MCDP 1-0.1

Componency

U.S. Marine Corps

PCN 142 000013 00
 MCCDC (C 42) 

 20 Jun 2001 

E R R A T U M 

to 

MCDP 1-0.1 

COMPONENCY 

1. For administrative purposes, the publication short title 

and PCN have been reidentified. Change “MCWP 0-1.1” to read: 

“MCDP 1-0.1” of June 1998 wherever it appears in the Manual. 

PCN 143 000053 80 
Unless otherwise stated, whenever the masculine or feminine

 gender is used, both men and women are included.

To Our Readers

Changes: Readers of this publication are encouraged to submit

suggestions and changes that will improve it. Recommendations

may be sent directly to Commanding General, Doctrine Division

(C 42), Marine Corps Combat Development Command, 3300

Russell Road, Suite 318A, Quantico, VA 22134-5021 or by fax

to 703-784-2917 (DSN 278-2917) or by E-mail to smb@doctrine div@mccdc. Recommendations should include the following information:

•Location of change

Publication number and title

Current page number

Paragraph number (if applicable)

Line number

Figure or table number (if applicable)

•Nature of change

Add, delete

Proposed new text, preferably double-spaced

and typewritten

•Justification and/or source of change

Additional copies: A printed copy of this publication may be

obtained from Marine Corps Logistics Base, Albany, GA 31704-

5001, by following the instructions in MCBul 5600, Marine

Corps Doctrinal Publications Status. An electronic copy may be

obtained from the Doctrine Division, MCCDC, world wide web

home page which is found at the following universal reference

locator: http://ismo-www1.quantico.usmc.mil/docdiv.
DEPARTMENT OF THE NAVY

Headquarters United States Marine Corps

Washington, D.C. 20380-1775

5 June 1998

FOREWORD

Marine Corps Warfighting Publication (MCWP) 0-1.1, Componency, addresses the fundamental principles of Marine

Corps componency. It deals with the Marine Corps component

under a combatant command; the role of the Marine Corps

component commander and staff; the relationship of the Marine Corps component commander with the combatant commander, other Service component commanders, and the Marine

air-ground task force commander. It describes the role of the

Marine Corps component commander in a joint task force and

the relationship of the Marine Corps component commander

with the Marine Corps’ Service component at the combatant

command. It further discusses the role of the Marine Corps Reserve within the Marine Corps Total Force concept. Lastly it

delineates the functions of a Marine Corps component throughout the phases of an expeditionary campaign.

This publication provides guidance for the commanders and

their staffs of Marine Corps components and major subordinate commands. It also provides information for the Joint Staff,

joint force commanders and their staffs, and other Service
components on how Marine Corps components will support the

joint force. Included are descriptions of command relationships

and the Service support functions performed by Marine Corps

component headquarters. The roles and functions described

herein provide an understanding of how the Marine Corps will

support the joint force commander.

DISTRIBUTION: 143 000053 00

© 1998 United States Government as represented by the Secretary of the Navy. All rights reserved.

Throughout this publication, masculine nouns and pronouns

are used for the sake of simplicity. Except where otherwise

noted, these nouns and pronouns apply to either gender.

BY DIRECTION OF THE COMMANDANT

OF THE MARINE CORPS

J. E. RHODES

Lieutenant General, U.S. Marine Corps

Commanding General

Marine Corps Combat Development Command
Table of Contents

Chapter 1. Fundamentals

An Historical Overview—Establishment of Marine Corps

Components—National Military Command Structure—

Combatant Command Structure–Service Components–

Functional Components–Combination of Service and Functional

Components—Subordinate Joint Command Structure—

Designation as a Functional Component Commander

Chapter 2. The Marine Corps Component

Marine Corps Component Commands—Levels of Marine

Corps Components—Combatant Commands and Marine

Corps Components—Organization—Combatant

Command-Level Marine Corps Component–Combatant

Commander and Marine Corps Component

 MCWP 0-1.1
Commander–Commandant of the Marine Corps and Marine Corps

Component Commander–Marine Corps Component Commander

and Other Component Commanders–Marine Corps Component

Commander and Subordinate Marine Corps Force

Commanders—Subordinate Joint Command-Level Marine

Corps Component–Commander of a Subordinate Joint Command

and Subordinate Joint Command-Level Marine Corps Component

Commander–Combatant Command-Level Marine Corps

Component Commander and Subordinate Joint Command-Level

Marine Corps Component Commander–Marine Corps Component

Commander and Other Component Commanders–Marine Corps

Component Commander and MAGTF Commander—The Marine

Corps Component and the MAGTF–One Commander and One

Staff–One Commander and Two Staffs–Two Commanders and Two

Staffs—The Marine Corps Component and the Marine Corps

Logistics Command—The Marine Corps Component and the

Rear Area Command—Marine Corps Component Staff 

Manning–Augmentees–Liaisons–Representatives

Chapter 3. Service Support Functions

Personnel and Logistics—Intelligence—Operations—

Plans—Command and Control 

Componency MCWP 0-1.1
Chapter 4. Conclusion

Appendix. Levels of Authority

Combatant Command—Operational Control—Tactical

Control—Support Relationships—Administrative

Control—Coordinating Authority

Notes

Glossary

References

MCWP 0-1.1 Componency
Chapter 1

Fundamentals

“The role of component commanders in a joint force merits

special attention. Component commanders are first expected

to orchestrate the activity of their own forces, branches, and

warfare communities . . . . In addition, [they must] understand how their own pieces fit into the overall design and best

support the joint force commander’s plans and goals.”1

—Joint Pub 1, Joint Warfare of the

 Armed Forces of the United States

ince 1775, the United States Marine Corps has conducted

military operations around the globe with forces from

other Services and nations to achieve our nation’s strategic objectives. Combining the strengths and abilities of Marine Corps

forces with forces from other Services and nations has resulted

in a military force whose combat power exceeds that of a comparably sized force drawn from a single Service. This synergy

has allowed our nation and its allies to win against numerically

superior enemies while limiting our own losses.

The Marine Corps’ operational forces are organized as

Marine air-ground task forces (MAGTFs) and are employed

either as part of naval expeditionary forces or as part of larger

joint or combined forces. To better support present and future

joint military operations, the Marine Corps has established

Marine Corps components with the five geographic combatant

commands. This publication discusses how a Marine Corps

component headquarters supports a joint force commander during joint operations. It clarifies the roles, functions, and command relationships of the Marine Corps component.

AN HISTORICAL OVERVIEW

Before the Goldwater-Nichols Department of Defense Reorganization Act of 1986, the Fleet Marine Forces provided

MAGTFs to the combatant commander directly or through the

MCWP 0-1.1 Fundamentals

3

S
U.S. Fleet commander. An example of a successful command

arrangement involving Marine Corps support of a joint force

occurred in the early days of the Korean War. During this period, the 1st Marine Brigade supported the 8th Army in the defense of the Pusan perimeter in August–September 1950. Later

the 1st Marine Division, with supporting Marine aviation,

served as part of X Corps, the land combat com-ponent of

Joint Task Force 7, during the Inchon landing of September

1950. The joint force commanders for these oper- ations effectively integrated Marine Corps forces into the joint force. The

MAGTF operated using Marine Corps Service doctrine and its

optimal task organization, including organic Marine aviation.

The concept of MAGTF operations was proven during these

operations. The combined arms capability and well-established

support relationships between the two combat arms—ground

and aviation—was the envy of the other Services. In the first

volume of the official Marine Corps history of the Korean

War, The Pusan Perimeter, Colonel P. L. Freeman, USA,

commanding the 23rd Infantry Regiment in the Pusan perimeter, commented,

. . . the Marines on our left were a sight to behold. Not only

was their equipment superior or equal to ours, but they had

squadrons of air in direct support. They used it like artillery. It

was ‘Hey, Joe—This is Smitty—Knock the left of that ridge in

front of Item Company.’ They had it day and night. It came

off nearby carriers, and not from Japan with only 15 minutes

of fuel to accomplish the mission. 2

Lieutenant General Walton H. Walker, USA, Commanding

General of the 8th Army, and Brigadier General Edward A.

Componency MCWP 0-1.1

4
Craig, USMC, Commanding General of the 1st Marine Brigade, established the command structure which was so successful for the “fire brigade of the Pusan perimeter.” This

winning command arrangement was duplicated by Commander, Joint Task Force 7, and contributed to the success of

the Inchon landing. Because of experiences like this, the

Marine Corps recommends that its operational forces be employed as MAGTFs that retain their optimal task organization

to bring maximum sustainable combat power to the fight.

The Goldwater-Nichols Department of Defense Reorganization Act of 1986 created a new model for joint operations by

clearly placing responsibility for the accomplishment of a combatant command’s assigned mission on the combatant commander and by ensuring that authority was fully commensurate

with responsibility. The act also established closer, more formal command linkages from the Services to the supported

combatant commander, thereby creating the requirement for

Service components to the combatant commands.

Operation Desert Storm highlighted the need for the Marine

Corps to provide a fully staffed and capable component headquarters to the joint force commander. Such a headquarters allows the Marine Corps component commander to ensure that

the joint force commander’s requirements are met and that Marine Corps forces are employed in accordance with their capabilities. Operation Desert Storm revealed that manning and

equipping a Marine Corps component headquarters out of the

limited resources of the MAGTF was insufficient and that the

MCWP 0-1.1 Fundamentals

5
roles and functions of such a component were not fully understood. Soon after the operation ended, the Marine Corps commissioned a study to explore various options to correct these

problems and conform to the Goldwater-Nichols Department of

Defense Reorganization Act of 1986. Joint and combined exercises were used to test the various options for manning a component headquarters without reducing the capabilities of the

MAGTF. Operation Restore Hope in Somalia and Operation

Restore Democracy in Haiti tested componency in real world

deployments and operations. The joint and Service doctrines in

this publication reflect the results of these actions and is an effort to maximize the benefits of componency in joint operations.

ESTABLISHMENT OF MARINE CORPS

COMPONENTS

In 1992 Marine Corps componency was established and

Marine Corps component commanders, who are referred to as

the Commander, Marine Corps Forces (COMMARFOR), were

assigned or designated for each of the five geographic combatant commands. Fleet Marine Forces Atlantic (FMFLANT) and

Fleet Marine Forces Pacific (FMFPAC) were redesignated

Marine Corps Forces Atlantic (MARFORLANT) and Marine

Corps Forces Pacific (MARFORPAC), respectively, and assumed the missions and responsibilities of Service component

commands. Headquarters, Fleet Marine Forces Europe

Componency MCWP 0-1.1

6
(FMFEUR), was redesignated Headquarters, Marine Corps

Forces Europe (MARFOREUR). Marine Corps component

planning liaison cells were established in Central Command

(CENTCOM) and Southern Command (SOCOM).

In addition to providing Marine Corps representation to each

combatant command, these Marine Corps components have assumed many of the administrative and logistic requirements

previously performed by Marine Corps forces. This change allowed the Marine Corps component’s assigned MAGTF to

concentrate on combat operations. The new joint force organization, supported by the activation of Marine Corps components, significantly changed the operational environment in

which Marine Corps forces deployed and operated.

Marine Corps forces are also provided to naval commands

by the Marine Corps component commander who may also

perform the duties of a Fleet Marine Forces commanding general with the status of a naval type commander. Assignments

as both a commander, Marine Corps forces, and commanding

general, Fleet Marine Forces, have separate, distinct command

relationships and missions. For example, Commander, MARFORPAC—the Marine Corps component commander—provides Marine Corps forces to the Commander in

Chief, U.S. Pacific Command. As the Commanding General,

Fleet Marine Forces Pacific—naval type commander status—Commander, MARFORPAC, provides Marine airground task forces to the Commander, U.S. Pacific Fleet.

