfies this requirement with the ABFDS for aerial bulk delivery 

and the ABFDS with alternate capability equipment for delivery directly to aviation assets. 

Additionally, the Air Force can accomplish forward area petroleum support through wetwing refueling operations. At larger airfields, the Air Force shall provide the fuels support 

equipment to support expanding aircraft operations. 
Controlling Joint Bulk Petroleum Logistics

V-7 

(3) Navy. The Navy shall provide seaward and over-the-shore bulk petroleum 

products to the high-water mark for US sea- and land-based forces of all DOD components. 

It shall maintain the capability to provide bulk petroleum support to naval forces afloat and 

ashore (to include US Coast Guard forces assigned to DOD). 

(4) Marine Corps. The Marine Corps shall maintain a capability to provide bulk 

petroleum support to Marine Corps units. 

(5) Coast Guard. The Coast Guard shall coordinate petroleum requirements with 

the Navy. 

5. Managing the Joint Bulk Petroleum Supply Chain 

a. The Director, DLA, is responsible for meeting designated petroleum support 

requirements of the DOD components. These functional responsibilities have been delegated 

to the Director, DLA Energy, and include procurement, ownership, QA and QS, 

accountability, budgeting, and distribution of bulk petroleum stocks to the point-of-sale. 

Figure V-2. Petroleum Responsibilities of the Services 

PETROLEUM RESPONSIBILITIES OF THE SERVICES 

















Operate petroleum facilities under Service ownership

Implement fuel standardization policies

Assist Defense Logistics Agency (DLA) in selection and 

assignment priority of fuel military construction projects and 

provide base-level technical support for DLA funded maintenance, 

repair, and construction at its fuel facilities

Manage Service-unique theater-assigned bulk petroleum 

transportation assets

Compute wartime petroleum demands based upon combatant 

commander operation plans, wartime fuel consumption rates, war 

reserve requirements by location, and establish daily wartime 

demand profile

Organize, train, equip fuel support forces

Services requiring fuel additives should have or be able to obtain 

the necessary training and equipment to put additives into bulk 

fuel in austere environments

Validate Service bulk fuel requirements
Chapter V 

V-8 JP 4-03 

b. DLA Energy manages the bulk petroleum supply chain from source of supply to the 

point of customer acceptance as the DOD EA and IMM for bulk petroleum. 

c. These responsibilities mandate that DLA Energy exercise total DOD-level 

management responsibility for bulk petroleum, including the requirements, funding, 

budgeting, storing, issuing, cataloging, standardizing, and procuring functions. The roles 

between the JPO, SAPO, Service components, and DLA Energy have become more 

integrated due to the ownership of DOD bulk petroleum and the expanded role of DLA 

Energy’s support to the warfighter. Key functions of DLA Energy that influence joint bulk 

petroleum principles and affect operations include the following: 

(1) Procure fuel to meet US military requirements in both peacetime and war, 

making every effort to purchase military specification fuels. 

(2) Plan, program, budget, and fund facility maintenance and repair and 

construction of new fuel facilities. 

(3) Administer and fund maintenance, repair, construction, and eligible 

environmental remediation projects in coordination with the Services and CCMDs. 

(4) Plan, program, budget, and fund contract storage and associated services, to 

include refueling vehicles and equipment or aircraft servicing contracts, if appropriate, for 

bulk petroleum support. 

(5) Negotiate and conclude international agreements in conjunction with the 

CCMDs to provide bulk petroleum support overseas. 

(6) Develop contingency support plans in concert with supported commanders to 

acquire the necessary petroleum products, storage, and services. 

(7) Provide technical support to the applicable military custodian responsible for 

development and management of petroleum product specifications. 

(8) Allocate resources in support of PWRS, compute POS requirements, and 

develop an IMP that identifies inventory levels, storage, and covered requirements. 

(9) Develop the annual quantity of bulk PWRS in coordination with the Services 

and CCDRs. 

(10) Continuously evaluate the petroleum market and advise OSD, Joint Staff, and 

Services of resupply issues critical to peacetime and wartime operations and planning, such 

as adjusting DOS or recommending augmented safety levels for products and locations 

where the commercial market base cannot react to surges in demand. 

(11) Acquire the necessary petroleum product, storage, and/or services within an 

AOR, to include non-tactical refueling vehicles, equipment, and refueling contracts, to 

support military requirements. 
Controlling Joint Bulk Petroleum Logistics

V-9 

(12) Assure delivery of Class III bulk petroleum as close as possible to the point of 

intended use or to where it can reasonably be expected to be delivered by the contractor; 

address force protection issues to the supported CCDR. 

(13) Assume management of wholesale bulk petroleum facilities that the CCMD 

JPO or SAPO has acquired for support of US forces in a mature theater. 

(14) Contract, in consultation with the supported CCDR, for inland petroleum 

distribution as far forward as possible. 

(15) Establish regional offices to facilitate practical and responsible decisions that 

ensure expeditious delivery of fuel products to each Service, DLA Energy established 

regional offices to maintain close contact with customers to ensure their particular needs are 

considered when planning fuel support. In general, DLA Energy regional offices coordinate 

delivery orders with industry, resolve logistic problems, supply emergency products, perform 

QS and management activities, coordinate maintenance and repair projects, and assist the 

JPO in petroleum logistics planning. During an emergency, DLA Energy may also place 

additional liaison officers at the appropriate command levels. 

6. Commander, United States Transportation Command 

a. The Commander, USTRANSCOM, shall plan for and provide air, land, and sea 

transportation of fuels for DOD during peacetime and wartime. These efforts will 

supplement and not replace the primary responsibilities assigned to the Services and DLA, 

especially with regard to intratheater and inland fuel movement and distribution. Other bulk 

petroleum responsibilities include developing long-range plans, in coordination with CCMD 

JPOs, for petroleum support of the intertheater mission and contingency operations 

worldwide, monitoring all en route MILCON projects, and overseeing and validating fuel 

data reporting and requirements by Air Mobility Command (AMC) and MSC to the CCDRs. 

The JPO, USTRANSCOM, represents Commander, USTRANSCOM, on all petroleum and 

water-related issues involving USTRANSCOM and components. 

b. The key duties and responsibilities of the USTRANSCOM JPO include the 

following: 

(1) Prepare plans, policies, and procedures for executing petroleum operations as 

they relate to supporting the USTRANSCOM strategic mission. 

(2) Develop long-range sustainment plans for petroleum support of 

USTRANSCOM’s intertheater mission and contingency operations worldwide. 

(3) Review long-range plans for positioning of petroleum assets. 

(4) Serve as a voting member on DLA’s Installation Planning and Review Board, 

providing command recommendations on budgetary expenditure for out-year MILCON 

projects. 

(5) Oversee and validate all fuel data reporting by AMC and MSC. 
Chapter V 

V-10 JP 4-03 

(6) Assist warfighting commanders on establishing their fuel-related priorities. 

(7) Participate in all standing En Route Infrastructure Steering Committees, 

analyzing fuel-related issues. 

(8) Coordinate with other JPOs to deconflict requirements. 

7. Multinational Partners 

a. General. CCMDs should make maximum use of HN and theater support contracted 

capabilities to meet peacetime and wartime requirements, particularly when logistic support 

from US units or equipment may not be readily available, when combat forces have outpaced 

integral logistics capability, or when acquisition of logistics support using these vehicles is 

more efficient or advantageous to the government. The type and amount of fuel support 

provided should, if possible, be specified in signed agreements and included in logistic plans 

of all nations concerned. The amount of support, civil or military, an HN can provide 

depends on its national laws, industrial capability, and willingness to give such support. 

Although sometimes difficult to obtain, HNS agreements should be aggressively pursued. 

b. Agreements. Several different agreements, such as NATO standardized agreements, 

defense cooperation agreements, bilateral agreements, implementing arrangements, foreignassistance acts, foreign military sales programs, and reimbursement for multinational 

support, may serve CCDRs’ and Service components’ needs, depending on the degree and 

type of support required and the specific HN. 

c. Negotiations can occur with the HN under the auspices of an ACSA or a stand-alone 

international agreement. An ACSA is usually negotiated by the CCMD and is authorized 

under the acquisition and cross-servicing authorities, Title 10, United States Code, Sections 

2341–2350. DLA Energy, as delegated by DOD through DLA, has overall responsibility for 

negotiating, concluding, and amending international agreements for petroleum support. A 

stand-alone international agreement is usually negotiated by DLA Energy or a Service 

through the appropriate US embassy as authorized in DODD 5530.3, International 

Agreements. That directive provides the basis for the following guidance except where 

superseded by law. 

