23 May 2003

Joint Bulk Petroleum

and Water Doctrine

Joint Publication 4-03
PREFACE

i

1. Scope

This publication sets forth principles and establishes doctrine for bulk petroleum and water

support of US military operations. This publication will aid combatant commanders in both

planning and training for joint operations. It will also serve to focus training of personnel

involved in bulk petroleum and water operations and provide the Services guidance for organizing,

training, and equipping forces that provide bulk petroleum and water support.

2. Purpose

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

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

of the United States in joint operations and provides the doctrinal basis for US military involvement

in multinational and interagency operations. It provides military guidance for the exercise of

authority by combatant commanders and other joint force commanders (JFCs) and prescribes

doctrine for joint operations and training. It provides military guidance for use by the Armed

Forces in preparing their appropriate plans. It is not the intent of this publication to restrict the

authority of the JFC from organizing the force and executing the mission in a manner the JFC

deems most appropriate to ensure unity of effort in the accomplishment of the overall mission.

3. Application

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

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

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

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

support forces of another Service.

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

except when, in the judgment of the commander, exceptional circumstances dictate otherwise.

If conflicts arise between the contents of this publication and the contents of Service publications,

this publication will take precedence for the activities of joint forces unless the Chairman of the

Joint Chiefs of Staff, normally in coordination with the other members of the Joint Chiefs of

Staff, has provided more current and specific guidance. Commanders of forces operating as part

of a multinational (alliance or coalition) military command should follow multinational doctrine
ii

Preface

JP 4-03

and procedures ratified by the United States. For doctrine and procedures not ratified by the

United States, commanders should evaluate and follow the multinational command’s doctrine

and procedures, where applicable and consistent with US law, regulations, and doctrine.

For the Chairman of the Joint Chiefs of Staff:

GEORGE W. CASEY, JR.

Lieutenant General, USA

Director, Joint Staff
iii

SUMMARY OF CHANGES

REVISION OF JOINT PUBLICATION 4-03

• Expands the scope of the publication to establish principles and doctrine for water,

as well as bulk petroleum support of US military operations

• Expands the principles of bulk petroleum logistics to include the use of contractor

support to meet peacetime and wartime requirements

• Includes, as principles of bulk petroleum logistics, a discussion of the lead nation

and role special nation concepts as they apply to the support of a multinational

force

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

petroleum office, to fulfill petroleum logistics requirements in support of the joint

force commander (JFC)

• Delineates combatant commander responsibilities with respect to the single fuel

concept

• Expands the chapter on petroleum stockage management to include guidance on

quality control and environmental concerns

• Adds a complete, chapter-length discussion, with support requirements appended,

on the principles of bulk water purification, storage, and distribution

This publication revises Joint Publication 4-03, dated 25 July 1995. The following summarizes

the changes resulting from this revision.
iv

Summary of Changes

JP 4-03

Intentionally Blank
TABLE OF CONTENTS

v

PAGE

EXECUTIVE SUMMARY ..................................................................................................vii

CHAPTER I

PRINCIPLES OF BULK PETROLEUM LOGISTICS

• General ..................................................................................................................... I-1

• Basic Concepts of Joint Bulk Petroleum Operations................................................... I-1

• Principles .................................................................................................................. I-1

• Stockage.................................................................................................................... I-2

• Major Participants ..................................................................................................... I-3

• Theater Support Concepts.......................................................................................... I-3

• Integrated Materiel Management ............................................................................... I-9

• Planning for Bulk Petroleum Support ...................................................................... I-10

• Host Nation and Contracted Support ........................................................................ I-13

• Lead Nation Logistic Support .................................................................................. I-15

• Role Specialist Nation Operations............................................................................ I-16

CHAPTER II

PETROLEUM RESPONSIBILITIES

• General ................................................................................................................... II-1

• Office of the Secretary of Defense ........................................................................... II-1

• Chairman of the Joint Chiefs of Staff ....................................................................... II-1

• Commander, US Transportation Command.............................................................. II-2

• Combatant Commanders ......................................................................................... II-2

• Subarea Petroleum Office ........................................................................................ II-3

• Defense Logistics Agency and Defense Energy Support Center ............................... II-5

• Services................................................................................................................... II-6

• Service-Specific Responsibilities ............................................................................. II-6

• Single Fuel Concept ................................................................................................ II-8

CHAPTER III

PETROLEUM STOCKAGE MANAGEMENT

• General .................................................................................................................. III-1

• War Reserve Requirements and Stocks ................................................................... III-1

• Peacetime Operating Stocks ................................................................................... III-2

• Inventory Management Plan ................................................................................... III-2

• Emergency Allocation of Petroleum ....................................................................... III-3

• Chairman of the Joint Chiefs of Staff Petroleum Reporting Requirements ............... III-3
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Table of Contents

JP 4-03

• Quality Control ........................................................................................................ III-4

• Environmental Concerns............................................................................................ III-5

CHAPTER IV

PRINCIPLES OF BULK WATER PURIFICATION, STORAGE,

AND DISTRIBUTION

• General .................................................................................................................. IV-1

• Concept of Tactical Bulk Water Operations............................................................. IV-1

• Planning Guidance ................................................................................................. IV-2

• Water Requirements ............................................................................................... IV-2

• Consumption Requirements.................................................................................... IV-3

• Water Support Operations....................................................................................... IV-4

APPENDIX

A Planning Guidance for Appendix 1 to Annex D, Petroleum, Oil, and

 Lubricants Supply ............................................................................................ A-1

B Planning Guidance for Appendix 2 to Annex D, Water Purification and

 Distribution ...................................................................................................... B-1

C References ......................................................................................................... C-1

D Administrative Instructions ................................................................................ D-1

GLOSSARY

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

Part II Terms and Definitions............................................................................... GL-3

FIGURE

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

I-2 Example of Bulk Petroleum Distribution System in a Mature Theater.............. I-4

I-3 Example of Initial Petroleum Distribution System in an Immature

Theater ......................................................................................................... I-6

I-4 Military Operations Other Than War Fuel Support Fundamentals.................... I-9

I-5 Planning Considerations................................................................................ I-11

II-1 Key Petroleum Responsibilities of the Combatant Commanders

 with Joint Petroleum Offices ....................................................................... II-4

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

III-1 Factors for Computing Peacetime Operating Stocks ..................................... III-2

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

IV-2 Water Consumption Requirements ............................................................... IV-3

IV-3 Water Purification Capabilities ..................................................................... IV-5

A-1 Estimate of Petroleum, Oil, and Lubricants Support Requirements ................ A-4

B-1 Estimate of Water Support Requirements ...................................................... B-4
EXECUTIVE SUMMARY

COMMANDER’S OVERVIEW

•

•

•

•

•

•

•

vii

Discusses Bulk Petroleum and Water Support Concepts and Principles

Outlines Theater Support Concepts

Explains the Concept of Integrated Materiel Management

Describes Planning for Bulk Petroleum and Water Support

Discusses Host-Nation Support

Outlines Responsibilities at Each Level of Authority

Describes Petroleum Stockage Management

Bulk Petroleum and Water Basic Concepts and Principles

Providing forces with the

right fuel, in the right

place, and at the right

time, is the function of

petroleum logistics.

Supplying forces with

water in the right

quantities, at the right

place at the right time is

the function of water

support.

Although bulk petroleum is a common item of support, it

presents a significant logistic challenge in its movement, storage,

and distribution that must be met for sustaining joint operations.

Bulk petroleum logistic tasks vary depending on whether the

theater is mature or immature and whether force employment is

single-Service, joint, or multinational. However, basic bulk

petroleum doctrinal concepts remain essentially unchanged. Any

viable bulk petroleum support concept must incorporate the

principles of standardization, flexibility, and interoperability.

The basic concept of tactical bulk water support is to source

or produce water as close to the user as possible. This requires

proper planning of the water point selection for bulk water, if

required, and purification, storage, and distribution of bulk water.

All commanders and their staffs must be concerned about

maintaining water support to allow completion of the unit’s

mission. To provide the most effective use of water stocks and

equipment, water planners must be familiar with Service, Defense

agencies, and combatant commander water assets and

responsibilities.
viii

Executive Summary

JP 4-03

Effective management of

bulk petroleum requires

synchronizing petroleum

war reserve and peacetime

operating stocks as well as

resupply variables so that

supported combatant

commanders are

confident that fuel will be

available when needed.

Theater bulk petroleum

operations revolve around

a push-pull supply system.

Fuel support systems can

be tailored to meet the

requirements of mature

and immature theaters as

well as military operations

other than war.

Bulk petroleum inventory consists of petroleum war reserve

stocks and peacetime operating stocks. Both inventories are

sized based on a concept of having enough fuel on hand until

resupply can be assured. This approach optimizes stock levels

to maintain an acceptable degree of support and sustainability

across the range of military operations.

The combatant commander has the predominant fuels

responsibility within a theater, and this responsibility is discharged

by the Joint Petroleum Office (JPO). The JPO works in

conjunction with its Service components, subarea petroleum

offices, and the Defense Energy Support Center (DESC) to plan,

coordinate, and oversee all phases of bulk petroleum support for

US forces employed or planned for possible employment in the

theater.

Land-based customers request fuel from the Army component’s

theater support command or another Service component or agency

assigned as the lead Service for bulk fuel support. These

organizations schedule movement of product forward from the

corps support area based on a combination of available storage

and anticipated customer demands. Sea-based customers

essentially perform the same functions, but interface more directly

with terminal operators at Defense Fuel Support Points. The basic

stockage concept in theater operations is to have sufficient

storage to support the most demanding operation plans, and

keep the storage at or near maximum authorized levels, while

using available transportation assets as efficiently as possible.

In a mature theater, the established infrastructure supports the

supply and distribution of bulk petroleum. Stocks are moved

from secure military or commercial sources to forward areas and

terminals as demand or plans require. Pipeline is the preferred

method of inland fuel distribution. In an immature theater,

many support assets are not available. Bulk petroleum may need

to be received via joint logistics over-the-shore operations or by

Aerial Bulk Fuel Delivery System. As theater requirements

expand, distribution system assets may be installed depending

on the volume of requirements, the expected duration of the

employment, and the type of operation (e.g., foreign humanitarian

assistance or peacekeeping). Mobility, rapid response, and tight

control of both petroleum and water assets and inventories is

required across the range of military operations. Liquid logistic

Theater Support Concepts
ix

Executive Summary

The concept of integrated

materiel management

underlies the principles in

Joint Bulk Petroleum

Doctrine.

The supported combatant

commander’s Joint

Petroleum Office is

responsible for the overall

planning of petroleum

and water logistic support

for joint operations within

their area of

responsibility.

requirements will vary, and each situation will be unique. Petroleum

and water requirements are Service responsibilities, each Service has

the capability to store fuel and purify and store water. When Service

water requirements, exceed organic Service capabilities, the US Army

is the Department of Defense (DOD) Executive Agent designated to

support that Services’ requirement.

The Defense Logistics Agency (DLA) is the integrated materiel

manager for bulk petroleum. The DESC is DLA’s designated

agent to carry out these responsibilities. DESC is responsible for

the coordinated procurement, storage, and non-tactical distribution

of bulk petroleum products to the Services as well as ownership

of fuel in bulk storage and facility maintenance and repair funding

responsibilities for capitalized Military Services’ installations.

To facilitate practical and responsible decisions that ensure

expeditious delivery of fuel products to each Service, DESC

established DESC Regional Offices. In general, DESC Regional

Offices coordinate delivery orders with industry, resolve logistic

problems, supply emergency products, perform quality

surveillance and management, coordinate and fund maintenance

and repair projects, and assist the JPO in petroleum logistics

planning.

The JPO handles the planning responsibility for petroleum

matters; however, water planning matters are handled as

prescribed by the combatant commander’s logistics directorate

(J-4). The planning conducted at this level plays a critical role in

crisis action and deliberate planning. It yields a significant portion

of the logistics annex, petroleum appendix, and water appendix

of virtually all plans and orders. This level of planning focuses

on specifying the concept of bulk petroleum and tactical water

support, delegating responsibility, and identifying reports. The

JPO establishes a subarea petroleum office when and where

one is needed to support specific requirements. The order

establishing a subarea petroleum office specifies the mission and

additional instructions needed to execute the mission.

Plans should consider at least the following: the mission, fuel and

water requirements, fuel quality surveillance, infrastructure, equipment,

Concept of Integrated Materiel Management

Planning for Bulk Petroleum and Water Support
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Executive Summary

JP 4-03

Combatant commanders

should make maximum

use of host-nation and

theater support contracted

capabilities to meet

peacetime and wartime

requirements.

Bulk petroleum

management

responsibilities are

assigned to the

Department of Defense,

Chairman of the Joint

Chiefs of Staff, combatant

commands, Defense

agencies, and Services.

support units, interoperability of fuel transfer systems, sustainability

and survivability, theater-specific factors, and threat environment.

Host-nation support and theater support contracted

capabilities are especially critical in contingencies when logistic

support from US units or equipment may not be readily available

or combat forces have outpaced integral logistic capability. The

type and amount of fuel support provided should, if possible, be

specified in signed agreements and included in logistic plans

of all nations concerned. The amount of support, civil or military,

a host nation can provide depends on its national laws, industrial

capability, and willingness to give such support.

Each level of authority has specific responsibilities to ensure bulk

petroleum and water support is effectively and efficiently provided

to US military forces across the range of military operations. The

Under Secretary of Defense for Acquisition, Technology, and

Logistics (USD(AT&L)) is responsible for establishing policies

for management of bulk petroleum stocks and facilities and

providing guidance to other DOD agencies, the Joint Staff, and

Services. The Deputy Under Secretary of Defense for Logistics

and Materiel Readiness will serve as the central administrator

for energy management and has integrated materiel management

oversight responsibility for fuel products. The Under Secretary

of Defense (Comptroller), in coordination with USD(AT&L),

is responsible for establishing financial policies and guidance for

management of bulk petroleum products. The Chairman of the

Joint Chiefs of Staff is primarily focused on wartime support

and coordinates with the Department of Defense, Services, and

the combatant commands to resolve petroleum issues. The Joint

Staff J-4 is the primary agent of the Chairman of the Joint Chiefs

of Staff for all bulk petroleum matters. The bulk petroleum

mission of the Commander, US Transportation Command, is

to develop long-range plans for petroleum support of the

intertheater mission and contingency operations worldwide. The

combatant commanders are responsible to ensure fuel support

is provided to combat forces to accomplish those missions

assigned by the President and Secretary of Defense. The Director,

DLA, is responsible for meeting the petroleum support

requirements of the combatant commands and Services. These

functional responsibilities have been delegated to the Director,

Host-Nation Support for Bulk Petroleum

Responsibilities for Bulk Petroleum
xi

Executive Summary

The overall intent of

stockage management is

to maintain optimal

inventories of specific

products at each location

to safely support

operational requirements.