MCWP 0-1.1 Fundamentals

7
NATIONAL MILITARY COMMAND STRUCTURE

American military forces operate under a chain of command

with two distinct branches. (See figure.) This arrangement reflects our historic tradition of civilian control of the military.

The first branch is an operational chain of command. For the

Marine Corps, this branch runs from the President through the

Secretary of Defense to the combatant commander (and subordinate unified commander or commander, joint task force,

when designated) and then to the Marine Corps component

commander.

While the Chairman of the Joint Chiefs of Staff does not exercise military command over the combatant commanders,

Joint Chiefs of Staff, or any of the Armed Forces, the Chairman of the Joint Chiefs of Staff assists the President and

Secretary of Defense in performing their command functions.

The Chairman of the Joint Chiefs of Staff transmits orders to

the combatant commanders as directed by the President. Additionally, as directed by the Secretary of Defense, the Chairman

of the Joint Chiefs of Staff oversees the activities of those commands. Reports from combatant commanders will normally be

submitted through the Chairman of the Joint Chiefs of Staff,

who forwards them to the Secretary of Defense and also acts as

the spokesman for the combatant commanders.

Componency MCWP 0-1.1

8
The second branch of the chain of command is the Service

chain of command. The Service chain of command provides

for the preparation of Service forces and their administration

and support. The Secretary of the Navy is responsible for the

administration and support of Marine forces assigned or

attached to each of the combatant commands. The Secretary

exercises administrative control (ADCON) through the Commandant of the Marine Corps and the commander of the

MCWP 0-1.1 Fundamentals

9

OPERATIONAL

BRANCH

SERVICE

BRANCH

National

Command

Authorities

PRESIDENT

SECRETARY

OF DEFENSE

COMBATANT

COMMANDER

CHAIRMAN OF

THE JOINT

CHIEFS OF STAFF

SECRETARY

OF THE NAVY

COMMANDANT

OF THE

MARINE CORPS

MARINE

CORPS

COMPONENT

COMMANDER

Command

Administrative Control

Channel of Communication

Chain of command.
Marine Corps component command assigned to a combatant

command.

The Commandant’s role as a member of the Joint Chiefs of

Staff is as important as his duties as a Service chief. As a

member of the Joint Chiefs of Staff, the Commandant—

Acts as a military advisor to the National Command

Authorities.

Reviews command relationships and the use of Marine

Corps forces.

Advises the Chairman of the Joint Chiefs of Staff on matters concerning the Marine Corps.

Marine Corps component commanders operate within both

branches of the chain of command. They respond to the orders

of the joint force commander in the operational chain of command, while being equipped, manned, and supported through

the Service chain of command. Marine Corps component commanders and their staffs, subordinate Marine commanders and

staffs, as well as supporting Marine Corps commands and

agencies must understand the dual nature of the chain of command and its impact on component operations.

COMBATANT COMMAND STRUCTURE

The President establishes combatant commands to execute

broad and continuing missions using forces of two or more

Componency MCWP 0-1.1

10
Military Departments. Combatant commands typically have

geographic or functional responsibilities.

Establishing a joint force based on a geographic area is the

most common method to assign responsibility for continuing

operations. The title of the area and its delineation is prescribed

in the establishing directive.

Joint forces are also based on functional responsibilities

without respect to a specific geographic area. These forces include the unified commands for transportation, space, special

operations, and strategic operations. When functional responsibilities are defined, the focus should be on the effect desired or

service provided.

A combatant commander, when authorized through the

Chairman of the Joint Chiefs of Staff, may establish a subordinate unified command. The Secretary of Defense or a joint

force commander can form joint task forces to conduct operations of a smaller scope or more limited duration that do not require all the forces assigned or attached to the combatant

command. A joint task force contains forces of two or more

Military Departments. A naval force consisting of Navy and

Marine Corps forces does not by itself constitute a joint force.

The establishing authority dissolves the joint task force when

the mission is complete or when it is no longer required.

All Service forces (except as noted in Title 10, U.S. Code,

section 162) are assigned to combatant commands by the

MCWP 0-1.1 Fundamentals

11
Secretary of Defense through the annual “Forces for Unified

Commands” memorandum. A force, once assigned, may be

transferred from that command only at the direction of the Secretary of Defense and under the procedures prescribed by the

Secretary of Defense and approved by the President (see appendix). Using the Service components as basic building

blocks, the combatant commanders organize their forces to accomplish their assigned mission.

While the Services’ roles and functions do not determine the

theater command structure, the combatant commander should

consider the traditional roles of the Services in the organization

of the theater. The combatant commander seeks to organize his

forces in the most effective manner to accomplish the mission.

The combatant commander attempts to preserve normal Service responsibilities and organizational integrity to fully exploit

their inherent capabilities. The primary options for organizing

the forces available to the combatant commander are by Service components, functional components, or a combination of

the two. The combatant commander could also establish a subordinate joint task force. The combatant commander’s organization of forces should be tailored to his envisioned actions.

Service Components

All joint forces include Service components. The joint force

commander also may conduct operations through the Service

component. Conducting operations through Service components is appropriate when stability, continuity, economy, ease

of long-range planning, and the scope of operations dictate

Componency MCWP 0-1.1

12
maintaining organizational integrity of Service forces. Because

the individual Services are organized, trained, and employed

using the Service’s doctrine, this arrangement fully exploits the

capabilities and experience that the individual Service can

bring to a joint command. (See figure.)

Using a Marine Corps component takes full advantage of

the established lines of command and standing operating procedures, and it enables Marine Corps forces to function as they

were designed, as a MAGTF. As Joint Pub 0-2, Unified Action

Armed Forces (UNAAF), states, “The intent is to meet the

needs of the [joint force commander] while maintaining the tactical and operational integrity of the Service organiza- tions.”3

Conducting operations through Service component commanders also provides the advantage of clear and uncomplicated

command lines.

MCWP 0-1.1 Fundamentals

13

MARINE CORPS

COMPONENT

COMBATANT

COMMANDER

ARMY

COMPONENT

NAVY

COMPONENT

AIR FORCE

COMPONENT

Combatant command organized by

 Service components.
The Marine Corps component commander’s primary responsibility is as a force provider and sustainer. Additional responsibilities to the combatant commander include—

Making recommendations on the proper employment of

Marine Corps forces.

Accomplishing such operational missions as may be assigned by the combatant commander. Operational missions are normally executed by the Marine Corps

component commander’s assigned forces.

Selecting and nominating specific Marine units or forces

for assignment to other subordinate forces of the combatant command.

Conducting joint training and exercises. A major focus of

this training is to train the component staff to meet the

standards contained in Chairman of the Joint Chiefs of

Staff Manual 3500.04, Universal Joint Task List, and the

Chief of Naval Operations Instruction 3500.38, Naval

Tactical Task List.

Informing the combatant commander of any changes in

planning for logistic support that will affect the combatant

commander’s ability to accomplish the mission.

Developing Marine Corps programming and budgeting requests to support the combatant commander’s warfighting

requirements and priorities and keeping the combatant

commander informed of the status of these programs.

Providing supporting operation and exercise plans to support assigned missions.

Componency MCWP 0-1.1

14
The Marine Corps component commander provides Service

logistic and administrative support using established Marine

Corps procedures. The Marine Corps component commander’s

Service responsibilities also include—

Internal discipline and administration.

Training in Marine Corps doctrine, tactics, techniques,

and procedures.

Logistic functions normal to the command, except as otherwise directed by higher authority.

Service intelligence matters and the oversight of intelligence activities according to current laws, policies, and

directives.

Functional Components

The combatant commander may establish functional component commands to centralize selected functions and reduce his

span of control by placing forces with similar capabilities under a single commander. Conducting operations through functional component commands requires that the combatant

commander—in accordance with joint doctrine—accomplish

the following:

Assign the authority and responsibilities of functional

component commanders based on his concept of operations.

Designate the forces or capabilities to be made available

for tasking by the functional component commander.

MCWP 0-1.1 Fundamentals

15
Functional component commanders have authority over

those forces or capabilities made available to them by the

combatant commander.

Establish the command relationship of the functional component commander over the forces or assigned capabilities.

The functional component commander must be aware of the

organization, capabilities, and limitations of assigned or attached forces and the responsibilities retained by the Service

component commander. The functional component commander’s assigned authority and responsibilities will not affect

the command relationships between the Service component

commander and the combatant commander. (See figure.)

Functional component commanders are normally selected

from Service component commanders. The combatant

commander will normally appoint the Service component commander with the preponderance of forces capable of accomplishing the function or assigned mission and the command and

control capability to control such operations. The functional

component commander is responsible for completing his assigned operational tasks or objectives. The functional component commander also makes recommendations to the

combatant commander on the proper use of the military forces

or capabilities available to accomplish the assigned missions. A

Service component commander designated as the functional

Componency MCWP 0-1.1

16
component commander retains Service component responsibilities.

Combination of Service and Functional Components

The most common method the combatant commander uses to

organize his available forces is a combination of Service and

functional componency. The following figure is an example of

a combatant command organized with the four Service forces

commanded by Service component commanders along with a

special operations component.

MCWP 0-1.1 Fundamentals

17

Combatant command organized by

functional components.

COMBATANT 

COMMANDER

JOINT FORCE

SPECIAL OPS

COMPONENT

JOINT FORCE

LAND

COMPONENT

JOINT FORCE

AIR

COMPONENT

JOINT FORCE

MARITIME

COMPONENT

FORCES/

CAPABILITIES

MADE AVAILABLE

ARMY

COMPONENT

MARINE CORPS 

COMPONENT

NAVY

COMPONENT

AIR FORCE 

COMPONENT

FORCES/

CAPABILITIES

MADE AVAILABLE

FORCES/

CAPABILITIES

MADE AVAILABLE

FORCES/

CAPABILITIES

MADE AVAILABLE
The combination of Service and functional components

takes advantage of the benefits of Service componency while

allowing the combatant commander to centralize certain functions to achieve his strategic or operational objective. In these

cases, the Service components retain command of their forces,

while providing forces and capabilities through the combatant

commander to the functional component commander. Regardless of how the combatant commander organizes his assigned

or attached forces, if Marine Corps forces are included there

will be a Marine Corps component.4

Componency MCWP 0-1.1

18

COMBATANT

COMMANDER

MARINE CORPS

COMMANDER

NAVY

COMMANDER

JOINT FORCE

SPECIAL OPS

COMMANDER

AIR FORCE

COMMANDER

ARMY

COMMANDER

Combatant command organized by combination of

Service and functional components.
SUBORDINATE JOINT COMMAND STRUCTURE

Subordinate joint commands may be either a subordinate unified command or a joint task force. Distinctive level of authority differences exist between the combatant command and the

subordinate joint force command. Unless otherwise specified,

all elements of combatant command (command authority) (COCOM) remain with the assigned combatant commander. The

subordinate joint force commander normally exercises operational control (OPCON) of assigned or attached forces.

Both the combatant command and subordinate joint force

may be organized with either Service components, functional

components, or a combination of the two. Both may be established in a geographic area or on a functional basis. Subordinate unified commands are established to conduct operations

on a continuing basis in accordance with criteria set by the unified commander, while the joint task force has a specific, limited objective and does not require overall centralized control of

logistics.

Like combatant commands, joint task forces contain components and are organized by Service, function, or a combination

of the two. (See figure.) When a combatant commander determines that the Marine Corps is the appropriate Service to command a joint task force, the combatant commander tasks the

Marine Corps component commander to provide the commander, joint task force. The combatant command-level

Marine Corps component commander nominates the

MCWP 0-1.1 Fundamentals

19
commander, joint task force, and provides the nucleus for this

joint staff from his assigned and/or attached forces. The combatant command-level Marine Corps component commander

also designates the joint task force-level Marine component

commander and provides the required Marine Corps forces after the commander, joint task force, determines his force requirements.