(1) Fuel exchange agreements are negotiated with foreign governments to provide 

fuel support in the international arena and to improve relations between the US and foreign 

militaries. In these agreements, products are supplied on a reciprocal basis, either with an 

exchange of fuel or cash payment, between the military organizations of both countries. 

These agreements are operational tools that enhance sustainability and readiness, because 

countries routinely train and support each other. 

(2) Assistance in kind (AIK) operations, dealing directly with the governments of 

these eligible countries, provide materiel and services for a logistic exchange of materiel and 

services of equal value. These items are accountable as future reimbursements to the country 

that initially provides them on a gratis basis. Costs for these items have a current value that 

is captured as future reimbursements. The JFC comptroller will develop and implement 

procedures, in coordination with logistic elements, to track the value of support provided to 
Controlling Joint Bulk Petroleum Logistics

V-11 

ensure an equal exchange of valued materiel and services throughout the operation. 

Particular care must be taken in accounting for these authorized exchanges due to the 

political sensitivity inherent in multinational operations. Ideally, AIK operations should 

derive no monetary gain and should provide mutual benefit and equity between the 

participating countries. 

8. Contracts and Agreements 

a. Blanket purchase agreement (BPA). A BPA should be considered for filling 

anticipated repetitive needs for supplies or services for a stated time period. Individual BPA 

purchases shall not exceed the simplified acquisition threshold, with the exception of 

commercial item purchases, which may be substantially larger. For current ceilings, see 

FAR Part 13. 

b. Into-plane/into-truck contracts. Circumstances frequently require refueling military 

aircraft at commercial airports where military facilities or personnel are not available. To 

minimize commercial costs and ensure quality products will be available, an into-plane 

contract may be established. Once the supported CCDR defines the requirements, the 

contracts are negotiated by DLA Energy. An into-plane contract guarantees a quality 

product but does not guarantee a specific quantity of product. Any Service, CCDR, or 

federal agency may request that DLA Energy establish an into-plane contract. Noncontract 

fuel purchases may be made at civilian airports using the Aviation Into-Plane 

Reimbursement Card where DLA Energy has not established an into-plane contract. Intotruck contracts are similar to into-plane contracts but can be used to fill Service or contractor 

vehicles for distribution to customers not at the airfield. Services can establish off-site 

storage facilities to meet requirements around the clock and not tied to the operating hours of 

the airport. This type of contract takes advantage of the established commercial resupply 

capability to the airport while meeting non-aircraft requirements. 

c. Bunker contracts. These contracts are similar to into-plane contracts and are used for 

frequent refueling of ships at commercial ports where DLA Energy has no DFSP. The 

requirements for bunker contracts are sent to DLA Energy for contract administration. 

d. Direct delivery and post camp and station (PC&S) contracts and transportation 

tenders. DLA Energy, as the EA for worldwide petroleum support, can establish a variety of 

free on board origin and destination direct delivery PC&S contracts, and transportation 

tenders to support the CCDR. 

e. HNs, through agreements, can provide a variety of environmental services, while the 

JFC is expected to comply to the maximum extent with local laws and regulations. 

f. The use of wartime host-nation support (WHNS) bulk petroleum infrastructure and 

transportation assets in a mature theater is a critical part of the IPDP. The JPO or SAPO 

must ensure Service components are aware of potential WHNS infrastructures and that 

requests are forwarded and updated for joint OPLAN and requirements for contingencies are 

submitted in a timely manner. Each operational area and contingency will have unique 

procedures and policies for submission and approval of WHNS requests. It is the JPO or 
Chapter V 

V-12 JP 4-03 

SAPO responsibility to interface with CCDR WHNS agencies and ensure that all Service 

component requests are submitted and acted upon in a timely manner. During the adaptive 

or contingency planning process, a key element of friendly information the JPO or SAPO 

and Service component fuel planners must acquire is WHNS bulk petroleum infrastructure 

and distribution capabilities that potentially could be dedicated to support US forces. By 

leveraging the dedicated and trusted WHNS bulk petroleum infrastructure and distribution 

capabilities, the JPO or SAPO can dedicate the finite organic tactical bulk petroleum assets 

for those areas of the operational area that require tactical-level support. Fuel requirements 

for HNS can be provided to DLA Energy International Agreements Office for negotiation of 

an agreement with a foreign government to cover terms, conditions, and prices. 

g. Fuel or storage support is also provided by commercial sources within foreign 

countries to US military forces. These types of contractual arrangements are routinely 

negotiated by DLA Energy to provide fuel support at international air or sea ports to meet 

military requirements. 

9. Lead Nation 

Under the lead nation (LN) concept, one nation agrees to assume responsibility for 

coordinating or providing a range of logistic support services to either all or part of an MNF. 

Such services may include transportation, medical support, medical evacuation, rear area 

security, port of departure operations, engineering, and movement control. Often, LN 

assignments are based upon geographic considerations. For example, a communications 

zone or operational area may be divided into sectors with LN responsibilities assigned to the 

major force in that area. Thus, more than one LN may service an operation based upon the 

division of geographic areas. Commanders designated by their nations to assume LN 

responsibilities must coordinate logistic support for forces within their geographically 

assigned limits. National contingents receiving LN support must maintain appropriate 

liaison with the LN. 

 
Controlling Joint Bulk Petroleum Logistics

V-13 

 

INITIAL SUPPORT OF DEPLOYING FORCES 

In January 2005, DESC [Defense Energy Support Center] had into-plane 

fueling contracts at 188 airports outside of the US. These contracts provided 

for fuel servicing in 103 foreign countries, and provided the foundation for 

fuel support for rapidly deploying forces. The annual contract quantities 

exceeded 284 million gallons of aviation fuel. These contracts provided the 

mechanism for rapid expansion of fuel support for contingency operations 

worldwide. Most of these airports do not provide JP-8. Only 22.3% of the 

contract quantity was for JP-8, while the vast majority of fuel (67.2%—over 

190 million gallons) under contract was Jet A-1 without FSII [fuel system 

icing inhibitor] or CI/LI [corrosion inhibitor/lubricity improver]. Russian 

commercial fuel designated TS-1 made up 10.5% of the DESC into-plane 

contract quantities. Most commercial airports outside the United States do 

not offer Jet A-1 with FSII or CI/LI because the commercial airlines do not 

want these additives in the fuel they use. Both of these additives are surface 

active agents (surfactants) that can interfere with the ability of the filtration 

systems to remove water from jet fuel. 

In addition to consuming over 190 million gallons of commercial Jet A-1 

without FSII or CI/LI from into-plane contracts, CENTAF [Air Force US 

Central Command] activities issued over 106 million gallons of Jet A-1 

without FSII or CI/LI to coalition aircraft during CY [calendar year] 2003. 

Most of this unadditized fuel was issued to airlift aircraft while locations 

primarily servicing fighter aircraft injected the additives into fuel during 

receipt into the bulk storage systems. Additives were injected to the 

maximum capability that additive, equipment, and personnel resources 

allowed. Nevertheless, almost 107 million gallons of Jet A-1 without FSII or 

CI/LI were issued, with the bulk of the unadditized fuel going to airlift aircraft. 

SOURCE: AFPET [Air Force Petroleum Office] Fuels Capability Study, 

Additive Deletion 

Cost/Benefit Analysis, September 2005
Chapter V 

V-14 JP 4-03 

Intentionally Blank 
VI-1 

CHAPTER VI 

PRINCIPLES OF BULK WATER PURIFICATION, 

STORAGE, AND DISTRIBUTION 

1. Introduction

a. Water is one of the largest and most important life-sustainment commodities. 

As water requirements rise above individual or small unit needs, they need to be handled in 

“bulk” form. Bulk handling calls for special equipment, product-handling safeguards, and 

standing operating procedures. Interestingly, bulk water is still foraged for on the modern 

battlefield. 

b. Commanders and their staffs at all levels must be concerned about maintaining 

water support to allow completion of the unit’s mission. To provide the most effective 

use of water stocks and equipment, water planners must be familiar with Service, DOD 

agency, and CCDR water assets and responsibilities. To ensure adequate support, 

commanders and their staffs should address planning for tactical water support in all plans 

and orders. 

c. Water is supplied as either a packaged or bulk product. A packaged product is 

manufactured and procured, stored, transported, and supplied in a container. Water in larger 

quantities is a bulk commodity. Planners must consider alternative supply methods for bulk 

water. Packaged methods require extensive shipping, require materials handling equipment 

to move, and provide a reduced throughput capability when compared with bulk operations. 