DESC, and include procurement, ownership, quality surveillance,

accountability, budgeting, and non-tactical distribution of bulk

petroleum stocks to the point-of-sale. Each Service has its own

niche in providing unique petroleum support and is responsible

for providing support, as specified by competent authorities, to

other Services. Once fuel is delivered to a Service, that Service

is then responsible for its further distribution and management.

DOD bulk petroleum inventories consist of petroleum war

reserve stocks and peacetime operating stocks. These two

categories of inventory guide the sizing of the stock levels to

permit immediate and short-term operations across the range of

military operations. Their purpose is to sustain such operations

until resupply can occur. A worldwide inventory management

plan (IMP) is developed and issued annually by DESC in

coordination with Services and combatant commands. The IMP

identifies the required inventory levels and the amount of fuel by

location that is stocked to cover those requirements.

There are two key joint petroleum reports that are submitted

annually or more frequently at the direction of the Chairman of

the Joint Chiefs of Staff. These reports, called the Bulk Petroleum

Contingency Report and the Bulk Petroleum Capabilities Report

(POLCAP), are submitted by the combatant commanders’ JPOs.

The information is forwarded by the DOD components to the

DESC for compilation.

This publication sets forth principles and establishes doctrine for

bulk petroleum and water support of US military operations. This

publication will aid combatant commanders in both planning and

training for joint operations. It will also serve to focus training of

personnel involved in bulk petroleum and water operations and

provide the Services guidance for organizing, training, and

equipping forces that provide bulk petroleum and water support.

CONCLUSION

Petroleum Stockage Management
xii

Executive Summary

JP 4-03

Intentionally Blank
CHAPTER I

PRINCIPLES OF BULK PETROLEUM LOGISTICS

I-1

“No doubt you have had forwarded to you the late regulation of our generous

Congress relative to the delivery and distribution of fuel and straw to the garrisons

. . . The allowance falling so far short of what is really necessary, I am at a loss to

determine what steps to pursue. Do let me know what plan you adapt as I am

confident the proportion of fuel is so small that the soldiers cannot subsist on it.”

Capt Meriwether Lewis, Corps of Discovery, 1800

1. General

a. Although bulk petroleum is a common item of support, it presents a significant logistic

challenge in its movement, storage, and distribution that must be met for sustaining joint operations.

Providing forces with the right fuel, in the right place, and at the right time, is the essence

of petroleum logistics. It involves determining peacetime and wartime requirements, contracting

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

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

equipment and facilities.

b. Joint bulk petroleum doctrine provides the framework for fuels support across the

range of military operations. Together with petroleum policy, the doctrine guides development

of procedures for various types of fuel operations. Petroleum doctrine is a subset of logistic

doctrine and, therefore, possesses all the innate principles associated with logistically supporting

joint operations. However, petroleum doctrine focuses on a single demanding commodity

with Service commonality, commercial application, and worldwide usage. It is this focused

perspective that supports the application of specific bulk petroleum concepts.

2. Basic Concepts of Joint Bulk Petroleum Operations

Bulk petroleum logistics is an established joint operation with the Military Services

developing complementary tactical distribution systems and the Defense Logistics Agency

(DLA) providing products to the combatant commands and Services. Bulk petroleum

logistic tasks vary depending on whether the theater is mature or immature and whether force

employment is single-Service, joint, or multinational. However, basic bulk petroleum doctrinal

concepts, as listed below, remain essentially unchanged.

3. Principles

Bulk petroleum is common to both commercial and military operations. It requires special

handling and storage and has a demand significantly larger than other supply classes. For these

reasons, any viable support concept must incorporate the principles of standardization,

flexibility, and interoperability (see Figure I-1).
I-2

Chapter I

JP 4-03

a. Standardization. The Department of Defense (DOD) components should minimize

the number of bulk petroleum products that must be stocked and distributed, plan to use

fuels readily available worldwide, and minimize the military-unique characteristics of DOD

fuels. The determination of required fuel is dependent upon the types of equipment deployed

and must also take into account the maturity of the theater’s petroleum production and distribution

infrastructure.

b. Flexibility. Military weapon systems and equipment must be capable of using

alternate fuels. Land-based aircraft and equipment deployed to a theater must be capable of

sustaining acceptable performance using a kerosene-based product such as a JP8 type fuel.

Correspondingly, sea-based aircraft and equipment must perform acceptably on JP5 type fuel.

Conventionally powered ships, whenever possible, should use a distillate fuel such as F76 for

propulsion.

c. Interoperability. Military fuel handling equipment and connectors must be

interoperable among Services and, where possible, with allies and coalition partners. This

interoperability allows timely weapon system support in joint operations without duplication of

effort and material. This concept is also very important in multinational operations, where one

nation may be designated as the role specialist nation (RSN) for petroleum logistics. Consequently,

to foster interoperability, DOD fuel handling equipment should be of common or compatible

design, material, and size whenever practical.

4. Stockage

Bulk petroleum inventory consists of petroleum war reserve stocks (PWRS) and

peacetime operating stocks (POS). Both inventories are sized based on a concept of having

enough fuel on hand until resupply can be assured. This approach optimizes stock levels to

maintain an acceptable degree of support and sustainability across the range of military

operations. Inventory levels are independently determined for each location or, where practical,

for a defined area. Chapter III, “Petroleum Stockage Management,” will provide additional

information on how fuel requirements are determined.

PRINCIPLES OF BULK

PETROLEUM OPERATIONS

Standardization Flexibility Interoperability

Figure I-1. Principles of Bulk Petroleum Operations
I-3

Principles of Bulk Petroleum Logistics

5. Major Participants

a. The combatant commander has the predominant fuels responsibility within a

theater, and this responsibility is discharged by the Joint Petroleum Office (JPO). The

JPO works in conjunction with its Service components, subarea petroleum offices (SAPOs) and

the Defense Energy Support Center (DESC) to plan, coordinate, and oversee all phases of bulk

petroleum support for US forces employed or planned for possible employment in the theater.

JPOs typically have a mix of Service representatives. Operational requirements may dictate the

establishment of SAPOs in support of subordinate joint force commanders (JFCs). However,

consideration should be given to the joint operations area (JOA) and expected mission support,

force composition, and sustainment requirements when selecting SAPOs.

b. DESC is the integrated manager for bulk petroleum and associated storage facilities.

As such, DESC is responsible for the acquisition of bulk petroleum products and providing

product support to the geographic combatant commands and Military Services as outlined in

Chapter II, “Petroleum Responsibilities.”

c. Each Service provides for product handling at its operational locations. The Services

coordinate all fuel issues with the appropriate JPO, SAPO, and DESC during single-Service,

joint, and multinational operations, to include exercises and deployments, to ensure efficiency

and avoid duplication of effort. In some cases, when Services have sufficient refueling assets,

they may be tasked to provide distribution of bulk petroleum as outlined in Chapter II, “Petroleum

Responsibilities.”

6. Theater Support Concepts

a. General. Theater bulk petroleum operations revolve around a push-pull supply system.

Land-based customers request fuel from the Army component’s theater support command (TSC) or

another Service component organization or agency assigned as the lead Service for bulk fuel support.

The TSC normally includes a quartermaster group (petroleum and water) and a theater materiel

management center. The theater materiel management center is tasked to manage and account for

theater bulk fuel. The quartermaster group (petroleum and water) is tasked to coordinate tactical

distribution storage and quality surveillance of bulk fuel in the theater. These organizations schedule

movement of product forward into the corps support area based on a combination of available storage

and anticipated customer demands. Note: in smaller scale operations, Army lead Service Class III

support may come from tactical-level units such as a corps support command rather than a TSC. Seabased customers essentially perform the same functions, but interface more directly with terminal

operators at Defense Fuel Support Points (DFSPs). The basic stockage concept in theater

operations is to have sufficient storage to support the most demanding operationplan (OPLAN),

and keep the storage at or near maximum authorized levels, while using available transportation assets

as efficiently as possible. During peacetime operations, this stockage concept may be modified

by actual day-to-day needs, economic resupply concepts, threat conditions, and storage objectives.

When demand exceeds availability, the JPO devises an allocation system to support the campaign

plan or OPLAN that is approved by the combatant commander.
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Chapter I

JP 4-03

b. Mature Theater. In a mature theater, the established infrastructure supports the

supply and distribution of bulk petroleum. Stocks are moved from secure military or

commercial sources to forward areas and terminals as demand or plans require. The movement

and redistribution of assets are accomplished through a joint effort involving the combatant

commands, Service components, and DESC. DESC interfaces with components of the United

States Transportation Command (USTRANSCOM) for product movement outside the JOA as

necessary. Actual procedures to accomplish the delivery of products to the end user depend

on the sources of product and the conditions in the JOA. The mature theater normally has

available some host-nation assets and/or theater support contracts (i.e., fuel sources, terminal

facilities, pipelines, railways, and trucks) that should be used to the maximum extent possible to

help offset US requirements. Because the capabilities of allies or coalition partners are theater

unique, the JPO or SAPO is responsible for assessing these potential capabilities and

integrating them into appropriate plans and operations. Figure I-2 is an example of a bulk

petroleum distribution system in a mature theater.

(1) Pipeline Distribution. Pipeline is the preferred method of inland fuel

distribution. A fully developed theater fuel distribution system may include ship discharge

ports (with moorings and piping manifolds), seaside and inland fuel storage tanks, pump stations,

and pipelines. Large-scale operations may justify the construction of coupled pipelines

using the Army’s inland petroleum distribution system (IPDS) to move bulk petroleum

Figure I-2. Example of Bulk Petroleum Distribution System in a Mature Theater

EXAMPLE OF BULK PETROLEUM DISTRIBUTION

SYSTEM IN A MATURE THEATER

BNS

HEMTT

POL

SPT

Battalions

Heavy Expanded Mobility Tactical Truck

Petroleum, Oil, and Lubricants

Support

Fixed and

Pipeline

Facilities

Port

Facilities

and/or

Offshore

Petroleum

Discharge

System

7500

5000

Pipeline

Head

Terminal

Airfield

Hoseline

Hose Line

Fuel System

Supply Point

Main and

Forward

SPT BNS

Petroleum

Supply Co

POL

Supply Co

HEMTT Transportation

Medium Truck Co

X

X

X

X

X X

X

X

X X
I-5

Principles of Bulk Petroleum Logistics

forward from rear area storage locations. These lines may supplement existing Service or host nation

(HN) infrastructure pipelines. Airbases, intermediate support bases, and operational locations deemed

appropriate may also be serviced by pipeline systems when tactically feasible. Hose lines may be used

to service smaller or temporary, large-volume sites. The pipeline system extends as far forward as

possible, usually into the designated corps rear area, with hose line extensions into corps storage sites.

(2) Other Distribution. The pipeline system may be supplemented by other means

of bulk delivery, such as barges, rail tank cars, aircraft, bulk truck transports, and commercial

distribution equipment provided by the host or occupied nation. These distribution systems

are used to move products from the rear or intermediate areas to the multi-Service direct

support echelons. Bulk truck transports commonly move fuel from terminals or corps area

storage to the Service component direct support unit (i.e., non-divisional supply units for the

Army, bulk fuel companies for the Marine Corps, base fuels flights for the Air Force, and

construction force units for the Navy). Some local distribution is also made by tank trucks that

are organic to these direct support units.

(3) Petroleum Group. The petroleum group is the principal Army organization

responsible for bulk fuel and water distribution at the operational level. It commands primarily

petroleum pipeline and terminal operating battalions/companies and medium truck petroleum

battalions/companies. These units operate and maintain petroleum distribution facilities to support

the theater petroleum mission. The group also includes petroleum supply battalions to provide

general support petroleum supply. These battalions receive, store, and transfer bulk petroleum

to direct support supply units. (The group also includes water units.)

c. Immature Theater. In an immature theater, in-place and operational tankage, on-hand

product, road networks, rail lines, and easily traversed lines of communications (LOCs) normally

are not available. Bulk petroleum may need to be received via joint logistics over-the-shore

(JLOTS) operations. Such operations use the offshore petroleum discharge system (OPDS) or

amphibious assault bulk fuel system (AABFS), operated by Navy Seabees, to deliver fuel to

tactical storage facilities located immediately ashore. The OPDS delivers fuel to the IPDS

normally operated by an Army pipeline and terminal operating unit. The AABFS delivers fuel

to tactical storage facilities normally operated by a Marine Corps bulk fuel company or an Army

petroleum supply unit. Figure I-3 is an example of an initial petroleum distribution system in an

immature theater.

(1) General. In the early stages, the theater infrastructure may only consist of that

infrastructure found in a Marine air-ground task force, or Army division support area. The

communications zone, including tactical airbases, may never be formed depending on the duration

and geographic expansion of the operation. As in the mature theater, direct support units may

provide fuel on an area basis to some or all multinational forces comprising a joint or multinational

force.

(2) Remote or Noncontiguous Location. When LOCs are not secure, when support

of isolated areas of operations demand such, or when operating in noncontiguous areas, Service

component aircraft carrying fuel trucks, collapsible tanks, 500-gallon collapsible drums,
I-6

Chapter I

JP 4-03

or 55-gallon drums may berequired to distribute fuel. The aerial bulk fuel delivery system (ABFDS)

enables cargo aircraft to transport from 3,000 to 30,000 gallons of fuel to the tactical storage and issue

systems. Delivery amounts vary based on aircraft type, configuration, and runway capability.

The tactical fuel distribution systems typically are air transportable and consist of collapsible tanks,

hoses, filters, and pumps. In addition, Air Force tanker aircraft can deliver fuel to airbase tactical

systems, again depending on runway capability and the threat. Transporting fuel by air greatly

limits the airlift available for other requirements and is only used when other delivery means

cannot meet operational needs.

(3) Pipeline Distribution. As in the mature theater, bulk petroleum is most efficiently

moved from base terminals and rear storage locations to the combat zone by pipelines. Coupled

pipelines, as a part of IPDS, are used when and if the situation warrants its use. A tactical tank

farm consisting of collapsible tanks is constructed at airbases or other locations and connected

to the main hose line or pipeline. The airbases or other locations then employ tactical servicing

systems that have hoses, pumps, and filters to issue the product to the end user. These tactical

issuing locations must also have the capability to test the fuel to ensure quality is maintained.