DESIGNATION AS A FUNCTIONAL COMPONENT

COMMANDER

Componency MCWP 0-1.1

20

COMBATANT 

COMMANDER

ARMY

COMPONENT

NAVY

COMPONENT

AIR FORCE 

COMPONENT

MARINE CORPS 

COMPONENT

COMMANDER,

JOINT TASK FORCE

ARMY

COMPONENT

NAVY

COMPONENT

AIR FORCE 

COMPONENT

MARINE CORPS 

COMPONENT

Joint task force organized by Service component.
The joint force commander can designate the Marine Corps

component commander as a functional component commander.

The joint force commander can designate the Marine Corps

component commander as the—

Joint force maritime component commander.

Joint force land component commander.

Joint force air component commander.

If the Marine Corps component commander is assigned

functional component commander responsibilities, execution is

normally accomplished by the assigned MAGTF. Designation

as a functional component commander brings additional responsibilities; however, they do not replace Service component

responsibilities for assigned Marine Corps forces. Regardless

of the joint command structure, the Marine Corps component

commander must still provide administrative and logistic support to assigned forces. In addition to functional component

duties, the joint force commander can assign the Marine Corps

component commander other joint duties such as the area air

defense commander or airspace control authority. Again, these

functions are normally accomplished by the assigned MAGTF.

While one commander may have two designations— Marine

Corps component commander and joint force functional component commander—the responsibilities are separate, distinct,

and not interchangeable. Because the command functions are

separate, so are the staff functions. The Marine Corps component commander’s staff performs Service component functions

MCWP 0-1.1 Fundamentals

21
and is manned by the Marine Corps component’s normal staff

members. The functional component commander’s staff performs functional component activities and should be manned to

reflect the composition of the functional component command.

The Service component and functional component staffs, while

separate, can be collocated and use the same facility. In this

case, the Service staff “hosts” the functional staff. (See figure.)

Componency MCWP 0-1.1

22

SERVICE 

FORCES

SERVICE

COMPONENT

STAFF

FUNCTIONAL

COMPONENT

STAFF

SERVICE

COMPONENT

COMMANDER

FUNCTIONAL

COMPONENT

COMMANDER

FORCES/CAPABILITIES 

MADE AVAILABLE

SERVICE 

FACILITY

Arrangement of Service and functional staffs.
Chapter 2

The Marine Corps

Component

“A combatant command-level Service component command

consists of the Service component commander and all the

Service forces, such as individuals, units, detachments, organizations, and installations, including the support forces,

that have been assigned to a combatant command or further

assigned to a subordinate unified command or joint task force

. . . . Other individuals, units, detachments, organizations, or

installations may operate directly under the Service component commander and contribute to the mission of the [’joint

force commander].”1

—Joint Pub 0-2, Unified Action

Armed Forces (UNAAF)

he Marine Corps component commander functions at the

operational level of war. The Marine Corps component

commander is responsible for accomplishing assigned operational missions but primarily provides forces and administrative and logistic support to Marine Corps forces.

MARINE CORPS COMPONENT COMMANDS

The “Forces for Unified Commands” memorandum assigns

Marine Corps operating forces to each of the combatant commands. Although there are five Marine Corps components,

there are only two Marine Corps component commands. The

Marine Corps has established two combatant command-level

Service component commands: Marine Corps Forces, Atlantic,

and Marine Corps Forces, Pacific. The II Marine

Expeditionary Force is provided by Commander, Marine Corps

Forces, Atlantic, to the Commander in Chief, U.S. Atlantic

Command, and the I and III Marine Expeditionary Forces are

provided by Commander, Marine Corps Forces, Pacific, to the

Commander in Chief, U.S. Pacific Command. This assignment

reflects the peacetime disposition of Marine Corps forces. Marine expeditionary forces are apportioned to the remaining geographic combatant commands for contingency planning and are

provided to the combatant commands when directed by the

Secretary of Defense.

MCWP 0-1.1 The Marine Corps Component

25

T
The Commander, Marine Corps Forces, Atlantic, is assigned to the Commander in Chief, U.S. Atlantic Command,

and the Commander, Marine Corps Forces, Pacific, is assigned

to the Commander in Chief, U.S. Pacific Command. In order to

provide three-star, general officer representation to the remaining three geographic combatant commands, Commander, Marine Corps Forces, Atlantic (COMMARFORLANT), is

designated as the Marine Corps component commander to both

Commander in Chief, U.S. European Command (CINCUSEUCOM), and Commander in Chief, U.S. Southern Command

(CINCUSSOCOM). The Commander, Marine Corps Forces,

Pacific, is designated as the Marine Corps component commander to the Commander in Chief, U.S. Central Command

(CINCUSCENTCOM).

Headquarters, Marine Corps Forces, Europe, has been established in the European Command (EUCOM) and a planning

liaison element has been established with both Central Command and Southern Command to support their respective designated Marine Corps component commander. During

peacetime, the designated Marine Corps component commander provides operation and contingency planning support

and advice to their respective combatant commanders on

Marine Corps-specific matters. When directed, the Marine

Corps component commander exercises OPCON of forces assigned or attached to the combatant commander.

Additionally, Commander, Marine Corps Forces, Pacific

(COMMARFORPAC), possesses the capability to deploy a

Componency MCWP 0-1.1

26
combatant command-level Marine Corps component headquarters. This capability is required due to the unique nature of the

supported combatant commands.

LEVELS OF MARINE CORPS COMPONENTS

There are two levels of Marine Corps components: a Marine

Corps component under a unified command and a Marine

Corps component under a subordinate unified command or

joint task force. The subordinate unified command-level or

joint task force-level Marine Corps component will communicate directly to the combatant command-level Marine Corps

component on Marine Corps-specific matters.

The Marine Corps component commander deals directly

with the joint force commander in matters affecting Marine

Corps forces. The Marine Corps component commander commands, trains, equips, and sustains Marine Corps forces. The

Marine Corps component commander translates the joint force

commander’s intent into Marine Corps forces’ actions and is

responsible for—

Advising the joint force commander on the use of Marine

Corps forces.

MCWP 0-1.1 The Marine Corps Component

27
Accomplishing the missions or tasks assigned by the joint

force commander.

Informing the joint force commander regarding the Marine

Corps component’s situation and progress.

Providing Service-specific support (administrative, logistics, training, intelligence) to Marine Corps forces.

COMBATANT COMMANDS AND MARINE CORPS

COMPONENTS

Three documents provide the basis for the command relationships between the combatant commands and the Marine Corps

components. “The Unified Command Plan” provides basic

guidance for combatant commanders. It establishes missions,

functions, responsibilities, and force structure and delineates

general geographic areas of responsibility.

The “Forces for Unified Commands” memorandum assigns

or attaches forces to the combatant commander. Forces are assigned, or reassigned, when the transfer of forces is permanent

or for an unknown period of time or when the broadest level of

command and control is necessary. Forces are attached when

the transfer of forces is temporary. The combatant commander

exercises COCOM over assigned forces and normally exercises

OPCON over attached forces. All forces—assigned or

Componency MCWP 0-1.1

28
attached—operating within a combatant commander’s geographic area are under his command. 

Chairman of the Joint Chiefs of Staff Instruction 3100.01C,

Joint Strategic Capabilities Plan, provides guidance to the

combatant commanders and the Service Chiefs to accomplish

tasks and missions. It provides strategic planning direction for

the combatant commanders to develop operation plans and

contingency plans. In accordance with this guidance and these

plans, Marine Corps forces are apportioned to the combatant

commanders. Marine Corps forces are apportioned to support

multiple combatant commanders’ missions. COCOM can only

reside with one combatant commander; supported combatant

commanders must coordinate with the combatant commander

having COCOM over Marine Corps forces planned to support

their operational needs.

A vital element of the Marine Corps Total Force is the

Marine Corps Reserve under the Commander, Marine Corps

Forces Reserve. The Marine Corps Reserve is available to augment and reinforce any major operation in which Marine Corps

forces participate. Combatant commanders will exercise COCOM over assigned Reserve forces only when mobilized or ordered to active duty (other than for training). The Commander

in Chief, U.S. Atlantic Command, will normally exercise training and readiness oversight authority over assigned Selected

Marine Corps Reserve units on a continuous basis through

COMMARFORLANT (see the “Forces for Unified

MCWP 0-1.1 The Marine Corps Component

29
Commands” memorandum for more information). This oversight includes the authority to—

Provide guidance to COMMARFORLANT on operational requirements and priorities to be addressed in training and readiness programs.

Comment on COMMARFORLANT program recommendations and budget requests.

Coordinate and approve participation of assigned Selected

Marine Corps Reserve units in joint exercises and other

joint training when on active duty for training or performing inactive duty training.

Obtain and review readiness and inspection reports of assigned Selected Marine Corps Reserve units.

Coordinate and review mobilization plans (including postmobilization training activities and deployability validation procedures) developed for assigned Selected Marine

Corps Reserve units.

ORGANIZATION

Within the two levels of Marine Corps components, there exist

three types of component headquarters, each with different responsibilities and establishing criteria. A combatant command-level Marine Corps component is formed to conduct operations on a continuing basis and at least one MAGTF assigned. Depending on the scope of the assigned mission, the

Componency MCWP 0-1.1

30
combatant command-level Marine Corps component commander may establish a Marine Corps logistics command

and/or a rear area command. The Marine Corps component

may also include forces from other Services and nations. (See

figure.)

The MAGTF provides the Marine Corps component commander combat power, while the Marine Corps logistics command (if established) provides the operational logistics to

sustain that combat power. The rear area command (if established) controls operations in the component’s rear area and

coordinates rear area operations within the joint operations

area or theater communications zone. 

MCWP 0-1.1 The Marine Corps Component

31

* As required or assigned.

Marine air-ground

task force

MARINE CORPS

COMPONENT

Marine air-ground 

task force *

Rear Area

Command *

Assigned or attached

 forces from other

 Services/nations * 

Marine Logistics

 Command *

Marine Corps component organization.
The subordinate joint command-level Marine Corps component may be a Marine Corps component to either a subordinate

unified command or a joint task force. The Marine Corps component to the subordinate unified command is also established

to conduct operations on a continuing basis with responsibilities and missions similar to those of a combatant commandlevel Marine Corps component; however, the establishment of

a Marine Corps Logistics Command remains with the combatant command-level Marine Corps component. The Marine

Corps component to a joint task force is normally established

on an as-required basis and is not a standing component. The

subordinate unified command-level Marine Corps component

or the Marine Corps component to a joint task force will normally exercise OPCON over assigned or attached forces. Each

will normally have at least one MAGTF and may also include

forces from other Services and nations. 

COMBATANT COMMAND-LEVEL MARINE CORPS

COMPONENT

All combatant commands include a Marine Corps component.

Regardless of how the combatant commander conducts operations, the Marine Corps component commander provides

Service-specific administration and support to Marine Corps

forces. The Marine Corps component commander retains and

exercises responsibility for Marine Corps logistic support except when responsibility has been altered by Service support

Componency MCWP 0-1.1

32
agreements or when the combatant commander has directed

otherwise.2 

The following paragraphs discuss the relationships between

the combatant command-level Marine Corps component commander and higher, adjacent, and subordinate com- manders.