Planners should weigh the advantages and disadvantages of packaged and bulk water 

carefully to ensure the best method is chosen to support the contingency. 

2. Tactical Bulk Water Operations 

Tactical bulk water support operations are implemented to purify water as close to 

the user as possible. This methodology involves detailed planning for the water point 

selection site and the purification, storage, and distribution of bulk water. 

a. Bulk water support responsibility. Effective water support is essential to mission 

accomplishment. Bulk water support normally is a Service responsibility. However, 

during joint operations, if delegated authority by the GCC, the subordinate JFC may assign 

water support responsibilities on an area basis using the “lead-Service methodology,” i.e., the 

dominant user or the most capable Service in an area may be tasked to provide water support 

to all forces operating in that area. The actual procedures used to provide bulk water support 

to the Services will depend on conditions in the operational area. 

b. Distribution. In most situations, water distribution is the “weak link” of the 

water support system. Moving water from the production and storage sites to the user can 

“When the well is dry, we know the worth of water.” 

Benjamin Franklin, Poor Richard’s Almanac, 1746 
Chapter VI 

VI-2 JP 4-03 

be equipment and manpower intensive. Joint forces must make efficient use of all available 

assets in conducting water distribution operations. Transporting water from the storage site 

to the using units can involve utilizing various means from bottled water, water cans, the 

2,000-gallon load handling system compatible water tank rack “Hippo,” to the Marine Corps 

45,000-gallon water distribution asset. 

3. Planning Guidance 

a. Water planners at all levels must include water supply procedures and guidance 

in exercise and OPLANs. Planners also need to ensure that the force has adequate 

resources for water purification, storage, and distribution. 

b. Water support planning is a continual process that begins with the identification 

of the force size and planned deployment rate. Time-phased water requirements are then 

determined and units are selected and scheduled for deployment based on the requirements. 

Total water requirements are placed in the theater “water distribution plan” developed by the 

CCDR, with support from the Service component commander (see Figure VI-1). 

For more information, see Appendix B, “Planning Guidance for Appendix 2 to Annex D, 

Water Purification and Distribution for Operation Plans.” 

 c. Planning for water support begins with determining water requirements. Water 

requirements will depend upon the environment, the tactical situation, and the size of the 

Figure VI-1. Critical Water Support Planning Elements 

CRITICAL WATER SUPPORT PLANNING ELEMENTS













Development of detailed water distribution plans

Identification of water support requirements for other Services, 

multinational forces, and host nation labor forces

Water support structure (personnel and equipment) that is capable 

of providing the required water production, purification, storage, 

and distribution

Water quality procedures

Identification of quality local water

Identification of possible impact on production due to water 

quality
Principles of Bulk Water Publication, Storage, and Distribution

VI-3 

force. Water requirements may vary daily. Some requirements, such as cooking, may be 

indefinite while others may only be for a specific period of time. 

4. Consumption Requirements

Water consumption requirements are based on the size of the force. Figure VI-2 lists the 

requirements and considerations. 

a. Region. Water consumption also depends on the region. Water sources normally are 

abundant in temperate, arctic, and tropical regions. Although non-potable water is easily 

available, treatments may be required for certain or all uses. For this reason, non-potable 

water should be included in consumption estimates if treatment is necessary. In arid regions, 

water sources are sparse and water must be transported forward. In arid regions, in early 

phases of establishing base camps or forward operating bases, requirements for both potable 

and non-potable water will be met with potable water in order to prevent having two separate 

water systems. As a result, total potable requirements will increase in the arid regions. As 

operations mature, the focus should change to water conservation and reuse, and separate 

water systems should be planned for and established. In all regions, plan for 10 percent of 

the water to be lost through evaporation or waste. 

Figure VI-2. Water Consumption Requirements 

WATER CONSUMPTION REQUIREMENTS

















Drinking*

Heat Treatment

Infrastructure

Personal Hygiene*

Food Preparation*

Laundering

Centralized Hygiene*

Force Provider

 Additional Requirements

– Hospitals*

– Chemical, biological, radiological, 

and nuclear decontamination to 

include toxic industrial materials

– Vehicle maintenance

– Morturary affairs

– Engineer construction

– Aircraft washing

– Tactical ice plant*

– Refugee and enemy prisoner of 

war camps*

– Firefighting

* Requirements must be satisfied with potable water.
Chapter VI 

VI-4 JP 4-03 

b. Requirements determination. Several computations must be made to determine 

supply, purification, and storage requirements for water. 

(1) Supply requirement. To compute the total daily water requirement of the 

force, multiply the actual strength by the proper consumption factor found in the Services’ 

water consumption planning guides. The total, expressed as gallons per day, includes 10 

percent for evaporation and waste loss. 

(2) Purification requirement. To determine the amount of purification equipment 

needed to support the daily requirement, divide the total daily requirement by the daily 

production capability of one purification unit. Additionally, the type of water purification 

equipment selected will vary depending on the chemical makeup of the raw water. Under 

normal conditions, water purification equipment is operated 20 hours per day. However, 

many other factors affect water production. 

(3) Storage requirement. Temperate, tropical, and arctic regions usually do not 

require large amounts of water to be stored. Raw water sources may be adequate to meet 

non-potable requirements, and the potable requirements can be met by the water purification 

unit’s organic storage tanks. In arid regions, large quantities of potable water must be stored. 

The storage requirement is based on resupply times, daily requirements, and the DOS 

requirements established by the commander. In arctic regions, the storage of water may be 

complicated by freezing temperatures. 

c. Essential consumption. When enough potable water cannot be produced to meet all 

the requirements, all but essential consumption must be reduced. Essential water 

requirements include drinking, personal hygiene, field feeding, medical treatment, heat 

casualty treatment, personal contamination control, and patient/equipment 

decontamination in chemical, biological, radiological, and nuclear (CBRN) environments 

and, in arid regions, vehicle and aircraft maintenance. Consumption rates under these 

conditions are classified as “minimum,” enough for a force to survive up to one week. 

Requirements exceeding one week are classified as “sustaining.” In this classification, 

nonessential consumption includes centralized hygiene, laundry, and construction. To 

optimize water treatment equipment, unit commanders may decide to use non-potable water 

for showering, laundry, and personal or patient decontamination after performing a risk 

assessment in cooperation with preventive medicine personnel. Preventive medicine 

personnel should screen for the presence of health hazards, such as skin-absorbed chemicals 

and pathogenic microorganisms. Non-potable water may require rudimentary treatment to 

be safe for these activities. Preventive medicine personnel should document troops’ 

exposure to untreated water containing hazardous substances and organisms. 

d. Water vulnerability assessment. Vulnerability of the water system to CBRN 

attack, conventional attack, and man-made/natural hazards must be considered. Normally, a 

water vulnerability assessment of potential and existing water sources and distribution 

systems is conducted to evaluate the level of risk. Ensuring adequate security may include 

specific and appropriate countermeasures against tampering, adulteration, substitution, 

contamination, and other actions that could make the water unusable or potentially damaging 

to the end user. 
Principles of Bulk Water Publication, Storage, and Distribution

VI-5 

5. Water Support Operations 

a. Phase I, Water Purification. Once an adequate water source has been identified and 

located, water purification is the first phase of tactical water support operations. During the 

purification phase, water is drawn from a source and purified to potable standards. Potable 

water is certified safe for human consumption. Water typically is purified with a reverse 

osmosis water purification unit. Standards are verified by medical service personnel 

responsible for water surveillance. The amphibious assault bulk water system is used to 

support Marine Corps amphibious assaults and maritime pre-positioning force (MPF) 

operations. It consists of 10,000 feet of buoyant 4-inch hose deployed on a maritime prepositioning ship in MPF operations, which delivers potable water to the high water mark and 

water storage locations. Production capacity can range from 75 gallons per hour to as 

high as 3,000 gallons per hour per purification unit or system. See Figure VI-3 for water 

production capabilities of selected purification systems. 

 

Figure VI-3. Water Purification Capabilities 

WATER PURIFICATION CAPABILITIES

LEGEND

GPH gallons per hour

ROWPU reverse osmosis water 

purification unit

LWP lightweight water purifier

LWPS lightweight water purification system

TWPS tactical water purification system

EQUIPMENT

LWP

LWPS

1500 GPH TWPS

3000 GPH ROWPU

The GPH next to each piece of equipment is the maximum production for that 

equipment, in an ideal situation.