(4) Expanding Distribution. As theater requirements expand, IPDS tactical

pipelines, tanks, and fixed pumping assemblies may be installed depending on the volume

of requirements, the expected duration of the employment, and the type of operation (e.g., foreign

humanitarian assistance or peacekeeping). Other delivery means, operated either by military or commercial

Figure I-3. Example of Initial Petroleum Distribution System in an Immature Theater

EXAMPLE OF INITIAL PETROLEUM DISTRIBUTION

SYSTEM IN AN IMMATURE THEATER

Single

Anchor Leg

Mooring

System

Offshore

Petroleum

Discharge

System

Tanker

Tactical

Pipeline

Tactical

Petroleum

Terminal

Petroleum

Supply Co

Fuel Storage

Supply Point

PETRL

Supply

POL

Hose

Line

Transportation

Medium Truck Co

Main &

Forward

SPT BNS

Head

Terminal

Large

Volume

Collapsible

Tanks

PETRL Op

MED TRK

POL 7500

Armored

Flexible

Pipeline

USAF

X

X

X

X

X

X

X

X

X

20K X X

50K

10K

7500

5000

5000

HEMTT

BNS

HEMTT

MED

PETRL

POL

SPT

TRK

Battalions

Heavy Expanded Mobility Tactical Truck

Medium

Petroleum

Petroleum, Oil, and Lubricants

Support

Truck
I-7

Principles of Bulk Petroleum Logistics

sources, such as tank trucks, barges, and aircraft may be incorporated into the overall distribution

system depending on road, river, or airport infrastructure.

W.W. II: SOLVING FUEL PROBLEMS

Mobile warfare placed a premium on the adequate supply of petroleum

products to mechanized armies in the field. This was a trend that began in

World War I and developed into the “blitzkrieg” tactics of World War II. The

mobility of armies was always a fundamental factor in military strategy and

tactics, but modern equipment provided greater fluidity of action than was

ever possible in any previous military campaign. Tanks, trucks, jeeps, and

tractors, however, required a steady flow of gasoline. The degree of an army’s

success in the field was in direct proportion to the adequacy of its petroleum

supply. In February 1943, when the 8th Army had just arrived in Tripoli in

pursuit of the retreating Germans, Maj. Gen. Edmund B. Gregory, the

Quartermaster General, visited General Sir Bernard L. Montgomery. He

learned that petroleum supply had been the main problem of the British

throughout the North African campaign. Lt. Gen. Neil M. Ritchie, who had

been driven back almost to the gates of Cairo, had been defeated because

he had disregarded the advice of his supply man, who had warned him that

there was not enough transportation to bring up an adequate supply of

gasoline to serve the tanks. The latter, their supply of gasoline exhausted,

became easy prey for the Germans. In modern war, a country deprived of

its oil supply is doomed to defeat.

The Quartermaster Corps (QMC) realized at the outset of the war that

furnishing oil to the troops would be a major function, but it did not fully

appreciate the extent and nature of the problem until preparations for the

North African campaign were under way. Then, by mid-1942, the War

Department found that it was involved in a new and tremendous business.

Petroleum constituted approximately two-thirds of the total tonnage of

shipments from the United States to the North African Theater. For the first

time in history, it was necessary for the QMC to arrange for the supply of

gasoline, diesel fuels, and kerosene in the hundreds of thousands of 55-

gallon drums and 5-gallon cans required by the theater commander to keep

supply lines moving over hundreds of miles and to support operations for

which there were no storage tanks, gasoline pumps, or local warehouses

available. The problem of containers and equipment for handling petroleum

products became vital. At the beginning of the North African campaign, the

British had used so-called “flimsies,” that is, ordinary 5-gallon tin gasoline

containers. As the name implied, “flimsies” could not take the rough

handling to which they were subjected, and consequently at least half of

the British supply had been wasted. It was not until after the capture of a

substantial number of 55-gallon drums and Jerry cans from the Germans

that their gasoline problem was somewhat simplified. The procurement of

suitable containers was a problem that also had to be solved by the Office

of the Quartermaster General (OQMG).
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JP 4-03

Demands for petroleum products and containers increased enormously as

the war progressed, and the coordination and centralization of their

procurement, storage, and distribution became imperative in the face of

transportation difficulties and shortages of critical items. The War

Department had little or no petroleum organization before the war. The

Army had depended upon the distribution facilities of the petroleum industry

to satisfy its needs in the zone of interior. Maneuvers had created increased

demands at different times, but the Army had always found it possible to

meet requirements by means of Treasury Procurement contracts and some

special arrangements by field commanders, with very little coordination

from Washington.

The entrance of the United States into the war brought huge requisitions

which could not be filled by such means. Kaleidoscopic changes were

initiated in an effort to evolve an adequate organization for handling

petroleum supply. The need for centralization was apparent, and the first

step in that direction was the creation of the Petroleum Branch in the

Procurement Division, OQMG. Col. H.E. Rounds, the Chief of the Branch,

had the task of building an organization from scratch. So well did he

succeed, that ultimately, on 1 June 1943, it evolved into the Fuels and

Lubricants Division, an organization which completed the integration of

the supply of petroleum products for the Army. The Division was given not

only staff responsibilities, particularly in relation to long-range planning,

but also operating responsibilities covering the procurement, supply, issue,

and storage of petroleum products, containers, and equipment for handling

petroleum products. Despite the difficulties inherent in creating an adequate

petroleum organization during the war, the QMC accomplished the task of

procuring petroleum supplies, delivering them to the right place at the right

time, and insuring that, with some few exceptions, they were of the right

specifications needed for extreme variations of climate and widely different

items of equipment. This was a remarkable achievement.

SOURCE: Risch, Erna , QMC Historical Studies #9: Fuels for Global

Conflict, Historical Section, Office of the Quartermaster General, 1952

d. Military Operations Other Than War (MOOTW). The focus shift from global to

highly diverse regional conflicts demands responsive petroleum support. MOOTW require

mobility, rapid response, and tight control over fuel assets and inventories. These fuel requirements

will vary and each situation will be unique. Elements that comprise the fuel support spectrum

between the mature and immature theaters can be tailored and applied to MOOTW. Once the

focus shifts, the involvement from outside organizations can encompass many levels. The US

Coast Guard, nongovernmental organizations, international organizations, and US agencies such

as the Drug Enforcement Agency and the Federal Emergency Management Agency are typical

organizations that could get involved during MOOTW. The missions, functions, and

responsibilities of the DESC, the Services, and the supported combatant commander will require

flexibility on the part of the planners to ensure adequate fuel support is not compromised or

delayed. Fundamentals for MOOTW fuel support are shown in Figure I-4.
I-9

Principles of Bulk Petroleum Logistics

7. Integrated Materiel Management

a. General. The concept of integrated materiel management (IMM) underlies the

principles in Joint Bulk Petroleum Doctrine. IMM is a logistic concept utilized when a

single agency of the Department of Defense has total management responsibility for

supplying a specific product or group of related items to the Armed Forces of the United

States. Because IMM both supports and influences this doctrine’s usage and interpretation, an

understanding of its conception and extent is important.

b. Overview. In 1972, the Office of the Secretary of Defense (OSD) designated DLA to

execute IMM for bulk petroleum. DLA assigned DESC as its agent to carry out these

responsibilities. In 1973, DESC became responsible for the coordinated procurement, storage,

and non-tactical distribution of bulk petroleum products to the Services’ installation boundaries.

In 1981, DESC was given responsibility to fund military construction for certain bulk storage

facilities, and in 1985, to fund maintenance and repair for these storage facilities. Finally, DESC

responsibilities greatly expanded in 1992 to include ownership of fuel in bulk storage and

facility maintenance and repair funding responsibilities for capitalized Military Service

installations to achieve more vertical integration of product management down to the point of

sale to the customer.

c. DESC Regional Offices. To facilitate practical and responsible decisions that ensured

expeditious delivery of fuel products to each Service, DESC established DESC Regional Offices.

Figure I-4. Military Operations Other Than War Fuel Support Fundamentals

MILITARY OPERATIONS OTHER THAN WAR

FUEL SUPPORT FUNDAMENTALS

Project Accurate Fuel Requirements

Minimize the Logistics “Foot Print”

Maximize use of In-Country Civilian or Host-Nation Support Fuel

Facilities

Establish Contracts, Early in the Operation, with In-Country Fuel

Suppliers

Tailor Fuel Equipment and Support Packages to the Requirement

Standardize and Ensure Compatibility of Fuel Equipment to Support

Joint and Multinational Fuel Operations

Maintain the Theater Joint Petroleum Office or Subarea Petroleum Office

as the Single Fuel Manager with Assistance Provided by Defense

Energy Support Center Regional Offices and Service Components
I-10

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JP 4-03

These offices maintain close contact with customers to ensure their particular needs are

considered when planning fuel support. In general, DESC Regional Offices coordinate delivery

orders with industry, resolve logistic problems, supply emergency products, perform quality surveillance

and management, coordinate and fund maintenance and repair projects, and assist the JPO in petroleum

logistics planning. These offices are located in the continental United States, the US Pacific Command,

the US European Command, and the US Central Command. DESC-Americas, DESC-Pacific, DESCEurope, and DESC-Middle East support the respective combatant commanders.

8. Planning for Bulk Petroleum Support

a. Overall Theater Planning

(1) General. The supported combatant commander’s JPO is responsible for the

overall planning of petroleum logistic support for joint operations within the area of

responsibility. This planning occurs at the strategic level and usually is embodied in the petroleum

appendix to the logistics annex of the OPLAN or operation plan in concept format

(CONPLAN). The petroleum appendix covers theater-wide fuel requirements, resupply, and

distribution. The format for fuels planning is prescribed in the Chairman of the Joint Chiefs of

Staff Manual (CJCSM) 3122.03A, Joint Operation Planning and Execution System Vol II:

(Planning Formats and Guidance). The DESC Regional Offices and Service components support

the JPO in developing a practical, sustainable petroleum support concept and plan.

(2) Inland Petroleum Distribution Plan (IPDP)

(a) The IPDP provides a single source document for understanding how the

guidance provided in the OPLAN or operation order (OPORD) will be executed. It provides the

details necessary for Service component commanders to understand how to interface with units,

agencies, and firms providing petroleum support. The petroleum portions of the OPLAN or

OPORD provide an executive summary while the IPDP contains the details supporting the

summary.

(b) Just as the JPO is responsible for theater petroleum planning, the SAPO, if

established, is responsible for petroleum, oil, and lubricants (POL) planning and execution

matters within its JOA. This level of planning focuses on support for each Service component.

Its products are the IPDP and base support plans. The IPDP complements the intratheater

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

of the command’s OPLANs and CONPLANs. The IPDP is published either as an annex to the

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

(3) The following questions will aid in the development of the POL Appendix to the

Logistics Annex:

(a) Should a SAPO for resupplying POL be established?

(b) What is the concept of operations for petroleum support?
I-11

Principles of Bulk Petroleum Logistics

(c) What host-nation support (HNS) is available?

(d) What are the components’ responsibility for petroleum support? Have

components provided estimates of POL requirements?

(e) Have arrangements been made to contract for host-nation or theater support

contractor resources with the supported combatant commander JPO or DESC?

(f) Have POL storage methods and sites been selected? Have security

arrangements for the sites been established?

(g) Have arrangements been made for transportation of POL within the assigned

theater?

(4) Appendix A, “Planning Guidance for Appendix 1 to Annex D Petroleum, Oil, and

Lubricants Supply,” provides additional information for the development of Appendix 1,

“Petroleum, Oil, and Lubricants Supply,” to Annex D, “Logistics,” of OPLANs, CONPLANs,

and functional plans (FUNCPLANs).

b. Planning Considerations. The petroleum supply system must be designed for the

operations and climate of the specific theater. Plans should consider at least the following

points (see Figure I-5).

Figure I-5. Planning Considerations

PLANNING CONSIDERATIONS

Mission

Fuel Requirements

Fuel Quality Surveillance

Infrastructure

Equipment

Support Units

Interoperability of Fuel

Transfer Systems

Sustainability and

Survivability

Theater-Specific Factors

Threat Environment
I-12

Chapter I

JP 4-03

(1) Mission. The mission and the planned size and composition of the joint forces to be

supported should be guiding parameters for planning efforts. Theater contingency scenarios, worldwide

materiel distribution policies, and other guidance should be considered in determining specific theater

requirements.

(2) Fuel Requirements. Fuel requirements to support the deployment and employment

of forces are determined by the Services. Service components of the combatant commanders

(or other organizations within each Service) use such factors as troop strength; numbers and

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

to determine time-phased petroleum requirements. Plans should include these Service-generated

requirements, all pre-positioned stocks, and sources for resupply. Accurate fuel requirement

forecasting is critical to supporting the warfighter’s mission. Service headquarters (HQ) must

ensure POL requirement planners receive the necessary training and resources to accomplish

this task. The inventory management plan (IMP), developed annually by DESC in coordination

with the Services and combatant commands, details worldwide bulk petroleum war reserve

requirements (PWRR) and storage availability by location. The PWRR are sized based on

resupply sourcing assumptions included in the days of supply (DOS) factors. DOS factors are developed

by the Joint Staff and approved by OSD.

(3) Fuel Quality Surveillance. The daily validation of the quality of all sources of

contingency stock from the theater to tactical level is a vital readiness mission. The DESC and

Service components must plan and ensure that trained bulk petroleum quality surveillance

representatives (QSRs) and equipment are available to ensure that contingency petroleum stocks

meet military specifications.

(4) Infrastructure. The capability of installations and facilities in the operational

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

and maintenance status of offshore unloading facilities, terminals, distribution points, and bases

are important to the logistic feasibility of the fuel plan. Addressing this data can help determine

the need for and method of employment of tactical terminals, pipelines, hose lines, and other

fuels handling equipment.

(5) Equipment. To ensure that petroleum handling and distribution equipment is

available for support of operations (e.g., IPDS, AABFS equipment onboard maritime prepositioning ships and equipment onboard OPDS tankers), fuel deployment packages and

operational project stocks should be identified and considered for use. In addition, each

Service’s operating units for the specific petroleum handling systems should be linked to those

systems and identified for movement in the plan.

(6) Support Units. Identifying the type and arrival dates of units not tied to any

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

success. Timely arrival of engineer units (or logistics civilian augmentation program contractors)

for construction of petroleum facilities and underwater construction teams for OPDS setup are

just some of the diverse types of support units that must be identified.
I-13

Principles of Bulk Petroleum Logistics

(7) Interoperability of Fuel Transfer Systems. Interoperability should be considered

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

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

load and off-load facilities, and JLOTS systems.

(b) Airbase fuel storage and dispensing systems to receive fuel from commercial

or military sources and issue fuel to Service component and multinational aircraft.

(c) Shore distribution systems to tactical fuel systems and equipment; e.g., IPDS,

Tactical Airfield Fuel Dispensing System, and fuel tanker vehicles.

(8) Sustainability and Survivability. Both of these concepts should be factored

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

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

identified.

(9) Theater-Specific Factors. Consideration must be given to theater-specific

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

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

their availability. These commercial and host-nation limiting factors must be taken into

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

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

include:

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

(b) Contractor limitations with regard to support.

(c) Contractor required logistic support.

(10) Threat Environment. While theater specific factors may require force protection

actions for contractor personnel, petroleum equipment, and stocks; quality assurance actions

should also be considered. Ensuring adequate security may include specific and appropriate

countermeasures against tampering, adulteration, substitution, contamination, and other actions

that could make the fuel unusable or potentially damaging to the end user.