Combatant Commander and Marine Corps Component

Commander

The combatant commander exercises COCOM over all

assigned Marine Corps forces through the Marine Corps component commander. ADCON relationships with assigned or attached Marine Corps forces should be specified between the

Marine Corps component providing Marine Corps forces and

the Marine Corps component gaining the Marine Corps forces.

Unless otherwise specified, ADCON is exercised through the

combatant-level Marine Corps component commander to

whom the forces are assigned.

Commandant of the Marine Corps and Marine Corps

Component Commander

The Commandant provides personnel, administrative, and logistic support to the Marine Corps component commander. The

Commandant’s relationship with the Marine Corps component

commander is through the Service chain—not the operational

chain. Unless otherwise directed by the combatant commander,

the Marine Corps component commander will communicate

through the combatant command on those matters over which

MCWP 0-1.1 The Marine Corps Component

33
the combatant commander exercises COCOM or directive

authority. On Service-specific matters—person- nel, administration, and unit training—the Marine Corps component commander will normally communicate directly with the

Commandant, informing the combatant commander as the

combatant commander directs. 

Marine Corps Component Commander and Other

Component Commanders

The combatant commander may establish a support relationship between the Marine Corps component commander and

other Service and functional component commanders. There

may be multiple support relationships established between

various commands. The Marine Corps component commander

may be both a supported and supporting commander. The Marine Corps component commander coordinates and consults

with the other component commanders to achieve unity of effort and accomplish the combatant commander’s mission.

Marine Corps Component Commander and Subordinate

Marine Corps Force Commanders

When the combatant commander conducts operations using

Service components, the Marine Corps component commander

should have OPCON of all assigned or attached Marine Corps

forces. If the combatant commander conducts operations using

functional components, the Marine Corps component commander normally retains OPCON of assigned or attached

Componency MCWP 0-1.1

34
Marine Corps forces and delegates tactical control (TACON)

to the functional component commander.

SUBORDINATE JOINT COMMAND-LEVEL MARINE

CORPS COMPONENT

All joint forces with Marine Corps forces assigned or attached

include a Marine Corps component. Regardless of how the

joint force commander (JFC) conducts operations, the Marine

Corps component provides administrative and logistical support for the Marine Corps forces. The Marine Corps component commander retains and exercises control of Marine Corps

logistic support except for any Service support agreement or as

directed by the joint force commander.

The following paragraphs discuss the relationships between

the subordinate joint command-level Marine Corps component

commander and higher, adjacent, and subordinate commanders.

Commander of a Subordinate Joint Command and

Subordinate Joint Command-Level Marine Corps

Component Commander

Normally the subordinate joint force commander exercises OPCON over assigned or attached MAGTFs through the Marine

Corps component commander. ADCON relationships with assigned or attached Marine Corps forces should be specified

MCWP 0-1.1 The Marine Corps Component

35
between the Marine Corps component providing Marine Corps

forces and the Marine Corps component gaining the Marine

Corps forces. Unless otherwise specified, ADCON of attached

Marine Corps forces remain with the combatant commandlevel Marine Corps component commander to whom the forces

were assigned. The Marine Corps component commander provides a liaison element to the joint force commander. This liaison element helps the Marine Corps component commander

plan and conduct specified functions for the joint force

commander.

Combatant Command-Level Marine Corps Component

Commander and Subordinate Joint Command-Level

Marine Corps Component Commander

The combatant command-level Marine Corps component commander provides administrative and logistical support for a

subordinate joint command-level Marine Corps component. 

Marine Corps Component Commander and Other 

Component Commanders

The joint force commander may establish a support relationship between the Marine Corps component commander and

other components (Service or functional). There may be multiple support relationships established between various commands. The Marine Corps component commander may be both

a supported and supporting commander. The Marine Corps

component commander coordinates and consults with other

Componency MCWP 0-1.1

36
component commanders to achieve unity of effort and accomplish the mission of the joint force commander.

Marine Corps Component Commander and MAGTF

Commander

When the joint force commander conducts operations using

Service components, the Marine Corps component commander

has command of assigned and/or attached MAGTFs. If the

joint force commander conducts operations using functional

components, the Marine Corps component commander normally retains OPCON of assigned and/or attached Marine

Corps forces and delegates TACON to the functional component commander. When the joint force commander conducts

operations using a combination of Service and functional components, the Marine Corps component commander exercises

command of assigned MAGTFs and normally retains OPCON

of Marine Corps forces or capabilities made available to the

joint force commander.

THE MARINE CORPS COMPONENT AND THE

MAGTF

The roles and functions of the Marine Corps component

commander and the MAGTF commander are significantly different. The joint force commander conducts campaigns through

a series of related major operations. The joint force commander

prosecutes his campaign by assigning component commanders

MCWP 0-1.1 The Marine Corps Component

37
missions that accomplish strategic and operational objectives.

The Marine Corps component commander accomplishes his assigned mission by conducting Marine Corps component operations. Marine Corps component operations include combat

actions executed by the MAGTF and by the assigned or attached forces of other Services and nations.

The Marine Corps component commander is responsible to

set the conditions for MAGTF operations. The Marine Corps

component commander does this primarily by advising the joint

force commander of the capabilities of his forces. This ensures

that he is assigned missions his forces can accomplish. The

Marine Corps component commander also directs and coordinates the movement and sustainment of his forces to and within

the theater. The Marine Corps component commander focuses

on future operations—the next Marine Corps component mission—and coordinates his actions with other component commanders to achieve unity of effort for the joint force.

The orientation of the Marine Corps component commander

is normally at the operational level of war while the MAGTF

commander is normally at the tactical level. Naturally, there

will be some overlap. (See figure.)

This difference in orientation is the result of the joint force

commander’s organization of forces and each subordinate commander’s place in the operational chain of command and the

assigned mission. This placement, in turn, determines the people and agencies with whom the Marine Corps component and

Componency MCWP 0-1.1

38
MAGTF commanders must interact. The Marine Corps component commander—who translates strategic objectives into

operational objectives—must interact up the chain of command

with the joint force commander, laterally with other component

commanders, and down to his MAGTF commander. The

MAGTF commander—who translates operational objectives

into tactical actions—must interact up the chain of command

with the Marine Corps component commander, laterally with

adjacent tactical commanders, and down to his subordinate

commanders. The Marine Corps component commander assigns the MAGTF commander missions which may accomplish

objectives at both the operational and tactical levels of war.

The difference in orientation of the Marine Corps component commander and the MAGTF commander also has an

important influence on the Marine Corps component-MAGTF

command relationship and the staff organization adopted by the

Marine Corps component commander. The Marine Corps

component-MAGTF command relationship and staff organization that the Marine Corps component commander selects

MCWP 0-1.1 The Marine Corps Component

39

JFC

Marine Corps

Component

Commander

MAGTF

Commander

Strategic Operational Tactical

Commander’s level of war orientation.
depends on the mission, size, scope, and duration of the operation and the size of the assigned force. Three possible command relationships and staff organizations are one commander

with one staff, one commander with two staffs, and two commanders and two staffs.

One Commander and One Staff

Of the three arrangements, one commander and one staff is

normal for joint task force operations. The commander is both

the Marine Corps component and MAGTF commander. The

single staff executes both Marine Corps component and

MAGTF functions. The commander and his staff must balance

the strategic-operational orientation of the Marine Corps component against the operational-tactical orientation of the

MAGTF. This arrangement requires the fewest personnel but

places the heaviest work load on the commander and the staff.

Marine Corps component functions require close interaction

with the joint force commander’s staff and the other components. If the joint force commander’s headquarters is geographically separated—possibly by long distances—from the

tactical combat units, the Marine commander may not be able

to move easily between the joint force commander’s headquarters and the MAGTF headquarters. This requires a liaison to

the joint force commander that can act in the Marine commander’s name or that can maintain close and reliable communications with the commander.

A variation of the one commander and one staff organization

is one commander and one staff with an embedded component

Componency MCWP 0-1.1

40
augmentation cell. This arrangement is also built around the

MAGTF commander and his staff. The commander is still the

Marine Corps component and MAGTF commander. The combatant command-level Marine Corps component commander

provides a deployable cell to perform Marine Corps component

functions while the MAGTF staff executes MAGTF staff functions. This allows for a logical division of labor and focusing

of staff functions. While requiring additional personnel, the

size of this staff is still relatively small. The commander and

his staff still have to balance the strategic-operational orientation of the Marine Corps component against the normally tactical orientation of the MAGTF.

Both variations of one commander and one staff may be

most appropriate for small-scale contingencies. The one commander, one staff arrangement was used during Operation Restore Hope in Somalia.

One Commander and Two Staffs

The commander is both the Marine Corps component and

MAGTF commander, but there are two separate staffs. One

staff executes the functions of the Marine Corps component

while the other executes the functions of the MAGTF. This allows each staff to maintain a single, focused orientation. The

number of personnel will increase with two staffs. The commander must still try to balance the strategic-operational orientation of the Marine Corps component against the

operational-tactical orientation of the MAGTF.

MCWP 0-1.1 The Marine Corps Component

41
This arrangement may be appropriate when the joint force

commander is geographically separated from combat forces.

The commander may collocate both staffs with the MAGTF or

locate the Marine Corps component staff close to the joint

force headquarters. With the Marine Corps component headquarters near the joint force commander’s headquarters, the

Marine commander must balance his presence between his two

staffs. This arrangement was used for Operations Desert Shield

and Desert Storm.

Two Commanders and Two Staffs

Two commanders with separate staffs require the most personnel, equipment, and facilities. There are two separate commanders, each with a dedicated staff. The Marine Corps

component commander maintains the operational orientation

while the MAGTF commander has the tactical orientation.

This allows each commander and staff to maintain a single, focused orientation. Additionally, each commander can place

himself at the appropriate location: the Marine Corps com- ponent commander close to the joint force headquarters and the

other components, the MAGTF commander with the MAGTF.

This arrangement may be used for major theater of war

operations.

THE MARINE CORPS COMPONENT AND THE

MARINE CORPS LOGISTICS COMMAND

Componency MCWP 0-1.1

42
The combatant command-level Marine Corps component commander may establish a Marine Corps logistics command to

fulfill his Service logistic responsibilities. The Marine Corps

logistics command is task-organized around a force service

support group. When formed, it provides logistic support to all

Marine Corps forces—and may provide limited support to

other joint and combined forces as directed by the combatant

commander. The Marine Corps logistics command provides

operational logistics to Marine Corps forces as the Marine

Corps component’s logistics agency in theater. Oper- ationallevel logistics includes deployment, sustainment, resource prioritization and allocation, and requirements iden- tification activities required to sustain the force in a campaign or major

operation. These fundamental decisions concerning force deployment and sustainment are key for the Marine Corps logistics command to provide successful logistical support.

The combatant command-level Marine Corps component

commander provides the logistic policy for Marine Corps

forces. The Marine Corps logistics command executes that policy to support all Marine Corps forces. When priorities of support are required, the combatant command-level Marine Corps

component commander provides these to the Marine Corps logistics command commander. Likewise, the combatant

command-level Marine Corps component commander ensures

the Marine Corps logistics command receives assistance and

resources outside its organic capability (i.e., intelligence necessary for the Marine Corps logistics command mission).

MCWP 0-1.1 The Marine Corps Component

43
The combatant command-level Marine Corps component

commander may employ the Marine Corps logistics command

when the following operational conditions occur:

Expeditious force closure of a Marine expeditionary

force-sized MAGTF is required.

A Marine expeditionary force-sized MAGTF will be

ashore for more than 60 days.

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

Common item or user support is planned.

Theater logistic support is shallow or has shortfalls.

These conditions assist the combatant command-level

Marine Corps component commander in deciding if a Marine

Corps logistics command is necessary and, if so, its composition and capabilities.