SALT

75 GPH

75 GPH

1200 GPH

2000 GPH

FRESH

125 GPH

125 GPH

1500 GPH

3000 GPH
Chapter VI 

VI-6 JP 4-03 

b. Phase II, Water Storage. Water storage is the second phase of water support 

operations. Storage is normally done at or very close to the purification sites. The goal of 

water storage is to keep a sufficient quantity on hand to prevent a water shortage if several 

purification units become non-operational at one time. All storage of water will be in 

certified and approved containers. Normally, it will be done using 3,000, 20,000, and 

50,000-gallon collapsible fabric tanks. Water distribution begins from the storage site. 

c. Phase III, Water Distribution. Water distribution often is the critical link in 

water support operations. It is important that units organize so they will have sufficient 

organic water distribution equipment to provide supply point distribution. Units must have 

enough water distribution capacity to supply minimum requirements for water while making 

only one trip to the water point per day. During the early phases of deployments and in 

emergency situations, packaged water will be the primary means of resupply in forward 

areas. Once established, forces will use organic water distribution assets, such as tactical 

water distribution systems, Hippos, forward area water point supply systems, or water 

trailers. 

d. Other considerations. Planners should maximize the use of HN sources if possible. 

Water planners should assume no HN potable water is available in arid regions. 

Minimal water sources and poor water quality may limit any operations that depend on HNS 

to meet the criteria set forth in Technical Bulletin Medical 577/Naval Medical Command P5010-10/Air Force Manual 48-138, Sanitary Control and Surveillance of Field Water 

Supplies, (Army) for water quality standards. The potential exists for chemical, biological, 

and radiological attacks as well as conventional attacks on joint water distribution systems. 

Therefore, it is prudent for the unit to use a residual disinfectant and conduct a vulnerability 

assessment as soon as practical after arrival in theater. In the early stages of deployment, 

HN processed or bottled water may be used if it has been certified as potable by 

preventive medicine personnel. However, in theaters, JFCs and planners must be aware of 

the following: 

(1) Food and Water Supply. Though the United States is not a party to Protocol I 

to the Geneva Conventions, the US adheres to many of its principles. For instance, Article 

54 of Protocol I to the Geneva Conventions prohibits attacking, destroying, or rendering 

useless drinking water installations and supplies and irrigation works. In no event shall 

actions against these objects be taken that may be expected to leave the civilian population 

with such inadequate food or water as to cause its starvation or force its movement. 

(2) Labor force personnel. The HN and theater contractor provided water support 

must provide for the needs of its labor forces unless otherwise provided in HNS agreements. 

In the absence of an agreement, US forces may have to assume some responsibility for the 

care of labor forces. 

(3) Refugees. The Geneva Convention relative to the Protection of Civilian 

Persons in Time of War, of 12 August 1949, states that the host country, as the territorial 

sovereign, is responsible for refugees on its territory. In the event the host country’s 

resources are strained by an influx of refugees, the host country may request assistance from 

other forces. If the host country is occupied by a hostile force, the occupying force is 
Principles of Bulk Water Publication, Storage, and Distribution

VI-7 

responsible for ensuring public order and safety. Therefore, US forces may have 

responsibility to provide refugee care where they have occupied enemy territory. 

(4) Detainees. The US is obliged to provide humane treatment to all persons in its 

custody (including prisoners of war and other types of detainee). This extends to providing 

sufficient water. 

 
Chapter VI 

VI-8 JP 4-03 

Intentionally Blank 
A-1 

APPENDIX A 

PLANNING GUIDANCE FOR APPENDIX 1 TO ANNEX D, BULK 

PETROLEUM SUPPLY FOR MILITARY PLANS 

1. Purpose 

 To provide guidance and formatting for use in the preparation of the bulk petroleum 

supply appendix of OPLANs and CONPLANs. 

2. General 

 The bulk petroleum supply appendix to the logistic annex should include sufficient 

information to identify the consumption planning factors, fuel levels, storage, distribution, 

and time phasing of bulk petroleum capabilities required to support the plan. In cases where 

finite bulk petroleum requirements have not yet been determined, time-phased estimates of 

bulk petroleum requirements and capabilities should be provided. Identify petroleum 

products and distribution capability on hand or readily available that can be used to satisfy 

requirements for the war reserve stockage and resupply period. Access to, and sourcing 

from, HN bulk petroleum stocks and distribution resources should be identified when viable. 

APPENDIX 1 to ANNEX D

(Bulk Petroleum Supply Appendix)

 CLASSIFICATION 

 HEADQUARTERS, XXXX-XX COMMAND 

 ADDRESS 

 DATE 

APPENDIX 1 TO ANNEX D TO CDRXXXX (Title of Specific Plan) XXXX

BULK PETROLEUM SUPPLY

References: List documents specifically referred to in this plan element. 

1. General 

a. Users. Designate the users to be supported, including multinational forces and 

civilian requirements, where applicable. Identify the agreements whereby support for the 

non-US military users would be undertaken. 

b. Assumptions. List assumptions applicable to this appendix (e.g., scope of reliance 

on theater support contracts and HNS). 

2. Concept of Operations 

a. Describe the concept of petroleum operations. 
Appendix A 

A-2 JP 4-03 

b. Synchronize the concept of support with the concept of petroleum operations. 

c. Designate the priority of supply and effort by phase. 

d. Designate lead Service or agency as applicable. 

e. Specify the end state of each phase and link them to the conditions necessary to start 

the next phase. 

f. Consider vulnerability of the petroleum system to conventional and CBRN attacks. 

g. Phases of the concept of petroleum operations should mirror the phase of the concept 

of support. Include theater and other major storage locations, quantity of storage, major 

customers, and concept of resupply. 

(1) Type fuel and additives. In particular, designate or reiterate the single fuel for 

the operation and specify how non-single fuels will be handled. 

(2) Intertheater and intratheater distribution concepts. 

(3) OPDS requirements. 

(4) IPDS requirements. 

(5) Consolidated cargo-capable tanker requirements. 

(6) QA and QS. 

(7) HNS agreements or augmentation. 

(8) Determine theater support contract requirements. 

(9) Engineer construction support required. 

(10) Tactical petroleum equipment required. 

(11) Other, as appropriate. 

3. Responsibilities 

 Assign specific responsibilities of organizations involved in providing bulk petroleum 

support (e.g., JPO, component commands, SAPOs, DLA Energy, DLA, and CCMDs). 
Planning Guidance for Appendix 1 to Annex D, Bulk Petroleum 

Supply for Military Plans

A-3 

4. Limiting Factors 

 Describe limitations that could adversely affect petroleum supply operations, such as 

inadequate air and ocean terminal capacity, lack of storage facilities, poorly positioned 

storage, inadequate intratheater and intertheater distribution, inadequate in-theater stocks, 

lack of alternate facilities, inadequate engineer construction support, and similar logistic 

constraints. 

5. Estimate of Bulk Petroleum Support Requirements 

 Refer to Tab A, if applicable. Describe methods used to compute the requirements if 

Service planning factors are not applicable or if unique factors are considered. 

TAB A to APPENDIX 1 to ANNEX D

(Format, Estimate of Bulk Petroleum Support Requirements Tab)

 CLASSIFICATION 

 HEADQUARTERS, XXXX-XX COMMAND 

 ADDRESS 

 DATE 

TAB A TO APPENDIX 1 TO ANNEX D TO CDRXXX (Title of Specific Plan) 

XXXX 

Figure A-1. Estimate of Bulk Petroleum Support Requirements 
Appendix A 

A-4 JP 4-03 

Intentionally Blank 
B-1 

APPENDIX B 

PLANNING GUIDANCE FOR APPENDIX 2 TO ANNEX D, WATER 

PURIFICATION AND DISTRIBUTION FOR OPERATION PLANS 

1. Purpose 

 To provide guidance and formatting for use in the preparation of the water purification 

and distribution appendix of OPLANs and CONPLANs. 

2. General 

 The water purification and distribution appendix to the logistic annex should include 

sufficient information to identify the consumption planning factors, storage, distribution, and 

time-phasing of water capabilities required to support the plan. In cases where finite water 

requirements have not yet been determined, time-phased estimates of water requirements and 

capabilities should be provided. Identify water purification and distribution capability on 

hand or readily available that can be used to satisfy requirements for the wartime tasking. 