9. Host Nation and Contracted Support

a. General. Combatant commanders should make maximum use of host-nation and

theater support contracted capabilities to meet peacetime and wartime requirements. These

are especially critical in contingencies when logistic support from US units or equipment may

not be readily available or combat forces have outpaced integral logistics capability. The type

and amount of fuel support provided should, if possible, be specified in signed agreements

and included in logistic plans of all nations concerned. The amount of support, civil or
I-14

Chapter I

JP 4-03

military, a HN can provide depends on its national laws, industrial capability, and willingness to give such

support. Although sometimes difficult to obtain, HNS agreements should be aggressively pursued.

b. Agreements. Several different agreements, such as the North Atlantic Treaty

Organization (NATO) standardized agreements, Defense Cooperation Agreements,

bilateral agreements, implementing arrangements, foreign-assistance acts, foreign military

sales programs, and reimbursement for multinational support, may serve combatant

commanders’ and Service components’ needs, depending on the degree and type of support

required and the specific HN.

(1) Negotiations can occur with the HN under the auspices of an acquisition and

cross-servicing agreement (ACSA) or a stand-alone international agreement. An ACSA is

usually negotiated by the combatant command and is authorized under the acquisition and crossservicing authorities, title 10, United States Code, sections 2341-2350. A stand-alone international

agreement is usually negotiated by DESC or a Service through the appropriate American Embassy

as authorized in DOD Directive (DODD) 5530.3, International Agreements. For additional

information on agreements, see DODD 5530.3, International Agreements.

(a) Replacement-in-kind and fuel exchange agreements are negotiated with

foreign governments to provide fuel support in the international arena and to improve relations

between the US and foreign militaries. In these agreements, products are supplied on a reciprocal

basis, either with an exchange of fuel or cash payment, between the military organizations of

both countries. These agreements are operational tools that enhance sustainability and readiness,

because countries routinely train and support each other.

(b) Assistance in Kind (AIK). AIK operations, dealing directly with the

governments of these eligible countries, provide materiel and services for a logistic exchange of

materiel and services of equal value. These items are accountable as future reimbursements to

the country that initially provides them on a gratis basis. Costs for these items have a current

value that is captured as future reimbursements. The joint task force (JTF) comptroller will

develop and implement procedures, in coordination with logistic elements, to track the value of

support provided to ensure an equal exchange of valued materiel and services throughout the

operation. Particular care must be taken in accounting for these authorized exchanges due to the

political sensitivity inherent in multinational operations. Ideally, these in kind reimbursements

should derive no monetary gain and should provide mutual benefit and equity between the

participating countries.

(2) Contracts and Agreements

(a) Blanket purchase agreement (BPA). A BPA should be considered for filling

anticipated repetitive needs for supplies or services for a stated time period. Individual BPAs

shall not exceed $100,000 US dollars, with the exception of commercial item purchases, which

may not exceed $5,000,000 US dollars.
I-15

Principles of Bulk Petroleum Logistics

(b) Into-Plane Contracts. Circumstances frequently require refueling military aircraft

at commercial airports where military facilities/personnel are not available. To minimize commercial

costs and ensure quality products will be available, an “into-plane” contract may be established. Once

the requirements are defined by the supported combatant commander, the contracts are negotiated by

DESC. An “into-plane” contract guarantees a quality product but does not guarantee a specific quantity

of product. Any Service combatant commander or Federal Agency may request DESC to establish an

“into-plane” contract. Non-contract fuel purchases may be made at civilian airports using the Aviation

Into-Plane Reimbursement card where DESC has not established an “into-plane” contract.

(c) Bunker Contracts. These contracts are similar to “into-plane” contracts and

are used for frequent refueling of ships at commercial ports where DESC has no DFSP. The

requirements for bunker contracts are sent to DESC for contract administration.

(3) HNs provide a number of environmental services and expect certain behaviors

on the part of the JTF.

See Paragraph 8, “Environmental Concerns,” of Chapter III, “Petroleum Stockage

Management,” regarding application of agreements and standards.

(4) The utilization of wartime host-nation support (WHNS) POL infrastructure

and transportation assets in a mature theater is a critical part of the IPDP. The JPO/SAPO

must ensure that Service components are aware of potential WHNS infrastructure and that requests

are forwarded and updated for OPLANs and requirements for contingencies are submitted in a

timely manner. Each operational area and contingency will have unique procedures and policies

for submission and approval of WHNS requests. It is the JPO/SAPO responsibility to interface

with combatant commander WHNS agencies and ensure that all Service component requests

are submitted and acted upon in a timely manner. During the deliberate or crisis action

planning process, the first essential element of friendly information the JPO/SAPO and

Service component fuel planners must acquire is WHNS POL infrastructure and

distribution capabilities that potentially could be dedicated to support US forces. By

leveraging the dedicated and trusted WHNS POL infrastructure and distribution capabilities,

the JPO/SAPO can dedicate the finite organic tactical POL assets for those areas of the operational

area that require tactical-level support. Fuel requirements for HNS can be provided to DESC

International Agreements Office for negotiation of an agreement with a foreign government to

cover terms, conditions, and prices.

(5) Fuel or storage support is also provided by commercial sources within foreign

countries to US military forces. These types of contractual arrangements are routinely negotiated

by DESC to provide fuel support at international air or sea ports to meet military requirements.

10. Lead Nation Logistic Support

Under the lead nation (LN) concept, one nation agrees to assume responsibility for coordinating

and/or providing a range of logistic support services to either all or part of a multinational force (MNF).
I-16

Chapter I

JP 4-03

Such services may include transportation, medical support, medical evacuation, rear area security, port

of departure operations, engineering, and movement control. Often, LN assignments are based upon

geographic considerations. For example, a communications zone or operational area may be divided

into sectors with LN responsibilities assigned to the major force in that area. Thus, more than one LN

may service an operation based upon the division of geographic areas. Commanders designated by

their nations to assume LN responsibilities must coordinate logistic support for forces within their

geographically assigned limits. National contingents receiving LN support must maintain appropriate

liaison with the LN.

11. Role Specialist Nation Operations

a. Under RSN arrangements, one nation assumes responsibility for providing a particular

class of supply or service for all or part of a MNF, usually at a determined rate of reimbursement.

This option should be strongly considered when a participating nation possesses unique logistic

strengths. The major difference between RSN and LN is that the RSN arrangements usually are

single-item/single-service oriented, while the LNs are concerned with providing or coordinating

multiple services within designated geographic regions.

b. The RSN concept:

(1) Limits competition among deployed national forces for scarce resources in an

operational area and allows for economies of scale by allowing a LN to provide key logistic

support to all or part of a MNF.

(2) Allows for control of unique materiel logistic assets in operations where

regional or host-nation supplies are limited. With RSN, one centralized organization is

responsible for buying the commodity, moving it where and when it is needed, and providing

any support to maintain the commodity, while maintaining operational area responsibility and

accountability. RSN allows the commander to set priorities.

(3) Provides support to nations having limited deployable logistic infrastructure.

Countries with limited deployable assets/personnel can focus on operations rather than negotiating

logistic support.

(4) Provides an economic advantage to the MNF. One customer instead of many

provides leverage for influencing prices and discourages overpricing of fuels.

(5) Encompasses providing procurement and contractor delivery of bulk fuels

as far forward as the contractor will support or may require participating nations to pick up from

a supply point using organic assets.

c. The RSN Process. The decision to assume RSN may be based on economics, politics,

force capabilities, or other considerations. Before the United States can accept the RSN mission

for any commodity or service, it must have Secretary of Defense/Chairman of the Joint Chiefs

of Staff approval. The process for RSN is case dependent and will vary depending on the nations
I-17

Principles of Bulk Petroleum Logistics

involved, operational area, and mission. The following general concept assumes that the United States

has accepted the RSN mission:

(1) In multinational operations, the alliance or coalition HQ will request a nation to

assume RSN for a commodity and the United States commits to assume the RSN lead for that

commodity.

(2) Upon Secretary of Defense/Chairman of the Joint Chiefs of Staff approval, the

JPO and the DESC initiate detailed RSN planning. A RSN funding, pricing, and reimbursement

mechanism will be established. A coordination and planning meeting with all involved nations

will be conducted. The purpose of the meeting is to establish a coordination center, reporting

requirements/procedures, roles/missions, and resolve standardization and interoperability issues

between allies, coalition partners, and other participating nations. Firm national requirements

also should be agreed to at this meeting. The RSN mission may encompass not only procurement,

but also delivery, storage, and quality control of the commodity.

(3) The JPO may establish a SAPO to manage and oversee RSN petroleum operations.

(4) DESC may establish DESC regional offices, as required, to manage day-to-day

RSN operations. DESC will establish contracts for bulk fuel and delivery.

d. The following general concepts assume that another alliance or coalition member will

assume the RSN role and the United States will participate:

(1) In multinational operations, the alliance or coalition HQ will request a nation to

assume RSN for a commodity and another nation commits to assume the RSN lead for that

commodity. A RSN funding, pricing, and reimbursement mechanism will be established.

(2) A coordination and planning meeting with all involved nations is called to establish

a coordination center, reporting requirements and procedures, roles and missions, and resolve

standardization and interoperability issues. Firm national requirements also should be agreed to

at this meeting. The JPO may establish a SAPO to monitor the US fuel supply.

e. All operations involving RSN will be unique, as RSN support concepts continue to

develop. RSN responsibilities, techniques, and procedures evolve as US or multinational doctrine

emerges. Due to the unique nature of RSN, the JPO will provide additional detailed guidance on

a case-by-case basis after coordination with the Joint Staff, DESC, and applicable executive

agency/components.

See Joint Publication (JP) 4-08, Joint Doctrine for Logistic Support of Multinational Operations,

for more detail.
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Intentionally Blank
CHAPTER II

PETROLEUM RESPONSIBILITIES

II-1

“The first essential condition for an army to be able to stand the strain of battle is

an adequate stock of weapons, petrol and ammunition . . . neither guns nor

ammunition are of much use in mobile warfare unless there are vehicles with

sufficient petrol to haul them around.”

Field Marshall Erwin Rommel (1891-1944)

1. General

To provide a basis for understanding the doctrine in Chapter I, “Principles of Bulk Petroleum

Logistics,” bulk petroleum management responsibilities currently assigned to the Department

of Defense, Chairman of the Joint Chiefs of Staff, combatant commands, Defense agencies, and

Services are discussed in this chapter. Each level of authority has specific responsibilities to

ensure bulk petroleum support is effectively and efficiently provided to US military forces

across the range of military operations. These responsibilities are briefly discussed below and

further outlined in detail in DOD Manual (DODM) 4140.25-M, DOD Management of Bulk

Petroleum Products, Natural Gas and Coal.

2. Office of the Secretary of Defense

The Under Secretary of Defense for Acquisition, Technology, and Logistics

(USD(AT&L)) is responsible for establishing policies for management of bulk petroleum stocks

and facilities and providing guidance to other DOD agencies, the Joint Staff, and Services. The

Deputy Under Secretary of Defense for Logistics and Materiel Readiness will serve as the

central administrator for energy management and have IMM oversight responsibility for fuel

products. The Under Secretary of Defense (Comptroller), in coordination with USD(AT&L),

is responsible for establishing financial policies and guidance for management of bulk petroleum

products.

3. Chairman of the Joint Chiefs of Staff

The Chairman of the Joint Chiefs of Staff is primarily focused on wartime support and

coordinates with the Department of Defense, Services, and the combatant commands to resolve

petroleum issues. The Director for Logistics, Joint Staff, (J-4) is the primary agent of the

Chairman of the Joint Chiefs of Staff for all bulk petroleum matters. Key responsibilities of the

J-4 that influence joint petroleum principles and affect operations are listed below:

a. Act as the focal point for joint bulk petroleum doctrine.

b. Make recommendations to the Department of Defense on wartime fuel sourcing and prepositioning DOS.
II-2

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JP 4-03

c. Prescribe combatant command procedures for reporting bulk petroleum. CJCSM 3150.14A,

Joint Reporting Structure (JRS), Logistics, details these procedures.

d. Provide fuel inputs to the Joint Strategic Capabilities Plan and review fuels planning in

prescribed OPLANs.

4. Commander, US Transportation Command

The mission of the Commander, USTRANSCOM is to provide air, land, and sea

transportation and common-user port management for the Department of Defense in

peace and war. This includes intertheater transportation for bulk petroleum cargos. Other

bulk petroleum responsibilities include developing long-range plans, in coordination with

combatant command JPOs, for petroleum support of the intertheater mission and contingency

operations worldwide, monitoring all en route military construction projects, and overseeing

and validating fuel data reporting and requirements by Air Mobility Command (AMC) and

Military Sealift Command (MSC) to the combatant commanders. The JPO, USTRANSCOM

represents Commander, USTRANSCOM on all petroleum and water-related issues involving

USTRANSCOM and components.

a. Prepares plans, policies, and procedures for executing petroleum operations as they relate

to supporting the USTRANSCOM strategic mission.

b. Develops long-range sustainment plans for petroleum support of USTRANSCOM’s

intertheater mission and contingency operations worldwide.

c. Represents the command as a member of the Joint Petroleum Working Group.

d. Reviews long-range plans for positioning of petroleum assets.

e. Serves as a voting member on the DLA’s Installation Planning and Review Board,

providing command recommendations on budgetary expenditure for out-year military

construction projects.

f. Oversees and validates all fuel data reporting by AMC and MSC.

g. Assists warfighting commanders on establishing their fuel-related priorities.

h. Participates in both the Pacific En Route Infrastructure Steering Committee and European

En Route Infrastructure Steering Committee, analyzing fuel-related issues.

5. Combatant Commanders

The combatant commanders are responsible to ensure fuel support is provided to

combat forces to accomplish those missions assigned by the President and Secretary of Defense.

The combatant commander establishes a JPO as required and, if needed, a SAPO to discharge
II-3

Petroleum Responsibilities

petroleum logistic responsibilities. The JPO is the key fuel logistician in the planning process across the

full range of military operations. It is the JPO’s responsibility to ensure all participants, to include the

Services, allies, coalition partners, and supporting commands, coordinate their requirements and maximize

their available fuel support capability to ensure theater-wide effective support. The combatant

commander’s WHNS and transportation agencies process and coordinate requests from the Service

components for WHNS support, infrastructure, and POL transportation assets. The close coordination

between the combatant commanders’ JPO/SAPO, WHNS, and transportation agencies is

critical to ensure the timely execution of theater POL sustainment and management. Key

responsibilities of the combatant commander’s JPO that influence joint petroleum principles and affect

operations are shown in Figure II-1.