The Marine Corps logistics command allows the MAGTF

commander to focus on the present and future battle. The

Marine Corps logistics command commander—as the

combatant command-level Marine Corps component commander’s logistics agent—focuses on operational-level logistic

support and arrival/assembly operations (including reception,

staging, onward movement, and integration of Marine Corps

forces). The MAGTF combat service support element commander—as the MAGTF commander’s logistics agent—focuses on tactical level logistics, concentrating on supporting

Componency MCWP 0-1.1

44
the present battle and preparing for the MAGTF’s future

battles.

The Marine Corps logistics command is task-organized to

fit the mission and tailored to meet specific theater and situational requirements. The combatant command-level Marine

Corps component commander establishes support relationships

between the Marine Corps logistics command and the

MAGTF. The division of labor between the Marine Corps logistics command and the MAGTF is theater-specific.

THE MARINE CORPS COMPONENT AND THE

REAR AREA COMMAND

The combatant command-level Marine Corps component commander may establish a rear area command to conduct rear

area operations. In doing so, the combatant command- level

Marine Corps component commander must weigh the advantages of such a command against resources—personnel and

equipment it will require. It links the Marine Corps component

commander to the joint force commander’s theater rear area.

The rear area command coordinates and synchronizes component rear area operations with both the theater and MAGTF

rear areas.

MCWP 0-1.1 The Marine Corps Component

45
The rear area command provides the Marine Corps component commander with an organization to conduct or coordinate

the eight functions of rear area operations. These functions are

movement control, area management, security, sustainment, intelligence, communications, infrastructure development, and

host-nation support. 

The rear area command will be task-organized to conduct

assigned functions, to include a tactical security force to conduct rear area security operations. The rear area command may

not be assigned all of the rear area operations functions. For

example, the Marine Corps logistics command, if established,

would provide sustainment and movement control, while the

rear area command would coordinate and synchronize these activities for the component.

MARINE CORPS COMPONENT STAFF MANNING

The size of the Marine Corps prevents the manning of numerous, large Marine Corps component headquarters. The combatant command-level Marine Corps component headquarters is

manned primarily by permanently assigned personnel who are

augmented by additional personnel from sources throughout

the Marine Corps during operational commitments and wartime. These active duty and reserve Marines and Sailors may

Componency MCWP 0-1.1

46
participate in periodic exercises and training to maintain theater awareness and billet proficiency.

A subordinate joint command-level Marine Corps component headquarters is task-organized to support a subordinate

joint command. A combatant command-level Marine Corps

component commander who has to support a subordinate joint

force must assemble a subordinate joint command-level Marine

Corps component staff using personnel from his headquarters

as well as personnel from the Marine Corps forces assigned to

the subordinate joint force and other global sources. Globally

sourced personnel may come from the Marine Corps Reserve,

the supporting establishment, or other Marine Corps component organizations.

Along with the basic core of personnel required to man Marine Corps component headquarters, augmentees, liaisons, and

representatives are also necessary for component opera- tions.

Augmentees

Functional area experts comprise the Marine contribution to a

joint force headquarters, functional component headquarters, or

other joint agencies within the joint force. These augmentees

are usually globally sourced from outside the Marine Corps

component headquarters. They should be provided in numbers

that reflect the overall composition of Services within the joint

force or functional component. Augmentees are staff members

MCWP 0-1.1 The Marine Corps Component

47
of a joint force headquarters and do not directly represent the

Marine Corps component commander. They provide the joint

force commander or functional component commander with expertise in their specific areas as well as a general appreciation

of Marine Corps forces capabilities and operational considerations. As members of the gaining command, they receive full

logistical and administrative support from that command. They

return to the Marine Corps forces upon completion of the operation or the disestablishment of the joint force headquarters

or functional component.

Liaisons

Liaison officers and their supporting teams are the direct representatives of the Marine Corps component commander and are

assigned to appropriate higher, adjacent, and lower joint, component, and Service headquarters. Liaison teams gather and exchange information between the assigned headquarters and the

Marine Corps component—they are the Marine Corps component commander’s eyes and ears. Liaison teams are headed by

a senior liaison officer. The Marine Corps component commander determines what authority to give the senior liaison officer to make decisions on his behalf. Marines assigned as

liaison officers must understand the Marine Corps component

commander’s intent and be capable of representing that

interest.

Liaison officers facilitate critical interstaff issues and provide a conduit to the appropriate staff officer at the Marine

Componency MCWP 0-1.1

48
Corps component for the gaining command. They are not augmentees to the staff of the gaining command and should not be

assigned any duties other than liaison. Liaison officers and

their teams provide their own administrative and logistics support, including robust and redundant communication and computer capabilities.

Representatives

Joint force commanders and functional component commanders may establish certain standing or temporary boards, agencies, and committees to perform essential joint functions or

provide critical joint services or support. The Marine Corps

component commander provides representation to these boards,

agencies, or committees. A Marine sent to such a board must

have the requisite subject matter expertise and the appropriate

grade to fully represent the Marine Corps component commander. Such representatives should not be assigned any staff

duties by the command hosting the board and will usually return to the Marine Corps component headquarters upon completion of the board to assume their other duties.

Marine Corps component commanders must ensure that

their component headquarters provide Marines of appropriate

grade and experience to meet these requirements for augmentation, liaison, and representation. Subordinate joint com- mandlevel Marine Corps component commanders must ensure that

their initial planning and requests for staffing also reflect realistic manning for these critical functions.

MCWP 0-1.1 The Marine Corps Component

49
Chapter 3

Service Support

Functions

“Service component commanders have responsibilities that

derive from their roles in fulfilling the Services’ support function. The [joint force commander] also may conduct operations through the Service component commanders or, at lower

echelons, Service force commanders. In the event that operational control of Service component forces is delegated by the

[joint force commander] to a Service component commander

of a subordinate joint force command, the authority of the

Service component of the superior [joint force commander] is

described as administrative control that includes responsibilities for certain Service-specific functions.”1

—Joint Pub 0-2, Unified Action

Armed Forces (UNAAF)
ervice component commanders are required to fulfill specific support functions. These specific functions are described in this chapter.

The following figure illustrates four possible operational

phases in which the Marine Corps component commander may

execute Service support functions.

MCWP 0-1.1 Service Support Functions

53

S

PREDEPLOYMENT

DEPLOYMENT

EMPLOYMENT

REDEPLOYMENT

Operational phases.
PERSONNEL AND LOGISTICS

The Marine Corps component commander’s personnel functions include the coordination and supervision of active duty

and reserve manpower plans and personnel policies. Additionally, the Marine Corps component commander is responsible

for administrative support, quality of life, casualty replacement, decedent affairs, and replacement training. 

The Marine Corps component commander’s logistic functions include the identification and coordination of required

Marine Corps logistic support at the operational level. Assigned or attached Marine Corps forces forward their support

requirements and priorities to the Marine Corps component

commander. The Marine Corps component commander then

determines what resources will be used to fulfill the requirements.

The Marine Corps component commander and his staff organize logistic support through the communications zone. The

Marine Corps component commander develops agreements

with other component commanders and participates in component, command-level working groups. The theater of

operations/joint operations area sustaining base, which includes the communications zone, links strategic sustainment to

tactical combat service support. In military operations other

than war, logistic support may also apply to support of U.S.

forces, other U.S. Government agencies, and forces of friendly

countries or groups supported by U.S. forces. (See figure.)

Componency MCWP 0-1.1

54
During predeployment the Marine Corps component commander conducts force sustainment planning and force reception planning.

Throughout deployment the Marine Corps component commander refines Marine Corps forces personnel, sustainment,

transportation, and reception requirements. The Marine Corps

component commander may meet these requirements using

Service sources or other joint resources. Other Marine Corps

component commander functions include—

Supporting the deployment of Marine Corps forces.

Coordinating reception support.

Obtaining needed infrastructure support.

MCWP 0-1.1 Service Support Functions

55

U.S.

Base

Theater

Base

COMMUNICATIONS ZONE

Theater

COMBAT ZONE

Intratheater

Lines of Communications

LOGISTIC SYSTEM

Strategic

Logistics

Operational

Logistics

Tactical

Logistics

Intertheater

Lines of Communications

Levels of logistics.
A key function of the Marine Corps component commander

during employment is to inform the joint force commander of

changes to personnel and logistic requirements that might affect the Marine Corps’ ability to support the operation. During

employment, the Marine Corps component commander concentrates on—

Sustainment sourcing.

Intratheater transportation asset allocation.

Facility and base development.

Host-nation support.

Health services management.

During redeployment the Marine Corps component commander focuses on reconstituting Marine Corps forces. The

identification of accurate mission costs and material losses is

also important to the Marine Corps component commander.

INTELLIGENCE

The Marine Corps component commander facilitates Marine

Corps forces intelligence functions through close and continuous coordination with the joint force commander and other

component commanders and representation to theater intelligence support boards, agencies, and committees. The Marine

Corps component ensures that intelligence support is provided

Componency MCWP 0-1.1

56
to the MAGTF and other assigned or attached forces. The Marine Corps component does not normally collect information or

conduct intelligence analysis.

The Marine Corps component commander assists the

MAGTF and other assigned or attached commanders by conducting detailed, operational-level intelligence planning. The

Marine Corps component commander also monitors intelligence collection requirements to ensure synchronization with

the joint force commander’s collection plans. These requirements focus on the collection and analysis of data and the dissemination of intelligence products from national and theater

sources. Intelligence is provided directly from the source to the

MAGTF and other assigned or attached commanders. (See figure on page 58.)

During predeployment the Marine Corps component commander coordinates with the joint force commander to—

Plan access to national, theater, and joint task force intelligence system architectures and data bases.

Develop policy guidance for information security,

counterintelligence/human intelligence, technical surveillance countermeasures, and signals intelligence.

While conducting deployment operations, the Marine Corps

component commander refines operational-level intelligence

plans, makes required adjustments, and coordinates the flow of

intelligence resources into theater.

MCWP 0-1.1 Service Support Functions

57
Throughout employment the Marine Corps component commander coordinates MAGTF organic collection and

counterintelligence/human intelligence requirements and operations with the joint force commander and component commanders to avoid conflict or redundancy. The Marine Corps

Componency MCWP 0-1.1

58

JOINT STAFF J-2

JOINT FORCE J-2

Disseminates to components.

Ensures dissemination to tactical forces.

MARINE CORPS COMPONENT J-2

Ensures dissemination to Marine Corps forces.

Publishes and disseminates intelligence products.

Manages intelligence data bases.

Manages DOD intelligence information system.

Intelligence dissemination responsibilities.
component commander also requests target materials and execution support materials for Marine Corps forces.

During redeployment the Marine Corps component commander continues to ensure the dissemination of intelligence to

Marine Corps forces to support force protection and future operations. The Marine Corps component commander also nominates scientific and technical intelligence requirements for

captured materiel and coordinates handling procedures with the

joint force commander.

OPERATIONS

The Marine Corps component commander commands assigned

or attached Marine Corps forces. The Marine Corps component commander recommends to the joint force commander the

appropriate and executable missions and tasks that can be accomplished by Marine Corps forces. The Marine Corps component commander then issues missions and tasks to the

MAGTF for execution and assigns commanders. The component commander identifies and sets conditions favorable to mission accomplishment by Marine Corps forces. The Marine

Corps component commander also trains the component staff

and assigned or attached Marine Corps forces.

Throughout predeployment the Marine Corps component

commander anticipates possible operations and requirements

MCWP 0-1.1 Service Support Functions

59
for Marine Corps forces. The Marine Corps component commander conducts internal Marine Corps component headquarters training and participates in joint exercises.