Access to, and sourcing from, HN water and distribution resources should be identified when 

viable. 

APPENDIX 2 to ANNEX D

(Format, Water Purification, and Distribution Appendix)

 CLASSIFICATION 

 HEADQUARTERS, XXXX-XX COMMAND 

 ADDRESS 

 DATE 

APPENDIX 2 TO ANNEX D TO CDRXXX (Title of Specific Plan) XXXX

WATER SUPPLY

References: List documents specifically referred to in this plan element. 

1. General 

a. Users. Designate the users to be supported, including multinational forces and 

civilian requirements, where applicable. Identify the agreements whereby support for the 

non-US military users would be undertaken. 

b. Assumptions. List assumptions applicable to this appendix (e.g., scope of reliance 

on theater support contracts and HNS). 

2. Concept of Operations 

a. Describe the concept of water operations. 
Appendix B 

B-2 JP 4-03 

b. Synchronize the concept of support with the concept of water supply operations. 

c. Designate the priority of supply and effort by phase. 

d. Designate lead Service or agency as applicable. 

e. Specify the end state of each phase and link them to the conditions necessary to start 

the next phase. 

f. Consider vulnerability of the water system to terrorist, CBRN, and conventional 

attacks, and non-hostile source and distribution system deficiencies. 

g. Phases of the concept of water supply operations should mirror the phase of the 

concept of support. Include the following: 

(1) Intertheater and intratheater distribution concepts. 

(2) Purification equipment requirements. 

(3) Distribution system requirements. 

(4) QA and QS. 

(5) HNS agreements or augmentation. 

(6) Engineer construction support required. 

(7) Tactical water equipment required. 

(8) Other, as appropriate. 

3. Responsibilities 

 Assign specific responsibilities of organizations involved in providing water support 

(e.g., component commands and CCMDs). 

4. Limiting Factors 

 Describe limitations that could adversely affect water supply operations, such as 

inadequate water source, lack of storage facilities, poorly positioned storage, inadequate 

intratheater and intertheater distribution, lack of equipment, lack of transportation assets, and 

similar logistic constraints. 
Planning Guidance for Appendix 2 to Annex D, Water Purification 

 and Distribution for Operation Plans 

B-3 

5. Estimate of Water Support Requirements 

 Refer to Tab A, if applicable. Describe methods used to compute the requirements if 

Service planning factors are not applicable or if unique factors are considered. 

TAB A to APPENDIX 2 to ANNEX D

(Format, Estimate of Water Support Requirements Tab)

 CLASSIFICATION 

 HEADQUARTERS, XXXX-XX COMMAND 

 ADDRESS 

 DATE 

TAB A TO APPENDIX 2 TO ANNEX D TO CDRXXX (Title of Specific Plan) 

XXXX

 

Figure B-1. Estimate of Water Support Requirements 

ESTIMATE OF WATER SUPPORT REQUIREMENTS

Estimated Consumption (In Gallons)

Product Service C+C9 C+C10-19 C+C20-29 C+C30-39 C+C40-49 C+C50-59 C+C60-89

Water USA

USN

MSC

USAF

CRAF

USMC

TOTAL

10-day increments for the first 60 days. Stop at C+89 (90 days). NATO 7-day increment format for first 45 days can

be used vice 10-day format.

CLASSIFIED BY: _________________________

REASON: _________________________

DECLASSIFY ON: _________________________
Appendix B 

B-4 JP 4-03 

Intentionally Blank 
C-1 

APPENDIX C 

PETROLEUM SCENARIO 

This appendix provides a notional petroleum scenario featuring items a JPO would do at 

the start of a contingency. 

1. Situation. You are the joint petroleum officer for United States Africa Command 

(USAFRICOM). You have just been notified that an operation is being planned for the 

country of Wanda. Details of the operation are below. The purpose of this scenario is for 

potential or current JPO personnel to become familiar with the steps required to plan for and 

execute the early days of a contingency. 

2. Mission. The Secretary of Defense, by order of the President of the United States, directs 

the Commander, United States Africa Command (CDRUSAFRICOM), to plan for and 

accomplish a humanitarian assistance mission to the country of Wanda, Africa. US forces 

will assist the Wanda military forces and OGAs, IGOs, and NGOs in accomplishment of this 

mission. It is anticipated that other nations will join this effort; however, the extent and 

timing of this assistance is uncertain. The US forces to be involved in this operation include 

US Air Force (one force projection wing and required transport aircraft), US Army (two 

brigades of the 82nd Airborne Division and appropriate support elements), and US Marine 

Corps (one Marine expeditionary brigade). The Army is the lead service for providing 

common item support to this operation to include petroleum support. 

The CDRUSAFRICOM has the predominant fuels responsibility within a theater, and 

this responsibility will be discharged by the JPO. The USAFRICOM JPO works in 

conjunction with its Service components, the SAPO (as appointed) for the Wanda area, and 

DLA Energy to plan, coordinate, and oversee all phases of bulk petroleum support for US 

forces employed or planned for possible employment in the theater. The JPO will have a 

mix of Service representatives. Operational requirements dictate the establishment of 

SAPOs in support of subordinate JFCs. However, consideration will be given to the JOA 

and expected mission support, force composition, and sustainment requirements when 

selecting SAPOs. 

3. Background. The Republic of Wanda is a small landlocked country in the Great Lakes 

region of east-central Africa, bordered by Ganda, Urundi, the Democratic Republic of the 

Ongo, and Zana. Home to approximately 10.1 million people, Wanda supports the densest 

population in continental Africa, most of whom engage in subsistence agriculture. A verdant 

country of fertile and hilly terrain, the small republic bears the title “Land of Many Valleys.” 

4. Geography 

a. The high altitude of Wanda provides the country with a pleasant tropical highland 

climate, with a mean daily temperature range of less than 2° Celsius (C) (36° Fahrenheit [F]). 

Temperatures vary considerably from region to region because of the variations in altitude. 

At Gali, on the central plateau, the average temperature is 21° C (70° F). Rainfall is heaviest 

in the southwest and lightest in the east. A long rainy season lasts from February to May and 

a short one from November through December. In the west, near Zenbuye, annual rainfall 
Appendix C 

C-2 JP 4-03 

averages 160 centimeters (cm) (63 inches [in]); in the northeast, 78 cm (31 in); and at 

Zentare, in the south, 115 cm (45 in). 

b. Wanda has been characterized by significant civil and political unrest for the past 50 

years. This unrest, coupled with living conditions, has resulted in the loss of an estimated 

one million lives during this time. The infrastructure in the nation has not kept pace with the 

population growth and demands and has contributed to significant shortages of water and 

food and medical care. Recent events have highlighted the severity of the situation and led 

to the President ordering the humanitarian action. 

5. Petroleum 

Marketing. Distribution and marketing of fuels products is carried out by ERP 

(Enterprise Wandaise de Petrole), SGP (Societe Generale de Petrole), Wanda Petrolgaz, 

PetroWanda (bought out by Atlantic Gas in June 1999), Western Oil (acquired by Genco in 

July 2000), and Atlantic Gas. ERP, SGP, and Wanda Petrolgaz are privately owned 

companies while the government had a major shareholding in PetroWanda. 

6. Petroleum Companies – Location 

Western Oil Wanda SARL 

Western Oil Wanda 

Genco Petroleum, Wanda 
Petroleum Scenario 

C-3 

Enterprise Wandaise de Petrole 

PetroWanda 

Wanda Petrolgaz 

Societe Generale de Petrole 

ERP has the largest market share, followed by PetroWanda (now Atlantic Gas). There is 

no restriction regarding the importation of petroleum products. 

In June 1999, Atlantic Gas took over PetroWanda for US$2.1million. At the time of 

purchase, the company had more liabilities than assets. This constitutes part of the Wandan 

government’s drive toward a massive privatization program. In July 2000, the South African 

company Genco acquired the marketing and distribution activities of Western Oil in Wanda 

and Urundi. 

7. Distribution and Storage 

a. Being landlocked, the country depends on road, rail, or air transport, although 

pipelines are used for moving large volumes of petroleum. The main supply route runs from 

the Mombasa refinery to Nairobi in Kenya by a 485 kilometers (km) pipeline and on to Gali 

via Ganda by tank trucks along a 1,250 km road route. Alternative routes exist from Nairobi 

to Tanzania; Dar-es-Salaam to Gali; or by rail from Dar-es-Salaam to Tabora and Isaka and 

then by road from Isaka to Gali (600 km). Because of high transport costs, insecurity of 

supply, and low-income levels; the population relies heavily on traditional fuels such as 

fuelwood, charcoal, and agricultural by-products, which account for 90 percent of the 

country's energy requirements. 

b. The oil companies are required to keep 10,000 cubic meters of operational stock to 

ensure that there is sufficient petroleum supply within the country. Storage facilities are 

located at: Gali, Busenyi, Hengeri, and Zentare. There are three facilities of 3,660 cubic 

meters each at Hengeri and two facilities of 1,950 cubic meters at Zentare. 