6. Subarea Petroleum Office

a. A SAPO is a sub-office of a JPO and is established by the JPO to fulfill petroleum

logistic responsibilities in a section of the theater for which the JPO is responsible. There may

be more than one SAPO in the theater and these SAPOs are normally required to:

(1) Conform to the administrative and technical procedures established by the

combatant commander and DODM 4140.25M, DOD Management of Bulk Petroleum Products,

Natural Gas, and Coal.

(2) Be under the operational control of the JTF commander.

b. Key duties and responsibilities of the SAPO are to:

(1) Serve as the resident petroleum logistic expert.

(2) Manage development and operation of the organic bulk petroleum infrastructure.

(3) Based upon JFC guidance, allocate fuel in constrained supply situations.

(4) Coordinate the quality surveillance program.

(5) Coordinate additional products and bulk fuel resupply into the theater or JOA

through the DESC.

(6) Coordinate overland fuel movements.

(7) Review and consolidate fuel requirements.

(8) Identify and submit requirements to the HN for petroleum logistic support.

(9) Serve as a conduit to the JPO for bulk petroleum information.
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Figure II-1. Key Petroleum Responsibilities of the Combatant Commanders

with Joint Petroleum Offices

KEY PETROLEUM RESPONSIBILITIES OF THE

COMBATANT COMMANDERS WITH JOINT PETROLEUM OFFICES

Plan and Coordinate the Receipt, Storage, and Distribution of Petroleum Products

in Theater in Coordination with the Defense Logistics Agency (DLA) and Service

Component Commanders

Coordinate, Validate, and Prioritize Petroleum Military Construction

Provide Petroleum Logistic Planning and Policy Guidance to Component

Commanders

Negotiate, in Coordination with DLA, Formal Host-Nation Support and Coordinate

the Development and Release of Alliance or Coalition Petroleum Planning

Information

May Assume Temporary Operational Control of Defense Energy Support Center

Elements Overseas in a Major Emergency in Accordance with a Coordinated

Memorandum of Understanding

Make Maximum Use of Available Stocks in Adjacent Theaters to Support Regional

Contingencies

Direct Tactical Movement of Fuels by Means Available to Any Service Component

in a Theater

Plan and Coordinate the Use of Captured or Abandoned Enemy Bulk Fuel Assets

Coordinate and Negotiate Multinational Petroleum Support

Coordinate the Unique Capabilities of Each Service with the Joint Planners

Ensure Fuel Requirements, Operations, and Constraints are Addressed in the

Fuels Annex of Operation Plans

Establish Lead Service or Agency Responsibilities for Common Class III Support

as Appropriate for Each Separate Joint Operation

Release or Reallocate Theater War Reserves in an Emergency

Validate Service Component Bulk Fuel Requirements

Decide, in Coordination with DLA, Between Military and Contract Fuel Support

Integrate Threat Assessments and Force Protection Measures into Petroleum

Planning and Operations

In Wartime or During

Contingency Operations
II-5

Petroleum Responsibilities

(10) Submit the bulk petroleum capabilities report (POLCAP), bulk petroleum contingency

report (REPOL), feeder reports; and other documents to the JPO, as required.

(11) Execute theater bulk petroleum policy, in the absence of the JPO.

(12) Coordinate with Defense Energy Support Center Regions/Offices, JPO, organic

elements, and others, as necessary, to ensure seamless petroleum support from the wholesale

supplier to the end user.

7. Defense Logistics Agency and Defense Energy Support Center

The Director, DLA, is responsible for meeting the petroleum support requirements of

the combatant commands and Services. These functional responsibilities have been delegated

to the Director, DESC, and include procurement, ownership, quality surveillance, accountability,

budgeting, and non-tactical distribution of bulk petroleum stocks to the point-of-sale. The roles

between the JPO/SAPO, Service components, and DESC have become more integrated due to

the capitalization of DOD fuels and the expanded role of DESC’s support to the warfighter. Key

functions of the DESC that influence joint petroleum principles and affect operations are

as follows:

a. Procure fuel to meet US military requirements in both peacetime and war, making every

effort to purchase military specification fuels.

b. Plan, program, budget, and fund facility maintenance and repair and construction of

new fuel facilities.

c. Design and execute maintenance, repair, construction, and eligible environmental

remediation projects in coordination with the Services and combatant commands.

d. Plan, program, budget, and fund for contract storage and associated services, to include

refueling vehicles/equipment or aircraft servicing contracts, if appropriate, for bulk

petroleum support.

e. Negotiate and conclude international agreements in conjunction with the combatant

commanders to provide bulk petroleum support overseas.

f. Develop contingency support plans in concert with the supported commander to acquire

the necessary petroleum products, storage, and services.

g. Provide technical support to the applicable military custodian responsible for

development and management of petroleum product specifications.

h. Allocate resources in support of PWRS, compute POS requirements, and develop an

IMP that identifies inventory levels, storage, and covered requirements.
II-6

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i. Develop the annual quantity of bulk PWRS in coordination with the Services and combatant

commanders.

j. Continuously evaluate the petroleum market and advise OSD, the Joint Staff, and the Services

of resupply issues critical to peacetime and wartime operations and planning, such as adjusting DOS or

recommending augmented safety levels for products and locations where the commercial market base

cannot react to surges in demand.

k. Acquire the necessary petroleum product, storage, and/or services, to include nontactical refueling vehicles/equipment and/or refueling contracts, to support military requirements.

l. Assure delivery of Class III bulk fuels as close as possible to the point of intended use or

to where it can reasonably be expected to be delivered by the contractor. Address force protection

issues to the supported combatant commander.

m. DESC will be prepared to take over management of WHNS POL facilities that the

combatant commanders JPO/SAPO has acquired for support of US forces in a mature theater.

n. DESC will contract for inland petroleum distribution when the Army is not allowed to

by the HN.

8. Services

To perform the petroleum support mission, each Service is responsible for the items shown

in Figure II-2.

9. Service-Specific Responsibilities

With increasing contractor support, Services must realize their responsibilities for tactical

petroleum functions. In many cases DESC can have fuel delivered to the point of end use. But

in some cases, such as extremely austere environments, delivery this far forward may not be

possible. It is very unlikely that contractors will be able to provide JP8 or JP5 to an operational

area during the earliest stages of an inland-based operation. Therefore, it is imperative that

Services participating in land-based operations (primarily Air Force and Army) have the capability

to inject needed additives into commercial jet fuels until DESC can arrange delivery of JP8, JP5,

or contract support for additive injection. Inspection, sampling, testing, and documentation is

required by each Service and agency to assure quality of fuel products received, stored, issued,

and used. The applicable Service military specification custodians are responsible for development

and maintenance of petroleum product specifications in support of aviation and ground fuels

and lubricants.

For additional information on quality assurance and quality surveillance, see DODM 4140.25-M,

DOD Management of Bulk Petroleum Products, Natural Gas and Coal, and Military Standard

(MIL-STD) 3004, Quality Surveillance for Fuels, Lubricants, and Related Products.
II-7

Petroleum Responsibilities

a. Army. The Army normally provides management of overland petroleum support, including

inland waterways, to US land-based forces of all DOD components. To ensure wartime support,

the Army shall fund and maintain tactical storage and distribution systems to supplement fixed facilities.

The Army shall also provide the necessary force structure to install, operate, and protect tactical petroleum

storage and distribution systems, including pipelines. In an immature theater, this also includes providing

a system that transports bulk petroleum inland from the high-water mark of the designated ocean beach.

b. Air Force. The Air Force shall provide distribution of bulk petroleum products by

air within a theater where immediate support is needed at remote locations. The Air Force plans

to satisfy this requirement with the ABFDS for general bulk delivery and the ABFDS with

alternate capability equipment for delivery to aviation assets. It shall maintain the capability to

provide tactical support to Air Force units at improved and austere locations.

c. Navy. The Navy shall provide seaward and over-the-shore bulk petroleum products

to the high-water mark for US sea- and land-based forces of all DOD components. It shall

maintain the capability to provide bulk petroleum support to naval forces afloat and ashore (to

include Coast Guard forces assigned to DOD).

PETROLEUM RESPONSIBILITIES OF THE SERVICES

Operate Petroleum Facilities Under Service Ownership

Implement Fuel Standardization Policies

Assist Defense Logistic Agency (DLA) in Selection and Assignment

Priority of Fuel Military Construction Projects and Provide Base-Level

Technical Support for DLA Funded Maintenance, Repair and

Construction at its Fuel Facilities

Manage Service-Unique or Theater-Assigned Bulk Petroleum

Transportation Assets

Compute Wartime Petroleum Demands Based Upon Combatant

Commander Operation Plans, Wartime Fuel Consumption Rates, War

Reserve Requirements by Location, and Establish Daily Wartime

Demand Profile

Organize, Train, Equip Fuel Support Forces

Services Requiring Fuel Additives Should Have or be Able to Obtain the

Necessary Training and Equipment to put Additives into Bulk Fuel in

Austere Environments

Validate Service Bulk Fuel Requirements

Figure II-2. Petroleum Responsibilities of the Services
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d. Marine Corps. The Marine Corps shall maintain a capability to provide bulk petroleum

support to Marine Corps units.

e. Coast Guard. The Coast Guard shall coordinate petroleum requirements with the

Navy.

10. Single Fuel Concept

a. Minimizing the number of bulk petroleum products that must be stocked and distributed

reduces the tactical petroleum infrastructure requirement in-theater. Also, limiting militaryunique fuels by requiring the use of kerosene-based products for land-based forces increases

operational flexibility because these fuels closely resemble commercial-grade jet fuels, which

are available worldwide.

b. Combatant commanders shall develop plans to minimize the types of fuels required in

joint operations. The Military Services shall also qualify new systems to use readily available

commercial-type fuels. Primary fuel support for land-based air and ground forces in all theaters

shall be accomplished using a single kerosene-based fuel, in order of precedence: JP8, commercial

jet fuel (with additive package), or commercial jet fuel (without additives), as approved by the

combatant commander. Aircraft requiring specialized fuels or additives will need to be handled

on a case-by-case basis, as approved by the combatant commander. Fuel support for ground

forces may also be accomplished using commercially available diesel fuel when supplying jet

fuel is not practicable or cost effective. Primary fuel support for sea-based aircraft shall be high

flash point kerosene-based fuel, designated JP5. In theaters where the predominant fuel

requirement is in support of the Navy, JP5 may be substituted for JP8 as approved by the combatant

commanders. Conventional powered ships shall use a distillate-type fuel, designated F76 for

propulsion. Military Sealift ships may use commercial marine fuels for propulsion. The type of

fuel designated for the battlefield will be specified by the combatant commander depending on

fuel availability and equipment to be used within the theater. To the maximum extent practical,

no new combat support or combat service support equipment or vehicles requiring gasolinetype fuels will be acquired or developed unless the support concept is to supply fuel as a packaged

product.
CHAPTER III

PETROLEUM STOCKAGE MANAGEMENT

III-1

“[Fuel, replacements, spare parts, etc.] . . . must be asked for in time by the front

line, and the need for them must be anticipated in the rear.”

General George S. Patton

1. General

DOD bulk petroleum inventories consist of PWRS and POS. These two categories of

inventory guide the sizing of the stock levels of fuel to permit immediate and short-term operations

across the range of military operations. Their purpose is to sustain such operations until resupply

can occur. The overall intent is to maintain optimal inventories of specific products at each

location to safely support operational requirements.

2. War Reserve Requirements and Stocks

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

contingency, the combatant commands and the Services develop requirements to properly size

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

operations until normal LOCs are established. The Joint Staff, in coordination with DESC,

develops guidelines, approved by OSD, on DOS and appropriate assumptions on secure sources

of resupply. These guidelines are provided to the Services and combatant commanders and

serve as the basis for determining requirements. Using these guidelines, the Services develop

and apply structured, auditable methods of computing PWRR for each OPLAN.

(1) Computing PWRR for campaign plan or OPLAN, FUNCPLAN, or OPORD.

PWRR is the combatant commander’s war reserve fuel required to support a campaign or operation

as outlined in the combatant commander’s campaign plan or OPLAN, FUNCPLAN, or OPORD.

This is determined by applying operational tempo and fuel consumption rates to all the deployed

weapon systems in the campaign or operation.

(2) Integrated Consumable Item Support (ICIS) mode. ICIS develops PWRR

by using the combatant commander’s time-phased force and deployment data (TPFDD) to extract

all the major fuel burning weapon systems for all Services and applying Service consumption

data. ICIS provides detailed time-phased requirements by campaign plan or OPLAN,

FUNCPLAN, or OPORD; and by component, Service and location. ICIS also provides a sealift

tanker delivery slate, in the form of non-unit TPFDD records, for fuels distribution. The ICIS

Force Deployment Module also allows direct entry of forces into the module for crisis action

and exercise planning when a TPFDD is not available.

b. PWRS. The PWRS is the on-hand product designated to satisfy the PWRR. This

stockage is in addition to the POS for each location. Combatant commanders are authorized to

release or reallocate PWRS in emergency situations.
III-2

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JP 4-03

c. Stockage Locations. The location, level of protection, and security of PWRS are

prescribed by the combatant commanders with recommendations from the responsible Service

component. To the extent practicable, and consistent with acceptable risk, stocks are positioned

at or near the point of intended use. When possible, stocks are dispersed and held in

conventional hardened facilities in high-threat areas. DLA plans for war reserve storage are

coordinated with the combatant commanders and fully consistent with HNS programs

such as the NATO’s infrastructure programs, the Combined Defense Improvement Project in

Korea, and the Japanese Facilities Improvement Project.

3. Peacetime Operating Stocks

Fuel POS are the amount of product required to sustain peacetime operations in

support of military demands. The fuel POS levels are computed annually by DESC for all

DFSPs and factors depicted in Figure III-1.

4. Inventory Management Plan

A worldwide IMP is developed and issued annually by DESC in coordination with the

Services and combatant commands. The IMP identifies the required inventory levels, both

POS and PWRR, and the amount of fuel by location that is stocked to cover those requirements.

Because of storage limitations, products can be stocked by one combatant commander to cover

another combatant commander’s OPLAN with concurrence of the supported combatant

commander’s JPO. Although not desirable, this is allowed when products can be delivered

within the required OPLAN timeframe and before normal commercial resupply is planned.

FACTORS FOR COMPUTING

PEACETIME OPERATING STOCKS

DAILY DEMAND RATE

ECONOMIC RESUPPLY QUANTITY

UNOBTAINABLE INVENTORY

SAFETY LEVEL

--The Past and Projected Years Issues are Used to

Calculate a Daily Demand Rate

-The Economic Resupply Quantity

Represents the Amount of Fuel Delivered in Increments at the Most

Optimum Transportation Mode. Factors Considered Include Usable

Storage Capacity, Volume Rates, Depth of Waterway, Maximum Vessel

Capacity, and Minimum Tender Acceptable.