During deployment the Marine Corps component commander executes the deployment order and refines the concept

of operations. The Marine Corps component commander also

prioritizes the strategic transportation requirements to support

the joint force commander’s intent and concept of operations.

The Marine Corps component commander is responsible for

the employment of Marine Corps forces and for the support of

other component commanders as directed by the joint force

commander. Additionally, the Marine Corps component commander forwards his, the MAGTF commander’s, and other assigned or attached commanders’ requests for support.

As Marine Corps forces redeploy, the Marine Corps component commander begins preparing and training Marine Corps

forces for subsequent operations. Marine Corps forces’ training focuses on lessons learned and after-action reports. The

Marine Corps component commander reviews and adjusts the

allocation of assigned or attached forces based on the receipt of

a new mission and available resources. The Marine Corps

component commander prioritizes strategic transportation requirements to support the joint force commander’s intent and

concept of operations.

PLANS

Componency MCWP 0-1.1

60
The Marine Corps component commander participates in the

development of the joint force commander’s campaign plans,

supporting operation plans, contingency plans, and timephased force and deployment data. From these plans and data,

the Marine Corps component commander prepares Marine

Corps component supporting plans and coordinates planning

with the other component commanders. Using the combatant

commander’s guidance, the Marine Corps component commander develops planning, programming, and budgeting system requirements to ensure that Marine Corps forces are

adequately manned, equipped, and trained to support the combatant commander’s campaign plans. Because of the nature of

a rapidly formed and deployed joint task force, the joint task

force-level Marine Corps component primarily conducts crisis

action planning.

During predeployment the Marine Corps component commander identifies the amount and type of Marine Corps forces

necessary to provide the capabilities required by the joint force

commander’s campaign plans. The Marine Corps component

commander then coordinates his, the MAGTF commander’s,

and other assigned or attached commanders’ plans and forwards this input to the joint force commander.

Throughout deployment the Marine Corps component commander adjusts deployment plans as necessary. The Marine

Corps component commander refines deployment requirements

and plans the sequencing of MAGTF and assigned or attached

forces to support the joint force commander’s operations. The

MCWP 0-1.1 Service Support Functions

61
Marine Corps component commander continues to develop operation plans and contingency plans, create and analyze

courses of action, and conduct wargames to validate previous

planning.

As the Marine Corps component commander’s assigned or

attached forces execute their missions, he plans future operations using the joint force commander’s objectives. The Marine

Corps component commander revises personnel and logistic

support plans based on actual events and prepares sequels to

the operation order to support future operations. The Marine

Corps component commander begins redeployment planning

and, if necessary, develops contingency plans to support other

potential operations or campaigns.

The Marine Corps component commander completes plans

for redeployment while refining operation plans and contingency plans based on lessons learned. At the conclusion of

redeployment, the Marine Corps component commander compiles, reviews, and analyzes lessons learned and after-action reports for their potential impact on future operations.

COMMAND AND CONTROL

The Marine Corps component commander plans, establishes,

and maintains the command and control system necessary to

conduct planning, decision, execution, and assessment cycles.

The Marine Corps component command and control system

Componency MCWP 0-1.1

62
provides an interface with the joint force commander; other

components; Headquarters, U.S. Marine Corps; and higher,

adjacent, and subordinate Marine Corps forces.

For predeployment the Marine Corps component commander designs a command and control system that supports

the joint force commander’s campaign plan as well as the needs

of the MAGTF and assigned or attached forces. Most importantly, the Marine Corps component commander integrates the

Marine Corps command and control system into the overall

command and control warfare plan and establishes a global

command and control system.

The rapid establishment of the Marine Corps command and

control system in theater aids the Marine Corps component

commander during deployment and establishes favorable conditions for Marine Corps forces. As Marine Corps forces arrive in theater, the Marine Corps component commander

identifies threats and establishes command and control protection measures.

During employment the Marine Corps component commander’s command and control system must remain flexible; it

must be capable of being quickly reestablished if disrupted.

Command and control protection measures are adapted to meet

changing threats.

The Marine Corps component commander adjusts the

command and control system as necessary to control the reMCWP 0-1.1 Service Support Functions

63
deployment. Command and control lessons learned and afteraction items are reviewed and analyzed for their potential

impact on future operations.

Componency MCWP 0-1.1

64
Chapter 4

Conclusion

“To achieve assigned objectives, joint forces conduct campaigns and major operations. Functional and Service components of the joint force conduct subordinate and supporting

operations, not independent campaigns. Joint force commanders . . . synchronize the actions of air, land, sea, space,

and special operations forces to achieve strategic and operational objectives through integrated, joint campaigns and major operations. The goal is to increase the total effectiveness

of the joint force, not necessarily to involve all forces or to involve all forces equally.”1

—Joint Pub 3-0, Doctrine

for Joint Operations

arine Corps componency began with the GoldwaterNichols Department of Defense Reorganization Act of

1986. Tested during Operations Desert Storm, Provide Comfort, and Sea Angel and numerous other joint operations, Service componency has proven to be a valuable command

arrangement. Therefore, it bears repeating that “all joint forces

include Service components. Administrative and logistic support for joint forces are provided through Service

components.”2 As the nature of joint operations evolves, the

Marine Corps must continue to adapt how it conducts component functions and responsibilities.

The Marine Corps component commander has command of

all assigned Marine Corps forces. As a subordinate commander, the Marine Corps component commander must provide the joint force commander with the following:

Advice regarding employment possibilities of and consequences to the subordinate command.

Accomplishment of missions or tasks assigned.

Timely information relating to the subordinate commander’s situation and progress.3

Joint Pub 3-0 states that “The ['joint force commander] also

may conduct operations through the Service component

commanders.”4 The Marine Corps component commander

therefore has operational responsibilities and must focus on the

formulation and execution of the joint force commander’s

MCWP 0-1.1 Conclusion

67

M
plans, policies, and requirements. The Marine Corps component commander coordinates strategic and operational actions

with other component commanders to achieve unity of effort

for the joint force. The Marine Corps component commander

accomplishes any assigned mission by executing Marine Corps

component operations through the MAGTF and other assigned

or attached forces.

Componency MCWP 0-1.1

68
Appendix

Levels of Authority

“The primary emphasis in command relations should be to

keep the chain of command short and simple so that it is clear

who is in charge of what. Unity of command is the guiding

principle of war in military command relationships.”1

—Joint Pub 1, Joint Warfare of the 

Armed Forces of the United States

his appendix provides a general understanding of command relationships and how they apply to U.S. military

forces. Interactions with allies, coalitions, and other agencies

may produce additional command relationship considerations,

and Marine Corps component commanders and their staffs

must be aware of these considerations and their level’s area of

responsibility. Command relationship considerations may

affect operational employment and must be included in operation plans, standing operating procedures, and other appropriate documents. See Joint Pub 0-2, Unified Action Armed

Forces (UNAAF), and Joint Pub 3-0, Doctrine for Joint Operations, for detailed information.

The commander is responsible for accomplishing the assigned mission. While the commander may delegate authority

to accomplish the mission, the commander cannot delegate responsibility for mission accomplishment. The authority given

to a commander must match the assigned responsibility. The

levels of authority include—

Command relationships—

Combatant command (command authority)

(COCOM).

Operational control (OPCON).

Tactical control (TACON).

Support.

Other authorities—

Administrative control (ADCON).

Coordinating authority.

MCWP 0-1.1 Levels of Authority

71

T
COMBATANT COMMAND

COCOM is the command authority over assigned forces vested

only in combatant commanders or as directed by the President

of the United States in the Unified Command Plan. It cannot be

transferred or delegated. It allows a combatant commander to

perform those functions of command over assigned forces that

involve organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative

direction over all aspects of military operations, joint training,

and logistics. COCOM provides the combatant commander full

authority to organize and employ commands and forces to accomplish assigned missions. COCOM should be exercised

through the commanders of subordinate organizations. Normally, this authority is exercised—

Through Service component commanders.

Through functional component commanders, if established for a particular purpose.

Through a commander of a subordinate unified command

(unified command only).

Through the commander of a joint task force reporting directly to the combatant commander.

Through a single-Service force commander reporting directly to the combatant commander. Normally, missions

requiring operations of a single-Service force will be assigned to the applicable Service component commander. A

combatant commander may establish a separate singleComponency MCWP 0-1.1

72
Service force but normally does so only under exceptional

circumstances.

Directly over specific operational forces that, because of

the mission assigned and the urgency of the situation,

must remain immediately responsive to the combatant

commander.

COCOM includes (but is not limited to) the authority to—

Exercise or delegate OPCON of assigned or attached

forces.

Function, unless otherwise directed by the Secretary of

Defense, as the U.S. military single point of contact and

exercise directive authority over all elements of the command in relationships with other combatant commands,

Department of Defense elements, U.S. diplomatic missions, other U.S. agencies, and agencies of countries in the

area of responsibility.

Coordinate with subordinate commands and components

and approve the administration, support (including control

of resources and equipment, internal organization, and

training), and discipline necessary to carry out missions

assigned to the command.

Concur in the assignment of officers as commanders directly subordinate to the combatant commander and officers in positions on the combatant command staff.

Participate actively in the Planning, Programming, and

Budgeting System by providing an integrated priority list

of essential warfighting requirements prioritized across

MCWP 0-1.1 Levels of Authority

73
Service and functional lines for consideration in developing the Department of Defense program and budget. The

combatant commander also provides guidance to subordinate commands and components on warfighting requirements and priorities for addressing their program and

budget requests to their Military Departments.

When directed in the Unified Command Plan or otherwise

authorized by the Secretary of Defense, the commander of U.S.

elements of a multinational command may exercise COCOM

of those U.S. forces assigned to that command.

Commanders of combatant commands may exercise directive authority for logistics (or delegate directive authority for a

common support capability). The exercise of directive authority for logistics by a combatant commander includes the

authority to issue directives to subordinate commanders, including peacetime measures, necessary to ensure—

Effective execution of approved operation plans.

Effectiveness and economy of operation.

Prevention or elimination of unnecessary duplication of

facilities and overlapping of functions among the Service

component commands.

A combatant commander’s directive authority for logistics

does not—

Discontinue Service responsibility for logistic support.

Unless otherwise directed by the Secretary of Defense,

Componency MCWP 0-1.1

74
Military Departments and Services are responsible for the

logistic and administrative support of Service forces assigned or attached to joint commands.

Discourage coordination by consultation and agreement.

Disrupt effective procedures, efficient utilization of facilities, or organization.

A combatant commander exercises approval authority over

Service logistic programs (base adjustments, force beddowns,

and other aspects as appropriate) within the command’s area of

responsibility that will have significant effects on operational

capability or sustainability. When the combatant commander

does not concur with a proposed Service logistic program action and coordination between the combatant commander and

the chief of the Service fails to result in an arrangement suitable to all parties, the combatant commander may forward the

issue through the Chairman of the Joint Chiefs of Staff to the

Secretary of Defense for resolution.

OPERATIONAL CONTROL

OPCON is the command authority over all aspects of military

operations necessary for mission accomplishment. OPCON is

the authority to perform functions of command over subordinate forces and involves—

Organizing and employing commands and forces.

Assigning tasks.

MCWP 0-1.1 Levels of Authority

75
Designating objectives.

Giving authoritative direction over all aspects of military

operations and joint training necessary to accomplish the

commander’s assigned missions.

Unless specifically delegated by the combatant commander,

OPCON does not include authoritative direction of logistic or

administrative support, discipline, internal organization or unit

training. OPCON may be delegated to commanders at any

echelon at or below the level of combatant command. OPCON

is inherent in COCOM.