8. Pricing 

The price of gasoline and diesel is fixed by the government while other petroleum 

products are not controlled. The government’s oil price policy is used to keep the selling 

price constant while adapting the level of taxation to compensate for changes in the world 

market. The tax content of the selling price of gasoline is 44 percent and of diesel 46 

percent. Kerosene is taxed at 6.2 percent and fuel oil at 14.6 percent. The tax content 

includes a road fund tax. 

 
Appendix C 

C-4 JP 4-03 

9. Wandan Airports 

10. Solution 

a. The CDRUSAFRICOM has the predominant fuels responsibility within the theater, 

and this responsibility is discharged by the JPO. The JPO works in conjunction with its 

Service components, SAPOs, and DLA Energy to plan, coordinate, and oversee all phases of 

bulk petroleum support for US forces employed or planned for possible employment in the 

theater. 

b. One of the early tasks of the JPO is to establish the lead Service or agency 

responsible for bulk petroleum support for this joint operation. Since the Army is going to 

have a major force on the ground and normally is tasked with the inland distribution of bulk 

petroleum the JPO determines that the Army should be designated as the lead service for 

bulk petroleum. 

c. Additionally, as a part of this effort, DLA Energy is asked to provide planning and 

information resources for use in this operation. Items that are most important are as follows: 

(1) Availability of fuel from commercial sources, 

(2) Timeline for the provision of fuel, 

(3) Availability of commercial transportation, 

(4) Timeline for the availability of commercial transportation, 
Petroleum Scenario 

C-5 

(5) Amount of fuel that can be transported per day, by each transport mode 

(pipeline, truck, etc.), and 

(6) Availability of commercial storage—where, how much, when can it be 

available. 

d. This should include the appropriate contracting resources so contracts for local fuel, 

equipment, storage, quality support can be established quickly. 

e. The JPO requests an in-country team of petroleum experts be deployed to Wanda 

very early in the deployment. This team includes DLA Energy, the components, especially 

the Army, and perhaps some civilian experts. The JPO discusses with DLA Energy if that 

team should report directly to DLA Energy or should it be under the operational control of 

the JPO. Provisions are made for the administrative and life support for the team to include 

transportation. 

f. The next major task the JPO undertakes is to provide petroleum logistic planning and 

policy guidance to the component commanders. This is not an easy task given the isolated 

location of Wanda and the apparent scarcity of petroleum resources. Major issues that are a 

top priority for information gathering are as follows: 

(1) Each component is asked to do a projection of daily fuel requirements for the 

first 30 days of the operation. 

(2) The JPO validates the component bulk petroleum requirements, as much as 

feasible. 

(3) The bulk petroleum requirements are shared with DLA Energy planners and the 

lead for the Army. This is the basis for a considerable amount of the preplanning prior to the 

deployment. 

(4) The JPO considers the support that might be required for the support of the 

OGAs, IGOs, and NGOs in accomplishment of this mission. Requirements are solicited 

from these organizations. 

(5) The JPO must consider that at some time in the future support might be 

necessary for forces from other nations who will join this effort even though the extent and 

timing of this assistance is uncertain. Since a tentative list of possible nations exists, the JPO 

starts to coordinate and negotiate multinational petroleum support. 

(6) The JPO determines if there are any existing DLA Energy contracts in the area. 

(7) Additionally, the JPO researches what available contracts are there in adjacent 

counties or theaters to support this contingency. 

(8) Furthermore, the JPO identifies commercial resources (such as fuel, 

transportation, storage, and quality testing) available that might be put under DLA Energy 

contract. 
Appendix C 

C-6 JP 4-03 

(9) The JPO ascertains what theater war reserves are available for use. The release 

or reallocation of these resources are addressed in the OPLANs. 

(10) Based on the answers and research on the preceding, the JPO requests that 

components estimate what tactical equipment must be sent into Wanda to support the 

operation. 

(11) Based on the preceding fuel availability estimate, the JPO coordinates with 

DLA Energy to establish contracts in Wanda for fuel. DLA Energy also looks at adjacent 

countries for fuel and transportation assets that could be contracted for to support the 

operation. 

(12) The JPO additionally inquires what, if any, Wanda government or military 

resources are available that might be made available through an HNS contract or other 

agreement. 

(13) Coordination with the Air Force component and USTRANSCOM is 

accomplished to determine the stationing and refuel plan for transport and other aircraft. 

Since it would appear fuel resources in Wanda will be limited, aircraft flow is organized in 

such a manner so use of in-country fuel is limited. 

(14) Based on information above the JPO looks at what fuel assets are necessary to 

be moved by air (aerial refuelers, bladder birds, etc.) to support the initial stages of the 

operation. 

g. The JPO contacts the American Embassy in-country team to explore possible HNS. 

If some is available, the appropriate organization should negotiate, in coordination with DLA 

Energy, formal HNS agreements. This includes fuel and equipment in adjacent countries 

that might be transported into Wanda or used in support of the Wanda operation. 

h. The JPO begins coordination and discussion with DLA Energy regarding the amount 

of contract fuel support that could be available/needed in the operation. 

i. Based on the initial estimates of contract support availability the JPO provides the 

components with the amount of military support that would be necessary. This includes fuel, 

equipment, transport, and personnel. The JPO directs the tactical movement of fuels by 

means available to components in the theater. 

j. The JPO coordinates the unique capabilities of each service with the joint planners. 

This becomes part of the bulk petroleum annex of the OPLANs. 

k. The JPO integrates and applies the threat assessments and force protection measures 

in petroleum planning and operations. Special emphasis should be placed on ensuring 

adequate convoy protection, personnel protection, and protection of facilities. 

l. The JPO ensures the preceding information is used to develop fuel requirements, 

operations, and constraints are addressed in the bulk petroleum annex of the OPLANs. 
Petroleum Scenario 

C-7 

m. The JPO plans and coordinates the receipt, storage, and distribution of petroleum 

products in coordination with DLA Energy and the Service component commanders. 

n. The JPO ensures the components and DLA Energy have a robust QS program. 

o. The JPO makes an early assessment on the desirability of having a SAPO in the 

country of Wanda. Because of the span of control and data gathering and execution required, 

the JPO requests the GCC to appoint a SAPO with appropriate staff to fulfill bulk petroleum 

planning and execution matters in a section of the theater for which the JPO is responsible. 

The JPO considers the establishment of more than one SAPO in the theater. The SAPOs are 

normally required to: 

(1) Conform to the administrative and technical procedures established by the 

CCDR and DOD 4140.25-M, DOD Management of Bulk Petroleum Products, Natural Gas, 

and Coal. 

(2) Be under the operational control of the JFC (if there is one). 

p. The key duties and responsibilities outlined for the SAPO are to: 

(1) Advise the JFC and staff on petroleum logistic planning and policy and provide 

to Service components and commands the JFC’s petroleum logistic planning and policy. 

(2) Prepare directives concerning the management, accountability, operation, and 

QA of petroleum activities in the JOA. 

(3) Prepare petroleum input for JFC supporting plans and develop daily demand 

profiles and petroleum supply and distribution plans for OPLANs/OPORDs. State bulk 

petroleum requirements through the CCMD JPO to DLA Energy to obtain sourcing from 

DOD stocks, local commercial, or host government resources using DLA Energy contractual 

coverage or service/country fuel agreements. 

(4) Establish a direct LOC with the CCMD JPO concerning all aspects of 

petroleum activities. 

(5) State bulk petroleum requirements through the CCMD JPO to DLA Energy to 

obtain sourcing from DOD stocks, local commercial, or host government resources using 

DLA Energy contractual coverage or service/country fuel agreements. 

(6) Submit REPOL petroleum damage and deficiency report as required to the 

CCMD JPO. 

(7) Assign JFC priorities and advise the CCMD JPO and DLA Energy for 

construction projects, maintenance, and repair projects for petroleum facilities. 