--That Fuel Needed to Prime a Storage

Dispensing System Such as Pipeline Fill, Manifold Fill, and Tank Bottom

Below the Suction Line

--The Safety Level is the Amount of Fuel to Compensate

for Variability in Resupply Time and Demand During the Resupply Cycle

-

Figure III-1. Factors for Computing Peacetime Operating Stocks
III-3

Petroleum Stockage Management

5. Emergency Allocation of Petroleum

There are various levels of responsibility that govern the allocation of fuel during a

national emergency. These responsibilities are dependent on the theater and worldwide

commercial environment.

a. Theater. Based upon the combatant commander’s guidance, the JPO will direct

the allocation of petroleum products as needed. This includes using PWRS to meet peacetime

operations. Actions taken will be coordinated with DESC and the Services. DESC is responsible

for providing the combatant commander with the needed information on the overall fuel situation

and efforts under way to overcome deficiencies.

b. Worldwide. If the Services or the combatant commanders are not satisfied with the

allocation of products by DESC during constrained fuel availability, they may request the

activation of the Joint Materiel Priorities and Allocation Board (JMPAB). The JMPAB

will act for the Chairman of the Joint Chiefs of Staff in all petroleum allocation matters.

Establishment of the JMPAB to allocate fuel is made only under extreme situations where

there are worldwide fuel shortages that will result in ultimate supply failure or in unacceptable

degradation of wartime sustainability. Specific information that the Service or combatant

commanders must provide to the JMPAB includes current inventory, resupply forecast, and

impact on both peacetime and wartime operations.

6. Chairman of the Joint Chiefs of Staff Petroleum Reporting Requirements

There are two key joint petroleum reports that are submitted at the direction of the

Chairman of the Joint Chiefs of Staff. These two reports, called the REPOL and POLCAP, are

submitted by the JPOs. Information on frequency and how to complete these reports is outlined

in CJCSM 3150.14A, Joint Reporting Structure (JRS), Logistics.

a. The REPOL provides the Joint Staff, Services, and DESC with summary information

on bulk petroleum inventories, damage to and damage assessment for bulk petroleum distribution

systems, and other strategic information pertaining to bulk petroleum support posture. During

contingencies, a REPOL can be submitted as frequently as daily. The JPO/SAPO consolidates

the information to develop the combatant commander’s REPOL for submission to the Chairman

of the Joint Chiefs of Staff and supporting combatant commands. The REPOL is widely used

by the Service components, DESC, JPO, and SAPO to manage theater resupply and distribution

requirements and critical actions affecting theater petroleum distribution.

b. The POLCAP provides the Joint Staff, Services, and DESC with an assessment of bulk

petroleum support capabilities for contingency requirements in a specific theater.

c. The JPO/SAPO develops a theater-unique version of the POLCAP and REPOL for their

respective Service components and supporting DESC office to use when reporting essential

theater bulk petroleum information. The JPO/SAPO publishes their desired POLCAP and REPOL

reporting instructions per their respective combatant commander’s logistic reporting directives.
III-4

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7. Quality Control

a. The importance of quality control of fuel cannot be over emphasized. Quality control of

fuel incorporates the quality assurance (QA) and quality surveillance (QS) of receiving, storage,

and distribution of the fuel and related products. A vigilant quality control program implemented

by properly trained personnel is necessary to protect the original product quality.

b. QA ensures the refinery or other sources have fulfilled their contract obligations pertaining

to quantity and quality of products and includes all actions required to ensure the government is

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

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

c. QS is an aggregate of measures to be applied to determine and maintain the quality of

government-owned petroleum and related products so such products are suitable for intended

use.

d. QS of bulk products must begin upon receipt and continue as long as the product is in the

physical possession of the holding activity. Sediment and water are the most common types of

contaminants found in storage and dispensing systems. Their presence can cause serious problems

in fuel systems, particularly in the operation of aircraft. Positive action must be taken to prevent

and eliminate their occurrence.

e. Responsibilities for QS:

(1) JPO is responsible in overseas areas for ensuring an adequate QS program is

maintained within the combatant command. The JPO will report the lack of laboratory facilities

that precludes application of the provisions for QS to the applicable Service(s) and the DESC.

JPOs shall maintain oversight of matters, records, and reports pertinent to the quality of fuel.

(2) Military Services having physical possession of the product are responsible for

establishing and maintaining an adequate QS program.

(3) DESC will furnish direction and guidance in technical matters to the JPO and the

QSRs worldwide. Any matters involving product quality will be coordinated with the technical

offices of the Services prior to issuance. In addition, DESC will initiate coordinated action to

resolve any conflict of instructions and procedures between MIL-STD 3004, Quality Surveillance

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

Services. DESC shall establish and maintain a QS program for DLA-owned products.

f. Personnel handling fuels and lubricants must be thoroughly trained and fully

qualified to perform their assigned duties. Because of the complexity and hazards of handling

fuels and lubricants, all personnel must be cognizant of the product characteristics and fully

knowledgeable of all applicable safety and operating procedures.
III-5

Petroleum Stockage Management

8. Environmental Concerns

a. All continental United States military activities are required to conform to the regulations

of the US environmental laws and guidelines as set forth by the US Government and DODDs.

Additionally, these activities must comply with all applicable state and local laws, rules, and

ordinances, unless a waiver has been obtained.

b. Outside the continental United States, environmental protocol considers the environmental

standards according to the following guidelines:

(1) Use HN environmental laws, status-of-forces agreements (SOFAs) or other

agreements.

(2) Negotiated Final Governing Standards may replace HN environmental laws and/

or SOFAs.

(3) Apply the Overseas Environmental Baseline Guidance Document (OEBGD) when

HN environmental laws do not exist, are not applicable, or provide less protection to human

health and the natural environment than OEBGD.

For additional information on environmental concerns, see DOD 4715.5-G, Overseas

Environmental Baseline Guidance Document, dated March 2000 and DESC Environmental

Guide Fuel Terminals.

FUEL DISTRIBUTION: THE “PATTON SOLUTION”

General George S. Patton probably never met a supply officer he liked. He

avoided his Third Army’s chief of logistics until the very last week of the

war, never conferring with him during the nine fuel-problem-plagued months

when Patton’s armor roared across Europe and kept running short of

gasoline. Patton abhorred the mundane details of supply. He demanded as

much fuel as possible and cared not where it came from or how. Fighting

was his job. Others were left to cope with logistical matters, although Patton

sometimes devised extraordinary means to keep his armor rolling.

The Third Army established a deserved reputation for unusual and even

unorthodox acquisition of supplies, as one observer reports:

“Roving foraging parties impersonated members of other units, trains and

convoys were diverted or high-jacked, transportation companies were

robbed of fuel they needed for the return journey, and spotter planes were

sent hundreds of miles to the rear in order to discover fuel supplies.”

In September, Patton’s forces, despite their tendency for acquiring fuel at

any cost, finally ran out of gasoline after a historic dash eastward across

France. So did other Allied armies converging on Germany from the west.
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Fuel and transportation facilities were still limited, and the Allied advance

ground to a halt. The stalled front stretched in an arc from Antwerp to the

Moselle valley near the French-Swiss border. Fuel had to move up to 300

miles from the Normandy ports. Antwerp had just been taken and would

not be ready as a full-capacity terminal until late November. With the benefit

of hindsight, it seems apparent that the fuel crisis might have been averted

and the war ended several months earlier had the Allies stuck to their original

plan of capturing the excellent ports on the southern coast of Brittany on

the Bay of Biscay. Not only were off-loading facilities available for the biggest

tankers, but the railroads afforded direct transport to Paris and on into

Germany. Instead of securing the logistical bases on Quiberon Bay and the

ports of Lorient and Saint-Nazaire, US strength was concentrated on a direct

path from Normandy along the Channel coast and toward Paris.

Patton and the Third Army arguably had the best shot at spearheading the

drive into Germany. The Wehrmacht fought valiantly in all sectors, but it

was reeling from lack of supplies and attrition. German troops facing Patton

were among the weakest on the western front, and the Wehrmacht’s inability

to move units into pressure points would have made it difficult for the

Germans to ever stop the colorful general. Once the Third Army broke out

of the Normandy bridge head, Patton was certain he could cross the Rhine

by October if adequately supplied.

To read the daily reports of the Third Army is to appreciate the urgency of

Patton’s fuel situation in September 1944 when his gasoline rations had

been cut and a large number of his supply trucks had been diverted to

other units. Entries included pleas for emergency shipments as his fuel

stocks dwindled to a half-day supply. When his tanks and other armor

finally ran dry, the Third Army was across the Moselle, and the Rhine was

within reach. From then on until the end of October, Patton’s forces averaged

less than a two-day supply of gasoline. The army’s infantry divisions were

rationed to 5,000 gallons a day. Armored divisions received 25,000 gallons

initially, but the allocation was halved in October. Even these reduced rations

were possible only because four-engine bombers from England were

diverted from regular missions to ferry filled jerry cans to Patton. Other

units also received airlifted fuel, but the total never exceeded 60,000 gallons

a day for the entire theater.

Patton was partly right in believing the share-alike shortages were not

equally applied. The First Army, for one, received greater allocations than

the Third. Its fuel reserves backed up to a two-day reserve. Possibly, Patton’s

tank crews may have been less conservation minded than those in the First

Army, and heavier consumption would have resulted in slower stockpiling.

The records on this are not clear, though there is little doubt all Allied forces

were frustratingly slowed because no one had enough fuel.
III-7

Petroleum Stockage Management

Reviews of what caused the basic fuel shortage of the Allies agree there

was a combination of factors. Allied armies moved faster and farther than

anticipated. Facilities for offloading tankers and for storing fuel in accessible

areas were lacking or insufficient. Finally, there were problems of

distribution, and they were greater in proportion to the distance between

the Channel coast and the front. There was always enough fuel somewhere,

but not always enough in the right place.

SOURCE: Goralski, Robert and Freeburg, Russell W., Oil and War,

William Morrow and Company, 1987
III-8

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Intentionally Blank
CHAPTER IV

PRINCIPLES OF BULK WATER PURIFICATION, STORAGE,

AND DISTRIBUTION

IV-1

“When the well is dry, we know the worth of water.”

Benjamin Franklin, Poor Richard’s Almanac, 1746

1. General

a. Water is one of the largest and most important life-sustainment commodities. As

water requirements rise above individual or small unit needs, it becomes necessary to handle

them in “bulk” form. Bulk handling calls for special equipment, product-handling safeguards,

and standing operating procedures. Interestingly, bulk water is still foraged for on the modern

battlefield.

b. Commanders and their staffs at all levels must be concerned about maintaining

water support to allow completion of the unit’s mission. To provide the most effective use

of water stocks and equipment, water planners must be familiar with Service, DOD agency,

and combatant commander water assets and responsibilities. To ensure adequate support,

commanders and their staffs should address planning for tactical water support in all plans and

orders.

c. Water is supplied as either a packaged or bulk product. A packaged product is

manufactured and procured, stored, transported, and supplied in a container. Water in larger

quantities is a bulk commodity. Planners must consider alternative supply methods for bulk

water. Packaged methods require extensive shipping, require materials handling equipment to

move, and provide a reduced throughput capability when compared to “bulk” operations. There

are many drawbacks to using packaged products, and its use should be situation-dependent.

Planners should weigh the advantages and disadvantages of packaged and bulk water carefully

to ensure the best method is chosen to support the contingency.

2. Concept of Tactical Bulk Water Operations

The basic concept of tactical bulk water support is to purify water as close to the user

as possible. This requires proper planning of the water point selection for bulk water, if required,

and purification, storage, and distribution of bulk water.

a. Bulk Water Support Responsibility. Effective water support is essential to mission

accomplishment. Bulk water support normally is a Service responsibility. However, during

joint operations, if delegated authority by the geographic combatant commander, the subordinate

JFC may assign water support responsibilities on an area basis using the “lead-Service concept,”

i.e., the dominant user and/or the most capable Service in an area may be tasked to provide water

support to all Services operating in that area. The actual procedures used to provide bulk water

support to the Services will depend on conditions in the operational area.
IV-2

Chapter IV

JP 4-03

b. Distribution. In most situations, water distribution is the “weak link” of the water

support system. Moving water from the production and storage sites to the user can be equipment

and manpower intensive. Joint forces must make efficient use of all available assets in conducting

water distribution operations. Transporting water from the storage site to the using units can

involve utilizing various means from bottled water/water cans to 5000-gallon semi-trailer mounted

fabric tanks (SMFTs).

3. Planning Guidance

a. Water planners at all levels must include water supply procedures and guidance in

exercise and OPLANs. Planners also need to ensure that the force has adequate resources for

water purification, storage, and distribution.

b. Water support planning is a continual process that begins with the identification of

the force size and planned deployment rate. Time-phased water requirements are then

determined and units are selected and scheduled for deployment based on the requirements.

Total water requirements are placed in the theater “Water Distribution Plan” developed by the

combatant commander, with support from the Service component commander (see Figure IV-1).

Appendix B, “Planning Guidance for Appendix 2 to Annex D, Water Purification and

Distribution,” provides additional information for the development of Appendix 2, “Water

Supply,” to Annex D, “Logistics,” of OPLANs, CONPLANs, and FUNCPLANs.

4. Water Requirements

Planning for water support begins with determining water requirements. Water

requirements will depend upon the environment, the tactical situation, and the size of the force.

CRITICAL WATER SUPPORT PLANNING ELEMENTS

Development of Detailed Water Distribution Plans

Identification of Water Support Requirements for Other Services,

Multinational Forces, and Host Nation Labor Forces

Water Support Structure (Personnel and Equipment) That is Capable of

Providing the Required Water Purification, Storage, and Distribution

Water Quality Procedures

Identification of Quality Local Water

Identification of Possible Impact on Production Due to Water Quality

Figure IV-1. Critical Water Support Planning Elements
IV-3

Principles of Bulk Water Purification, Storage, and Distribution

Water requirements may vary and may not be the same each day. Some requirements such

as cooking may be indefinite while others may only be for a specific period of time.

5. Consumption Requirements

Water consumption requirements are based on the size of the force. Figure IV-2 lists the

requirements and considerations.

a. Region. Water consumption also depends on the region. Water sources normally are

abundant in temperate, arctic, and tropical regions. Although non-potable water is easily available,

treatments may be required for certain or all uses. For this reason, include non-potable water in

consumption estimates if treatment is necessary. In arid regions, water sources are sparse and

water must be transported forward. To prevent having two separate water systems in arid regions,

requirements for both potable and non-potable water will be met with potable water. As a result,

total potable requirements will increase in the arid regions. In all regions, plan for ten percent of

the water to be lost through evaporation or waste.

b. Requirements Determination. A number of computations must be made to determine

supply, purification, and storage requirements for water.

(1) Supply Requirement. To compute the total daily water requirement of the force,

multiply the actual strength by the proper consumption factor found in the Services’ water

consumption planning guides. The total, expressed as gallons per day, includes ten percent for

evaporation and waste loss.