TACTICAL CONTROL

TACON is the command authority over assigned or attached

forces or commands or military capability made available for

tasking. TACON is limited to the detailed and local direction

and control of movements or maneuvers necessary to accomplish the commander’s assigned missions or tasks. TACON

provides the authority to—

Give direction for military operations.

Control designated forces.

TACON provides authority to control and direct the application of force or tactical use of combat support forces or capabilities. TACON does not include organizational authority or

Componency MCWP 0-1.1

76
authoritative direction for logistic or administrative support.

The parent unit commander maintains this authority unless otherwise specified. Functional component commanders typically

exercise TACON over military forces or over capabilities made

available to the joint force commander for tasking through

functional component commanders. TACON may be delegated

to commanders at any level at or below the level of combatant

command. TACON is inherent in OPCON.

SUPPORT RELATIONSHIPS

Support is a command authority. A senior commander sets a

support relationship between subordinate commanders when

one organization should aid, protect, complement, or sustain

another force. Support may be exercised by commanders at

any echelon at or below the level of combatant command. Support relationships establish priorities to commanders and staffs

who are planning or executing joint operations.

The senior commander issues an establishing directive to

guarantee that both the supported and supporting commanders

understand the authority given to the supported commander.

The establishing directive specifies the purpose of the support

relationship, the desired effect, and the scope of the action to be

taken. The supported commander can exercise general direction

of the supporting effort which includes—

Designation and prioritization of targets or objectives.

MCWP 0-1.1 Levels of Authority

77
Time and duration of the supporting action.

Other instructions necessary for coordination and efficiency.

The supporting commander determines the supported force’s

needs and fills them within his capabilities based on the priorities and requirements of other assigned tasks. The supporting

commander determines the forces, tactics, methods, procedures, and communications necessary to provide the support.

The supporting commander—

Advises and coordinates with the supported commander

on the employment and limitations of his support.

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

Ensures that his entire command knows the supported

commander’s requirements.

ADMINISTRATIVE CONTROL

ADCON is the direction or exercise of authority over subordinate or other organizations for administration and support actions. ADCON includes—

Organization of Service forces.

Control of resources and equipment.

Personnel management.

Componency MCWP 0-1.1

78
Unit logistics.

Individual and unit training.

Readiness.

Mobilization/demobilization.

Discipline.

Other matters not included in the operational missions of

the subordinate or other organizations.

ADCON may be delegated and exercised by Service force

commanders at any echelon at or below the level of a combatant command’s Service component command.

COORDINATING AUTHORITY

Coordinating authority is given to a commander or individual

to coordinate specific functions and activities involving forces

of two or more Military Departments or two or more forces of

the same Service. Coordinating authority is used to coordinate

special functions and activities. The commander or individual

can require consultation among the agencies but does not have

the authority to force agreement. The establishing directive

names the common task to be coordinated but does not change

normal organizational relationships in other matters. The missions and capabilities of the commands determine the scope of

the coordinating authority. Coordinating authority applies more

to planning than to operations. Commanders or individuals at

or below the level of combatant command can exercise coordinating authority. 

MCWP 0-1.1 Levels of Authority

79
Notes

Fundamentals

1. Joint Pub 1, Joint Warfare of the Armed Forces of the

United States (10 January 1995) p. III-10.

2. Lynn Montross and Captain Nicholas A. Canzona, USMC,

The Pusan Perimeter, Vol I, U.S. Marine Operations in Korea 1950-1953 (Washington, D.C.: Historical Branch G-3

HQMC, 1954) p. 243.

3. Joint Pub 0-2, Unified Action Armed Forces (UNAAF) (24

February 1995) p. IV-4.

4. Ibid., p. IV-3.

The Marine Corps Component

1. Joint Pub 0-2, p. IV-16.

2. Ibid., p. IV-18.

MCWP 0-1.1 Notes

81
Service Support Functions

1. Joint Pub 0-2, p. IV-16.

Conclusion

1. Joint Pub 3-0, Doctrine for Joint Operations (1 February

1995) p. ix.

2. Ibid., p. II-13.

3. Joint Pub 0-2, p. IV-11.

4. Joint Pub 3-0, p. II-13.

Appendix

1. Joint Pub 1, Joint Warfare of the Armed Forces of the

United States (10 January 1995) p. III-9.

Componency MCWP 0-1.1

82
Glossary

Section I. Acronyms

ADCON ............................... administrative control

CENTCOM ............................... Central Command

CINCUSACOMCommander in Chief, U.S. Atlantic Command

CINCUSCENTCOM ......Commander in Chief, U.S. Central

Command

CINCUSEUCOM ...... Commander in Chief, U.S. European

Command

CINCUSPACOM ......... Commander in Chief, U.S. Pacific

Command

CINCUSSOCOM ....... Commander in Chief, U.S. Southern

Command

CJCSI ............. Chairman Joint Chiefs of Staff Instruction

CJCSM ........ Chairman Joint Chiefs of Staff Memorandum

COCOM .......... combatant command (command authority)

COMMARFOR .......... Commander, Marine Corps Forces

COMMARFORLANT ........... Commander, Marine Corps

Forces, Atlantic

COMMARFORPAC ............. Commander, Marine Corps

 Forces, Pacific

DOD ................................. Department of Defense

EUCOM ................................ European Command

MCWP 0-1.1 Glossary

83
FM .............................................. field manual

FMFEUR ....................... Fleet Marine Forces Europe

FMFLANT ..................... Fleet Marine Forces Atlantic

FMFPAC ........................ Fleet Marine Forces Pacific

FMFRP ............ Fleet Marine Force reference publication

JFC ................................... joint force commander

MAGTF ........................ Marine air-ground task force

MARFOREUR ................ Marine Corps Forces, Europe

MARFORLANT .............. Marine Corps Forces, Atlantic

MARFORPAC ................. Marine Corps Forces, Pacific

MCDP ................... Marine Corps doctrinal publication

NDP .............................. naval doctrine publication

OPCON ................................... operational control

OPNAVINST ......... Chief of Naval Operations Instruction

SOCOM ................................. Southern Command

TACON ....................................... tactical control

UNAAF ........................ Unified Action Armed Forces

Section II. Definitions

Componency MCWP 0-1.1

84
administrative control—Direction or exercise of authority

over subordinate or other organizations in respect to administration and support, including organization of Service forces,

control of resources and equipment, personnel management,

unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included

in the operational missions of the subordinate or other organizations. Also called ADCON. (Joint Pub 1-02)

assign—1. To place units or personnel in an organization

where such placement is relatively permanent, and/or where

such organization controls and administers the units or personnel for the primary function, or greater portion of the functions,

of the unit or personnel. (Joint Pub 1-02)

attach—The placement of units or personnel in an organization where such placement is relatively temporary. (Joint Pub

1-02)

combatant command—A unified or specified command with a

broad continuing mission under a single commander established and so designated by the President, through the Secretary of Defense and with the advice and assistance of the

Chairman of the Joint Chiefs of Staff. Combatant commands

typically have geographic or functional responsibilities. (Joint

Pub 1-02) 

MCWP 0-1.1 Glossary

85
combatant command (command authority)—Nontransferable command authority established by Title 10 (“Armed

Forces”), United States Code, section 164, exercised only by

commanders of unified or specified combatant commands unless otherwise directed by the President or the Secretary of Defense. Combatant command (command authority) cannot be

delegated and is the authority of a combatant commander to

perform those functions of command over assigned forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative

direction over all aspects of military operations, joint training,

and logistics necessary to accomplish the missions assigned to

the command. Combatant command (command authority)

should be exercised through the commanders of subordinate organizations. Normally this authority is exercised through subordinate joint force commanders and Service and/or functional

component commanders. Combatant command (command

authority) provides full authority to organize and employ commands and forces as the combatant commander considers necessary to accomplish assigned missions. Operational control is

inherent in combatant command (command authority). Also

called COCOM. (Joint Pub 1-02)

combatant commander—A commander in chief of one of the

unified or specified combatant commands established by the

President. (Joint Pub 1-02)

command—The authority that a commander in the Military

Service lawfully exercises over subordinates by virtue of rank

or assignment. Command includes the authority and

Componency MCWP 0-1.1

86
responsibility for effectively using available resources and for

planning the employment of, organizing, directing, coordinating, and controlling military forces for the accomplishment of

assigned missions. It also includes responsibility for health,

welfare, morale, and discipline of assigned personnel. (Joint

Pub 1-02)

command and control—The exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of the mission. Command

and control functions are performed through an arrangement of

personnel, equipment, communications, facilities, and procedures employed by a commander in planning, directing, coordinating, and controlling forces and operations in the

accomplishment of the mission. Also called C

2

. (Joint Pub

1-02)

command relationships—The interrelated responsibilities between commanders, as well as the authority of commanders in

the chain of command. (Joint Pub 1-02)

component—One of the subordinate organizations that constitute a joint force. Normally a joint force is organized with a

combination of Service and functional components. (Joint Pub

1-02)

deployment—4. The relocation of forces and materiel to desired areas of operations. Deployment encompasses all activities from origin or home station through destination,

MCWP 0-1.1 Glossary

87
specifically including intra-continental United States, intertheater, and intratheater movement legs, staging, and holding

areas. (Joint Pub 1-02)

employment—The strategic, operational, or tactical use of

forces. (Joint Pub 1-02)

functional component command—A command normally, but

not necessarily, composed of forces of two or more Military

Departments which may be established across the range of

military operations to perform particular operational missions

that may be of short duration or may extend over a period of

time. (Joint Pub 1-02)

joint—Connotes activities, operations, organizations, etc., in

which elements of two or more Military Departments participate. (Joint Pub 1-02)

joint force—A general term applied to a force composed of

significant elements, assigned or attached, of two or more Military Departments, operating under a single joint force commander. (Joint Pub 1-02)

joint force air component commander—The joint force air

component commander derives authority from the joint force

commander who has the authority to exercise operational control, assign missions, direct coordination among subordinate

commanders, redirect and organize forces to ensure unity of effort in the accomplishment of the overall mission. The joint

Componency MCWP 0-1.1

88
force commander will normally designate a joint force air component commander. The joint force air component commander’s responsibilities will be assigned by the joint force

commander (normally these would include, but not be limited

to, planning, coordination, allocation, and tasking based on the

joint force commander’s apportionment decision). Using the

joint force commander’s guidance and authority, and in coordination with other Service component commanders and other assigned or supporting commanders, the joint force air

component commander will recommend to the joint force commander apportionment of air sorties to various missions or geographic areas. Also called JFACC. (Joint Pub 1-02)

joint force commander—A general term applied to a combatant commander, subunified commander, or joint task force

commander authorized to exercise combatant command (command authority) or operational control over a joint force. Also

called JFC. (Joint Pub 1-02)

joint force land component commander—The commander

within a unified command, subordinate unified command, or

joint task force responsible to the establishing commander for

making recommendations on the proper employment of land

forces, planning and coordinating land operations, or accomplishing such operational missions as may be assigned. The

joint force land component commander is given the authority

necessary to accomplish missions and tasks assigned by the establishing commander. The joint force land component commander will normally be the commander with the

MCWP 0-1.1 Glossary

89
preponderance of land forces and the requisite command and

control capabilities. Also called JFLCC. (Joint Pub 1-02)

joint force maritime component commander—The commander within a unified command, subordinate unified command, or joint task force responsible to the establishing

commander for making recommendations on the proper employment of maritime forces and assets, planning and coordinating maritime operations, or accomplishing such operational

missions as may be assigned. The joint force maritime component commander is given the authority necessary to accomplish

missions and tasks assigned by the establishing commander.