(8) Validate existing quantity and quality of local inventories, estimated DOS on 

hand, and method and quantity of daily resupply capability by product. 
Appendix C 

C-8 JP 4-03 

(9) Coordinate and advise the CCMD JPO concerning local petroleum capabilities. 

(10) Establish JFC requirements/coordinate with the JPO and DLA Energy for 

leased storage and related activities in the JOA. 

(11) Coordinate with local commercial and host government to determine 

availability of commodity and capability to support bulk petroleum operational requirements. 

(12) Identify/submit requirements IAW current HNS agreements to the HN for HN 

petroleum support. 

(13) Supervise bulk petroleum operations. Coordinate with commercial sources 

and host governments for the use of tanker loading/off-loading facilities. 

(14) Coordinate with the DLA Energy, CCMD JPO, and service component bulk 

petroleum managers to maintain visibility of bulk petroleum operations. 

(15) Maintain operational petroleum delivery requirements from Service 

component petroleum, oils, and lubricants managers to maintain visibility of bulk petroleum 

operations. 

(16) Maintain operational petroleum delivery requirements from Service 

component petroleum managers. 

(17) Consolidate component delivery requirements and forward them to DLA 

Energy. 

(18) Coordinate QS and procurement inspection programs. 

(19) Advise the JFC, under emergency conditions, on the allocation of petroleum, 

oils, and lubricants and facilities and coordinate with component control points. 

(20) Release or reallocate JOA PWRS. 

(21) Notify the J-4 and CCMD JPO when PWRS will be penetrated and provide a 

plan for reconstitution of levels including a time frame when levels will be covered. 

(22) Maintain thorough knowledge and understanding of JFC OPLANs/OPORDs 

and component and supporting forces CONOPS/support. 

(23) Coordinate allocation and construction of inland petroleum distribution system 

assets. 

(24) Provide broad guidance and supervision to the SAPO members. 

q. With the proper consideration of planning factors, the establishment of roles and 

offices, and the coordination underway with components and SAPOs, the JPO is now ready 

to commence successful operations. 
D-1 

APPENDIX D 

REFERENCES 

The development of JP 4-03 is based upon the following primary references: 

1. Department of Defense Publications 

a. DODD 4140.25, DOD Management Policy for Energy Commodities and Related 

Service.

b. DODD 4705.1, Management of Land-Based Water Resources in Support of 

Contingency Operations. 

c. DODD 5101.8, Department of Defense (DOD) Executive Agent (EA) for Bulk 

Petroleum. 

d. DODD 5530.3, International Agreements. 

e. DODI 3110.6, War Reserve Materiel Policy.

f. DODI 4715.05, Overseas Environmental Compliance.

g. DODI 4715.5, Management of Environmental Compliance at Overseas Installations.

h. DOD 4140.25-M, DOD Management of Bulk Petroleum Products, Natural Gas, and 

Coal. 

i. DOD 4715.5-G, Overseas Environmental Baseline Guidance Document. 

2. Chairman of the Joint Chiefs of Staff Publications 

a. CJCSI 3110.01G, Joint Strategic Capabilities Plan FY2008.

b. CJCSM 3122.03C, Joint Operation Planning and Execution System Volume II, 

Planning Formats. 

c. CJCSM 3150.14B, Joint Reporting Structure (JRS), Logistics. 

d. CJCSI 3150.25D, Joint Lessons Learned Program (JLLP). 

e. JP 3-28, Civil Support. 

f. JP 4-0, Joint Logistics.

g. JP 4-01.6, Joint Logistics Over-the-Shore (JLOTS). 

h. JP 4-07, Common-User Logistics During Joint Operations.

i. JP 4-08, Logistic Support of Multinational Operations. 
Appendix D 

D-2 JP 4-03 

3. Other Publications 

a. Joint Petroleum Logistics Planning Guide, June 2003. 

b. MIL-STD-3004, Quality Assurance/Surveillance for Fuels, Lubricants, and Related 

Products. 

c. Defense Energy Support Center-Environmental Guide Fuel Terminal. 

d. DLA Memorandum to DESC, 1 November 2004. 
E-1 

APPENDIX E 

ADMINISTRATIVE INSTRUCTIONS 

1. User Comments 

 Users in the field are highly encouraged to submit comments on this publication to: 

Commander, United States Joint Forces Command, Joint Warfighting Center, ATTN: 

Doctrine and Education Group, 116 Lake View Parkway, Suffolk, VA 23435-2697. These 

comments should address content (accuracy, usefulness, consistency, and organization), 

writing, and appearance. 

2. Authorship 

 The lead agent and Joint Staff doctrine sponsor for this publication is the J-4. 

3. Supersession 

 This publication supersedes JP 4-03, 23 May 2003, Joint Bulk Petroleum and Water 

Doctrine. 

4. Change Recommendations 

a. Recommendations for urgent changes to this publication should be submitted 

electronically to the Joint Staff J-4, with information copies sent to the Joint Staff J-7 Joint 

Doctrine and Education Division and to the US Joint Forces Command J-7/Joint Warfighting 

Center, Doctrine and Education Group. 

TO: JOINT STAFF WASHINGTON DC//J4/J7-JDETD// 

INFO: JOINT STAFF WASHINGTON DC//J7-JEDD//CDRUSJFCOM 

SUFFOLK VA//JT10// 

b. Routine changes should be submitted electronically to the US Joint Forces Command 

Joint J-7/Joint Warfighting Center, Doctrine and Education Group, and info the Joint Staff J4 and the Joint Staff J-7 Joint Doctrine and Education Division. 

c. When a Joint Staff directorate submits a proposal to the Chairman of the Joint Chiefs 

of Staff that would change source document information reflected in this publication, that 

directorate will include a proposed change to this publication as an enclosure to its proposal. 

The Military Services and other organizations are requested to notify the Joint Staff J-7 when 

changes to source documents reflected in this publication are initiated. 

d. Record of Changes: 

CHANGE COPY DATE OF DATE POSTED 

NUMBER NUMBER CHANGE ENTERED BY REMARKS 

____________________________________________________________________ 

____________________________________________________________________ 

____________________________________________________________________ 
Appendix E 

E-2 JP 4-03 

5. Distribution of Publications 

Local reproduction is authorized and access to unclassified publications is unrestricted. 

However, access to and reproduction authorization for classified joint publications must be 

in accordance with DOD 5200.1-R, Information Security Program. 

6. Distribution of Electronic Publications 

a. Joint Staff J-7 will not print copies of JPs for distribution. Electronic versions are 

available on JDEIS at https://jdeis.js.mil (NIPRNET), and https://jdeis.js.smil.mil 

(SIPRNET) and on the JEL at http://www.dtic.mil/doctrine (NIPRNET). 

b. Only approved JPs and joint test publications are releasable outside the combatant 

commands, Services, and Joint Staff. Release of any classified JP to foreign governments or 

foreign nationals must be requested through the local embassy (Defense Attaché Office) to 

DIA, Defense Foreign Liaison/IE-3, 200 MacDill Blvd., Bolling AFB, Washington, DC 

20340-5100. 

c. CD-ROM. Upon request of a JDDC member, the Joint Staff J-7 will produce and 

deliver one CD-ROM with current JPs. 
GL-1 

GLOSSARY

PART I—ABBREVIATIONS AND ACRONYMS 

ABFDS aerial bulk fuel delivery system 

ACSA acquisition and cross-servicing agreement 

AIK assistance in kind 

AMC Air Mobility Command 

AOR area of responsibility 

BPA blanket purchase agreement 

CBRN chemical, biological, radiological, and nuclear 

CCDR combatant commander 

CCMD combatant command 

CDRUSAFRICOM Commander, United States Africa Command 

CJCSM Chairman of the Joint Chiefs of Staff manual 

CONPLAN concept plan 

CONOPS concept of operations 

COP common operational picture 

COR contracting officer representative 

CSA combat support agency 

DFSP defense fuel support point 

DLA Defense Logistics Agency 

DOD Department of Defense 

DODD Department of Defense directive 

DODI Department of Defense instruction 

DOS days of supply 

EA executive agent 

FAR Federal Acquisition Regulation 

FGS final governing standard 

FOO field ordering officer 

FORCE fuels operational readiness capability equipment (Air Force) 

GCC geographic combatant commander 

HN host nation 

HNS host-nation support 

HQ headquarters 

IAW in accordance with 

ICIS integrated consumable item support 

IGO intergovernmental organization 
Glossary 

GL-2 JP 4-03 

IMM integrated materiel management 

IMP inventory management plan 

IPDP inland petroleum distribution plan 

IPDS inland petroleum distribution system (Army) 