WATER CONSUMPTION REQUIREMENTS

Drinking*

Heat Treatment

Personal Hygiene*

Food Preparation*

Laundering

Centralized Hygiene*

Force Provider

*Requirement must be satisfied with potable water.

Additional Requirements

Hospitals*

Nuclear, Biological, and

Chemical Decontamination*

Vehicle Maintenance

Mortuary Affairs

Engineer Construction

Aircraft Washing

Tactical Ice Plant

Refugee and Enemy

Prisoner of War Camps*

Firefighting

Figure IV-2. Water Consumption Requirements
IV-4

Chapter IV

JP 4-03

(2) Purification Requirement. The amount of purification equipment to support the

daily requirement has to be determined. To do this, divide the total daily requirement by the

daily production capability of one purification unit. Additionally, the type of water purification

equipment selected will vary depending on the chemical makeup of the raw water. Under

normal conditions, water purification equipment is operated twenty hours per day. However,

many other factors affect water production.

(3) Water Vulnerability Assessment. Vulnerability of the water system to terrorist,

nuclear, biological, and chemical (NBC), and conventional attacks must be considered. Normally,

a water vulnerability assessment of potential and existing water sources and distribution systems

is conducted to evaluate the level of risk. Ensuring adequate security may include specific and

appropriate countermeasures against tampering, adulteration, substitution, contamination, and

other actions that could make the water unusable or potentially damaging to the end user.

(4) Storage Requirement. Temperate, tropical, and arctic regions usually do not

require large amounts of water to be stored. Raw water sources may be adequate to meet nonpotable requirements, and the potable requirements can be met by the water purification unit’s

organic storage tanks. In arid regions, large quantities of potable water must be stored. The

storage requirement is based on resupply times, daily requirements, and the DOS requirements established

by the commander. In Arctic regions, the storage of water may be complicated by freezing temperatures.

c. Essential Consumption. When enough potable water cannot be produced to meet all

the requirements, all but essential consumption must be reduced. Essential water requirements

include drinking, personal hygiene, field feeding, medical treatment, heat casualty

treatment, personal contamination control and patient decontamination in NBC

environments and, in arid regions, vehicle and aircraft maintenance. Consumption rates

under these conditions are classified as “minimum,” enough for a force to survive up to one

week. Requirements exceeding one week are classified as “sustaining.” In this classification,

nonessential consumption includes centralized hygiene, laundry and construction. To optimize

water treatment equipment, unit commanders may decide to use non-potable water for showering,

laundry, and personal/patient decontamination after performing a risk assessment in cooperation

with preventive medicine personnel. Preventive medicine personnel should screen for the presence

of health hazards, such as skin-absorbed chemicals and pathogenic microorganisms. Non-potable

water may require rudimentary treatment to be safe for these activities. Preventive medicine

personnel should document troops’ exposure to untreated water containing hazardous substances/

organisms.

6. Water Support Operations

a. Phase I, Water Purification. Once an adequate water source has been identified and

located, water purification is the first phase of tactical water support operations. During the

purification phase, water is drawn from a source and purified to potable standards. Potable

water is certified safe for human consumption. Water typically is purified with a reverse osmosis

water purification unit. Standards are verified by medical service personnel responsible for

water surveillance. The amphibious assault bulk water system is used to support Marine Corps amphibious
IV-5

Principles of Bulk Water Purification, Storage, and Distribution

assaults and maritime pre-positioning force (MPF) operations. It consists of 10,000 feet of buoyant 4-

inch hose deployed on a maritime pre-positioning ship in MPF operations, which delivers potable water

to the high water mark and water storage locations. Production capacity can range from 75 gallons

per hour to as high as 3000 gallons per hour per purification unit or system. See Figure IV-3 for

water production capabilities of selected purification systems.

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

Storage is normally done at or very close to the purification sites. The goal of water storage is to

keep a sufficient quantity on hand to prevent a water shortage if several purification units go

down at one time. All storage of water will be in certified and approved containers. Normally,

it will be done using 3,000, 20,000, and 50,000-gallon collapsible tanks. Water distribution

begins from the storage site.

c. Phase III, Water Distribution. Water distribution often is the critical link in water

support operations. It is important that units organize so they will have sufficient organic water

distribution equipment to provide supply point distribution. Units must have enough water

distribution capacity to supply minimum requirements for water while making only one trip to

the water point per day. During the early phases of deployments and in emergency situations, packaged

water will be the primary means of resupply in forward areas. Once established, forces will use organic

WATER PURIFICATION CAPABILITIES

UNIT

LWP

600 GPH ROWPU

1500 GPH TWPS

3000 GPH ROWPU

LMT 3000

75 GPH

450 GPH

1200 GPH

2000 GPH

N/A

125 GPH

600 GPH

1500 GPH

3000 GPH

3000 GPH

SALT FRESH

GPH: Gallons Per Hour

LMT 3000: USMC Medium Fresh Water Purification Unit

LWP: Lightweight Water Purifier

TWPS: Tactical Water Purification System

ROWPU: Reverse Osmosis Water Purification Unit

The GPH next to each piece of equipment is the maximum production for that

equipment, in an ideal situation

Figure IV-3. Water Purification Capabilities
IV-6

Chapter IV

JP 4-03

water distribution assets, such as tactical water distribution systems, SMFT, forward area water point

supply systems, or water trailers.

d. Other Considerations. Planners should maximize the use of HN sources if possible.

Water planners should assume no HN potable water is available in arid regions. Minimal

water sources and poor water quality may limit any operations that depend on HNS to meet the

criteria set forth in Naval Medical Command P-5010-5, Preventive Medicine Manual (Navy) or

TB MED 577, Occupational and Environmental Health Sanitary Control and Surveillance of

Field Water Supplies (Army) for water quality standards. The potential exists for chemical,

biological, and radiological threats to the force via hostile attacks on joint water distribution

systems. The system may also be a target for conventional attack. Therefore, it is prudent for

the unit to use a residual disinfectant and conduct a vulnerability assessment as soon as practical

after arrival in theater. In the early stages of deployment, HN processed or bottled water

may be used if it has been certified as potable by preventive medicine personnel. However,

in both mature and immature theaters, JFCs and planners must be aware of the following:

(1) Article 54 of Protocol I to the Geneva Conventions. This article prohibits

attacking, destroying, or rendering useless drinking water installations and supplies and irrigation

works. In no event shall actions against these objects be taken that may be expected to leave the

civilian population with such inadequate food or water as to cause its starvation or force its

movement.

(2) Labor Force Personnel. The HN and theater contractor provided water support

must provide for the needs of its labor forces unless otherwise provided in HNS agreements. In

the absence of an agreement, US forces may have to assume some responsibility for the care of

labor forces.

(3) Refugees. Article 55 of Protocol I to the Geneva Conventions states that the host

country, as the territorial sovereign, is responsible for refugees on its territory. In the event its

resources are strained by an influx of refugees, the host country may request assistance from US

forces. US forces may have responsibility to provide refugee care where they have control of enemy

territory.

(4) Enemy Prisoners of War. Article 26 of the Geneva Convention (III) relative to

the Treatment of Prisoners of War requires the United States to provide humane treatment to

prisoners in its custody. This includes providing adequate water and food.
APPENDIX A

PLANNING GUIDANCE FOR APPENDIX 1 TO ANNEX D

PETROLEUM, OIL, AND LUBRICANTS SUPPLY

A-1

1. Purpose

To provide guidance and formatting for use in the preparation of the POL supply appendix

of OPLANs, CONPLANs, and FUNCPLANs.

2. General

The POL supply appendix to the logistic annex should include sufficient information to

identify the consumption planning factors, fuel levels, storage, distribution, and time phasing of

POL capabilities required to support the plan. In cases where finite POL requirements have not

yet been determined, time-phased estimates of POL requirements and capabilities should be

provided. Identify petroleum products and distribution capability on hand or readily available

that can be used to satisfy requirements for the war reserve stockage and resupply period. Access

to, and sourcing from, HN bulk petroleum stocks and distribution resources should be identified

when viable.
A-2

Appendix A

JP 4-03

APPENDIX 1 to ANNEX D

(Petroleum, Oil, and Lubricants Supply Appendix)

CLASSIFICATION

HEADQUARTERS, XXXX-XX COMMAND

ADDRESS

DATE

APPENDIX 1 TO ANNEX D TO CDRXXXX OPLAN XXXX

PETROLEUM, OIL, AND LUBRICANTS SUPPLY

References: List documents specifically referred to in this plan element.

1. General

a. Users. Designate the users to be supported, including multinational forces and civilian

requirements, where applicable. Identify the agreements whereby support for the non-US military

users would be undertaken.

b. Assumptions. List assumptions applicable to this appendix (e.g., scope of reliance on

theater support contracts and HNS).

2. Concept of Operations

a. Describe the concept of petroleum operations.

b. Synchronize the concept of support with the concept of petroleum operations.

c. Designate the priority of supply and effort by phase.

d. Designate lead Service or agency as applicable.

e. Specify the end state of each phase and link them to the conditions necessary to start the

next phase.

f. Consider vulnerability of the petroleum system to terrorist, NBC, and conventional attacks.

g. Phases of the concept of petroleum operations should mirror the phase of the concept of

support. Include the following.

(1) Type fuel and additives. In particular, designate or reiterate the single fuel for the

operation and specify how non-single fuels will be handled.

(2) Intertheater and intratheater distribution concepts.
A-3

Planning Guidance for Appendix 1 to Annex D Petroleum, Oil, and Lubricants Supply

(3) OPDS requirements.

(4) IPDS requirements.

(5) Consol-capable tanker requirements.

(6) QA and QS.

(7) HNS agreements or augmentation.

(8) Determine theater support contract requirements.

(9) Engineer construction support required.

(10) Tactical petroleum equipment required.

(11) Other, as appropriate.

3. Responsibilities

Assign specific responsibilities of organizations involved in providing bulk fuel support

(e.g., JPO, component commands, SAPOs, DESC, DLA, and combatant commands).

4. Limiting Factors

Describe limitations that could adversely affect petroleum supply operations, such as

inadequate air and ocean terminal capacity, lack of storage facilities, poorly positioned storage,

inadequate intratheater and intertheater distribution, inadequate in-theater stocks, lack of alternate

facilities, inadequate engineer construction support, and similar logistic constraints.

5. Estimate of POL Support Requirements

Refer to Tab A, if applicable. Describe methods used to compute the requirements if Service

planning factors are not applicable or if unique factors are considered.
A-4

Appendix A

JP 4-03

TAB A to APPENDIX 1 to ANNEX D

(Format, Estimate of POL Support Requirements Tab)

CLASSIFICATION

HEADQUARTERS, XXXX-XX COMMAND

ADDRESS

DATE

TAB A TO APPENDIX 1 TO ANNEX D TO CDRXXX OPLAN XXXX

ESTIMATE OF PETROLEUM, OIL, AND LUBRICANTS SUPPORT REQUIREMENTS

Estimated Consumption (M Barrels)*

P e roduct** S 9 ervic C 9 +C C 9 +C10-1 C 9 +C20-2 C 9 +C30-3 C 9 +C40-4 C 9 +C50-5 C+C60-8

J A P8 US

USN

MSC

USAF

CRAF

USMC

TOTAL

*1 M Barrel = 1,000 barrels

** One product per table

10-day increments for the first 60 days. Stop at C+89 (90 days). NATO 7-day increment format for first 45 days can

be used vice 10-day format.

CLASSIFIED BY: _________________________

REASON: _________________________

DECLASSIFY ON: _________________________

Figure A-1. Estimate of Petroleum, Oil, and Lubricants Support Requirements
APPENDIX B

PLANNING GUIDANCE FOR APPENDIX 2 TO ANNEX D

WATER PURIFICATION AND DISTRIBUTION

B-1

1. Purpose

To provide guidance and formatting for use in the preparation of the water purification and

distribution appendix of OPLANs, CONPLANs, and FUNCPLANs.

2. General

The water purification and distribution appendix to the logistic annex should include sufficient

information to identify the consumption planning factors, storage, distribution, and time-phasing

of water capabilities required to support the plan. In cases where finite water requirements have

not yet been determined, time-phased estimates of water requirements and capabilities should

be provided. Identify water purification and distribution capability on hand or readily available

that can be used to satisfy requirements for the wartime tasking. Access to, and sourcing from,

HN water and distribution resources should be identified when viable.
B-2

Appendix B

JP 4-03

APPENDIX 2 to ANNEX D

(Format, Water Purification, and Distribution Appendix)

CLASSIFICATION

HEADQUARTERS, XXXX-XX COMMAND

ADDRESS

DATE

APPENDIX 2 TO ANNEX D TO CDRXXX OPLAN XXXX

WATER SUPPLY

References: List documents specifically referred to in this plan element.

1. General

a. Users. Designate the users to be supported, including multinational forces and civilian

requirements, where applicable. Identify the agreements whereby support for the non-US military

users would be undertaken.

b. Assumptions. List assumptions applicable to this appendix (e.g., scope of reliance on

theater support contracts and HNS).

2. Concept of Operations

a. Describe the concept of water operations.

b. Synchronize the concept of support with the concept of water supply operations.

c. Designate the priority of supply and effort by phase.

d. Designate lead Service or agency as applicable.

e. Specify the end state of each phase and link them to the conditions necessary to start the

next phase.

f. Consider vulnerability of the water system to terrorist, NBC, and conventional attacks.

g. Phases of the concept of water supply operations should mirror the phase of the concept

of support. Include the following:

(1) Intertheater and intratheater distribution concepts.

(2) Purification equipment requirements.

(3) Distribution system requirements.
B-3

Planning Guidance for Appendix 2 to Annex D Water Purification and Distribution

(4) Quality assurance and surveillance.

(5) HNS agreements or augmentation.

(6) Engineer construction support required.

(7) Tactical water equipment required.

(8) Other, as appropriate.

3. Responsibilities

Assign specific responsibilities of organizations involved in providing water support (e.g.,

component commands and combatant commands).

4. Limiting Factors

Describe limitations that could adversely affect water supply operations, such as inadequate

water source, lack of storage facilities, poorly positioned storage, inadequate intratheater and

intertheater distribution, lack of equipment, lack of transportation assets, and similar logistic

constraints.

5. Estimate of Water Support Requirements

Refer to Tab A, if applicable. Describe methods used to compute the requirements if Service

planning factors are not applicable or if unique factors are considered.
B-4

Appendix B

JP 4-03

TAB A to APPENDIX 2 to ANNEX D

(Format, Estimate of Water Support Requirements Tab)

CLASSIFICATION

HEADQUARTERS, XXXX-XX COMMAND

ADDRESS

DATE

TAB A TO APPENDIX 2 TO ANNEX D TO CDRXXX OPLAN XXXX

ESTIMATE OF WATER SUPPORT REQUIREMENTS

Estimated Consumption (In Gallons)

P e roduct S 9 ervic C 9 +C C 9 +C10-1 C 9 +C20-2 C 9 +C30-3 C 9 +C40-4 C 9 +C50-5 C+C60-8

W A ater US

USN

MSC

USAF

CRAF

USMC

TOTAL

10-day increments for the first 60 days. Stop at C+89 (90 days). NATO 7-day increment format for first 45 days can

be used vice 10-day format.