The joint force maritime component commander will normally

be the commander with the preponderance of maritime forces

and the requisite command and control capabilities. Also called

JFMCC. (Joint Pub 1-02)

joint force special operations component commander—The

commander within a unified command, subordinate unified

command, or joint task force responsible to the establishing

commander for making recommendations on the proper employment of special operations forces and assets, planning and

coordinating special operations, or accomplishing such operational missions as may be assigned. The joint force special operations component commander is given the authority

necessary to accomplish missions and tasks assigned by the establishing commander. The joint force special operations component commander will normally be the commander with the

preponderance of special operations forces and the requisite

Componency MCWP 0-1.1

90
command and control capabilities. Also called JFSOCC.

(Joint Pub 1-02)

joint operations—A general term to describe military actions

conducted by joint forces, or by Service forces in relationships

(e.g., support, coordinating authority), which, of themselves,

do not create joint forces. (Joint Pub 1-02)

joint specialty officer/joint specialist—An officer on the active duty list who is particularly trained in, and oriented toward, joint matters. Also called JSO. (Joint Pub 1-02)

joint staff—The staff of a commander of a unified or specified

command, subordinate unified command, joint task force, or

subordinate functional component (when a functional component command will employ forces from more than one Military

Department), which includes members from the several Services comprising the force. These members should be assigned

in such a manner as to ensure that the commander understands

the tactics, techniques, capabilities, needs, and limitations of

the component parts of the force. Positions on the staff should

be divided so that Service representation and influence generally reflect the Service composition of the force. (Joint Pub

1-02)

joint task force—A joint force that is constituted and so designated by the Secretary of Defense, a combatant commander, a

subunified commander, or an existing joint task force commander. Also called JTF. (Joint Pub 1-02)

MCWP 0-1.1 Glossary

91
Marine air-ground task force—A task organization of

Marine forces (division, aircraft wing, and service support

groups) under a single command and structured to accomplish

a specific mission. The Marine air-ground task force

(MAGTF) components will normally include command, aviation combat, ground combat, and combat service support elements (including Navy Support Elements). Three types of

Marine air-ground task forces which can be task organized are

the special purpose MAGTF, Marine expeditionary unit, and

Marine expeditionary force. The four elements of a Marine airground task force are: a. command element (CE)—The

MAGTF headquarters. The CE is a permanent organization

composed of the commander, general or executive and special

staff sections, headquarters section, and requisite communications and service support facilities. The CE provides command,

control, and coordination essential for effective planning and

execution of operations by the other three elements of the

MAGTF. There is only one CE in a MAGTF. b. aviation

combat element (ACE)—The MAGTF element that is task

organized to provide all or a portion of the functions of Marine

Corps aviation in varying degrees based on the tactical situation and the MAGTF mission and size. These functions are air

reconnaissance, antiair warfare, assault support, offensive air

support, electronic warfare, and control of aircraft and missiles. The ACE is organized around an aviation headquarters

and varies in size from a reinforced helicopter squadron to one

or more Marine aircraft wing(s). It includes those aviation

command (including air control agencies), combat, combat

Componency MCWP 0-1.1

92
support, and combat service support units required by the

situation. Normally, there is only one ACE in a MAGTF. c.

ground combat element (GCE)—The MAGTF element that

is task organized to conduct ground operations. The GCE is

constructed around an infantry unit and varies in size from a

reinforced infantry battalion to one or more reinforced Marine

division(s). The GCE also includes appropriate combat support

and combat service support units. Normally, there is only one

GCE in a MAGTF. d. combat service support element

(CSSE)—The MAGTF element that is task organized to provide the full range of combat service support necessary to accomplish the MAGTF mission. CSSE can provide supply,

maintenance, transportation, deliberate engineer, health, postal,

disbursing, enemy prisoner of war, automated information systems, exchange, utilities, legal, and graves registration services.

The CSSE varies in size from a Marine expeditionary unit

(MEU) service support group (MSSG) to a force service support group (FSSG). Normally, there is only one combat service

support element in a MAGTF. (Proposed for Joint Pub 1-02)

Marine expeditionary force—The Marine expeditionary

force, the largest of the Marine air-ground task forces, is normally built around a division/wing team, but can include several divisions and aircraft wings, together with an appropriate

combat service support organization. The Marine expeditionary force is capable of conducting a wide range of amphibious

assault operations and sustained operations ashore. It can be

tailored for a wide variety of combat missions in any geographic environment. Also called MEF. (Joint Pub 1-02)

MCWP 0-1.1 Glossary

93
Military Department—One of the departments within the Department of Defense created by the National Security Act of

1947, as amended. (Joint Pub 1-02)

Military Service—A branch of the Armed Forces of the

United States, established by act of Congress, in which persons

are appointed, enlisted, or inducted for military service, and

which operates and is administered within a military or executive department. The Military Services are: the United States

Army, the United States Navy, the United States Air Force, the

United States Marine Corps, and the United States Coast

Guard. (Joint Pub 1-02)

National Command Authorities—The President and the Secretary of Defense or their duly deputized alternates or successors. Also called NCA. (Joint Pub 1-02)

operational control—Transferable command authority that

may be exercised by commanders at any echelon at or below

the level of combatant command. Operational control is inherent in combatant command (command authority). Operational

control may be delegated and is the authority to perform those

functions of command over subordinate forces involving organizing and employing commands and forces, assigning tasks,

designating objectives, and giving authoritative direction necessary to accomplish the mission. Operational control includes

authoritative direction over all aspects of military operations

and joint training necessary to accomplish missions assigned to

Componency MCWP 0-1.1

94
the command. Operational control should be exercised through

the commanders of subordinate organizations. Normally this

authority is exercised through subordinate joint force commanders and Service and/or functional component commanders. Operational control normally provides full authority to

organize commands and forces and to employ those forces as

the commander in operational control considers necessary to

accomplish assigned missions. Operational control does not, in

and of itself, include authoritative direction for logistics or

matters of administration, discipline, internal organization, or

unit training. Also called OPCON. (Joint Pub 1-02)

operational level of war—The level of war at which campaigns and major operations are planned, conducted, and sustained to accomplish strategic objectives within theaters or

areas of operations. Activities at this level link tactics and

strategy by establishing operational objectives needed to accomplish the strategic objectives, sequencing events to achieve

the operational objectives, initiating actions, and applying resources to bring about and sustain these events. These activities imply a broader dimension of time or space than do tactics;

they ensure the logistic and administrative support of tactical

forces, and provide the means by which tactical successes are

exploited to achieve strategic objectives. (Joint Pub 1-02)

redeployment—The transfer of a unit, an individual, or supplies deployed in one area to another area, or to another location within the area, or to the zone of interior for the purpose of

further employment. (Joint Pub 1-02)

MCWP 0-1.1 Glossary

95
Service component command—A command consisting of the

Service component commander and all those Service forces,

such as individuals, units, detachments, organizations, and installations under the command, including the support forces

that have been assigned to a combatant command, or further

assigned to a subordinate unified command or joint task force.

(Joint Pub 1-02)

specified command—A command that has a broad, continuing

mission, normally functional, and is established and so designated by the President through the Secretary of Defense with

the advice and assistance of the Chairman of the Joint Chiefs

of Staff. It normally is composed of forces from a single Military Department. Also called specified combatant command.

(Joint Pub 1-02)

strategic level of war—The level of war at which a nation, often as a member of a group of nations, determines national or

multinational (alliance or coalition) security objectives and

guidance, and develops and uses national resources to accomplish these objectives. Activities at this level establish national

and multinational military objectives; sequence initiatives; define limits and assess risks for the use of military and other instruments of national power; develop global plans or theater

war plans to achieve these objectives; and provide military

forces and other capabilities in accordance with strategic plans.

(Joint Pub 1-02)

Componency MCWP 0-1.1

96
subordinate unified command—A command established by

commanders of unified commands, when so authorized through

the Chairman of the Joint Chiefs of Staff, to conduct operations on a continuing basis in accordance with the criteria set

forth for unified commands. A subordinate unified command

may be established on an area or functional basis. Commanders of subordinate unified commands have functions and responsibilities similar to those of the commanders of unified

commands and exercise operational control of assigned commands and forces within the assigned joint operations area.

Also called subunified command. (Joint Pub 1-02)

supported commander—The commander having primary responsibility for all aspects of a task assigned by the Joint Strategic Capabilities Plan or other joint operation planning

authority. In the context of joint operation planning, this term

refers to the commander who prepares operation plans or operation orders in response to requirements of the Chairman of

the Joint Chiefs of Staff. (Joint Pub 1-02)

supporting commander—A commander who provides augmentation forces or other support to a supported commander or

who develops a supporting plan. Includes the designated combatant commands and Defense agencies as appropriate. (Joint

Pub 1-02)

tactical control—Command authority over assigned or attached forces or commands, or military capability or forces

made available for tasking, that is limited to the detailed and,

MCWP 0-1.1 Glossary

97
usually, local direction and control of movements or maneuvers

necessary to accomplish missions or tasks assigned. Tactical

control is inherent in operational control. Tactical control may

be delegated to, and exercised at any level at or below the level

of combatant command. Also called TACON. (Joint Pub 1-02)

tactical level of war—The level of war at which battles and

engagements are planned and executed to accomplish military

objectives assigned to tactical units or task forces. Activities at

this level focus on the ordered arrangement and maneuver of

combat elements in relation to each other and to the enemy to

achieve combat objectives. (Joint Pub 1-02)

unified command—A command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments, and

which is established and so designated by the President,

through the Secretary of Defense with the advice and assistance of the Chairman of the Joint Chiefs of Staff. Also called

unified combatant command. (Joint Pub 1-02)

Componency MCWP 0-1.1

98
References

1. Joint Publications

Joint Pub 1 Joint Warfare of the Armed 

Forces of the United States

Joint Pub 0-2 Unified Action Armed Forces 

(UNAAF)

Joint Pub 1-02 Department of Defense Dictionary of Military and Associated Terms

Joint Pub 2-0 Joint Doctrine for Intelligence 

Support to Operations

Joint Pub 3-0 Doctrine for Joint Operations

Joint Pub 4-0 Doctrine for Logistic Support 

of Joint Operations

Joint Pub 5-0 Doctrine for Planning Joint 

Operations

CJCSI 3100.01C Joint Strategic Capabilities 

Plan (JSCP) (SECRET)

CJCSM 3500.04A Universal Joint Task List of 13

September 1996

MCWP 0-1.1 References

99
2. Navy Publications

NDP 1 Naval Warfare

NDP 2 Naval Intelligence

NDP 4 Naval Logistics

NDP 5 Naval Planning

OPNAVINST 3500.38 Naval Universal Task List

(UNTL)

3. Marine Corps Publications

MCDP 1 Warfighting

MCDP 1-1 Strategy

MCDP 1-2 Campaigning

MCDP 1-3 Tactics

MCDP 2 Intelligence

MCDP 3 Expeditionary Operations

MCDP 4 Logistics

MCDP 5 Planning

MCDP 6 Command and Control

Componency MCWP 0-1.1

100
FMFRP 0-14 Marine Corps Supplement to 

the DOD Dictionary of Military and Associated Terms 

(FMFRP 0-14 is currently under development. It will be reissued as MCRP 5-2C.)

4. Army Publications

FM 100-5 Operations

FM 100-7 Decisive Force: The Army in 

Theater Operations

5. Miscellaneous Publications

Unified Command Plan (SECRET)

Forces for Unified Commands Memorandum (SECRET)

Lynn Montross and Captain Nicholas A. Canzona, USMC, 

The Pusan Perimeter, Vol I, U.S. Marine Operations in 

Korea 1950-1953 (Washington, D.C.: Historical Branch 

G-3 HQMC, 1954)

MCWP 0-1.1 References

101