J-4 logistics directorate of a joint staff 

JARB joint acquisition review board 

JCS Joint Chiefs of Staff 

JFC joint force commander 

JLE joint logistics environment 

JLOTS joint logistics over-the-shore 

JMPAB Joint Materiel Priorities and Allocation Board 

JOA joint operations area 

JP joint publication 

JPO joint petroleum office 

JSCP Joint Strategic Capabilities Plan 

LN lead nation 

LOC line of communications 

LSA logistics supportability analysis 

MILCON military construction 

MILSPEC military specification 

MIL-STD military standard 

MNF multinational force 

MPF maritime pre-positioning force 

MSC Military Sealift Command 

NATO North Atlantic Treaty Organization 

NGO nongovernmental organization 

OGA other government agency 

OPDS offshore petroleum discharge system 

OPLAN operation plan 

OPORD operation order 

OSD Office of the Secretary of Defense 

PC&S post, camp, and station 

POLCAP bulk petroleum capabilities report 

POS peacetime operating stocks 

PWRR petroleum war reserve requirements 

PWRS pre-positioned war reserve stock 

QA quality assurance 

QS quality surveillance 

REPOL bulk petroleum contingency report 
Glossary 

GL-3 

SAPO subarea petroleum office 

SCP service control point 

SFC single-fuel concept 

S/RM sustainment, restoration, and modernization 

TPFDD time-phased force and deployment data 

TSC theater sustainment command (Army) 

ULSD ultra-low sulfur diesel 

USAFRICOM United States Africa Command 

USD(AT&L) Under Secretary of Defense for Acquisition, Technology, and 

Logistics 

USJFCOM United States Joint Forces Command 

USTRANSCOM United States Transportation Command 

WHNS wartime host-nation support 
GL-4 JP 4-03 

PART II—TERMS AND DEFINITIONS 

bin storage. None. (Approved for removal from JP 1-02.)

bulk petroleum product. A liquid petroleum product transported by various means and 

stored in tanks or containers having an individual fill capacity greater than 250 liters. 

(JP 1-02. SOURCE: JP 4-03) 

bulk storage. 1. Storage in a warehouse of supplies and equipment in large quantities, 

usually in original containers, as distinguished from bin storage. 2. Storage of liquids, 

such as petroleum products in tanks, as distinguished from drum or packaged storage. 

(Approved for incorporation into JP 1-02.) 

executive agent. A term used to indicate a delegation of authority by the Secretary of 

Defense to a subordinate to act on behalf of the Secretary of Defense. Designation as 

executive agent, in and of itself, confers no authority. The exact nature and scope of the 

authority delegated must be stated in the document designating the executive agent. An 

executive agent may be limited to providing only administration and support or 

coordinating common functions, or it may be delegated authority, direction, and control 

over specified resources for specified purposes. Also called EA. (JP 1-02. SOURCE: 

JP 1) 

inland petroleum distribution system. A multi-product system consisting of both 

commercially available and military standard petroleum equipment that can be 

assembled by military personnel and, when assembled into an integrated petroleum 

distribution system, provides the military with the capability required to support an 

operational force with bulk fuels. The inland petroleum distribution system is 

comprised of three primary subsystems: tactical petroleum terminal, pipeline segments, 

and pump stations. Also called IPDS. (Approved for incorporation into JP 1-02.) 

integrated consumable item support. A decision support system that takes time-phased 

force and deployment data (i.e., Department of Defense deployment plans) and 

calculates the ability of the Defense Logistics Agency, the warehousing unit of the 

Department of Defense, to support those plans. Integrated consumable item support can 

calculate for the planned deployment supply/demand curves for over two million 

individual items stocked by the Defense Logistics Agency in support of deployment. 

Also called ICIS. (Approved for replacement of “Integrated Consumable Item Support” 

and its definition in JP 1-02.) 

integrated materiel management. The exercise of total Department of Defense-level 

management responsibility for a federal supply group or class, commodity, or item for a 

single agency. It normally includes computation of requirements, funding, budgeting, 

storing, issuing, cataloging, standardizing, and procuring functions. Also called IMM. 

(JP 1-02. SOURCE: JP 4-07) 
Glossary 

GL-5 

lead nation. One nation assumes the responsibility for procuring and providing a broad 

spectrum of logistic support for all or a part of the multinational force and/or 

headquarters. Compensation and/or reimbursement will then be subject to agreements 

between the parties involved. The lead nation may also assume the responsibility to 

coordinate logistics of the other nations within its functional and regional area of 

responsibility. (JP 1-02. SOURCE: JP 4-0) 

materiel readiness. The availability of materiel required by a military organization to 

support its wartime activities or contingencies, disaster relief (flood, earthquake, etc.), or 

other emergencies. (Approved for incorporation into JP 1-02 with JP 4-03 as the source 

JP.) 

offshore petroleum discharge system. Provides bulk transfer of petroleum directly from an 

offshore tanker to a beach termination unit located immediately inland from the high 

watermark. Bulk petroleum then is either transported inland or stored in the beach 

support area. Also called OPDS. (Approved for incorporation into JP 1-02.) 

peacetime operating stocks. Logistics resources on hand or on order necessary to support 

day-to-day operational requirements, and which, in part, can also be used to offset 

sustaining requirements. Also called POS. (JP 1-02. SOURCE: JP 4-03) 

petroleum intersectional service. None. (Approved for removal from JP 1-02.) 

receiving ship. Ship in a replenishment unit that receives the rig(s). (JP 1-02. SOURCE: JP 

4-03) 

role specialist nation. A nation that has agreed to assume responsibility for providing a 

particular class of supply or service for all or part of the multinational force. Also called 

RSN. (JP 1-02. SOURCE: JP 4-08) 

sustainment, restoration, and modernization. The fuels asset sustainment program within 

Defense Energy Support Center that provides a long-term process to cost-effectively 

sustain, restore, and modernize fuel facilities. Also called S/RM. (Approved for 

inclusion in JP 1-02.) 

tactical airfield fuel dispensing system. A tactical aircraft refueling system deployed by a 

Marine air-ground task force in support of air operations at an expeditionary airfield or a 

forward arming and refueling point. Also called TAFDS. (Approved for incorporation 

into JP 1-02 with JP 4-03 as the source JP.) 
Glossary 

GL-6 JP 4-03 

Intentionally Blank 
JOINT DOCTRINE PUBLICATIONS HIERARCHY JOINT DOCTRINE PUBLICATIONS HIERARCHY

JP 1-0 JP 2-0

PERSONNEL

JP 5-0 JP 6-0

INTELLIGENCE

COMMUNICATION

PLANS SYSTEMS

JP 1

JOINT

DOCTRINE

JP 3-0

OPERATIONS

Maintenance

Approval Development

Initiation

JOINT

DOCTRINE

PUBLICATION

ENHANCED

JOINT

WARFIGHTING

CAPABILITY

JP 4-0

LOGISTICS

STEP #4 - Maintenance









JP published and continuously

assessed by users

Formal assessment begins 24-

27 months following

publication

Revision begins 3.5 years after

publication

Each JP revision is completed

no later than 5 years after

signature

STEP #3 - Approval STEP #2 - Development

STEP #1 - Initiation







JSDS delivers adjudicated matrix to JS J-7

JS J-7 prepares publication for signature

JSDS prepares JS staffing package

JSDS staffs the publication via JSAP for

signature













LA selects Primary Review Authority (PRA) to develop the

first draft (FD)

PRA/USJFCOM develops FD for staffing with JDDC

FD comment matrix adjudication

JS J-7 produces the final coordination (FC) draft, staffs to

JDDC and JS via Joint Staff Action Processing

Joint Staff doctrine sponsor (JSDS) adjudicates FC

comment matrix

FC Joint working group













Joint Doctrine Development

Community (JDDC) submission to

fill extant operational void

US Joint Forces Command

(USJFCOM) conducts front-end

analysis

Joint Doctrine Planning Conference

validation

Program Directive (PD) development

and staffing/joint working group

PD includes scope, references,

outline, milestones, and draft

authorship

Joint Staff (JS) J-7 approves and

releases PD to lead agent (LA)

(Service, combatant command, JS

directorate)

All joint publications are organized into a comprehensive hierarchy as shown in the chart above.

is in the Logistics series of joint doctrine publications. The diagram below illustrates an overview of the

development process:

Joint Publication

(JP) 4-03