CLASSIFIED BY: _________________________

REASON: _________________________

DECLASSIFY ON: _________________________

Figure B-1. Estimate of Water Support Requirements
APPENDIX C

REFERENCES

C-1

The development of JP 4-03 is based upon the following primary references:

1. DOD 4715.5-G, Overseas Environmental Baseline Guidance Document.

2. DODD 3110.6, War Reserve Materiel Policy.

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

4. DODD 4705.1, Management of Land-Based Water Resources in Support of Contingency

Operations.

5. DODD 5530.3, International Agreements.

6. DODM 4l40.25-M, DOD Management of Bulk Petroleum Products, Natural Gas and Coal.

7. Defense Energy Support Center-Environmental Guide Fuel Terminal.

8. JP l-02, Department of Defense Dictionary of Military and Associated Terms.

9. JP 4-0, Doctrine for Logistic Support of Joint Operations.

10. JP 4-01.6, Joint Tactics, Techniques, and Procedures for Joint Logistics Over-the-Shore

(JLOTS).

11. JP 4-07, Joint Tactics, Techniques, and Procedures for Common-User Logistics During

Joint Operations.

12. JP 4-08, Joint Doctrine for Logistic Support of Multinational Operations.

13. Chairman of the Joint Chiefs of Staff Instruction 3110.01, Joint Strategic Capabilities Plan

FY98.

14. CJCSM 3122.03A, Joint Operation Planning and Execution System Vol II: (Planning

Formats and Guidance).

15. CJCSM 3150.14A, Joint Reporting Structure (JRS), Logistics.
C-2

Appendix C

JP 4-03

Intentionally Blank
APPENDIX D

ADMINISTRATIVE INSTRUCTIONS

D-1

1. User Comments

Users in the field are highly encouraged to submit comments on this publication to:

Commander, United States Joint Forces Command, Joint Warfighting Center Code JW100, 116

Lake View Parkway, Suffolk, VA 23435-2697. These comments should address content

(accuracy, usefulness, consistency, and organization), writing, and appearance.

2. Authorship

The lead agent and Joint Staff doctrine sponsor for this publication is the Director for

Logistics (J-4).

3. Supersession

This publication supersedes JP 4-03, 25 July 1995, Joint Bulk Petroleum Doctrine.

4. Change Recommendations

a. Recommendations for urgent changes to this publication should be submitted:

TO: JOINT STAFF WASHINGTON DC//J4/J7-JDETD//

INFO: CDRUSJFCOM NORFOLK VA//JW100

Routine changes should be submitted to the Director for Operational Plans and Joint Force

Development (J-7), JDETD, 7000 Joint Staff Pentagon, Washington, DC 20318-7000, with

info copies to the USJFCOM JWFC.

b. When a Joint Staff directorate submits a proposal to the Chairman of the Joint Chiefs of

Staff that would change source document information reflected in this publication, that directorate

will include a proposed change to this publication as an enclosure to its proposal. The Military

Services and other organizations are requested to notify the Director, J-7, Joint Staff, when

changes to source documents reflected in this publication are initiated.

c. Record of Changes:

CHANGE COPY DATE OF DATE POSTED

NUMBER NUMBER CHANGE ENTERED BY REMARKS

__________________________________________________________________________________________________

__________________________________________________________________________________________________

__________________________________________________________________________________________________
D-2

Appendix D

JP 4-03

5. Distribution

a. Additional copies of this publication can be obtained through Service publication centers

listed below (initial contact) or the USJFCOM JWFC in the event that the joint publication is not

available from the Service.

b. Only approved joint publications and joint test publications are releasable outside the

combatant commands, Services, and Joint Staff. Release of any classified joint publication to

foreign governments or foreign nationals must be requested through the local embassy (Defense

Attaché Office) to DIA Foreign Liaison Office, PO-FL, Room 1E811, 7400 Defense Pentagon,

Washington, DC 20301-7400.

c. Additional copies should be obtained from the Military Service assigned administrative

support responsibility by DOD Directive 5100.3, 15 November 1999, Support of the Headquarters

of Unified, Specified, and Subordinate Joint Commands.

Army: US Army AG Publication Center SL

1655 Woodson Road

Attn: Joint Publications

St. Louis, MO 63114-6181

Air Force: Air Force Publications Distribution Center

2800 Eastern Boulevard

Baltimore, MD 21220-2896

Navy: CO, Naval Inventory Control Point

700 Robbins Avenue

Bldg 1, Customer Service

Philadelphia, PA 19111-5099

Marine Corps: Commander (Attn: Publications)

814 Radford Blvd, Suite 20321

Albany, GA 31704-0321

Coast Guard: Commandant Coast Guard (G-OPD), US Coast Guard

2100 2nd Street, SW

Washington, DC 20593-0001

Commander

USJFCOM JWFC Code JW2102

Doctrine Division (Publication Distribution)

116 Lake View Parkway

Suffolk, VA 23435-2697
D-3

Administrative Instructions

d. Local reproduction is authorized and access to unclassified publications is unrestricted.

However, access to and reproduction authorization for classified joint publications must be in

accordance with DOD Regulation 5200.1-R, Information Security Program.
D-4

Appendix D

JP 4-03

Intentionally Blank
GLOSSARY

PART I — ABBREVIATIONS AND ACRONYMS

GL-1

AABFS amphibious assault bulk fuel system

ABFDS aerial bulk fuel delivery system

ACSA acquisition and cross-servicing agreement

AIK assistance in kind

AMC Air Mobility Command

BPA blanket purchase agreement

CJCSM Chairman of the Joint Chiefs of Staff manual

CONPLAN operation plan in concept format

DESC Defense Energy Support Center

DFSP Defense Fuel Support Point

DLA Defense Logistics Agency

DOD Department of Defense

DODD Department of Defense directive

DODM Department of Defense manual

DOS days of supply

FUNCPLAN functional plan

HN host nation

HNS host-nation support

HQ headquarters

ICIS integrated consumable item support

IMM integrated materiel management

IMP inventory management plan

IPDP inland petroleum distribution plan

IPDS inland petroleum distribution system (Army)

J-4 logistics directorate of a joint staff

JFC joint force commander

JLOTS joint logistics over-the-shore

JMPAB Joint Materiel Priorities and Allocation Board

JOA joint operations area

JP joint publication

JPO Joint Petroleum Office

JTF joint task force

LN lead nation

LOC line of communications
MIL-STD military standard

MNF multinational force

MOOTW military operations other than war

MPF maritime pre-positioning force

MSC Military Sealift Command

NATO North Atlantic Treaty Organization

NBC nuclear, biological, and chemical

OEBGD Overseas Environmental Baseline Guidance Document

OPDS offshore petroleum discharge system (Navy)

OPLAN operation plan

OPORD operation order

OSD Office of the Secretary of Defense

POL petroleum, oil, and lubricants

POLCAP bulk petroleum capabilities report

POS peacetime operating stocks

PWRR petroleum war reserve requirements

PWRS petroleum war reserve stocks

QA quality assurance

QS quality surveillance

QSR quality surveillance representative

REPOL bulk petroleum contingency report

RSN role specialist nation

SAPO subarea petroleum office

SMFT semi-trailer mounted fabric tank

SOFA status-of-forces agreement

TPFDD time-phased force and deployment data

TSC theater support command

USD(AT&L) Under Secretary of Defense for Acquisition, Technology, and

Logistics

USTRANSCOM United States Transportation Command

WHNS wartime host-nation support

GL-2

Glossary

JP 4-03
bulk petroleum product. A liquid petroleum product transported by various means and stored in

tanks or containers having an individual fill capacity greater than 250 liters. (JP 1-02)

bulk storage. 1. Storage in a warehouse of supplies and equipment in large quantities, usually in

original containers, as distinguished from bin storage. 2. Storage of liquids, such as petroleum

products in tanks, as distinguished from drum or packaged storage. (JP 1-02)

inland petroleum distribution system. A multi-product system consisting of both commercially

available and military standard petroleum equipment that can be assembled by military

personnel and, when assembled into an integrated petroleum distribution system, provides

the military with the capability required to support an operational force with bulk fuels.

The inland petroleum distribution system is comprised of three primary subsystems: tactical

petroleum terminal, pipeline segments, and pump stations. Engineer units install the pipeline

and construct the pump stations; Quartermaster units install the theater petroleum terminal

and operate the total system when it is completed. Also called IPDS. (This term and its definition

modify the existing term and its definition and are approved for inclusion in the next edition of JP

1-02.)

Integrated Consumable Item Support. A decision support system that takes time-phased force and

deployment data (i.e., Department of Defense deployment plans) and calculates the ability of the

Defense Logistics Agency, the warehousing unit of the Department of Defense, to support those

plans. Integrated Consumable Item Support can calculate for the planned deployment supply/

demand curves for over two million individual items stocked by the Defense Logistics Agency in

support of deployment. Integrated Consumable Item Support allows planners to identify criticalend items and anticipated shortfalls in the Defense Logistics Agency inventories. Integrated

Consumable Item Support provides materiel readiness information for Defense Logistics Agencymanaged items to Defense Logistics Agency management, to all Services, and to the Joint Staff, to

be used as a piece of the larger wartime logistic picture, which ultimately is used to assess total

readiness and sustainability for deliberately planned contingencies. The goals and objectives of

Integrated Consumable Item Support are to know the “war stoppers,” know the weapons systems

affected, and know when the Defense Logistics Agency will run out of stock Also called ICIS.

(Approved for inclusion in the next edition of JP 1-02.)

integrated materiel management. The exercise of total Department of Defense-level management

responsibility for a federal supply group or class, commodity, or item for a single agency. It

normally includes computation of requirements, funding, budgeting, storing, issuing, cataloging,

standardizing, and procuring functions. Also called IMM. (JP 1-02)

lead nation. One nation assumes the responsibility for procuring and providing a broad spectrum of

logistic support for all or a part of the multinational force and/or headquarters. Compensation and/

or reimbursement will then be subject to agreements between the parties involved. The lead nation

may also assume the responsibility to coordinate logistics of the other nations within its functional

and regional area of responsibility. (JP 1-02)

PART II — TERMS AND DEFINITIONS

GL-3
GL-4

Glossary

JP 4-03

offshore bulk fuel system. The system used for transferring fuel from points offshore to reception

facilities on the beach. It consists of two subsystems: amphibious assault bulk fuel system and the

offshore petroleum discharge system. (JP 1-02)

offshore petroleum discharge system. Provides a semipermanent, all-weather facility for bulk transfer

of petroleum, oil, and lubricants (POL) directly from an offshore tanker to a beach termination unit

(BTU) located immediately inland from the high watermark. POL then is either transported inland

or stored in the beach support area. Major offshore petroleum discharge systems (OPDS)

components are: the OPDS tanker with booster pumps and spread mooring winches; a recoverable

single anchor leg mooring (SALM) to accommodate tankers of up to 70,000 deadweight tons;

ship to SALM hose lines; up to 4 miles of 6-inch (internal diameter) conduit for pumping to the

beach; and two BTUs to interface with the shoreside systems. OPDS can support a two line

system for multiproduct discharge, but ship standoff distance is reduced from 4 to 2 miles. Amphibious

construction battalions install the OPDS with underwater construction team assistance. OPDS are

embarked on selected Ready Reserve Force tankers modified to support the system. Also called

OPDS. (This term and its definition modify the existing term and its definition and are approved for

inclusion in the next edition of JP 1-02.)

packaged petroleum product. A petroleum product (generally a lubricant, oil, grease, or specialty

item) normally packaged by a manufacturer and procured, stored, transported, and issued in

containers having a fill capacity of 55 United States gallons (or 45 Imperial gallons, or 205 liters) or

less. (JP 1-02)

peacetime operating stocks. Logistics resources on hand or on order necessary to support day-today operational requirements, and which, in part, can also be used to offset sustaining requirements.

Also called POS. (This term and its definition modify the existing term “primary operating stocks”

and its definition and are approved for inclusion in the next edition of JP 1-02.)

petroleum, oil, and lubricants. A broad term that includes all petroleum and associated products

used by the Armed Forces. Also called POL. (This term and its definition modify the existing term

and its definition and are approved for inclusion in the next edition of JP 1-02.)

role specialist nation. A nation that has agreed to assume responsibility for providing a particular class

of supply or service for all or part of the multinational force. Also called RSN. (JP 1-02)
Assessments/

Revision

CJCS

Approval

Two

Drafts

Program

Directive

Project

Proposal

J-7 formally staffs with

Services and combatant

commands

Includes scope of project,

references, milestones, and

who will develop drafts

J-7 releases Program

Directive to Lead Agent.

Lead Agent can be Service,

combatant command or

Joint Staff (JS) Directorate

STEP #2

Program Directive

The combatant commands receive

the JP and begin to assess it during

use

18 to 24 months following

publication, the Director J-7, will

solicit a written report from the

combatant commands and

Services on the utility and quality of

each JP and the need for any

urgent changes or earlier-thanscheduled revisions

No later than 5 years after

development, each JP is revised

STEP #5

Assessments/Revision



ENHANCED

JOINT

WARFIGHTING

CAPABILITY

Submitted by Services, combatant commands, or

Joint Staff to fill extant operational void

J-7 validates requirement with Services and

combatant commands

J-7 initiates Program Directive

STEP #1

Project Proposal

All joint doctrine and tactics, techniques, and procedures are organized into a comprehensive hierarchy as

shown in the chart above. is in the series of joint doctrine publications.

The diagram below illustrates an overview of the development process:

Joint Publication (JP) 4-03 Logistics

JOINT DOCTRINE PUBLICATIONS HIERARCHY JOINT DOCTRINE PUBLICATIONS HIERARCHY

JP 1-0 JP 2-0 JP 3-0

PERSONNEL

JP 4-0 JP 5-0 JP 6-0

INTELLIGENCE OPERATIONS LOGISTICS PLANS C4 SYSTEMS

JOINT

DOCTRINE

PUBLICATION

Lead Agent forwards proposed pub to Joint Staff

Joint Staff takes responsibility for pub, makes

required changes and prepares pub for

coordination with Services and combatant

commands

Joint Staff conducts formal staffing for approval

as a JP

STEP #4

CJCS Approval

Lead Agent selects Primary Review Authority

(PRA) to develop the pub

PRA develops two draft pubs

PRA staffs each draft with combatant

commands, Services, and Joint Staff

STEP #3

Two Drafts

JP 1

JOINT

WARFARE

JP 0-2

UNAAF